Design Thinking Comes of Age

Article from Harvard Business Review by Jon Kolko

Some pointers that I've got are:
1. What is a design-centric culture?

• Focus on users' experiences, especially their emotional ones. To build empathy with users, a design-centric organisation empowers employees to observe behaviour and draw conclusions about what people want and need. Those conclusions are tremendously hard to express in quantitative language. Instead, organisations that "get" design use emotional language (words that concern desires, aspiration, engagement and experience) to describe products and users. Team members discuss the emotional resonance of a value proposition as much as they discuss utility and product requirements. 
• Create models to examine complex problems. Design thinking, first used to make physical objects, is increasingly being applied to complex, intangible issues, such as how a customer experience a service. Regardless of the context, design thinkers tend to use physical models, also known as design artifacts, to explore, define, and communicate. Those models - primarily diagrams and sketches, supplement and in some cases replace the spreadsheets, specifications and other documents that have come to define the traditional organisational environment. They add a fluid dimension to the exploration of complexity, allowing for nonlinear thought when tackling nonlinear problems. 
• Use prototypes to explore potential solutions. In design-centric organisations, you'll typically see prototypes of new ideas, new products, and new services scattered throughout offices and meeting rooms. Whereas diagrams such as customer journey maps explore the problem space, prototypes explore the solution space. They may be digital, physical, or diagrammatic, but in all cases they are a way to communicate ideas. The habit of publicly displaying rough prototypes hints at an open-minded culture, one that values exploration and experimentation. Design-centric companies aren't shy about tinkering with ideas in a public forum and tend to iterate quickly on prototypes. 
• Tolerate failure. A design culture is nurturing. It doesn't encourage failure, but the iterative nature of the design process recognizes that it's rare to get things the first time. Employees in every aspect of the business must realize that they can take social risks - putting forth half baked ideas, for instance, without losing face or experiencing punitive repercussions.
• Exhibit thoughtful restraint. Many products built on an emotional value proposition are simpler than competitors' offerings. This restraint grows out of deliberate decisions about what the product should do and, just as important, what it should not do. By removing features, a company offers customers a clear, simple experience. 

2. What are the challenges?

• Accepting more ambiguity. Design doesn't conform easily to estimates. It is difficult if not impossible to understand how much value will be delivered through a better experience or to calculate the return on an investment in creativity. 
• Embracing risk. Transformative innovation is inherently risky. It involves inferences and leaps of faith. If something's hasn't been done before, there's no way to guarantee its outcome. Leaders need to create a culture that allows people to take chances and move forward without a complete, logical understanding of a problem.
• Resetting expectations. As corporate leaders become aware of the power of design, many view design thinking as a solution to all their woes. Designers, enjoying their new level of strategic influence, often reinforce that impression. Design, however, do not solve all problems. It helps people and organisations cut through complexity. It is great for innovation and works extremely well for imaging the future. But it's not the right set of tools for optimizing, streamlining, or otherwise operating a stable business. Additionally, even if expectations are set appropriately, they must be aligned around a realistic timeline - culture changes slowly in large organizations. 

Yours,
Something Small Thinking Big

Optimise your resume - How to get your application picked up by an ATS

This post came out from The Straits Times (11 September 2015)
Title - Optimise your resume

Some pointers that I've got are:
1. Pay attention to spelling
2. Try resume optimisation tools
3. Stick to the basics
4. Replicate keywords used in the job description
5. Place your contact information at the top
6. Tailor each resume

On Pay attention to spelling

• Not only are misspelled words sloppy, but an ATS may not recognise them. Use spellcheck, but do not rely on that alone - have a friend, teacher, or mentor to proofread your resume with you.

On Try resume optimistion tools 

• An online resume and CV optimisatio tool can help you optimise your resume keywords by analysing your resume. It does this by comparing your application to the job description of your choice, and calculating how well you match the job. The results also tell you which keywords your resume is missing, and what other jobs you match. Such tools allow you to be better prepared and have a competitive edge over other applicants. 

On Stick to the basics

• Fancy borders, shading and strange typefaces, along with pictures, special characters or other graphics, all stand a good chance of confusing an ATS. 
• Your best bet is to stick to a common typeface, and use the traditional bullet-point format when listing your achievements. 

On Replicate keywords used in the job description

• Exact keyword matches can send an application to the top of the candidate heap. Direct, relevant resumes will catch a hiring manager's eye too. Resume keywords can be one of the applicant's biggest advantage. 
• Be sure to use only relevant information. Employers are less interested in your life history and more interested in seeing if you have the required skills and experience for the job. A professional summary that mentions your qualifications, achievements and notable skills is also useful in providing employers with a relevant summary at a glance.

On Place your contact information at the top

• You do not need to include your full street address, but you do need to include your phone number and email address.

On Tailor each resume

• Every ATS and employer wants something a little different. An online resume and CV optimisation tool can make the keyword selection process quick and easy. 
• A career management document means you won't have to start your resume from scratch each time. 

Yours,
Something Small Thinking Big

Keep the big picture in mind - Having a vision enables you to achieve your goals

This post came out from The Straits Times (15 September 2015)
Title - Keep the big picture in mind

Some pointers that I've got are:
1. Developing intent and setting goals
2. Developing accountability
3. Managing time and priorities

On Developing intent and setting goals

• Knowing what you want to achieve is vital. Set goals that will have the greatest impact on your life, reflect your values and drive every aspect of your life. 
• The acronym "SPICE" will help you remember exactly what you need in order to set goals that will add purpose to your life: Spiritual, Physical, Intellectual, Career, Emotional.
• Life is more than just work. We should aim to achieve excellence and satisfaction in every aspect of our lives. 

On Developing accountability

• Having goals is one thing, but knowing how to go about achieving them is another matter altogether. We often know what we should do, yet find it hard to do it. So what could make us do this right but hard thing?
• Accountability is the key. Accountability is a personal choice to rise above one's circumstances and demonstrate the ownership necessary to achieve desired goals. This implies that everyone has a choice to make things happen, provided we take ownership. Only when we have personal accountability will we constantly seek ways to improve the situation and overcome our obstacles. 

On Managing time and priorities

• Five steps to managing time wisely, using PRIDE as an acronym
• Plan ahead - It is important to have a to-do list or task plan. 
• Rank your tasks - Tasks must be prioritised according to their importance and urgency. 
• Indicate a time frame - Prioritising tasks also means setting deadlines. Doing so keeps you from caving in to the temptation to procrastinate. 
• Delegate - Don't attempt to do everything on your own. Think of how you can delegate some of your tasks to others, especially your subordinates. Give them tasks that they can manage, and empower them in the process.
• Engage fully - This means being hyper-focused when you perform a task and avoid the trap of multi-tasking. 

Yours,
Something Small Thinking Big

Friendship at work? Not so much these days

This post came out from The Straits Times (13 September 2015)
Title - Friendship at work? Not so much these days

Some pointers that I've got are:
1. Less face time
2. Benefits of workplace friendship

On Less face time

• The economic explanation is that long-term employment has essentially vanished: Instead of spending our careers at one organisation, we expect to jump ship every few years. Since we do not plan to stick around, we do not invest in the same way. We view co-workers as transitory ties, greeting them with arm's length civility while reserving real camaraderie for outside work. 
• Some observers blame the rise of flextime and virtual work. When more people are working remotely, we have fewer chances for face-to-face encounters that are so critical to companionship. 

On Benefits of workplace friendship

• When we see our jobs primarily as a means to leisure, it's easy to convince ourselves that efficiency should reign supreme at work so we have time for friendships outside work. But we may be underestimating the impact of workplace friendships on our happiness - and our effectiveness. Jobs are more satisfying when they provide opportunities to form friendships. Research shows that groups of friends outperform groups of acquaintances in both decision making and effort tasks.
• When friends work together, they're more trusting and committed to one another's success. That means they share more information and spend more time helping - and as long as they do not hold back constructive criticism out of politeness, they make better choices and get more done.
• What will make workplaces less transactional? Research suggest that social events are not always effective. People do not mix much at mixers, and at company parties, they mostly bond with similar colleagues. Instead, playing together and eating together are good ways to foster cooperation. 

Yours,
Something Small Thinking Big

Bosses should be mindful of how they treat their employees

This post came out from The Straits Times (17 Sep 2015)
Title - Are you driving your staff away?

Some pointers that I've got are:
1. Rewarding poor performers and punishing good performers
2. Giving too much pressure and insisting on outdated instructions
3. Using wrong strategies or tactics
4. Protecting their own turf
5. Not improving their management and supervision skills

On Rewarding poor performers and punishing good performers

• For some reason, many companies give difficult assignments to staff who do well, and assign easy jobs to those who do not (or cannot) perform. Often, top performers are even asked to clean up the mess left by troublemakers, and do some form of service recovery. 
• This de-motivates good performers, as such systems go against the simple principle of motivation - which entails giving rewards to reinforce positive behaviour and doling out some form of punishment for negative behaviour.

On Giving too much pressure and insisting on outdated instructions

• Many bosses often insist that staff follow company's policies, many of which are based on what happened in the past. When a new situation occurs, staff are unsure if they should still follow the old instructions, or do something in a new way. 
• Torn between doing what they should be doing and doing what they were told, employees will soon feel inertia, and do not want to do anything. This will result in an organisation that is stuck and cannot move on. 

On Using wrong strategies or tactics

• Bosses who have a wrong strategy and push their employees hard to pursue it are actually the ones who are causing poor performances.

On Protecting their own turf

• We know that it is not easy for bosses to rise to their current positions and as such they will do whatever it takes to protect their own interests. In doing so, they may be causing harm to the organisation. This is especially if bosses who make it a point to punish staff who do not toe the line.
• In addition, if a boss, in protecting his or her own turf downplays the importance of achieving the organisation's goals, he or she will be played out by shareholders or higher management in time to come.  

On Not improving their management and supervision skills

• A lack of management and supervision skills will make the manager unable to focus on his or her management role, and instead choose to focus on technical aspects of the work.

Yours,
Something Small Thinking Big

Express yourself clearly

This post came out from The Straits Times (18 Jan 2012)
Title - Express yourself clearly - Three secrets to help you land your dream job

Some pointers that I've got are:
1. Finish your words
2. Articulate constant sounds
3. Slow down

On Finish your words

• If you do not take the time and effort to articulate your words fully, what might be expected of the way you tackle projects? Do you work as sloppily as you speak? Word endings that are often dropped are "EDs", "INGs" and "Ss".
• You will find that when you remember your word endings, your interviewer will be better able to understand you and your message will make a greater impact.

On Articulate constant sounds

• If people often misunderstand what you are saying, it could be because you are not pronouncing consonant sounds correctly, or are confusing similar sounds. Some commonly confused sounds are ones that the only difference in their pronunciation is whether or not you use your voice. For example, B and P are voiced and unvoiced sounds, respectively. Other voiced and unvoiced pairs to watch our for are: D and T, Z and S, G and K, and V and F.
• It is important for you to be aware of sounds that could be holding you back and make a conscious effort to articulate them clearly. Polishing your speech in this way will make you easier to understand and show that you work towards perfection in every detail.

On Slow down

• I am sure you would agree that interviews are nerve-wracking situations. When you get nervous and anxious, it is quite common that your speech quickens. When this happens, there are two negative results: Your speech suffers and you come across as lacking self-confidence. These are two things that absolutely can't happen during an interview!
• Manage your speed by focusing on articulating all the sounds in a word. This will naturally force you to speak at a slightly slower pace. Pause between key points and when you want to grab the interviewers' attention. Pauses also give your interviewers a chance to think about what you have just said and take any notes they feel are important. 
• You can also control your nerves by thinking about your breathing. Take long, deep breaths during pauses so that you don't feel out of breath when you're speaking. Sit up straight to enhance voice projection and sound more confident.
• By speaking in a strong tone at a relaxed pace, you will come across as confident and controlled, just the kind of person your interviewer is looking for. 

Yours,
Something Small Thinking Big

Tough interview questions - Say the right thing

This post came out from The Straits Times (31 October 2012)
Title - Say the right thing

Some pointers that I've got are:
1. Why do you want this job?
2. Why should I hire you?
3. What is your biggest weakness?

On Why do you want this job?

• Be honest with yourself: Are you really interested in what the position entails? Are you impressed by the company's view on social and corporate responsibility? Or is it just a really impressive increase in salary?
• Do you know exactly what will be expected of you? Have you seen the job description? Have you researched the company's website? Do you know people who work there and have recommended the company as an employer?
• Be prepared and do some research. Avoid being on the defensive with answers that begin with "because". 

On Why should I hire you?

• This question is all about selling yourself. Why should someone hire you? Are you brilliant at organisation? Are you proficient with Microsoft Office with excellent use of Powerpoint and Excel? Are you creative and do you really think you could add value to the company?
• By looking at the job description that was given to you, try to point out your strengths by using examples of work you have done in relation to the requirements for this role. 
• Adapt the answer to suit the role you are applying for. Be enthusiastic, positive and confident. 

On What is your biggest weakness?

• This is known as a negative question - one that interviewers love asking to test your ability to stay cool. Everyone has weaknesses but that doesn't mean that yous should get in the way of your dream job. Think about how you can spin your weaknesses into something positive. 
• Look at the job description and choose one required responsibility you feel you could improve on. Are you shy to make public presentations? Does your time management need a little work? Do you feel you would benefit from Microsoft Office training?
• Avoid being a perfectionists or saying "I have no weaknesses I know of". This one makes you look arrogant and over-confident. 

Yours,
Something Small Thinking Big

Stay relevant - Be prepared by being employable in any economic climate

This post came out from The Straits Times (29 June 2012)
Title - Stay relevant

Some pointers that I've got are:
1. Update your resume
2. Know your strengths
3. Acquire new skills and knowledge
4. Expand your network
5. Polish your communication skills
6. Organise your personal finance and insurance portfolio
7. Be likeable
8. Always have your Plan B ready

On Update your resume

• Your resume is your personal marketing tool and having a well-written one could earn you a better chance in securing an interview. Update your resume regularly even though you are currently employed. This serves as a contingency should you lose your job. You can begin sending out your resume without any delay.
• As time goes by, you may forget your achievements in previous jobs. It is good to create a folder to record every specific achievement, no mater how small it may seem. 
• An e-folder would be ideal as you can cut and paste your achievements onto your resume easily. A prospective employer will look at how a potential employee can add value to his organisation and he is going to be impressed with a detailed record of your previous achievements.

On Know your strengths

• Knowing your strengths is vital if you are to present the best possible picture of yourself on application forms, in your CV and at interviews. Think about your current and previous jobs. What strengths have you shown in them? Have you been patient, reliable, determined, self disciplined, calm under pressure, personable with even the most demanding clients or colleagues? Make a list.
• The self-knowledge that you gain will help you to be clearer about what you offer to employers. 

On Acquire new skills and knowledge

• Education is the best investment. Keep up with what is happening in your industry and profession. Continue to sharpen your skills and learn new ones. If you need to attend a course to be more competent in your job, do it. Personal development should be self-driven and self-funded.
• A good habit to cultivate is to set aside an annual budget for self-development courses. As you gain more knowledge and skills over time, your chances of keeping your job are higher, though not guaranteed. You can also transfer your knowledge and skills to a more challenging position.

On Expand your network

• If you are serious about finding the best position for your next career move in a timely manner, you must network. The goals is to move into the hidden, unadvertised job market, using every available resource that contact with other people will provide you. 
• No doubt it takes time to network. But the effort could provide invaluable as your network could be your next source of job leads. Remember: It's not who you know; it's who knows you.

On Polish your communication skills

• The ability to listen, write and speak effectively is critical in business. You need to polish your communication skills to enhance your working relationships with colleagues and business associates. 

On Organise your personal finance and insurance portfolio

• This is a critical task when anticipating bad times. If you are still employed and qualify for bank credit facilities, a personal loan could be of good use to meet some of your daily needs if you become unemployed. 
• If you have insurance policies that offer bonuses, the accumulated cash value could be partially withdrawn as a policy loan to meet some of your daily needs as well. Ask a financial consultant for advice on your options.

On Be likeable

• Be likeable, friendly and cooperative. These are vital traits that you should develop to the fullest. Competent people with such traits tend to be hired first and fired last. 

On Always have your Plan B ready

• Explore other career options even though you are currently employed. This is your Plan B, which will kick in when your present job does not advance you further. 
• You can draft your contingency plan yourself or with the help of a career coach. He will be able to help you decide where you want to go or what you want to be at some defined point in the future.
• Career planning and financial planning are not a one-off exercise. They are part of a practical, essential and on-going process that you should undertake to secure your future. 

Yours,
Something Small Thinking Big

How to help your staff enjoy their work

This post came out from My Paper (8 September 2015)
Title - How to help your staff enjoy their work

Some pointers that I've got are:
1. Revere work
2. Make work fun
3. Provide meaning in work
4. Make work a talent expression
5. Recognise outstanding work

On Revere work

• If leaders want people to have a positive attitude towards work, they need to first respect the work they are assigning to others. They must not treat work as if it is a chore to be dumped into someone's in-tray and abdicate all responsibilities.
• Instead, they must treat work as an important assignment to develop and grow themselves. It must be reflected in their thinking, words and actions when they delegate work to others.

On Make work fun

• Subordinates are more likely to look at work positively if leaders can help to create an environment where the work itself is fun. This means allowing others to come up with new ideas and encouraging people to do things differently.
• Work should be treated like a game whereby players use their various talents to achieve the desired results in a fun and enthusiastic manner.

On Provide meaning in work

• Work should not just be about meeting organisational goals. It should be meaningful to others.
• Work can help individuals develop their self confidence, courage and self-belief. Work provides meaning, not just through the tasks we do, but through the value it adds to  others and their lives.

On Make work a talent expression

• No one can ever achieve great success with talent alone. It is through work that one gets the chance to transform one's talents into a spectacular outcome. Leaders must, therefore, encourage people to fully utilise their talents at work.

On Recognise outstanding work

• People will be more positive towards work if it comes across as something desirable rather than obligatory. How, then, can we make work desirable rather than obligatory?
• One effective way is to recognise outstanding work. Like it or not, people crave recognition. People become more motivated if they are recognised for their outstanding work. 
• Leaders can help people view work positively, if they provide the necessary support and recognition for these achievers. 

Yours,
Something Small Thinking Big

Supervising is not about giving orders - it's about engaging your staff

This post came out from The Straits Times (28 June 2012)
Title - Try a little kindness

Some pointers that I've got are:
1. Be a coach and cheerleader
2. Help them to achieve great work results
3. Care for your employees

On Be a coach and cheerleader

• Lead and manage your employees with authority, not fear. Let them know that they do not have to fear you if they have put in their best efforts. Communicate more with them and work together to solve work problems.
• Teach and share your knowledge and skills with your employees. Coach them to deliver better work performance at the workplace.
• Motivate employees to do their best through empowerment and delegation. If they are demoralised by setbacks, cheer them up with pep talks and inspire them with your motivational stories.

On Help them to achieve great work results

• Set stretching goals, key performance indicators (KPIs) and work expectations
• Be fair and constructive in managing their work performance
• Recognise, compliment and rewards great work performance
• Penalise mediocre work performance

On Care for your employees

• Talk to them regularly and pay close attention to their well being
• Visit them if they are sick or have been hospitalised
• Offer a listening ear to hear their problems, whether they are work related and personal 

Yours,
Something Small Thinking Big

Appraise your staff effectively

This post came out from The Straits Times (9 Jan 2012)
Title - Appraise your staff effectively

Some pointers that I've got are:
1. Managers' role
2. Employees' role
3. Prepare the setting

On Managers' role - to review the following

• the employee's job description
• the performance goals that the manager and employee have agreed upon at the beginning of the review period
• the ongoing documentation of the employee's performance
• any documentation of coaching and feedback efforts
• notes from the last performance review

On Employees' role - 

• You can ask the employee to submit his self assessment several weeks before the performance review meeting.
• Reviewing the employee's self assessment before the meeting allows you to use it as a resource in your assessment if you choose to. It also encourages open discussions since it gives employees the opportunity to express their thoughts, concerns and questions about their performance

On Prepare the setting

• To show that performance matters, the performance review meeting needs to be scheduled in advance. It is useful to give at least two weeks' advance notice to the employee to allow him to prepare for it.
• It is also useful to block out sufficient time for the meeting and arrange to meet in a private location without interruptions, to indicate to the employee that the performance review meeting is important. 

Yours,
Something Small Thinking Big

Performance management plays an important role in evaluating employees on flexible work arrangement

This post came out from The Straits Times (7 April 2012)
Title - Reviewing staff appraisals

Some pointers that I've got are:
1. Outcome based management
2. Shared ownership
3. Performance planning
4. Leadership mindset
5. Measurement is not management
6. Evidence based evaluation
7. Sustainability

On Outcome based management

• Managers need to realise that in today's work environment, being at work is not the same as being engaged in work. Managers need skills to manage by objectives and exceptions to lessen their reliance on "presence"
• They should also set expectations with staff so that they need not micro-manage a team that can monitor and regulate their own performance without being policed.

On Shared ownership

• Another common mistake by management is to be fully responsible for performance management when they could share this responsibility with staff. 
• Instead of struggling alone, smart leaders facilitate shared ownership with their staff by delegating certain aspects of performance tracking. The staff will be aware of their own results and leaders can focus on their own effectiveness and time management.

On Performance planning

• Managers tend to spend more time doing the formal appraisals than focusing on aspects such as performance planning and coaching.
• Managing performance is not an annual event but rather, an annual process. At the beginning of the performance cycle, it is important that managers set clear outcomes for their staff. Together with the staff, a clear performance plan that includes activities, processes and expected behaviours will help the team achieve its expected performance outcomes.

On Leadership mindset

• In your organisation, do managers see their roles as performance leaders or as bosses?
• Managers who see their role as bosses often tend to focus more on the annual appraisal as an event.
• Managers who see themselves as leaders investing time in communicating and managing performance continuously.
• Good managers will focus less on appraising and critiquing performance and more time on performance planning and enhancement.

On Measurement is not management

• Measurement tools and expectations, although necessary, do not bring performance success. Performance must be enabled through tracking, feedback, coaching and ongoing reviews. 
• Managers should equip themselves with the skills to track performance and instil disciplined self-monitoring by staff working on flexible terms. 
• It saves the leader time and increases the engagement of the staff. When a manager becomes an effective coach, it has a significant impact on the team's performance.

On Evidence-based evaluation

• For performance to be managed with objectivity, evidence-based data can be collected to support outcomes and behavioural expectations defined in the performance plan. Like business indexes, performance can be evaluated through behavioural evidence.

On Sustainability

• Effective performance practices can only work when an organisation employs a "sustainability" rather than "installation" mindset. It is commonly assumed that installing performance tools is sufficient. A sustainability mindset, on the other hand, considers the linkages and inter-relationships among the various processes, systems and tools in the organisation.
• It ensures that performance management is supported by the company's systems and processes, including a socialisation process to embed it into the fabric of the organisation. 

Yours,
Something Small Thinking Big

One way of successful ageing is to stay relevant and employable

This post came out from The Straits Times (22 March 2012)
Title - Re-invent yourself

Some pointers that I've got are:
1. Challenges
2. Re-invention tactics

On Challenges

• Competition for jobs with younger workers, worsened by some employers who may prefer not to hire mature employees
• Physiological changes that limit their choice of jobs
• Discovering that their skills may not be current or effective, coupled with the belief that re-training or learning new tasks is difficult
• Establishing a good relationship with colleagues from different generations
• The perception that seniors should be happy retiring from the workforce
• Social embarrassmnet of "having" to work to generate income or being coerced into accepting a lower status job

On Re-invention tactics

• Look for work that brings you job. For example, someone with a passion for gardening could explore whether there are any work opportunities at the local nursery
• Know your strengths and find work that can maximise these abilities. Learn how to become your own best salesman and be proud of your talents. Everyone will have something unique.
• Practise "motivational self-talk". This will ensure that you remain curious and cheerful. Where possible, choose to engage with other positive or like-minded people and steer away from those who sap your self-esteem.
• Acquire basic work skills. This means updating your computer skills, learning how to use Mircrosoft Office applications, and understanding how to use technology such as e-mail, smartphones or applications like Skype.
• Forget about the number of candles on your birthday cake.

Yours,
Something Small Thinking Big

It doesn't pay to be uncivil - How we treat one another at work matters. Insensitive interactions whittle away at people's health, performance and souls.

This post came out from The Straits Times (27 June 2015)
Title - It doesn't pay to be uncivil

Some pointers that I've got are:

Stanford professor Robert Sapolsky, the author of Why Zebras Don't Get Ulcers, argues that when people experience intermittent stressors such as incivility for too long or too often, their immune systems pay the price. They might also suffer major health problems, including cardiovascular disease, cancer and ulcers.

Intermittent stressors - such as experiencing or witnessing uncivil incidents or even replaying one in your head - elevate levels of hormones called glucocorticoids throughout the day, which could lead to a host of health problems, including increased appetite and obesity. A study published in 2012 tracked women for 10 years concluded that stressful jobs increased the risk of a cardiovascular event by 38 per cent.

Bosses produce demoralised employees through a string of actions: walking away from a conversation because they lose interest; answering calls in the middle of meetings without leaving the room; openly mocking people by pointing out their flaws or personality quirks in front of others; reminding their subordinates of their "role" in the organisation and "title"; taking credit for wins, but pointing the finger at others when problems arise. Employees who are harmed by this behaviour will hold back, instead of sharing ideas or asking for help.

Incivility also hijacks work place focus. People working in an environment characterised by incivility miss information that is right in front of them. They are no longer able to process it as well or as efficiently as they would otherwise.

Incivility shuts people down in other ways as well. Employees contribute less and lose their conviction, whether because a boss said, "If I wanted to know what you thoughts, I'd ask you", or because he screamed at an employee who had overlooked a typo in an internal memo.

Many, however, are skeptical about the returns of civility. A quarter believe that they will be less leader-like, and nearly 40 per cent are afraid that they will be taken advantage of if they are nice at work. Nearly half think that it is better to flex one's muscles to garner power. They are jockeying for a position in a competitive workplace, and don't want to put themselves at a disadvantage.

Why is respect - or lack of it - so potent? Sociologist Charles Horton Cooley's 1902 notion of the "looking-glass self" explains that we use others' expressions (smiles), behaviours (acknowledging us) and reactions (listening to us or insulting us) to define ourselves. How we believe others see us shapes who we are. Individuals feel valued and powerful when respected. Civility lifts people. Incivility holds people down. It makes people feel small.

Incivility often grows out of ignorance, not malice. For example, technology that distracts us.

In surveys, people say they are afraid they will not rise in an organisation if they are really friendly and helpful, but the civil do succeed. Research show that behaviour involving politeness and regard for others in the workplace pays off. People seen as civil were found to be twice as likely to be viewed as leaders.

Civility elicits perceptions of warmth and competence. These impressions dictate whether people will trust you, build relationships with you, follow you and support you.

Leaders can use simple rules to win the hearts and minds of their people - with huge returns. Making small adjustments, such as listening, smiling, sharing and thanking others more often, can have a huge impact.

Civil gestures can spread. Employees are encouraged to make eye contact if they are within 3m of someone, and say hello if they are within 1.5m. This has been reported to lead in improvements in customer satisfaction.

To be fully attentive and improve your listening skills, remove obstacles. What are the things that makes people multi-task? By making meetings more productive, meeting times are slashed and improved presence.

What about the jerks who seem to succeed despite being rude and thoughtless? Those people have succeeded despite their incivility, not because of it.

Insensitivity or disrespect often sabotages support in crucial situations. Employees could fail to share important information and withhold efforts or resources. Sooner or later, uncivil people sabotage their own success - or at least their own potential. Payback might come immediately or when they least expect it, and it might be intentional or unconscious.

Yours,
Something Small Thinking Big

Public speaking

This post came out from The Straits Times (22 Feb 2012)
Title - Have no fear

Some pointers that I've got are:
1. Say yes!
2. Know your topic and audience
3. Be prepared to answer tough questions
4. Practise aloud
5. Always warm up
6. Give up the idea of perfection
7. Be of service
8. Don't apologise for yourself
9. Remember to breathe
10. Hold microphone in your non-dominant hand
11. Join toastmasters, a speaking association or an acting class
12. Hire a professional coach

On Say yes!

• Offer to speak when opportunities present themselves. Most people fear public speaking and that keeps them from presenting, which leaves a vacuum that you can fill.

On Know your topic and audience

• Doing your homework and thorough research will reduce fear. Most people are very under prepared when they get up to speak.

On Practise aloud

• Planning and practising the opening minutes of your presentation is crucial. The reason is, the beginning of a presentation is when you are the most nervous and your audience is simultaneously the most sceptical. Knowing your introduction well will help you to sail through the scariest part of the presentation. 
• Many people invest time in preparing written content but the written word is very different from the spoken word. Often, the way you write may not be the way you would naturally speak. Speaking out loud will do much to prepare you. As your practise, you will naturally find yourself changing and improving your content.
• Practising aloud will also give you increased confidence because when you present, it won't be the first time that you are doing your presentation. Practise your entire presentation a minimum of three times before you deliver it. If you are short on time, practise your opening and your final call to action as much as possible.

On Always warm up

• Warming up your body and voice right before an important presentation will make you feel more comfortable and will help to relieve nervousness. 

On Give up the idea of perfection

• Many people assume that they must be perfect when they present or perform. Anyone who has been in front of audiences often can tell you that perfection is impossible. Give yourself he space to be human and permission to make mistakes and learn from them one presentation at a time. 

On Be of service

• Focus of being of service to your audience and speaking the language of "what's in it for them". This will take the focus off you and put it onto your audience where your focus belongs.

On Don't apologise for yourself

• Remember, people want you to be good. Don't apologise for yourself. Simply speak from your heart and do your best.

On Remember to breathe

• If you feel nervous, simply focus on inhaling deeply and exhaling long, slow, steady breaths. Focusing on your breathing will calm you.

On Hold a microphone in your non-dominant hand

• If you are given a handheld microphone, hold it in your non-dominant hand. You will feel more confident gesturing with your most powerful hand, which is the hand you normally write with.

On Join toastmasters, a speaking association or an acting class

• Toastmasters' groups, speakers' associations or even an acting class can teach you very important verbal communication skills and provide a supportive environment for you to practise.
• If you don't have these resources available to you, run your presentations by several family members, friends or colleagues you trust for constructive feedback. There is no substitute for practise. It is the only way to mastery. 

On Hire a professional coach

• If you have a very important presentation coming up or if your livelihood or income is connected at all to your communication skills, considering hiring a professional coach. 

Yours,
Something Small Thinking Big

Master the art of persuasion - Succeed at the negotiating table by planning and strategising ahead

This post came out from The Straits Times (19 Jan 2012)
Title - Master the art of persuasion

Some pointers that I've got are:
1. Thorough preparation
2. Personality factors
3. Negotiation skills
4. Conflict handling strategies

On Thorough preparation

• The first thing to do is examine the subject matter, which will help you formulate the framework for negotiation. Try to understand the rules and limitations, rewards and penalties of the situation.
• Analyse the parties involved, and study past negotiations for patterns, implementation and decisions taken. Establish the objectives of the negotiation. Once you have understood the background of the situation, you can prioritise the issues.
• After identifying the areas of contention and dispute, establish an agenda to give the discussion better focus. Crystalise your position by looking at the needs of both parties. Ask yourself what you are willing to concede.

On Personality factors

• A successful negotiator needs these qualities: knowing how to prepare and plan; knowing the subject; ability to think clearly and rapidly; knowing how to listen; good judgement; integrity; ability to persuade people; patience; and a decisive mind. 
• List the qualities you possess and those you do not. Remember, anyone can acquire the qualities needed to be an effective negotiator.

On Negotiation skills

• The acronym RESPECT summarises the step-by-step process for winning your arguments
• Ready yourself. Prepare yourself by identifying your interest and your opponent's. List and rank the issues involved. Gather relevant information and consult with others to test your assumptions. Devise a time plan, venue, strategy and appropriate tactics.
• Explore each other's needs. Ask questions and listen to your opponent's position. Maintain a positive and open non-verbal climate by speaking clearly and confidently. Use assertive language and silence for effect and results.
• Signals. Watch out for signals that indicate movement towards agreement or settlement. Clarify all signals with follow-up questions, then reciprocate with your own signals.
• Probe with proposals. After stating your conditions clearly, use effective communication techniques to reach tentative agreements. If an impasse sets in, repackage your proposal to create various options and win-win solutions.
• Exchange concessions. Give yourself plenty of room to negotiate, and remember that all offers should be realistic. What you agree to give up should be monitored closely and conceded slowly.
• Close the deal. Listen for questions or statements that indicate a readiness to close the deal, and look at the opponent's body language. Is it consistent with what he is saying? Should there be an impasse, try approaching the issues from another angle.
• Tie up loose ends. Always verify agreements in writing. Question ambiguities and confirm all agreed positions in black and white. 

On Conflict- handling strategies

• Planning your negotiation strategy will prepare you psychologically for the battle. There are typically five negotiation strategies, depending on the outcome of your preparatory work and your grasp of the issues involved.
• Competing - being forceful. This involves reinforcing your stand. Use if you are not concerned with the other party's needs. You may use this in an emergency situation, when the other party is untrustworthy, or when you are sure you have the right solution.
• Collaborating - problem solving method. When ensuring all parties get the most benefits, collaborating is a good strategy. This method is particularly useful when the issue at hand is too important to compromise on. Collaborating often leads to creative solutions and win-win outcomes.
• Avoiding - withdrawing. If the issue is trivial or your opponent outmatches you, you may choose not to confront the issue. This strategy is best when the potential disruption arising from the confrontation may be greater than the potential benefit from solving it. 
• Accommodating - yielding. Choose this strategy when you find that the position you have taken is wrong or when you wish to minimise a losing position. You can also adopt this strategy when the other party's issues have priorities over yours.
• Compromising - horse trading. If a quick, temporary solution is required, then a simple compromise may be all that's required. Choose this strategy when both parties goals' are equally important and using more aggressive strategies is not worth the disruption that will inevitably follow.

Yours,
Something Small Thinking Big

The 5 skills for effective leadership

This post came out from The Business Times (29 August 2015)
Title - The 5 skills for effective leadership

Some pointers that I've got are:
1. Managing time
2. Effective meetings
3. Communicate effectively
4. Getting things done through others
5. Decision making

On Managing time

• Leaders today are like jugglers keeping an increasing number of balls in the air while walking the tightrope of time. Most leaders struggle with this balancing act.
• Working longer hours is not a sustainable solution. Neither is multitasking. While no one solutions works for everyone, leaders need guidance on how to manage time effectively. 

On Effective meetings 

• Meetings take up an extraordinary amount of time and there is often much room for improvement. 
• There is a lot of advice available on how to run effective meetings but why little of it finds it way into leadership development programmes is not clear. To be effective, leaders need to run effective meetings. 

On Communicate effectively 

• The single biggest problem in communication is the illusion that it has taken place. Presentation courses are typically offered lowered down the organisation whereas it is most needed higher up the organisation.
• Presentations are a small subset of communications. It's not just formal client presentations that matter. One-to-one communication, internal town halls and written messages are all equally important. How leaders connect and how they craft their message determines if they have impact. 
• Leaders needs to effectively distill and headline messages, to create a picture, establish an emotional hook and deliver effectively. 

On Getting things done through others

• There are lots of workshops on delegation and empowerment. But first things first. You need the right people to empower and delegate to. Placing people in the right roles and knowing when to take a risk is one of the most important drivers of leadership success. 
• Related to right fit is the issue of creating and sustaining teamwork. Teamwork is more than just showing up wearing the same tee or going rock climbing together. It's a skill that needs to be carefully nurtured and does not come easily to all. You can acquire good players but getting them to play together consistently well is the hard part. 

On Decision making

• Every leader has to make decisions and to execute. The more senior the leader, the greater the stakes. In some situations, only the leaders needs to make the call. In others, you need to facilitate the process of arriving at a decision. Knowing what to do when is a crucial difference. 
• In addition, behavioural science and systems thinking provide very effective tools for making decisions and executing under uncertainty. For example, understanding the pitfalls of rushing to cause and effect judgements, confusing causality for correlation, guarding against cognitive biases, recognizing the power of diversity, appreciating the importance of trial and error in innovation and taking a systems view of problems and opportunities can make a huge difference in the quality of decision-making and execution. Yet very little of this finds it way into leadership development programmes. 

Yours,
Something Small Thinking Big

Don't let stress drain you at work

This post came out from My Paper (1 September 2015)
Title - Don't let stress drain you at work

Some pointers that I've got are:
1. Be Prepared
2. Mange time well
3. Communicate clearly
4. Adopt a positive attitude
5. Prepare for the worst

On Be prepared

• On a regular basis, try to imagine different scenarios, and for each one, think about how you would handle each situation. This allows you to put in place the necessary steps to prevent or handle a difficult situation.
• Talk to others in similar positions to find out the challenging issues they have to deal with. Ask what they did right to mange the situation. More importantly, ask what they could have done better.

On Manage time well

• If you are always running late, you would not be able to handle an unexpected issue. Being punctual (or better still, early) gives you the extra time to deal with a last minute crisis. 

On Communicate clearly

• Managing people's expectations plays a key role in influencing the demands they make of you. You also need to manage your own expectations correctly to avoid over committing yourself to too many projects.
• If you communicate clearly with your management and your co-workers, you can reduce the number of stressful situations.

On Adopt a positive attitude

• This can be difficult when you are under pressure, but keep a sense of humour. By adopting a "glass is half full and not half empty" attitude, you reduce the chances of getting bogged down and depressed. Remember, everyone feels stressed from time to time, so this situation is not something unique to you.
• If you feel the black cloud looming, distract yourself, do not brood. It is unproductive to feel bitter or to beat yourself up over mistakes made. The past is done. Tomorrow will be another day. Make sure it will be a better one. 

On Prepare for the worst

• Think about what could happen if the situation is not resolved in the way that you want. Life will go on. It may be less than perfect, but it will not be the end of the world.

Yours,
Something Small Thinking Big

Coaching is essential even for leaders

This post came out from The Straits Times (3 September 2015)
Title - Speed up your growth

Some pointers that I've got are:
1. Explore the thoughts behind your actions
2. Encourage you to reflect on your behaviour
3. Offer an impartial perspective on issues
4. Identify areas for development
5. Be a sounding board for new ideas

On Explore the thoughts behind your actions

• A good coach will challenge you to ask "why" and help you to uncover the beliefs behind your actions. Some of those beliefs will be positive but others will be self-limiting. Your coach can help you tell the difference between them.

On Encourage you to reflect on your behaviour

• Instead of being doomed to repeat his or her mistakes, leaders with coaches are far more likely to learn from errors, as they are encouraged to constantly reflect on their behaviour and look for patterns.
• There is nothing like explaining your actions to a third party to make you think twice before taking action. 

On Offer an impartial perspective on issues

• When you are in the middle of an issue, your judgement is not always clear. A coach, particularly someone from outside your organisation or industry, can offer a different perspective on the situation and draw on their vast range of experiences to help you see things in a new light. 
• Because they are not personally involved in the situation, you know their advice is unbiased. Their only agenda is to help you grow.

On Identify areas for development

• Apart from helping you deal with day to day issues, a good coach can help you identify where you can improve and how to go about doing it. They know what it takes to succeed based on their personal experiences and the vast array of people they have coached. With their input you can work together to design a development plan that will see your career blossom in less time than if you were to do it alone. 

On Be a sounding board for new ideas

• Sometimes you may have an idea that you want to try out but are unsure about. Your coach can offer input on how to bring the idea to life, and get you thinking about how to get it heard by the people who matter. With their help, you can present your ideas more confidently to the world - knowing that your ideas have already been nurtured to the point where they are ready to be transplanted into your organisation. 

Yours,
Something Small Thinking Big

Network your way to success

This post came out from The Straits Times (31 August 2015)
Title - Network your way to success

Some pointers that I've got are:
1. Be attentive
2. Positive impressions
3. Small talk
4. Don't prejudge

On Be attentive

• The focus is on getting to know the other person other than telling people who you are and what you know. Some people think that they are listening when in fact, are preparing their responses already before the other person has finished talking.
• Be present in the moment and pay full attention to the other person. Doing so helps you build depth of understanding and makes you comes across as charismatic.

On Positive impressions

• Making a positive impression starts with dealing with your dear of rejection. Having a positive self image makes you appear confident too. Dressing comfortably in presentable clothes helps you build confidence. Being overdressed or underdressed makes you feel self conscious. Practice good oral hygiene as it gives you a feeling of assurance when you talk to people. 

On Small talk

• The most important thing when you meet people is to have conversation starters and to know how to keep conversations going. A tip is to read widely so that you can carry on a conversation about anything. Know a little about everything under the sun. You'll come acros as an interesting person.

On Don't prejudge

• People have a natural tendency to prejudge anyone that they met for the first time. They interpret a person's behaviour based on past experiences, good or bad. This can be detrimental as they end up believing in something wrong about a person.
• If you start letting your past experiences get in the way of connecting with someone, you unconsciously exclude people from your network and strike off relationships that can be potentially fulfilling and fruitful. 
• Give everyone the benefit of doubt on this note. Suspend all your opinions and judgments when you meet a person for the first time. Focus on his interesting points. Strive to find out more about the person by asking questions and listening attentively. You may end up building a strong relationship that will last a lifetime. 

On Follow up

• Relationships are built over time. Apart from exchanging name cards with people, find out what's their preferred way of keeping in touch. Ask them for a catch up sometime, ideally within a week. This shows that you re interested in them and sets the stage for long lasting relationships. 

Yours,
Something Small Thinking Big

Giving effective feedback - The way feedback is communicated affects results

This post came out from The Straits Times (29 August 2015)
Title - Giving effective feedback

Some pointers that I've got are:
1. Break down what needs to be done
2. Give real-time feedback
3. Build relationships first
4. Keep things in perspective
5. Plan what to say

On Break down what needs to be done

• Some leaders make the mistake of trying to fix too much at one go. This often results when they allow unsatisfactory behavior to carry on before they deal with it. Giving feedback in such a manner may demoralise or confuse the employee. 
• Good leaders are ale to break an issue down into clear, palatable chunks to make it easy for the employee to understand the steps they need to do in order to achieve a specific goal.

On Give real time feedback

• When leaders address an issue as it occurs or just after, it is likely to have more impact than talking about it during the performance review, which takes place only once or twice a year. In most cases, delayed feedback will not work for the employee and leader, as they both miss the opportunity to address the situation sooner than later. 
• Providing real time feedback is a balancing act. Depending on the situation, the leader ma sometimes need to find a suitable time to address an employee's behaviour, but in most cases, noticing and acknowledging good work quickly is an effective approach.
• Smart leaders do not just rely on the organization's systems to manage performance - they find other ways to uncover what their employees are doing correctly or wrongly. This is very powerful as it reinforces the behaviour you want, versus behaviour you do not want.

On Build relationships first

• We cannot work on shaping someone's performance without trust, and trust can only happen if there is a good relationship. Some leaders forget this important fact and tend to use their position to push for the performance they want. This may work in the short term, but is not sustainable in the long term - because employees are doing what is needed because they have to, and not because they want to. 
• Taking the time to build relationships is a key component of shaping the performance of employees. If you have frequent, short interactions with your employees, you are more likely to have a comfort level with them that will enable you to give feedback more easily when required. This also increases the chances of your constructive feedback being accepted. 

On Keep things in perspective

• Sometimes managers, in their need to fix things, forget to take a holistic view of the individual they are working with, only focusing only on the behaviour they want to fix. 
• Good leaders manage performance from three perspectives - what this person is doing right that he or she should continue doing, the specific things he or she can do to improve performance, and what this individual needs to stop doing. 
• This makes for a more balanced approach in working with employees and also helps the leader to moderate his perspective.

On Plan what to say

• Some of the best leaders plan their interaction with employees. They may seem like they are just saying things off the cuff as they project a calm and easy disposition, when in actual fact they have planned exactly what to say.
• They know that in order to speak succinctly and send clear messages, they have to make time to plan for a good conversation. Leaders should frame their interactions with staff around these points: (i) What is the key behaviour they want to focus on? (ii) So what is the impact of this behaviour on the employee and others? (iii) Now what does the employee have to do now?

Yours,
Something Small Thinking Big

Boost your job offer rate - Ace the interview and be the candidate every employer wants to hire

This post came out from The Straits Times (16 Apr 2011)
Title - Boost your job offer rate

Some pointers that I've got are:
1. Planning
2. Pre-interview checklist
3. At the interview

On Planning

• Research the organisation thoroughly
• Think about the likely questions the interviewer will ask
• Focus on what you can do for the employer
• Give examples to illustrate your assertions
• Talk in first person, use the active voice
• Listen carefully to the questions
• Quantify your achievements
• Be aware of your own weak spots
• Explain why you want to work for the organisation
• Prepare six questions to ask

On Pre-interview checklist

• Dress to impress
• Prepare your interview outfit the night before
• Think about who is interviewing you and dress accordingly
• Check clothes to ensure there are no stains or loose buttons
• Plan your trip so you arrive early for the interview 
• Pack extra copies of your resume
• Rehearse your key interview responses - answers and questions
• Visualise a successful interview in your mind
• Read the morning's newspaper or watch the morning news
• Pop in a breath mint a few minutes before your interview

At the interview

• Arrive early 
• Check your appearance
• Know your facts
• Watch your body language 
• Speak clearly and concisely
• Don't mention money
• Know the company
• Ask questions
• Communicate enthusiasm 

Yours,
Something Small Thinking Big

A new age of workers - Employers need to be kept up to speed with the quirks of Gen Z employees

This post came out from The Straits Times (1 August 2015)
Title - A new age of workers

Some pointers that I've got are:
1. Exploit their entrepreneurial spirit
2. Make their work meaningful
3. Flexible work arrangements, firm career paths

On Exploit their entrepreneurial spirit

• Employers can take advantage of this entrepreneurial spirit and drive innovation by offering "intrapreneurships". Intrapreneurs are employees who are tasked with turning a special idea into a profitable venture for the company, with the resources and capabilities of the business at their disposal. 
• By providing opportunities which allow them to work with their peers to deliver projects that interest them, Gen Zers will get the reward and recognition they desire - a key motivator for this generation - while your business will benefit from a solid innovation pipeline. 

On Make their work meaningful

• Less driven by money than their predecessors, Gen Z want to know that they are making a difference to the world. Having grown up amid major innovation and social change, Gen Zers are inquisitive and globally aware.
• Recognising this, it is important that employers provide this generation of workers with a variety of work that will enable them to feel that they are giving back to the community and making a positive contribution. 

On Flexible work arrangements, firm career paths

• Growing up around technology and the ease of connectivity, Gen Z employees do not want to be confined to a typical nine to five work week and would rather work from home if they think they could get more done.
• Yet while they crave work-life balance and flexibility, Gen Z workers will be driven by their career goals and expect to progress fast. Employers will need to provide a challenging work environment and career development paths, while balancing the desire of employees to choose their own hours.

Yours,
Something Small Thinking Big

Working well with your colleagues

This post came out from The Straits Times (1 August 2015)
Title - Working well with your colleagues

Some pointers that I've got are:
1. Your customers
2. Your superiors
3. Your juniors
4. Your peers
5. Your suppliers

On Your customers

• The customer is king and without loyal customers, your business will die. Every customer has the potential to return and buy more from you or recommend you to someone else.
• Likewise, they also have the potential to take their business elsewhere, so never assume customers will automatically come back. 
• In a company, you may have a support function, such as HR or administration, and in such cases, often your colleagues are your customers, so remember to treat them like customers, in addition to workmates.

On Your superiors

• These are the people who have authority over you. They usually will have more experience, so try to learn from them whenever you can. Ask relevant questions about things that will help you in specific tasks or your career.
• If your superiors are great, let them know it by giving positive feedback when appropriate. Remember, a good boss gets better for being told that he or she is a good boss. 
• In other cases, you may not respect your superiors or think they deserve to be above you. But they are, and this is the reality. So do not criticise them behind their back. Constructive criticism or suggestions on how to do things differently will often reap better results.

On Your juniors

• Whether this involves people who report to you, or others from a different department of the business, you should treat them as you would treat a young person put in your care. Teach them about the business world, mostly leading by example. 
• You should have more experience than they do and it is your duty to pass on this experience to guide them in their careers. Try to become someone who they look up to or come to for help in difficult times. Remember, be nice to your subordinates. Tomorrow, one of them may be your boss. 

On Your peers

• These are the people you work with, either directly or indirectly. While they are your equals, they may also be your competitors, vying for the same goals, sales targets, promotions, or customers. The best way to treat equals is to regard them as both your superiors and juniors at the same time. They too, may become a boss one day.
• So treat them with healthy respect, and while you do not have to go out of your way to help them to compete with you, you certainly should not put unhelpful obstacles in their way.

On Your suppliers

• You may think that you are in a stronger position with a supplier than with a customer. You are mistaken. Your suppliers can make or wreck your business. 
• In one situation, a business treated its suppliers very badly and made one of them bankrupt overnight. The company's other suppliers became wary and in the end, it was the company that suffered the worst.

Yours,
Something Small Thinking Big

How to keep remote workers engaged in their tasks

This post came out from The Straits Times (1 September 2015)
Title - Working remotely but productively

Some pointers that I've got are:
1. Use technology to build trust
2. Give every team member a professional workspace
3. Keep strict work processes and targets
4. Have some team spirit
5. Organise one-on-one meetings

On Use technology to build trust

• Remote workers must make sure their line manager and other team members trust in and understand what they are doing. Checking in with them via different platforms such as e-mail, instant messaging and calls can mean a lot to your co-workers. Try keeping a group chat window or webcam stream open all day if possible It helps the team to work the way they would if team members were working side by side - asking questions or opening ideas up to the floor. 
• Alternatively, an automated micro-reporting system allows everyone to share small progress updates - when one person finishes a task, the group gets an alert. This keeps everyone in the loop, and allows team members to benchmark their own productivity against that of their peers.

On Give every team member a professional workspace

• Everyone needs a quiet and calm workspace, which is not always possible at home. Having a workplace that is free from the many distractions at home will boost productivity for remote workers. As long as you recognise where you work best in and have a reasonably conductive environment to operate from, working remotely should not be a problem for you.

On Keep strict work processes and targets

• To stop people from feeling and becoming isolated when they are working remotely, strict operational processes are vital. Things like signoff procedures, quality control checkpoints and daily targets should always be kept sharply in focus. 
• Consider drawing up new job contracts to help people understand that key processes must be adhered to in everything they do. Making sure that Key Productivity Indicators (KPIs) are met daily or weekly will ensure that nobody slacks off in the team while working remotely.

On Have some team spirit

• Once or twice a month, get your whole team together for a face-to-face meeting. It could be a company "away" day, or a strategic planning session.
• Be creative and find the meeting place most convenient for the whole team, instead of forcing everyone to fly to a head office which could be headquartered somewhere else in the world. The key point is this: your remote team should never be strangers

On Organise one-on-one meetings

• Most management teams are worried about how remote workers spend their time. Because management teams find it difficult to quantify and qualify how some workers spend their time, they find it difficult to provide a solution to their observations.
• To get around this, arrange frequent one-on-one meetings with line managers and your direct reports to review productivity, report on successes, get feedback and define your next set of goals. 

Yours,
Something Small Thinking Big

Master the art - Good leaders are often great storytellers

This post came out from The Straits Times (14 July 2015)
Title - Master the art

Some pointers that I've got are:
1. Informing to inspiring
2. Sharing an outcome to sharing a vision
3. Demanding their attention to deserving their engagement
4. Hiding your mistakes to helping others avoid them

On Informing to inspiring

• Managers tell their staff hat they have to do. Leaders make them want to do it. It is necessary to effectively inform your staff about correct processes - but this can very easily become methodical and dry, which severely compromises the listener's attention and ability to retain information. 
• Putting information in a narrative format makes it more engaging and real. It also provides your listener with a way to explain it to others. 

On Sharing an outcome to sharing a vision

• Stories don't just have to be about the past. Telling a story that makes your vision come alive can help everyone get on board. 
• If your staff are able to truly understand the outcome you want, you can give them greater autonomy about how they can get there. This leads to the truly engaged employee - one who uses his or her creativity to help the team achieve the desired goal. The best way to get the vision from your head and into their is by using a story.

On Demanding their attention to deserving their engagement

• As a manager, you can demand someone's attention, but whether what you say is retained is another question. So many managers spend a large part of their day mumbling to themselves "but I told them that", after they had to correct some staff member on a procedural matter.
• When listening to a story, more of our brain is involved, which not only increases engagement, but enables information to be retained better.

On Hiding your mistakes to helping others avoid them

• The best stories are often those about mistakes you made in the past. Not only are such stories often engaging and memorable, but most of all, they are often stories that contain the greatest learning lessons.
• One of the most important factors stopping those in senior positions from sharing stories of their mistakes is that they believe it will diminish their authority of their subordinates. 
• A carefully chose and well-told story about  mistake you made that taught you an important principle is not only an incredibly powerful way to reinforce that principle to others, but also enhances your confidence and charisma. This is because only confident people are not threatened by talking about past mistakes. This explains why sharing such information will make others more keen to listen to you next time. 

Yours,
Something Small Thinking Big

Get your resume seen - How to get your CV past an Applicant Tracking System (ATS)

This post came out from The Straits Times (4 August 2015)
Title - Get your resume seen

Some pointers that I've got are:
1. Don't just copy and paste
2. Give keywords their own section, but also use them throughout your resume
3. Use your keywords sparingly
4. Cover letters do matter
5. Use important keywords with greater frequency
6. Know which parts of a resume matter most

On Don't just copy and paste

• ATS technology has advanced in recent years, and the software can now tell if applicants are placing large chunks of job descriptions into their resumes. To address this challenge, use a combination of language - both exact verbiage from a job advertisement and other keywords - surrounded with your own unique text.

On Give keywords their own section, but also use them throughout your resume

• Remember that while the software programme reviews your resume first, the end goal is to have a person review it. You would do well to limit the length of the keyword section so you do not come across as "gaming the system". Your resume may get to human eyes eventually, and recruiters can tell. 

On Use your keywords sparingly

• Long lists of keywords throw up red flags within applicant tracking systems. Additionally, avoid using "invisible" words written in a white font color and listing out keywords in a Microsoft Word document's "Properties" tab.

On Cover letters do matter

• Cover letters are also scanned along with resumes into an ATS. If a particular job description requires a cover letter, the software creates a "space" for that letter within an individual's application profile.
• If the cover letter is missing, the applicant is then penalised. When a letter is required, make sure it aligns with the resume to show that you are a good fit for the job. 

On Use important keywords with greater frequency

• The more a keyword appears in a job description, the greater weight an ATS places on that particular word. An online resume and CV optimisation tool can help to identify the frequency of the most important keywords.
• There are quite a few resources that offer individualised, resume-specific help, so do look around for options. 

On Know which parts of a resume matter most

• The areas of a resume most emphasised by ATS software and recruiters like include skills, education, years of experience and names of past employers. 
• Due to the wide variety of ATS options (they are all different), it is tough to create a resume that parses well in all systems. So build your resume using the four key components, but be ready to make slight changes when necessary. 

Yours,
Something Small Thinking Big

Tips to crating a polished resume

This post came out from The New Paper (4 August 2015)
Title - Tips to crafting a polished resume

Some pointers that I've got are:
1. Highlight relevant accomplishments
2. Tailor your resume to the position
3. Showcase strengths and achievements
4. Understand that a resume and cover letter have different purposes
5. Include specific keywords relate to the job requirements

On Highlight relevant accomplishments

• Ensure that you make your resume relevant to the position you are applying for in terms of your educational qualifications, job experience, technical expertise and soft skills. Do not include skills and experience that are totally irrelevant to what the employer is seeking.

On Tailor your resume to the position

• Determine what the employer is looking for, and demonstrate how your qualifications, skills and experience make you a strong candidate in your resume. Be sure to have an accurate idea of what the job entails or demands.

On Showcase strengths and achievements

• Avoid rambling off a lengthy laundry list of tasks you have completed. Instead, highlight your accomplishments in a succinct manner. If possible, quantify your statements using numbers, percentages or costs.

On Understand what a resume and cover letter have different purposes

• Refrain from repeating chunks and paragraphs from your cover letter on your resume. 
• The objective of a resume is to present a concise factual history of your education, employment and experience. On the other hand, the intent of a cover letter is to provide subjective information such as your interests, values, motivation and how the company culture appeals to you. 

On Include specific keywords relate to the job requirements

• For online submission of job applications, employers may utilise a computerised database to shortlist candidates. To increase your chance of being invited for an interview, include as many keywords as possible in your resume so that it will appear as the top few "hits" in the pile of resumes. 
• Some examples of such keywords are leadership qualities, initiative, analyse, innovate and troubleshoot. 

Yours,
Something Small Thinking Big

Fight Stress Effectively

This post came out from The Straits Times (27 August 2015)
Title - Fight stress effectively

Some pointers that I've got are:
1. Plan your schedule
2. First things first
3. Avoid gossip and politics
4. Use technology wisely
5. Adopt a big-picture mentality

On Plan your schedule

• If you do not plan your schedule in advance, then you are likely to follow what your colleagues are doing in the office. If they work overtime, you are more likely to follow suit.
• Plan what you need to do for the week so you can finish your work in a more timely fashion.
• Make it a point to devote time to your off work schedule as well.

On First things first

• A good way to be more productive is to draw up a to do list first thing in the morning and last thing before knocking off from work. This list is your must do list - so stick to it. Putting your tasks off will just cause unnecessary stress for yourself. 

On Avoid gossip and politics

• Be firm and catch yourself in the act if you have engaged in such unproductive and malicious conversations. Gossiping and spreading office rumours are time-wasting activities that slow down your productivity.

On Use technology wisely

• It is possible to make use of technology to help us in our daily work and become more efficiently.
• It is advisable to keep mindless internet surfing and chats to the minimum (especially personal ones) so that you are better able to focus on your work. 

On Adopt a big picture mentality

• There are many stories of people who get themselves burned out and become ill, requiring long term treatment. To avoid such a scenario, it is essential that we recognise that work is only a part of our lives and keep things in perspective to stay sane and grounded, and not get caught up in the rat race that blinds us to other aspects of our lives.
• Work stress is also a reflection of our deepest fears, concerns and desires. Striving to achieve work-life balance requires us to remind ourselves that to perform at our optimum levels at work, we need other aspects of our lives - family, social, health and personal - to function well too. 

Yours,
Something Small Thinking Big

How to recover from job loss

This post came out from The Straits Times (22 Aug 2015)
Title - Getting back on track

Some pointers that I've got are:
1. Emotional support and acceptance
2. Managing anger
3. Reset your daily schedule
4. Try to enjoy the break

On emotional support and acceptance

• Sharing the news with your family and loved ones is critical. Do not attempt to shoulder the burden by yourself. Emotional support is just as important as practical support. 
• As many of us spend more time at work than at home, losing your job suddenly might be akin to losing a part of your life. Accept this fact and allow yourself to gradually get over the loss of your job. 

On Managing anger

• Sometimes, there may be a valid reason for the loss of your job, like business costs, while at times, it may be personal. At any rate, try not to be angry with your boss for not protecting you.
• The reality is that there is nothing you can do to reverse the decision. Anger sucks energy out of you - it would be more productive for you to utilise your energy to do things that bring you forward, and create your future.

On Reset your daily schedule

• It is important to put a new daily regime in place. Identify other activities to occupy your day. Ideally, these activities should include spending time on your job search and other activities that will keep you healthy. 
• Taking up courses, volunteering, and improving your jogging time are also useful. Channel your energy into doing feel-good activities that will propel you forward. Staying positive enables you to stay open to opportunities.

On Try to enjoy the break

• Adopt the mindset that the break in employment could be a positive thing. Many workers work long hours and do not spend sufficient quality time with their families and loved ones. 
• Letting go of the past is the most effective strategy to move forward. Many take it as a negative thing when outplacement happens, but on hindsight, many also found a positive side to the situation.

Yours,
Something Small Thinking Big