The perils of job hopping

This post came out from My Paper (25 Aug 2015)
Title - The perils of job hopping

Some pointers that I've got are:
1. It takes time to get used to a new environment
2. It might turn out to be a job that you don't really like
3. Frequent job hoppers lose chances of getting another job
4. You may not learn anything substantial
5. You get a list of people who hate you

On It takes time to get used to a new environment

• Each company has a different management team and work processes, different corporate culture and a whole new set of people that you will have to learn to get along with. 
• Humans are remarkably adaptable, but we still need time to adapt to new environments. That process isn't always easy. You may end up regretting your decision to place yourself in a new environment.

On It might turn out to be a job that you don't really like

• A job description is never an accurate summary of what you are supposed to do. Just as you begin to settle down in a new environment, you are suddenly expected to do more than you bargained for.
• As every company has its own way of operating, don't be surprised if you're asked to do things you are not familiar with, or even worse, things you don't even like to do.

On Frequent job hoppers lose chances of getting another job

• You may get a better salary each time you change jobs, but you will probably pay a price in the long term.
• Many recruiters often screen out chronic job hoppers. In the digital age, it's easy for potential employers to dig up your work history. If you hop from one job to another every now and then, you might be killing your chance at another job.

On You may not learn anything substantial

• In any role you are playing, you will need to make an effort to learn the new skills required to excel at a job. The learning curve can be steep in some roles. But if you leave a job too quickly, you won't be able to pick up a lot of work experience.

On You get a list of people who hate you

• When you leave a job, your old colleagues are left behind to take over your responsibilities. Even if there's a new person to fill your old position, he won't be able to take over everything immediately. You can imagine how frustrating it is for someone asked to multitask because you have resigned.
• Also, you may not always be on good terms with your former boss after quitting your job. So, every time you resign, you may add a few new names to your list of potential enemies. Your old colleagues can change jobs too, and who's to say you won't bump into them some day in the same workplace?

Yours,
Something Small Thinking Big

The power of empathy

This post came out from The Straits Times (15 August 2015)
Title - The power of empathy

Some pointers that I've got are:
1. Why empathy is important
2. Be compassionate
3. Think before you speak
4. Picture yourself in the same situation

On Why empathy is important

• Empathy is the ability to put yourself in another person's shoes, and see things from his or her point of view.
• Having more empathy will make you more mindful of how other people in your life may have a different world view of situations or circumstances. Appreciate this would give you the insight to know whether you are creating buy-in for your ideas and solutions, or simply hard selling what you perceive as correct.
• When you develop more empathy, your inner motivation is improved, which helps you to connect emotionally with others. When this happens, the people in your life will realise what they want, and in the same instance be as supportive of your viewpoints as you are of theirs.
• You can become more empathetic by not allowing yourself to be judgmental of others or conforming to a self-serving bias. 

On Be compassionate

• Everyone has their strengths and weakness. What will make you more compassionate is when you see the other person's strengths, choose to accentuate them and overlook their weaknesses, or even try to help the person to overcome them.

On Think before you speak

• Sometimes, people may say things out of anger or frustration and may appear to be aggressive. There is no need to counter every argument that is thrown your way or confront them with the same level of aggression. This will lead to conflict, and affect the relationship that you intend to create.
• Think of what the other person said or did, and reflect upon it before you make your point. When you start doing this, you will realise that perhaps the other person may have a point. It is then up to you to acknowledge this and rectify the situation.

On Picture yourself in the same situation

• Ask yourself how you would feel if the situation was reversed, and act accordingly. To be empathetic, you have to visualise how you would feel if what is happening to the other person were to happen to you. 

Yours,
Something Small Thinking Big

Create a great place to work - Motivated employees are crucial for an organisation's success

This post came out from The Straits Times (11 August 2015)
Title - Create a great place to work

Some pointers that I've got are:
1. Motivation
2. Bad attitude results in poor remuneration
3. Link personal effectiveness to career advancement
4. Rewards come to those who shine

On Motivation

• Staff may not openly articulate it, but they probably often ask themselves: "What's in it for me if I do this extra bit?" Some would even become resentful when their tasks increase.
• Motivation comes from the root word motive, which means "a reason to". To get anyone to do anything, there must be a good reason for doing it. In short, if you can find a strong enough reason, you will be able to get a staff to be more productive.

On A bad attitude results in poor remuneration

• Staff will bring a negative attitude to work if they are not motivated. Many employees feel overworked and underpaid. Some even go as far as to say: "you pay me peanuts, so I work like monkeys". 
• This statement really means that such employees are not giving their best. They are holding back from giving their best simply because they are not quite satisfied with their remuneration.
• In order to transform the mindsets of these employees, managers must show good reasons for them to change their mindsets. If not, they will end up in a vicious cycle - where a bad work attitude brings forth poor remuneration and bonuses, which in turn brings a bad attitude towards work.

On Link personal effectiveness to career advancement

• Employers should always ask employees to be the best that they can be at the workplace. When they took on the job, no one forced them to accept it. They readily accepted their jobs, knowing what is expected of them and what salaries they would be receiving. 
• They should not only work according to what they are paid, but they should work many rungs above their salary scale. If they are able to shine like a star and work well above their salary scale, then their employer will take notice of this good hire that is well worth his or her salary.

On Rewards come to those who shine

• When you work like a star in your organisation, you automatically become the obvious choice for the next promotion when the opportunity arrives. 
• Do not wait until there is an opening to say that you want to try out for that position. Often, the organisation requires that position to be filled immediately. 
• Most companies cannot wait for employees to acquire the skill sets required of that position. One should already be productive and efficient, and prepare themselves for any available opening. 
• If you work above your salary scale, your employer will have to close the gap and pay you accordingly, because if your employer does not, another employer will.

Yours,
Something Small Thinking Big

What it takes to be a great mentee

This post came out from The Straits Times (18 August 2015)
Title - Do your part - What it takes to be a great mentee

Some pointers that I've got are:
1. Purposeful
2. Pro-active
3. Perspective-taking
4. Perspective challenging

On purposeful

• A motivated mentee should go into the mentoring relationship knowing what he or she wants to achieve. While mentoring does not require intensive, succinct goals, research has shown that without focusing on at least a couple of themes, the relationship will gradually dwindle into idle chit chats. This will lead to a cessation of meetings as both parties will find them a waste of their time.
• A successful mentoring relationship comprises a couple of mutually agreed upon developmental themes for the mentee. These usually revolve around soft competencies like interpersonal relations, motivation of staff, time management, conflict resolution, and so on. These themes are broad "I want to be..." statements, usually observable but not necessarily measurable. 

On Proactive

• The make-or-break of a mentoring relationship hinges on a mentee's motivation. Mentoring exists primarily to help the mentee develop. It expects the mentee to manage the relationship.
• As such, the mentee is expected to initiate the meetings, and arrange the logistics. This is a test of the mentee's learning aptitude. If a mentee is too busy to manage the mentoring relationship, it is doubtful if this mentee is truly a high potential learner who can aspire to greater achievements when he or she cannot even be bothered with his or her own self development or have the initiative to build relationships with the mentor.

On Perspective taking

• This means being open-minded enough to give and take differing views. A great mentee listens actively and objectively to the mentor's perspectives and views without being defensive.
• On occasions, the mentee might think the mentor's views are not relevant or helpful. The quickest way to shut down engagement is to rebut or disagree with the mentor. 
• Instead, the mentee should adopt the mindset that what is irrelevant today might be relevant tomorrow. Therefore, a mentee should just listen, thank his or her mentor, and put that knowledge into the back of his or her mind.

On Perspective challenging

• On the other hand, the mentee needs to be prepared to share his or her feelings, views and perspectives openly so that the mentor is better able to help and guide the mentee more effectively. 
• If the mentee has a differing view, he or she needs to be courageous enough to state so respectfully so that a meaningful dialogue can ensure. The mentoring relationship is designed to be a safe avenue for both mentors and mentees to exchange perspectives. This is how learning can take place.
• Perhaps the most significant part of mentoring takes place when the mentee puts into action what is discussed and agreed upon in the mentoring conversation. The mentee has to be willing to attempt to apply what is learnt immediately.

Yours,
Something Small Thinking Big

Leading with influence - Achieving a win win situation through negotiation

This post came out from The Straits Times (20 August 2015)
Title - Leading with influence - Achieving a win win situation through negotiation

Some pointers that I've got are:
1. Legitimate power
2. Reward power
3. Coercive power
4. Expert power
5. Referent power
6. Understanding power to become more influential

On Legitimate power

• This is based on one's position in the organisation, such as a chief executive officer.
• This legitimate power can be increased by adding new policies that expand the sphere of influence. 
• Do note that excessive legitimate power breeds resentment.
• The power to reward and punish usually complements legitimate power, as those in higher positions have more resources at their disposal.

On Reward power

• This works only if subordinates value the reward, and see a link between the reward and their performance. Intangible rewards such as praise are often more meaningful than tangible rewards.
• Unless used wisely, such rewards may become expected and lose their impact. Excessive reliance on rewards to influence others may diminish their perception of expert power.

On Coercive power

• Meaning actual punishment or the issuing of a threat, this type of power is easily abused. It usually takes the form of a reprimand, demotion, or other disciplinary action. It can even be wielded by those without formal power, for example, by bullying.
• When used by the leader, coercive power tends to lead to poorer worker performances and job satisfaction. It also reduces that leader's referent and expert power. The effectiveness of reward and punishment depend largely on how often and fairly it is used.

On Expert power

• Based on knowledge, skills and abilities, expert power is becoming more important with increased job specialisation, complexity and newer forms of workplace organisation. 
• Expert power is the easiest type of power for most people to acquire and develop, regardless of their position in the organisation. However, this type of power is limited to matters within one's area of expertise.

On Referent power

• Charismatic leaders and celebrities possess this, which allows them to influence others based on the respect or admiration. 
• If you lack charisma or are not a celebrity, you can still gain some measure of referent power by being likeable and caring. 

On understanding power to become more influential

• Minimise the use of legitimate power. Surely you can get results without relying on your position.
• Tie rewards to behaviours and performance, and give them fairly
• Emphasise intangible rewards such as praise, recognition and appreciation
• Use coercion only as a last resort, and do not do so arbitrarily
• Develop your expertise. Read, take courses, and practice what you learn
• Work on your EQ and likability, and show you care for those around you. 

Yours,
Something Small Thinking Big

What is it that motivates people?

This post came out from The Straits Times (21 August 2015)
Title - The new motivation

Some pointers that I've got are:
1. Self awareness versus self assurance
2. People do not like to be told what to do
3. Allow people to chase their passion

On Self awareness versus self assurance

• When you tell a team member that he is good in planning and organising, you are referring only to his self-awareness. He is aware, but that does not mean a thing to him.
• However, if you can give him concrete evidence of that strength, for example, "I see that you have this inner ability to create a system quickly when faced with chaos, cutting through the confusion and providing great clarity in a short period", that is self assurance and you can be sure that person will repeat the strength again because you have just assured his strength in concrete terms.
• Take time today to identify your team members' strengths and assure them of that strength through concrete evidence versus just touching the surface. Ask your team members for feedback on your strength with real evidence too. 

On People do not like to be told what to do

• This creates opportunities for us, especially if you wish to be a leader who aims to coach your people into giving themselves an answer they believe in, and taking action not because you ask them to, but because they want to.
• People spring into action when they have an emotional interest in something. In simple terms, we called it vested interest. 
• To motivate people into action, they need to create an emotional account of their own. You can't open the account for them, but you can facilitate the process. 
• Asking questions to funnel them towards their desired behaviour will triple the impact because once people discover the answer themselves, they will repeat that action or behaviour consistently, making the behaviour sustainable, versus telling them over and over again hoping that it will stick. 
• Learn how to coach people into success today. Nothing is more powerful than a question with an intention.

On Allow people to chase their passion

• Passion fuel more passion in a person's work and it drives purpose and purpose drives results. We are programmed from day one with our strength and all we need is assurance that we can do it. Most of the time, we know what we are expected to do even before we are told what to do.
• Most importantly, the natural driving force is a person's fiery passion, which is there all the while - as long as the leader does not put out the fire but has the ability to ignite it further. 

Yours,
Something Small Thinking Big

Unleash your potential with these tips

This post came out from My Paper (18 Aug 2015)
Title - Unleash your potential with these tips

Some pointers that I've got are:
1. Imaginary barriers
2. Learn from your role models
3. Discover your learning style

On Imaginary barriers

• If you are not where you should be or want to be, think about what is "blocking" you from getting there. Then think again. Are you really stuck in that position, or is it all in your mind?
• There are always solutions to solve whatever dilemmas you might have. There are always ways to improve. Whatever it is you are doing, try doing it even better. The bar is yours to define, set and raise. 

On Learn from your role models

• Role models are people (real or fictional) whom you look up to. Positive role models inspire you to make constructive changes or improvements to your life. They set the standards which you should aspire to reach, and it is from them that you gain knowledge. 
• Remember that you will always be your own person. But if there is someone who inspires you, by all means, take heed of lessons that you can learn from them. 

On Discover your learning style

• If you are looking for improvement but cannot seem to get anywhere, it might not be because you cannot improve, but that you are not learning the "right" way. 
• There are several ways of learning. You might like to learn by reading and writing, which is what you might have been taught. However, you could also draw pictures or mindmaps, associate what you have learnt with sounds, songs or other audio cues, or physically carry out the act instead of watching from sidelines.
• It is all about what you prefer. If you do not know what your preferred learning style is, try a few out and see what suits you best. 

Yours,
Something Small Thinking Big

Things successful people say

This post came out from The New Paper (12 Aug 2015)
Title - Things successful people say

Some pointers that I've got are:

1. I will face life's challenges with a hopeful and productive approach.

• Being optimistic does not equate to being oblivious to life's unpleasant occurrences. It simply means one adopts ways to attain the best possible outcome, no matter how dismal the circumstances.

2. Instead of reacting to events and waiting for opportunities, I will venture out to create my own destiny.

• Harbouring plans, goals and ideas do not count for much unless we take concrete action to achieve them.

3. I can't complete everything all at one go. But I can take small consistent steps towards achieving my vision.

• Go-getters take conscious control of their lives, set goals and work towards achieving them. However, it is easy to give up when our goals seem insurmountable. Do not attempt to conquer a mountain with a single step. Instead, break down your ambitious goals into smaller manageable ones to be attained one step at a time.

4. I'll devise contingency plans to fall back on in case the expected plan does not materialise.

• Confront likely failings beforehand to stop them from become reality. Develop a habit of adopting precautions and drawing up contingency plans. 

5. If I manage to earn a lot of money, I'll just remember to share what I can with the needy.

• When a person is successful, he or she is likely to possess extra resources to share with the less fortunate. Being charitable makes us aware of the hardships the lower strata of society struggle with, keeps us firmly grounded and deters us from being too caught up in our own success. 

Yours,
Something Small Thinking Big

Be an engaging presenter

This post came out from The Straits Times (13 Aug 2015)
Title - Be an engaging presenter

Some pointers that I've got are:
1. Why use stories?
2. What must your story have?
3. How to tell your story?

On Why use stories?

• Stories interest the conscious mind. Our conscious mind constantly seeks to be engaged, without which it becomes bored. Our natural curiosity drives us to ask "What Happened?"
• Stories engage the subconscious mind. As we are engrossed in a story, our conscious critical faculty fades, and the subconscious takes over.
• Stories influence perceptions and actions. Our subconscious mind is the domain of our beliefs, values, emotions, perceptions and habits. When the subconscious is deeply engaged by stories, it opens itself to suggestions and influences. As our conscious mind is usually logical and critical, information that is presented to it is heavily analysed and screened The result is ineffective influence or conviction. By using stories, we are able to bypass the conscious faculty to influence to subconscious.

On What must your story have?

• Character. This is known as the referential index of the story. Your audience must be able to related to the characters in the story. They should feel like the character is like them or someone they know, or in a similar situation as they are. 
• Context.Give your story a clear context from the start to help your audience paint the scene in their minds. The context can be a particular era, place, or experience.
• Content. Every great story requires details. The more details you provide in a story, the clearer the scene that your audience paints in their minds will be. There is a huge difference between saying "I found myself in a very old house", versus "I saw paint peeling off the walls, old furniture with a layer of dust and cobwebs in every corner of the house."

On How to tell your story?

• Get into the storytelling state. Feel the story before you tell the story. When you feel the story, you will be able to deliver it using a suitable vocal pitch, tempo and rhythm. This will enable the audience to tune into your story, paint pictures in their mind, and feel the emotions of the story through you.
• Weave in your story. Avoid saying "I'm going to tell you a story". Instead say "When we were brainstorming on a big idea for this campaign, we recall that..."
• Act out your story. Use the stage as the scene of your story. Walk around the stage, stop at different positions, and act as the different characters in the story to engage your audience visually. A compelling delivery will help to create the desired emotional state in your audience to lead them to your desired conclusion. 

Yours,
Something Small Thinking Big

Unlock your charisma - A sharp focus and empathy will set you apart from other people

This post came out from The Straits Times (31 July 2012)
Title - Unlock your charisma

Some pointers that I've got are:
1. Connect
2. Have presence
3. Awareness
4. Relationship focused
5. Influence
6. Standing out
7. Modelling
8. Altruism - the master key

On Connect

• Charismatic people create emotional connections with others naturally. They put others at ease with their sincerity, and attract people with their confidence.
• They are adept at making small talk and always leave the person feeling like a star after the conversation.
• But what truly brings them closer to others is their ability to establish common ground quickly, knowing full well that people like people who are like themselves.

On Have presence

• Charismatic people do not undermine others, but neither do they let others undermine them. 
• Instead, they see people - regardless of wealth and power - as equals. Unlike many people who are driven by other people's acceptance or praises, they are driven by their passion and purpose.

On Awareness

• Charismatic individuals are keenly aware of their strengths that draw people to them, as well as barriers that jeopardize their relationships with others.
• They are in full control of their state of mind, allowing them to be at their best. They are also sensitive to people's thoughts and intentions, allowing them to manoeuvre any situation to their advantage. 

On Relationship-focused

• Charismatic people carry a mental image of people walking around with an invisible sign hanging from their necks, saying "Make me feel important!" They obey the sign, thus making them popular.
• These individuals are slow to criticise yet quick to compliment. They see the best in people and are genuinely interested in the well-being of others. This could be one reason why they seem to brighten up a room whenever they enter.

On Influence

• Charismatic people are natural influencers. They possess an empathetic ability that helps them to see something from another person's perspective, making people particularly receptive to them.
• They have a flair for words, and make persuasive pitches that tug at the heartstrings of their listeners. But what makes them truly exceptional is their proficiency in using compelling stories, vivid pictures and memorable analogies to get their points across.

On Standing out

• They are dare to be different and are unafraid to stand out.
• Charismatic people also understand that the easiest way to stand out is simply be the best at what they do. As a result, they have relentless dedication and determination and sometimes make sacrifices to remain at the top of their game.

On Modeling

• Charismatic people constantly seek out mentors, or successful people who have walked a similar path. Whenever they meet someone new, they ask themselves, "What can I learn from this person?" Because of their intense hunger to learn and improve, they enjoy a lot more success than others.

On Altruism - the master key

• Charismatic people prefer to give, rather than take, and they constantly add value to the people they interact with.
• To them, the pie is infinitely large and has more than enough for everyone. They firmly believe that you can get all you want in life if you first help others get what they want in life.

Yours,
Something Small Thinking Big

The five important issues that every boss must address to make good decisions for the company

This post came out from The Straits Times (13 Nov 2014)
Title - Getting priorities right

Some pointers that I've got are:
1. Focus on people management
2. Understand your colleagues and juniors
3. Challenge the rules
4. Set the vision
5. Ask why

On Focus on people management

• A boss's job should not be to get the work done. Instead, it should be to focus on optimally managing those people who get the job done.
• This includes hiring the right people, motivating the team, appraising and judging team members, and when needs be, firing under-achievers or those who don't fit in with the corporate culture.
• Focus not only on direct line reports, but also on support staff. They have a privileged position to view the detailed workings of the organization in a way no one else can.
• If you nuture them well, they can be of immense value.

On Understand your colleagues and juniors

• Spend time to find out what your colleagues and juniors are thinking. Only by doing this will you be able to discover how they can work better - both as an individual and as a team member.
• You also then get a better idea about your role in guiding them. Don't only discuss work matters, talk about a wide range of other topics. This will tell you about how they handle themselves and others. 

On Challenge the rules

• There is a saying that 'Rules are meant to be broken'. Ruthlessly pruning unnecessary business rules is an important task for the boss.
• New instructions emerge as fast as the incidents that cause concern. This results in so many rules that employees ignore most of them - until disaster strikes.
• A good boss removes all useless rules but vigorously enforces the ones that matter. All employees must understand them and more importantly, the rationale behind them. This sets boundaries and helps to ensure that there is no unfortunate scapegoat in a situation where a rule is broken due to ignorance.

On Set the vision

• Many employees get overwhelmed by the daily grind of work. When the vision is lost, so is all purpose, and employees become robotic, handling their work like automatons.
• It is the boss's job to set the vision, lifting the eyes of senior management to look beyond the horizon every day.
• A great boss includes management in discussions about the future and acts as a rallying point for driving the organisation single-mindly. When employees help to set the direction, they are motivated to achieve the goals.

On Ask why

• Most bosses focus on the bottom line and spend their lives asking "what" or "how" questions. They forget to ask the "why" questions.
• Try asking why things are being done - as much as a hundred times a day. Your colleagues' answers will show you if there is a purpose for their activities and whether these are in line with the organisation's vision.
• The answers to "what" or "how" questions will reveal whether your colleagues are doing things the right way.
• The answers to "why" questions will reveal whether they are doing the right things, which is more important. 

Yours,
Something Small Thinking Big

From vision to action - You need a workable strategy to achieve business success

This post came out from The Straits Times (5 Dec 2014)
Title - From vision to action

Some pointers that I've got are:
1. Translate your vision into measurable and achievable goals
2. Break your goals down into achievable objectives
3. Set up your strategies for accomplishing your objectives
4. Choose tasks you must complete each day to achieve your goals
5. Build in monitoring mechanisms to help you keep track of your progress
6. Communicate your vision and plan

On Translate your vision into measurable and achievable goals

• You decide specifically what you want to accomplish during the next five to 10 years - those are your long range goals.
• Next, you break those goals down into intermediate goals - things you wish to accomplish during the next six months or year.
• Then you break them down further into short term goals covering the next month or six weeks.

On Break your goals down into achievable objectives

• Working by objectives helps you to concentrate on what is important instead of spinning your wheels on those things that seem urgent but do not lead to your long term goals.
• Objectives add purpose and direction to all your activities

On Set up your strategies for accomplishing your objectives

• Strategies are the specific ways you will go about achieving your objectives. The more clearly thought out they are, the more effective they will be.

On Choose tasks you must complete each day to achieve your goals

• This is where most planning breaks down. We tend to leave it vague - thinking that, as long as we are working hard all the time, we are achieving our goals.
• Most people are extremely busy, but they are not doing enough of the right things. 

On Build in monitoring mechanisms to help you keep track of your progress

• Look at a few key indicators that will help you stay on track, and monitor those like a doctor would monitor the vital signs of a patient.
• It doesn't matter how much activity is going on. What matters is how well you are doing at achieving your objectives. 

On Communicate your vision and plan

• Involve others in formulating the plan. People tend to understand and support plans they help to create.
• Clearly identify roles and expectations. Every person needs to know clearly what you expect and understand the basis on which his performance is to be judged.
• Make sure everyone understands all deadlines and schedules. A good plan has teeth in it, and the only way to give it those teeth is to set definite deadlines for specific actions.
• Count on the plan for intrinsic motivation rather than seeking to motivate people with gimmicks. If the plan is built around the strengths and personal motivations of the people who must execute it and has its own built in rewards, motivation will take care of itself. If not, no amount of gimmicks will make it work.
• Get feedback to make sure people understand exactly what you expect. It is not very useful to say "Does everyone understand the plan?". A far better approach is to say, "Tell me what you understand the plan to be and how you see yourself fitting into it."

Yours,
Something Small Thinking Big

Plan to achieve what you want in the SMART way

This post came out from The Straits Times (4 Dec 2014)
Title - Attain your goals

Some pointers that I've got are:
1. Specific
2. Measurable
3. Action-oriented
4. Realistic
5. Timely

On Specific

• Ask yourself, is this goal specific?
• The more specific your goal is, the more likely you will be able to achieve it.
• For example, having a goal of going on vacation is not as specific as having a goal to go on vacation at Disney World a Orlando in the United States in August 2015

On Measurable

• Next, ask yourself, is this goal measurable?
• To measure a trip to Disney World, first find out how much the entire trip will cost, such as expenses for travel, hotel, food and admission
• If you are saving for the trip, determine how much you will need to save each month for the next seven months (Jan to Jul)
• As the months progress, you can measure your goal by looking at how much you have saved

On Action-oriented

• The next question: Is this goal action-oriented?
• A goal cannot just be a hope or a dream. It has to be something which you can take action.
• In our Disney World example, you can take action by saving money for the cost of the trip, scheduling vacation time with your job, buying clothes for the trip etc.
• Please note, this aspect of the acronym is something that you will revisit throughout the life of your goal. You will want to continually ask yourself, am I taking action to achieve this goal? If not, you have kicked your goal back into being a hope or a dream.

On Realistic

• Next, ask yourself, is this goal realistic? Another way of asking this is whether the goal is attainable.
• For example, if you live in a country thousands of miles away from the United States and you are unemployed, a Disney World vacation may not be for you at the moment. You may not be able to attain the goal in seven months.
• Look at the circumstances before ignoring them. Do the same with your goals. 

On Timely

• Finally, ask yourself, is this goal timely? 
• You must set a time limit on your goals. Otherwise, they will be too vague and relegated to the hope/dream category.
• In our example, we have set August as our time limit for reaching the Disney World vacation foal. It is a clear target, which brings about the focus needed for reaching the goal.

Yours,
Something Small Thinking Big

Crucial to recognise the symptoms of job burnout

This post came out from The Straits Times (25 Jun 2012)
Title - Burnout: Are you at the tipping point?

Some pointers that I've got are:
1 Symptoms of job burnout
2. Why it happens

On Symptoms of job burnout

• Being chronically fatigued
• Wondering about the meaning of life, especially the meaning of own life
• Difficulty in meeting work target
• Difficulty in meeting expectations of family and friends in meaningful engagement
• Being preoccupied
• Difficulty in focusing
• Feeling of wanting to get away from your present life
• Having sleeping problems, either too little sleep or too much sleep
• Losing interest in simple pleasure in life
• Losing motivation to learn or achieve mastery in new skills

On Why it happens

• Unclear or overly demanding job expectations
• A lack of control at work
• Poor job fit
• Working with an office bully or have a boss who micromanages your work
• Monotonous work

Yours,
Something Small Thinking Big

Systematic approach and relationship building in networking

This post came out from The Straits Times (29 Sep 2011)
Title - Get out of the networking rut

Some pointers that I've got are:
1. Set goals before you attend a networking function, aim to meet at least one or perhaps more people depending on the size of the function.
2. Spend quality time with each person you meet to learn a little about them and their business. Be sure to share something about yourself as well.
3. Listen carefully, focus only on the person you are speaking to and participate in the conversation.
4. If you have made a strong connection, you should schedule a meeting with people that could be prospective referral partners or clients or schedule face to face introduction when you have identified needs that one of your referral partners can potentially help them with.
5. Send a thank you card to everyone who connected strongly with. You never know who they know, and it increases the likelihood that you will be remembered long after the event.

Yours,
Something Small Thinking Big

Develop good working relationships with others by improving your behaviour

This post came out from The Straits Times (19 Sep 2011)
Title - Change for the better

Some pointers that I've got are:
1. Consciousness
2. Recognition
3. Adjustment

On consciousness

• This means being conscious of your behaviour and how it impacts others. To improve your awareness you can seek feedback from others and ask if they have noticed any undesirable behaviour on your part and seek advice on how you can improve. Be clear about the instances that led to this behavior and reflect on its cause and impact.
• Understand how your team feels about you especially about your communication and operational styles. When you are open to feedback, you begin to be conscious of things you did not notice previously. These are your blind spots that others notice which you are not aware of. Acknowledging these patterns is your first step to self-discovery.

On Recognition

• The next improvement step is to make a choice: are you going to take feedback seriously or continue with your current behaviour?
• When you recognise that you need to improve, you can swallow your pride, and tell yourself that you are going to be a better person. Making such a choice is not easy. Are you ready to work towards behaviours that will help build relationships? If you are, then move on to the next step.

On Adjustment

• This involves looking at how you can work better with other people by making adjustments to yourself through a process called "behaviour style flexing".
• This means that if two persons are dominant, one has to play a less dominant role. However, this does not mean that you give in to whatever the other party wants. It suggest that you will have to be less dominant but continue to work through the power of influence.

Yours,
Something Small Thinking Big

You don't need an outgoing personality to connect well with people

This post came out from The Straits Times (4 Oct 2014)
Title - Don't be a wallflower

Some pointers that I've got are:
1. Prepare your 30 second elevator pitch
2. Ask sincere questions about the other person
3. Politely excuse yourself if you don't want to remain in the conversation

On Prepare your 30 second elevator pitch

• Take some time before the meeting and think about how you would like others to perceive you. Write short and simple sentences about your role in your company, and what the company does.
• Rehearse this in front of the mirror as often as you like. You can also run this by a trusted co-worker for constructive feedback.

On Ask sincere questions about the other person

• You can consider to cut the chase and ask the person you are trying to connect with some questions about himself. Questions can include - How long have you been in this business/ industry, What sort of business referrals is he looking for, What is the best or most challenging part of his job. 
• Remember, you can be yourself. Ask questions that will help you get to know the other person better, and be genuine about it. 

On Politely excuse yourself if you don't want to remain in the conversation

• Remind yourself that you are at the event for a purpose - to seek out new opportunities and establish mutually beneficial business relationships. You are definitely not there to entertain others.
• If you find yourself getting bored, or do not have any interest in what the other party is saying, thank him for sharing and you are keen on meeting other people in the room. 

Yours,
Something Small Thinking Big

Maximise your potential - Living by principles and passion

This post came out from The Straits Times (20 December 2011)
Title - Maximise your potential

Some pointers that I've got are:
1. Living by principles
2. Living with passion

On Living with principles

• An attitude of gratitude - When we are grateful for what we've got, we can have more of what we want
• The law of the farm - You reap what you sow.
• Freedom of choice - You are the sum of the choices you have made and haven't made. Regardless of where you were born, and even in the most dire of circumstances, you can live a fulfilling, happy life that influences and inspires others

On Living with passion

• Passion is a source of unlimited energy from your soul that enables a person to produce extraordinary results
• Be a passion seeker - It's like making a decision to run a marathon: first you have to decide and then take action
• Be a detective - Look for the clues in your life that will give you the solution to the puzzle. Ask your parents, their friends, your siblings. Do a chart of your life, showing the ups and downs, to raise our conscious awareness of your life journey so far.
• Be the riddler - Once you discover it, it may be a 'riddle' to work out how to earn a living from your passion. I have always found when advising people that it is possible to earn money from pursuing your passion.
• Be the risk-taker - Take the plunge! The rewards will be worth it because you are discovering and pursuing your soul's purpose.
• Keep your passion alive by using these principles - Write out your goals in great detail; read them everyday; don't hang around energy suckers or negative people; don't share your goals with people who may kill your dreams; spend your time with passionate people; and look after yourself physically so that the machine you live in (your body) can help you rather than hinder you. 

Yours,
Something Small Thinking Big

The secret of success - It is the way you treat people

This post came out from The Straits Times (15 Feb 2012)
Title - The secret of success

Some pointers that I've got are:
1. Create a relationship with people first
2. Treat people as though they are special
3. Are particular tasks the key to success
4. Build good relationships

On Create a relationship with people first

• The ultimate secret of success is to make a connection with others, a human connection, to show them you care.

On Treat people as though they are special

• Stop, and think about the characteristics you like others to show when dealing with you. Perhaps they include flexibility, empathy, even kindness and patience. 
• The secret that is not a secret is that everyone wants to be treated similarly. Everyone wants to feel like they are special.

On Are particular tasks the key to success

• Remember that others don't like it when nasty things/ bad experience happen to them. 
• If you have a connection, a relationship with others, you are much less likely to make such mistakes because you know how you would feel in their shoes.

On Build good relationships

• Your primary goal is probably to be successful at whatever you do. So the secret is quite simple: you will be successful if you build a human relationship with your customers or clients, if you treat them the way you would wish to be treated. 
• Once you have made that connection, they will come back time and again because they feel comfortable, like you are an old friend.
• They will also tell others about the great relationship they have with you, thus bringing you more business regularly.

Yours,
Something Small Thinking Big

Good communication is key to inspiring and motivating employees

This post came out from The Straits Times (27 December 2011)
Title - Keep Talking

Some pointers that I've got are:
1. Less is more
2. Command the language
3. Develop empathy
4. Have a conversation
5. Don't dump data
6. Invite dialogue
7. Repeat the message
8. Use every tool
9. Build a dialogue

On Less is more

• Say what you have to say clearly and to the point. It shows you have thought it through and you have command of the topic.
• In today's age of information overload, your audience's attention span is even shorter - make the most of the time when they are tuned in

On Command the language

• Be articulate and eloquent in written and spoken communication. 

On Develop empathy

• Be human. Think like your audience. What would you like to hear if you are sitting in their place? Effective engagement is inspired by the empathy that develops simply by being a human being.
• Ask yourself, "What do they really want to know? What are heir concerns? How will they be impacted by what I am going to share? What new relevant information can I leave them with?"
• Great leaders communicate what their audience need to hear, not just what they want to say, and often times there is a difference.

On Have a conversation

• Don't memorize what you are going to say and don't read from powerpoint slides. Master your topic and speak about it in simple terms so that everyone can understand you.
• Fave your audience as you would in any conversation. Use examples and tell stories appropriate to the point - these will make remembering what you said easier. 

On Don't dump data

• Even if you are addressing a group of like-minded professionals, data can be boring. And raw data doesn't tell the whole story, so use data to back up your idea or the behaviour you want to drive, not a the main thrust of your presentation.

On Invite dialogue

• Before you finish, always leave time for a Question & Answer session. Invite your audience into the dialogue. Ask provocative questions and learn what's on their minds. This will let them know they are a valued part o the conversation.

On Repeat the message

• Trust is fleeting and so are memories. To gain trust and message recall from your audience, find innovative ways to consistently communicate your message.
• Remember: Even the most powerful message must be repeated to sink into the minds of listeners and translate to actions.
• Keep in mind that who delivers the message is as impactful as the message itself. The person who delivers the message can often be the difference between resolving a crisis quickly or escalating it, or between information being received with priority or being ignored. 

On Use every tool

• Say what you have to say in different ways - formally and informally - using every available communication tool at your disposal at the appropriate time.
• Your audiences aren't always reading e-mails - meet them where they live and where they get their information.

On Build a dialogue

• If you are a team leader, make changes in the ways you communicate, then make broader recommendations for your superiors based on your success.
• Great leaders understand that aligning their messages and communication strategies to the business goals will help drive employee behaviours and consumer awareness, and enhance corporate reputation. 

Yours,
Something Small Thinking Big

Improving work culture to motivate your workers

This post came out from The Straits Times (6 Feb 2012)
Title - Lack of drive? Blame old-school work culture

Some pointers that I've got are:

• An answer to this problem could also lie with reforming outdated workplace and management practices. It is very often the case that a perceived lack of employee drive and motivation is a direct function of the way people are 'managed' instead of inspired, the organizational culture defined as its 'true' values and character, office politics leading to a lack of meritorious recognition and 'old school' incentive structures that don't work in the knowledge economy.
• A pervasive problem for knowledge workers is the misalignment in the work environment between economic incentives and values. Once you take qualified people and put hem in an environment that is very structured - a 'I tell you what to do and you go do it' type - that can be quite a sap on motivation.
• The most important value for a quality leader today is to believe that every individual has the potential to demonstrate drive, motivation and pride in his work. Leaders who embrace this see it as their role to empower and release everyone's full potential rather than blaming a worker for a lack of drive. 
• Bosses have to create an environment, a culture of empowerment that facilitates openness so people can thrive and do their best and want to succeed. If people can't be open with one another, that means they lack trust; if people don't trust one another, the flow of dialogue is shut down. Then, you shut down collaboration, and you shut down creativity. 
• It also boils down to company culture when it comes to workers having the confidence to venture out of their comfort zones. If you have an organization that does not tolerate failure, why would anyone take any chance?
• Leadership and motivation skills of managers have a lot to do with the level of drive among employees. They need to create the vision and purpose for their people that will inspire them to be more driven in the work that they do, because they recognise the value of it and where it is serving a wider purpose. Effective, regular face to face communication is a vital component of this type of leadership. 

Yours,
Something Small Thinking Big

Identify what you hope to achieve and have proper follow ups

This post came out from The Straits Times (16 Jan 2012)
Title - Plan well to ensure your staff retreat adds value

Some pointers that I've got are:

• Companies first need to identify what exactly they hope to achieve at a retreat and why they are holding one.
• The company can let the attendees, and not the leader, determine the content of the agenda through well constructed questionnaires and interviews
• Also staff retreats can be served to strengthen cross border/ cross team relations. Where there is a diverse group, you have to know how to mange diversity and encourage everyone to contribute. 
• Sessions such as training and brainstorming in an informal setting also allow employees to be more open and vocal with ideas, providing useful feedback to the management. This adds value to businesses in terms of agreeing on the team's focus and alignment for the coming months, as well as inculcate a sense of team camaraderie and cohesiveness that will make their working environment a pleasant one. 
• Good retreats provides insights, helps solve problems and offers the chance for colleagues to talk openly. The event should also excite the staff, keep them energised and be fun and inspiring. There should also be a follow up - you need somebody on top to endorse the ideas, and you need somebody below him to be the driver to drive them. If you don't put names and give timelines, nothing will happen. 

Yours,
Something Small Thinking Big

Leadership skills can be honed through systematic and proven approaches

This post came out from The Straits Times (16 Jan 2012)
Title - You can lead

Some pointers that I've got are:
1. Defining leadership competencies
2. Assessing leadership potential
3. Developing self leadership
4. Excelling in team leadership
5. Engaging in opportunities

On Defining leadership competencies

• To develop leaders, we must understand what leaders really do. Leadership complements management and both are needed in an organization
• Key management activities are planning, organizing and controlling while leadership is about driving change. For change to happen, leaders are involved in setting direction, aligning and inspiring people.

On Assessing leadership potential

• Through 360 degree feedback, it helps to collect opinions about an individual's performance from peers, direct reports, his supervisor, and even his customers. This provides a complete picture of what competencies the potential leader needs to develop further.
• In an assessment centre, the exercises carried out include a job-related assessment and in-person simulations. These can be mixed and matched based on the competencies defined for a specific leadership role and are administered by expert assessors.

On Developing Self leadership

• A high level of emotional intelligence which encompasses self awareness, self regulation, motivation, empathy and social skills is needed. 
• Emotional intelligence can be learnt but it takes a sincere desire, time and commitment. While classroom training programmes can impart the knowledge, coaching and feedback is often necessary to embed emotional intelligence behavioral changes. 

On Excelling in team leadership

• A coercive approach to managing is outdated. A successful leader is one who understands that people are different and complex, with unique motivation and satisfaction requirements.
• Hence, a leader must have great people skills to create high performance teams.

On Engaging in opportunities

• To embed the leadership competencies they have learnt, potential leaders must have opportunities to try them out and develop them fully. 
• While the business environment is demanding and sometimes unforgiving, potential leaders can seek out leadership opportunities in low risk, non judgmental environments by serving in roles in clubs and societies. 

Yours,
Something Small Thinking Big

Dispel the misconceptions in managing difficult employees

This post came out from The Straits Times (30 September 2011)
Title - Be a positive influence

Some pointers that I've got are:
1. Misconception 1 - Managers do not 'deal' with people
2. Misconception 2: Difficult employees
3. Misconception 3: Managers manage employees
4. Misconception 4: Asking 'How?'

On Managers do not 'deal' with people

• The use of terms such as 'deal' are quite revealing about the psychology of the person asking the question. To deal is to contract, to reach an arrangement, to trade or to undertake a transaction.
• While all relationships are indeed some form of contract in which transactions take place, trade offs are made and arrangements are agreed, if we perceive a relationship in such a way, it results in a 'what's in it for me?' personality.
• Managers deal with problems, they deal with issues and challenges, but they do not 'deal' with people.

On Difficult employees

• The term 'difficult employee' is often used in the context of an under performing team member or an individual who is behaving in a way that is counter productive. 
• Poor performance is usually the consequence of the absence of some knowledge, skills or understanding. So-called 'difficult employees' or 'difficult people' have simply learnt a set of behaviours that they believe helps to protect them in certain situations. 

On Managers manage employees

• When managers perceive people as 'employees', 'human resources', or worse still, 'problems' rather than as people and individuals, the nature of the relationship focuses on the transactional, the contractural or 'trade offs'.
• Managers need to adopt a people paradigm and not a dealer paradigm.

On Asking 'How'

• 'How' is the wrong question to ask. A better question would be to ask 'why?'. Why are they adopting the specific behaviours that are causing the difficulties?
• Before it is possible to influence their choice of behaviour, it is first necessary to understand why they adopted it in the first place.
• Only when the root cause has been understood can you begin to explore the 'how' question. 

Yours,
Something Small Thinking Big

Structuring interviews

This post came out from The Straits Times (17 September 2011)
Title - Take the guesswork out of hiring

Some pointers that I've got are:
1. Questioning skills
2. Avoid leading questions
3. Use your instincts

On Questioning skills

• Closed and open ended questions, used appropriately, will elicit the information required. In general, asking questions about real experience rather than hypothetical questions will help the manager collect evidence about the candidate's ability.
• Good questions typically start with "Tell me about a time when...", "Describe a situation when you had to..", and "Give us an example of when you had to...". 
• Mangers should learn to ask probing and specific questions, focusing in on the candidate's own tasks, actions and results. Ask for more examples and hone in on the details.
• Sometimes it is good to ask about failures too, or situations when they did not achieve the desired results. This will help the manager to get a more detailed view of what the candidate can do well, as well as what they don't do well. 
• Broad open-ended question - Tell me abut your biggest deal last year.
• Task oriented question - What was your role in the crafting of this deal?
• Action oriented question - What specific action did you do to help the team clinch the deal?
• Question about results - How much was the deal worth in relation to the company's revenue?

On Avoid leading questions

• Avoid questions starting with 'What would you do if...' These questions are of little use as the candidate can easily second-guess the intention of the question. Leading questions are also fairly useless as the candidate will easily tell you what they think you want to hear.
• Avoid asking overly broad questions - What are you most proud of?
• Avoid asking psychology questions - If you were an animal, what would you be and why?
• Avoid asking self assessment questions - How good are you at handling a difficult person?
• Avoid asking discriminatory question - When do you intent to start a family?

On Use your instinct

• While objectivity is important, instinct and gut feel also have a role to play.
• If the interviewer has a negative impression of the candidate, perhaps his instinct is telling him that there are potential problems and it is important for the interviewer to probe further.
• With a list of competencies and a set of standard questions, the manager will be able to compare each candidate in a more objective manner, assessed based on the competencies required for the job and not on other subjective variables. 

Yours,
Something Small Thinking Big

Free yourself from routine tasks by delegating these to your subordinates

This post came out from The Straits Times (19 December 2009)
Title - Learn to let go

Some pointers that I've got are:
1. Admit that some bosses are perfectionist
2. Do a time study
3. Systematise the tasks that fall in the lower left part of the grid
4. Assign these tasks to other people
5. Review the decision making processes within your department or company

On Admit that some bosses are perfectionist

• They don't really trust their people to make the right decisions and are simply unwilling to 'give up control'
• If this sounds like you, the first thing you need to do is look in the mirror and admit that you need to change. Give up some control. Accept imperfect and different ways of doing things - you can always add improvements later.

On Do a time study

• Spend the next several weeks, if not months, tracking the things you do everyday. Then rate your activities high, medium, or low in terms of skills and interest needed to complete those tasks.
• Those tasks tat take medium to low skills and have medium to low interest from your perspective should be handed over to your subordinates.

On systematise the tasks that fall in the lower left part of the grid

• Write down exactly what it takes to perform each task. Ask someone in your team to perform such task after reading the description.
• If it takes intervention from you to explain how to perform that task, you have not described it in enough detail.
• Keep doing this with all the tasks you have identified. You are now on your way to developing a 'system manual' for your business or your responsibilities

On Assign these tasks to other people

• You can hand these over to people within your team or company, or outsource them to service companies.
• Periodically, track the results and make sure things are being done properly. You are not the 'reviewer' and not the 'doer'.

On Review the decision making processes within your department or company

• List out all the decisions that are made in your business on a day to day basis. Determine what decisions can be made by other people and give them the criteria to make those decisions. This is the 'delegation of authority' where people can make a decision and what facts are needed to make them.

Yours,
Something Small Thinking Big

The right working habits will get you in your superior's good books

This post came out from The Straits Times (23 September 2011)
Title - 10 ways to win your boss's respect

Some pointers that I've got are:
1. Establish clear expectations
2. Present solutions, not problems
3. Be dependable
4. Keep your boss up to date
5. Do not humiliate your boss in the presence of others
6. Make your boss look good
7. Embrace the differences
8. Be flexible
9. Deliver what you promise
10. Meeting datelines

On Establish clear expectations

• Be clear about what your supervisor expects from you
• Clarify all doubts and do not make assumptions
• Unmet expectations can be very frustrating for both parties and you may be perceived as being incompetent

On Present solutions, not problems

• Most managers do not like to hear only about problems. When you present a problem, be sure to offer some possible solutions as well, then discuss them with him.
• He may offer his own solutions or build on your suggestions - either way, you solve a problem and your manager think you have initiative.

On Be dependable

• Your co-workers may keep you at an arm's length if you curry favour the boss and it will hamper your delivery of job assignments.
• Win the favour or approval of your manager with credibility, hard work and dependability. 

On Keep your boss up to date

• Don't keep your manager in the dark. Update him on every important milestone in a project you are handling, as well as any potential problems and possible solutions - unless he prefers to be kept posted only about the end results

On Do not humiliate your boss in the presence of others 

• Most supervisors, especially Asians, are very concerned about "face". So, do not embarrass your manager by putting down his not-so-intelligent ideas.
• Offer your opinion as an alternative without suggesting that your view is more superior than his.

On Make your boss look good

• Even when the credit is yours, do not overlook the role your manager plays in the team, whether or not he has a direct influence on a good job done.
• Like it or not, you work as a team and he leads your team. Let him share the credit and honour with you. Not only will he be pleased, he will very likely give you due recognition if he feels secure and is not intimidated by capable subordinates. 

On Embrace the differences

• Differences of opinion are inevitable and learn to see things from his perspective instead of insisting on your way.
• Present your views and arguments respectfully. You may not like his decision but let's face it, he is your manager and has the final say. 
• If your views are constantly being sidelined, either he is very unreasonable, or your views are not up to mark. If the situation becomes intolerable to you, then a graceful exit may be the solution.

On Be flexible

• Drawing lines and refusing to take on other responsibilities unless he increases your salary may be within your rights, but it will not endear you to him.

On Deliver what your promise

• Making empty promises erodes your credibility. Do not promise unless you can deliver. 
• If you are not entirely certain that you will be able to handle an assignment, make known to your manager your concerns but promise that you'll put in your utmost and do everything within your capacity to accomplish the task.
• If necessary, get permission from your manager to enlist the help of another co-worker to assist you in the assignment. 

On Meeting deadlines

• A failure to meet datelines reflects your level of competency and poor time management.
• If you discover that meeting a project deadline may be an issue due to factors not within your control, inform your manager early instead of giving your manager an unpleasant surprise when D-day approaches. 
• Seek his understanding in enlisting help from co-workers. Alternatively, request and extension of the deadline. 

Yours,
Something Small Thinking Big

How to make a successful leadership transition

This post came out from The Straits Times (31 July 2015)
Title - Stepping up

Some pointers that I've got are:
1. Failure to delegate
2. Not communicating enough
3. Prioritising the wrong things
4. Reluctance in asking for feedback
5. Lack of leadership presence

On Failure to delegate

• Stepping up to a leadership position means there is more on your plate now and you will have less time to do everything yourself. Delegating well is also a key differentiator for great leadership. 
• By delegating, you are not just getting leverage, but it also earns you the badge of being a people developer, making people are more likely to want to work for, and with you. 
• The first step towards a successful delegation is shifting the mindset to control, letting go and leveraging on others. 
• You can delegate through in small chunks, taking into account your team's competence and motivation, and striking a balance between delegating tasks and responsibilities.

On Not communicating enough

• When you become a leader, the need to communicate vertically and horizontally across the organization will increase tremendously. This is why a systematic and structured plan for stakeholder management and communication frequency is crucial. 

On Prioritising the wrong things

• The first thing you need to clarify with your management team, even prior to the promotion, is your key priorities in the first 90 days, for the mid term (six to 12 months), and long term goals. 
• Set up an urgent versus important matrix for all your tasks. Prioritise the tasks that can provide you and the team the biggest payoff. Run the list pass your management team and get some feedback.

On Reluctance in asking for feedback

• Leaders who have a high learning ability, and are able to unlearn and relearn things to do with their surroundings, teams and products on an ongoing basis, have the highest probability of succeeding in today's fast changing business landscape. 
• In the information age, leaders no longer hold all the answers. Asking for feedback allows you the opportunity to tap into the ideas of others. It also shows humility and a high level of emotional intelligence. 
• The 'Why' generation appreciates leaders who engage them and ask for their opinions, so asking for feedback is no longer a taboo. More importantly, it allows you to quickly understand how you can lead the team to success.

On Lack of leadership presence

• Sometimes, people mistaken building a leadership presence with building a larger-than-life view of oneself, or a persona. It is not. Nobody likes to work with someone who is not authentic and thinks the world of himself or herself.
• Leadership presence is about owning the room, being consistent and clear in your communicating your beliefs and values, and speaking with conviction and confidence. It is about drawing people to you and increasing the desire of others to be led by you.
• It is a critical aspect of personal branding that helps build teams, businesses and organisations. Be aware of your body language. Reflect on how what you say and do affects others. Be as authentic and consistent as you can. 

Yours,
Something Small Thinking Big

How to better manage your stress

This post came out from The New Paper (28 July 2015)
Title - How to better manage your stress

Some pointers that I've got are:
1. Be organised and prioritise demands
2. Concentrate on what you can control
3. Revaluate your strengths, passion and values
4. Exercise or pick up a hobby
5. Be charitable

On Be organised and prioritise demands

• Put aside 10 to 15 minutes at the start of each workday to plan your day and week ahead. With compelling deadlines and rapidly changing priorities, list all the tasks you have to complete and highlight those that are more urgent or important.
• As mornings are when you are the most well-rested and alert, attend to urgent or important priorities first, although they may not be the most enjoyable or most simple of tasks.

On Concentrate on what you can control

• Identify the sources of your stress and differentiate between those you can control and those you cannot. 
• Quit agonising over matters you have no control over. Instead, channel your energy into areas you can control like increasing your productivity level or the quality of your work. Spending effort on what you can control propels you forward and invigorates you.

On Revaluate your strengths, passion and values

• Ideally, your career should be in line with the above three factors. People are more fulfilled when they perceive that their careers are meaningful, offer them ample opportunities to utilise skills they value and prospects to shine and excel in their chosen areas of expertise. 
• If you feel your current job offers you none of these aspects, it's time to rethink if you're truly suitable for the job. 

On Exercise or pick up a hobby

• When exercising, the body releases mood-lifting endorphins. It also helps your release the physical tension and stiffness accumulated from sitting at your desk  for long hours. 
• Or, pick up a hobby that allows you to express yourself creatively.

On Be charitable

• Take some time out to help the needy. It will help you see your life in perspective and help you develop a sense of purpose. 

Yours,
Something Small Thinking Big

10 tips to stop dilly-dallying

This post came out from My Paper (28 July 2015)
Title - 10 tips to stop dilly-dallying

Some pointers that I've got are:
1. Create a (visible) to do list
2. Set a time frame
3. Be mindful present
4. Don't multitask
5. Divide and Conquer
6. Be accountable
7. Just do it
8. Take short breaks
9. Tweak your environment
10. Celebrate little successes

On Create a (visible) to do list

• Write down the things you have been putting off in a to-do list. Go through them and prioritise them according to urgency and importance.
• If you have a tendency to avoid checking your to do list, paste the list at strategic spots where you can be reminded on a daily basis.

On Set a time frame

• A to do list remains just that, if we do not set a time frame to complete the tasks. 

On Be mindful present

• Put potential distractions far away, so you can be mindfully present for what you plan to do.
• Put away that phone if you must.

On Don't multitask

• It was found that multitasking greatly decreases performance at work, wastes time and is bad for the brain's cognitive control in the long term. 

On Divide and conquer

• We sometimes procrastinate because a task is just too complex, and we do not know where or how to start.
• Divide a complex task into smaller achievable tasks before you conquer them little by little

On Be accountable

• It takes a lot of discipline to combat procrastination on your own. It is recommended that you look for a buddy to whom you will be answerable.
• This buddy will occasionally ask about your progress and put 'pressure' on you if you slack in the tasks you set out to do. If your buddy has his own set of gals, you can work to motivate one another. 

On Just do it

• An effective way to start something you have been putting off is to allocate 10 minutes to concentrate fully on the task. Start small, before gradually increasing the amount of time for focused work.

On Take short breaks

• If you are really uninspired while working on a task, take short breaks to recharge. Do not even think about treating taking short breaks as an excuse to procrastinate further.

On Tweak your environment

• Your work space plays an important role in how you work towards starting and completing long over-due tasks. It will either spur you on or demotivate your completely. 
• Check whether your work space is well ventilated, spacious, well lit and comfortable, then make the necessary adjustments. 

On Celebrate little success

• Celebrate means to acknowledge the good work of a person and the milestones achieved along the way. For every task completed, why not treat yourself and your accountability buddy to a nice meal or movie, to keep you motivated to take on the next task?

Yours,
Something Small Thinking Big

Think Positive!

This post came out from The Straits Times (25 July 2015)
Title - Think positive

Some pointers that I've got are:

• Negative comments stand out because they are novel, unique, and say something different. It is hard to ignore them, and as such we tend to give them a disproportionate amount of importance.
• Seeing the big picture, and recognizing that you are on the right track enables you to stay grounded and remember all the good things that you are achieving. 
• Minimize negativity where possible. Negativity is impossible to avoid completely, so spending more time in a positive frame of mind will not only make your days more enjoyable, but it will also make your life simpler, happier, and keep you from over-analyzing things. 
• The key is to recognize that negativity affects us, and it is crucial to understand, minimize, and filter negative messages so that you can tackle life in the most effective way possible.
• If you are told something negative, listen to it, see if there is something to learn from it, but then move on. Avoid giving it more power than it deserves. 
• For a change, try giving extra power to positivity. When someone says something nice to you, hold on to it. Embrace it, thank them and draw energy form it. Life is too short to let negativity win.

Yours,
Something Small Thinking Big