10 tips to ensure your project runs smoothly from start to finish

This post came out from The Straits Times (7 June 2008)
Title - Staying on track - 10 tips to ensure your project runs smoothly from start to finish

Some pointers that I've got are:
1. Define the objective
2. Establish a road map
3. Assign roles
4. Engage everyone
5. Assess and reassess
6. Identify challenges
7. Anticipate obstacles
8. Check the progress
9. Pat on the back
10. Keep in mind

On Defined the objective

• The key to starting a project is to identify the precise "deliverables", especially the tangible ones, from the word go. 
• Point out as many points as possible and get the agreement of the client or stakeholders, such as the top management, for internal projects to avoid conflict and misunderstanding later.

On Establish a road map

• The next step in the project execution is to establish a project management plan. List down various activities or processes sequentially.
• If you are tasked to meet a predefined target date, work backwards from the target date and remember to align the plan with the goals. 
• Make room for unexpected delays by having some buffer in the timeline. As far as possible, provide specific target dates for clarity instead of the week number. Prioritise activities depending on how each activity fits into the overall project plan.

On Assign roles

• Once the activities are listed, assign a process manager for each task. A distinction should be made between the main process manager and co-process manager who will support the execution of the individual tasks to avoid confusion on accountability.
• Encourage process managers to develop their own 'micro plan' for the individual activities that correspond with the overall plan.

On Engage everyone

• Involve all critical team members like suppliers and contractors during the early stages, where applicable, to obtain the necessary support and commitment to the project activities and timeline. Get feedback from the team and incorporate valid suggestions into the project plan. 

On Assess and reassess

• Review the requirements thoroughly. These include the intended objectives or application and legal or other licensing requirements. A detailed review and interpretation of the requirements would help to avoid any unpleasant surprises at mature stages of the project development.
• Beware of any lapse or oversight at the initial stages that may result in delays and additional costs. Estimate the resources and expenses needed to obtain the necessary approval for the budget. 

On Identify challenges

• The client or top management will appreciate any concerns of real or potential challenges raised before the project commences. Having counter proposals ready while voicing these concerns as this expedites the decision-making process while reflecting your involvement and knowledge of the project at hand. 

On Anticipate obstacles

• It is always a good practice to predict potential obstacles and have contingency plans ready for such eventualities, especially at the critical stages. This will prevent panic and uncertainty should your team bump into any obstacles. 

On Check the progress

• Do a periodic review of the project's progress. This is vital in ensuring that the project is going according to plan. The reviews should include all process managers, and a reporting system needs to be established for feedback on the progress of each activity.
• Should any unforeseen issues be encountered, create a plan on how to react to them and publish them to keep all stakeholders updated.
• A simple colour code like a traffic light system provides an effective snapshot of the status of various activities. This would also serve as a quick overview to update the top management or client.

On Pat on the back

• Check that the end result meets the goals of the project upon completion. If the output falls short of expectations, find the gaps and act on them quickly. 
• Show your appreciation to the team once the project has been completed. Acknowledging efforts will go a long way in boosting your team members' morale and motivation.

On Keep in mind

• Once the project has been delivered, reflect on the execution process. Record the problems encountered and the lessons learnt. Doing so will help in future projects and identify opportunities for systemic improvements within the organisation. 

Yours,
Something Small Thinking Big

Reinventing Performance Management

Article from Harvard Business Review by Marcus Buckingham and Ashley Goodall

Some pointers that I've got are:

On fueling performance

1. Research into the practices of the best team leaders reveals that they conduct regular check ins with each team member about near term work. These brief conversations allow leaders to set expectations for the upcoming week, review priorities, comment on recent work, and provide course correction, coaching, or important new information.

2. The conversations provide clarity regarding what is expected of each team member and why, what great work looks like, and how each can do his or her best work in the upcoming days - in other words, exactly the trinity of purpose, expectations and strengths that characterise our best teams.

3. Our design calls for every team leader to check in with each team member once a week. For us, these check ins are not in addition to the work of a team leader; they are the work of a team leader. if a leader checks in less often than once a week, the team member's priorities may become vague and aspirational, and the leader can't be as helpful, and the conversation will shift from coaching for near term work to giving feedback about past performance.

4. In other words, the content of these conversations will be a direct outcome of their frequency: If you want people to talk about how to do their best work in the near future, they need to talk often. And so far we have found in our testing a direct and measurable correlation between the frequency of these conversations and the engagement of team members. Very frequent check ins are a team leader's killer app.

5. That said, team leaders have many demands on their time. We've learned that the best way to ensure frequency is to have check ins be initiated by the team member - who more often than not is eager for the guidance and attention they provide - rather than by the team leader.

6. To support both people in these conversations, our system will allow individual members to understand and explore their strengths using a self assessment tool and then to present those strengths to their team mates, their team leader, and the rest of the organisation. Our reasoning is twofold. First, as we've seen, people's strengths generate their highest performance today and the greatest improvement in their performance tomorrow, and so deserve to be a central focus. Second, if we want to see frequent use of our system, we have to think of it as a consumer technology - that is, designed to be simple, quick, and above all engaging to use. Many of the successful consumer technologies of the past several years (particular social media) are sharing technologies, which suggest that most of us are consistently interested in ourselves - our own insights, achievements, and impact. So we want this new system to provide a place for people to explore and share what is best about themselves.

Yours,
Something Small Thinking Big

Writing a good bio can get you a better job

This post came out from The Straits Times (11 January 2016)
Title - Writing a good bio can get you a better job

Some pointers that I've got are:

Working adults should invest in creating an updated, professional bio in addition to their resumes, which can be an important stepping stone towards getting them their dream job, experts say. You bio is a strategic play, which can get you hied, gain visibility and win you serious respect.

Bios are a concise version of a resume or online profile focused on bolstering credibility, and should be a crisp summary to convey a person's background and interests.

Syntax errors, stale and boring information or not linking to one's work are common stakes of bio writing. If the reader cannot figure out who you are in 30 seconds, you've lost your chance.

It is important to revisit the bio page every six months to change and add what other experience the professional has accrued. Professionals also need to keep their typical audience in mind while creating bios. Avoid high level buzz words that carry little meaning. Use clear, specific functional terms like 'acquisitions' or 'new product development' etc. Choose key words that are understood and desired in your field.

Creating bios of three different lengths - a full bio of maximum one page, a short bio of 75 words and a mini bio of one or two sentences - to serve different purposes. The short bio can serve as a default bio, while the mini bio can go under the byline or panel description. Cutting out the use of passive voice or weak verbs in the bio, as they may downplay a person's achievements. Referring to oneself by the first name in the write up is also discouraged.

Finish the bio with some information outside of business. Unlike a resume, it is okay to sprinkle in some personal colour. This helps people to see you as a more rounded individual.

Yours,
Something Small Thinking Big

Be agile to make next leap in career

This post came out from My Paper (12 January 2016)
Title - Be agile to make next leap in career

Some pointers that I've got are:
1. Cut through avoidance
2. Rid yourself of resistance
3. Engage with colleagues
4. Move into renewal mode

On Cut through avoidance

• Reflect on times when change had positive results and apply what you learnt then to your current work situation. Prepare a list of the benefits that improved you and your organisation as a result of those changes. 
• Be proactive and positive about engaging in the change process and network to obtain the facts and information you need to take advantage of the changes

On Rid yourself of resistance

• Identify what you can control or influence. Focus your actions and energy on what you can control or influence and let go of the rest. Sort out the facts from the rumours to clarify how the change will affect you. Try to network with others who are moving forward and vow not to say "I cannot" - especially to yourself.

On Engage with colleagues

• Use your collective influential skills to drive the team and the organisation forward to accomplish goals. Identify potential obstacles and generate ideas to overcome them. Take calculated risk to move forward and be open to new ways of doing things to refocus your efforts. 
• Aim for small, measurable steps and ask for help and resources to produce results.

On Move into renewal mode

• Watch for changing business factors that will affect your organisation, try to anticipate the next change and plan for future scenarios. Hone your ability to be nimble an maintain progress. Times of change can be daunting but they can often be rewarding as well, if you are agile enough to sort out what needs to be done to move forward. 
• Watch your reactions that may be a stumbling block to your personal agility. They may include avoidance, resistance or unwillingnes to refocus, all of which could prevent you from renewing yourself and your career. 
• As you become more agile, check in with yourself and others to maintain momentum and to continuously improve your personal agility competencies. 

Yours,
Something Small Thinking Big

Don't end up in the wrong career

This post came out from The Straits Times (12 January 2016)
Title - Don't end up in the wrong career - What not to tell yourself when looking for a job

Some pointers that I've got are:
1. But I'm good at it
2. I am in need of cash
3. Things will change
4. I am afraid
5. Nothing else will be better

On But I'm good at it

• Don't settle for a job just because you have the requisite skills and qualifications and are able to do it. You should never dedicate your attention to and spend your energy on anything just because you do have the skills.
• It is your life and your job. You have the right to be selective. Never be contented with a career in which you are good at. You have a choice and there is always room for improvement. 
• If you are thinking of making a career switch, be open to developing the necessary skills that will make you more suitable for the job you have in mind.

On I am in need of cash

• Employees often make the mistake of sacrificing their happiness in career for money. Your need for cash might be pressing, but you should keep in mind that money is not just the only thing that can make you happy and it will never be able to keep you glad for long.
• However, it cannot be denied that people do have some financial needs that need to be met but if that is your only reason for going to work everyday, then you must be prepared to have a miserable work life.
• There are different ways to make money that you can try. Try to find something that can give you job satisfaction, apart from a high pay. Always remember that compensation may come in different forms and a paycheck is simply one of them. 

On Things will change

• Staying at where you are right now and hoping that things would change is certainly a way of putting your precious time to waste. When you are in a career which makes you miserable, you need to be able to leave if you know things will never change enough to make your stay more worthwhile.
• You should approach your job with a practical and positive mindset. You should start doing what you can to make the situation improve and when things do not change after some time or if only marginal changes take place, you should start moving on.
• One thing for sure - nothing will change if you just sit and wait. 

On I am afraid

• Fear is the main reason why people prefer to stay in a job even when they are not happy with it. However, you should be honest to yourself and start learning how to deal with fear.

On Nothing else will be better

• This is the type of thinking which takes over when you are unhappy in your job. Thinking of this repeatedly will just make you willing to give up. You should never forget that there are different ways for everyone to find joy and satisfaction at work. Don't ever think you are stuck. 

Yours,
Something Small Thinking Big

Six ways to think positively at work

This post came out from The Straits Times (11 January 2016)
Title - Six ways to think positively at work

Some pointers that I've got are:
1. Be interested in new things
2. Get out of your comfort zone
3. Remember that the control lies with you
4. Focus on your strengths
5. Take time off
6. Appreciate what you have

On Be interested in new things

• Doing what you like, finding new and fun things to do, or even new ways of doing things boosts your morale at work. Continue to look for ways to grow - be it at work or doing things that you have always wanted to do

On Get out of your comfort zone

• Feel like you are stuck in a rut? If you can, get some reprieve from the stress of daily datelines and do something that puts you in an unfamiliar situation, like going on a backpacking vacation.
• This is a good way of training yourself to look for the positive amid the uncertainties.

On Remember that the control lies with you

• No matter how instinctive our responses may feel, how we respond depends on us. We can choose how we want to react to a certain situation.

On Focus on your strengths

• Whenever an involuntary thought makes you feel inferior at work, think of what you excel in and people who are less fortunate than you. When you feel grateful, your mind will automatically focus on the positive things in life.

On Take time off

• Set aside some "me time" on a work day to recharge yourself. Arriving early in the office for breakfast or reading before you go to work can refresh your mind and spirits.

On Appreciate what you have

• Life is a journey and not a destination. Instead of letting stress get to you, take heart in the fact that you are working and contributing to society, and be happy that you have a job. 

Yours,
Something Small Thinking Big

Resolving conflicts at work

This post came out from The New Paper (12 January 2016)
Title - Resolving conflicts at work

Some pointers that I've got are:
1. Don't ignore it
2. Be objective
3. Listen
4. Forgive

On Don't ignore it

• Conflicts are usually a result of minor disagreements that were ignored when they first occurred. Strive to address disagreements immediately as any discontent or minor disagreement that is not addressed immediately tends to fester when ignored. These pent up negative emotions can eventually escalate into emotional outbursts.

On Be objective

• Make conflict resolution the priority rather than winning or "being right". Maintaining and strengthening the relationship should always be your first priority. Focus on the present. 
• Bringing out past issues is a sure way to aggravate any tensed situation. If you are holding onto past grudges and resentment then your ability to have an objective view of the current situation will be affected.
• Always look at the issue at hand and focus on rectifying it.

On Listen

• Be respectful of the other person and his or her viewpoint. Listening shows respect to the people who you are in disagreement with.
• People are more willing to hear what you have to say when you listen to them first. It helps bridge any misunderstandings and connect better with the other party.

On Forgive

• Be willing to forgive as well. Resolving a conflict is impossible if you are unwilling to forgive. Conflict resolution lies in letting go of any anger and negative emotions, which are emotionally draining and unhealthy.

Yours,
Something Small Thinking Big

The art of small talk

This post came out from The Straits Times (3 April 2012)
Title - The art of small talk - A good relationship starts with an engaging conversation

Some pointers that I've got are:
1. Start strong
2. Keep them talking
3. Add these power seeds
4. It's not about you

On Start strong

• Address an immediate situation - The most natural way to connect with someone is to talk about the immediate situation because it is on his mind. "You look flustered. What happened?"
• Compliment the person sincerely - When people feel good about themselves, they feel better about you too. Say: "You look great in this pink dress. Where did you get it from?"
• Ask for opinions or feedback - Asking for opinions allows people to express their values and thoughts, helping you to understand them better. Furthermore, people feel valued when you seek their opinions. Ask: "Who are some attractive people you have met at this event? Why do you find them so?"
• Notice that all the openers are open-ended, which prevents a monosyllabic reply that makes following up difficult, like "yes", "no", "good" or "bad". For the same reason, cliche questions like "How are you?" should also be avoided. 

On Keep them talking

• Dale Carnegie, who wrote many books on communication, once stated that "when a person does most of the talking, he will feel that it is the best conversation he has ever had". Hence, it pays to keep them talking.
• An easy way to do so is through physical attention. This means leaning forward and making eye contact to show interest. Encouraging body gestures, such as nodding and smiling, are also useful. 
• You can also keep the conversation going by prompting with words like "And then?", "Really?", "Tell me more!" This makes the individual more comfortable to share.

On Add these power seeds

• Power seeds amplify your connection with an individual.
• Establish common ground quickly - Before you can get the person to say "I like you", you need to first show him "I (am) like you". Commonality breeds likeability. Hence, in your conversation, you want to establish common ground as quickly as you can. It can be in one of the following categories: passions, challenges, values, opinions or experiences.
• Find opportunities to give - When you give a person something, he is psychologically obliged to give something in return. It's the law of reciprocity at work. Find opportunities to give in your conversation. They include compliments, attention, energy and knowledge. Giving invokes an atmosphere of sharing, making the other party more comfortable with you.
• Show genuine care for the person - People do not care much about what you have to say until you show them how much you care. Place yourself in the person's shoes as he shares his experiences, or simply listen attentively. He will then be more comfortable to converse freely with you.

On It's not about you

• Ultimately, the conversation is not about you, but the other party. So instead of manipulating the conversation, focus on the person and be genuinely interested in him. You will be amazed how stimulating someone can be if you give him a chance to be known.
• The key to unlocking your charisma is not trying to make people feel good about you. It is about making them feel good about themselves.

Yours,
Something Small Thinking Big

Stay positive - Arm yourself against toxic emotions in the workplace

This post came out from The Straits Times (30 Mar 2012)
Title - Stay positive - Arm yourself against toxic emotions in the workplace

Some pointers that I've got are:
1. Create a powerful personal vision
2. Focus on the positive
3. Apply the "positive-negative-positive" principle
4. Tomorrow is another day

On Create a powerful personal vision

• There is a saying that "if you do not stand for something than you will fall for everything". When you create a powerful personal vision, your role in the company will become clearer. It is important that you see yourself as an asset to the organisation. When you are confident about how you are contributing to the organisation, it becomes more difficult for the nansayers to bring you down.

On Focus on the positive

• When your job becomes mundane, boredom will set in, and you become vulnerable emotion. You might become sensitive to what people say or think - because you think their negative opinions are justified - and this will gradually start affecting your performance at work.
• Instead of worrying about what people think about you, focus on doing the right things first. That will keep you from settling into a comfort zone and prevent your work from becoming too routine.
• The way to achieve this is to set a daily goal for yourself - whether it is learning something new about your work or sticking to an exercise routine. These tasks will keep you positive and make you a more confident person when you complete them successfully. 

On Apply the "positive-negative-positive" principle

• When you talk to family members, friends, colleagues, your boss or your subordinates, do you always focus on the negative? Are you quick to blame other people when things go wrong? Do you communicate with integrity and fairness? Do people always come to you first for the latest office gossip?
• If you expect people to be positive towards you, then you need to be positive towards them as well. Apply the positive-negative-positive rule. Start by saying something positive, then if you have to give some criticism (the negative), say it in the middle of your conversation and end it with something positive again.
• When you do that, you will be seen as a fair-minded person, and people will become more comfortable in your company. As you become more likeable, your confidence level will rise, along with your ability to influence people. 

On Tomorrow is another day

• Finally, remember that today is the tomorrow that you worried about yesterday. Each day will provide you with the opportunity to better yourself. Seize the opportunities that come your way to bring a little bit more happiness to yourself and others. 

Yours,
Something Small Thinking Big

Be a good role model

This post came out from The Straits Times (28 March 2012)
Title - Be a good role model - Here are the essential qualities of a mentor

Some pointers that I've got are:
1. Essential qualities
2. Don'ts
3. Benefits

On Essential qualities

• Work knowledge - The mentor has sufficient in depth knowledge of work processes and procedures and the maturity to share experiences and problem solving strategies
• Organisational knowledge - The mentor has a good sense of inner workings (office politics, policies and culture) of the organisation
• Commitment - The mentor is committed to constantly upgrading and keeping abreast of developments in his field of expertise and career
• Awareness - The mentor understands and has awareness of the different ways and pace in which people learn, develop and progress in their careers
• Compassion - The mentor exhibits patience and compassion in understanding the frustrations, anxieties, uncertainities as well as aspirations of a new employee striving to integrate into the organisation
• Confidentiality - The mentor respects the need for confidentiality at all times in the mentoring relationship
• Boundaries - The mentor sets clear boundaries in the relationship as mentoring effectively takes place outside the direct supervisory line
• Encouragement - The mentor provide encouragement by affirming and acknowledging the mentee's accomplishments, progress and significant milestones

On Don'ts

• Instructing mentees - Mentors should never tell mentees how to do their daily work. The mentee's work problems should not end up with the mentor
• Providing solutions - Mentees need to think through and put in effort to figure out answers for their own operational issues. Mentees need to learn on the job and their mistakes should be corrected by their direct line managers
• Making decisions for mentees - Mentees are responsible for their own decisions and mentors are not there to give approvals or permission
• Giving frequent advice - Mentors should give advice only if it is helpful to the mentee's development
• Interfering in the mentee's appraisal - Mentors should not attempt to provide an unfair advantage by interfering in the appraisal process of mentees
• Criticising mentees - Mentors should not criticise mentees for their mistakes. If this is perceived as negative feedback, it can stifle learning and adversely affect the mentoring relationship

On Benefits

• Value add - Effective mentors leverage on years of experience and thereby bring value add to their seniority and role in the organisation
• Personal development - In handling mentees, mentors create opportunities to enhance their own communication, technical and managerial skills
• Renewed purpose - By committing to the process and taking pride in the accomplishments and progress of their mentees, mentors are able to find renewed purpose and continued relevance in the organisation

Yours,
Something Small Thinking Big

In tune with emotions

This post came out from The Straits Times (8 March 2012)
Title - In tune with emotions - Leveraging on cultural strengths gives Asians the edge in leadership

Some pointers that I've got are:
1. Self awareness - Emotionally intelligent individuals have a high level of understanding about themselves that helps them to keep their emotions under control
2. Self regulation - When they keep their emotions under control, emotionally intelligent individuals are able to avoid making suprious decisions. In the words of Sebastien Henry, "emotions are like the whether: they are always around, and they always change. It requires some particular skills to handle them".
3. Motivation - Emotionally intelligent individuals welcome challenges and embrace changes willingly if they are for the betterment of the organisation.
4. Empathy - Being empathetic is a hallmark of emotionally intelligent individuals, fostering a productive working relationship.
5. Social skills - Social skills hold leaders in good stead when it comes to teamwork, especially when encouraging others to work towards a common goal.

Yours,
Something Small Thinking Big

Talk your way into a job

This post came out from The Straits Times (17 March 2012)
Title - Talk your way into a job - Practice public speaking can transform your communication skills and impress employers

Some pointers that I've got are:
1. Building confidence
2. Be more comfortable
3. Speak with ease
4. Keep practicing
5. Get feedback

On Building confidence

• Many people are intimidated or downright scared to speak in front of large groups. Yet the good news is that this issue can be overcome with practice. If you are intimidated by speaking in public, the best way to conquer this fear is to simply begin speaking to larger groups. 
• Speaking in front of groups will build your confidence, and that will speak for itself when you go on future job interviews. Most of the time, employers like having confident employees. After all, a confident employee is one that believes that he or she can handle tough situations and "get things done".

On Be more comfortable

• With confidence usually comes a level of comfort. Public speaking will not just help you build your confidence, but will also help you become more comfortable around others. 
• Comfortable people are generally viewed as being warmer and more personable, and these are the kind of qualities that employers routinely look for when hiring. Personable people are easier to work with, as they are more likely to get along with others and be a valuable contributor to a team.

On Speak with ease

• To be comfortable speaking around others, it is also important that you are not only comfortable around others, but also in your "own skin" as well. The simple fact is that many people are not happy hearing themselves speak. When you are at an interview, you want to be satisfied with your performance and not worried about what you sound like. 
• The more practice you have with public speaking, the more likely you are to develop your own style. This, in turn, will help you build your confidence levels even further. It's a positive feedback loop in that the more you practice, the better you will get at public speaking and the more confidence you will have. Now, you are really getting ready to tackle job interviews.

On Keep practicing

• Part of developing communication skills and an effective communication style is to practice in front of other people. It is one thing to practice any activity alone and quite another to practice in front of others. 
• The pressure of having other people watch you perform adds a level of psychological pressure that must be overcome and adapted in order to progress. You may find it easy to transition from practicing public speaking alone to speaking to groups, but you won't know until  you get out there and start talking!

On Get feedback

• The final major way that public speaking will help you during job interviews is that when you speak to groups you can get feedback. You can acquire this feedback in a variety of ways. This includes having trusted friends or associates watch your public speaking and give you tips, as well as the opportunity to ask strangers what they thought of your speech. Some circumstances might even allow for you to ask people to fill out short surveys or send you their feedback via email. Don't be shy about asking for feedback, as it is extremely valuable and will help you improve your speaking skills. 

Yours,
Something Small Thinking Big

Motivate your people

This post came out from The Straits Times (3 March 2012)
Title - Motivate your people

Some pointers that I've got are:
1. Give in order to receive - The old cliche "there's no such thing as free lunch" is a fact of life. If you want to receive something, learn to pay for it.
2. Understand expectations - Have a clear understanding of what others expect of you and what you actually expect of yourself.
3. Build a positive atmosphere - When you create a "win, win, win" situation, you will start to win. When you start to think positively, your life will start to be positive.
4. Listening helps you influence others - Listening is one of the most important necessities of human communication. If you don't listen to people, you are missing out on one of the best ways to influence people. People will always listen to you when you listen to them.
5. Admit your mistakes - No one is perfect. We all make mistakes, but do we all live up to them? If you make a mistake, apologise for it. If you are wrong, admit your error.
6. Give praise - Everybody enjoys being praised. People look for approval from others. You should only praise people when they deserve it. Make the praise as warm and sincere as you can.
7. Share the credit - When others have helped you accomplish something, share the credit with them, even if their contributions were not as great as yours.
8. Care about people - People are concerned about themselves, and it is important for them to feel tht others also care about them. People feel important when others care about them.
9. Don't criticise people in front of others - Public criticism will cause people to feel degraded and embrassed, and they will resent you for doing that to them. If you criticise someone, criticise them privately and constructively.
10. Set expectations - Always give people expectations to live up to, not negative reputations to live down. This is an excellent way to motivate people to work for you.

Yours,
Something Small Thinking Big

Get the right results

This post came out from The Straits Times (10 January 2012)
Title - Get the right results - Use the performance review as a tool to help your employees achieve better performance

Some pointers that I've got are:
1. Open the discussion
2. Ask for the employee's perspective
3. Discuss your assessment
4. Discuss accomplishments and learning opportunities
5. Set a time for performance planning
6. Close the discussion
7. Follow up

On Open the discussion

• Start the meeting by putting yourself and the employee at ease by making small talk. Thank the employee for coming to the meeting and taking the time to complete the self assessment. Then, you should describe the purpose of the meeting and give the employee an overview of what will be covered during the discussion. 

On Ask for the employee's perspective

• Begin the performance discussion by asking the employee to share his perspective on how well he has performed over the review period. ask him to comment on whether he has met each of the goals set in the performance plan. At this point, you should withhold any disagreements that you may have and show the employee that you are interested in what he has to say by listening actively.

On Discuss your assessment

• After the employee has explained his assessment of his own performance, you should revisit each goal and let your employee know the rating you have given for each goal and the reasons that led to each rating.
• Always start the discussion with the areas on which you agree before you move on to areas in which you disagree. This will help reduce tension, and demonstrate to the employee that there is common ground and that the meeting is not confrontational. 
• When you discuss areas of your employee's performance on which you disagree, you should explain how you reached your conclusion. Provide specific examples to support your assessment. Usually, employees are more willing to accept your assessment when they understand the reasons behind it.

On Discuss accomplishments and learning opportunities

• Once you and your employee have established whether he has achieved each goal from his performance plan, take some time to identify lessons learnt from the successes and failures in achieving his goals. 
• It is important to identify the factors that supported or undermined his performance during the review period to help him build on his successes and address areas for improvements.
• At this point, you and the employee should discuss and agree on the developmental steps that will be taken to help improve his performance in the future. Keep in mind that the aim of the discussion is not to place blame but to help the employee learn from any failures that he experienced.

On Set a time for performance planning

• Discussing how the employee can learn from successes and challenges naturally leads to a discussion about setting new performance goals. Therefore, when you have finished examining each of the employee's goals, you should schedule a performance planning meeting with him to set performance goals for the next review period. 

On Close the discussion

• After you and the employee have concluded the discussion of past performance, addressed any developmental needs and established new developmental goals, you should summarise the agreements as well as express appreciation for the employee's participation.
• You should also make notes about the entire discussion. Typically, you and the employee are required to sign the appraisal form to show that the discussion has taken place. 

On Follow up

• Once the performance review meeting has been concluded, you need to ensure that the agreements are kept and plans followed If this is not done, the entire performance review process loses its impact and the employee assumes that no one really cares about performance or commitments. 
• Finally, you attitude towards the performance review process has a strong influence on whether you will succeed in helping employees improve their performance. Many managers and employees dread the process because managers often feel that they are forced to make judgments of their employees while employees feel that they are having a manager's assessment forced on them.
• However, if you use performance review as a tool instead of a final judgement, involve your employees in setting their own goals, communicate with them on a regular basis, as well as provide ongoing coaching and support, it will help you work as a partner with your employees towards greater performance. 

Yours,
Something Small Thinking Big

Managers should address knotty employee issues before these lead to chaos in the workplace

This post came out from The Straits Times (8 September 2012)
Title - Nip it in the bud

Some pointers that I've got are:
1. The attitude problem
2. The office romance
3. Inappropriate comments
4. Unprofessional attire
5. The unreliable employee

On The attitude problem

• Negativity from a co-worker not only can cause turmoil, affect productivity and create job dissatisfaction for your other employees, but it also can result in your losing your best staff.
• Always speak with any employee who is being inappropriately combative, cynical or dismissive. Try to find out what his underlying issues are and whether his outbursts have anything to do with job dissatisfaction. Sometimes, making your employee aware of the behaviour and how it affects others will help to resolve the issue.

On The office romance

• Supervisor and employee romances are fraught with legal issues and should be avoided at all costs. Co-worker romances, which may seem harmless, could backfire if the relationship ends and the co-workers are still working on projects together or sit in close proximity to each other. 
• Productivity and staff morale can go out the window in these cases. Although you can't mandate that your employees not be involved with their co-workers, you can certainly make your standards of professionalism clear to all your employees. 
• You will also want to immediately address any instances where it appears that your co-workers' relationships are spilling over into the office. Kissing, hand-holding and romantic small talk should not be allowed as it not only makes other employees uncomfortable, but it is unprofessional in a business setting.

On Inappropriate comments

• You want to foster a workplace culture that is inclusive and free from harassment. Don't allow your staff to make statements that are offensive or inappropriate in any way. Address comments that you hear immediately and be sure to follow up on concerns that your employees may bring to your attention.

On Unprofessional attire

• Managers often assume that there is no need to discus a specific dress code when hiring new staff because they believe that their employees should understand what is considered appropriate. Conversely, you may have an employee who believes that she is dressing appropriately because she assumes that if she were not, that you would have told her so. 
• You will need to make sure that your dress policy is consistently applied with all staff, and always put it in writing

On The unreliable employee

• As a manager, you must address problematic employee and the issue immediately, and determine whether further management counselling, a suspension or termination is in order. 
• Stealing from the workplace, creating conflict with other employees or not turning up for work are all signs of an employee who cannot be trusted. 

Yours,
Something Small Thinking Big

Escaping the toxic boss

This post came out from The Straits Times (13 October 2012)
Title - Escaping the toxic boss - If you dread working with your supervisor, take these three steps to a better career

Some pointers that I've got are:
1. Gain perspective to think rationally about your career options
2. Take inventory of your career accomplishments and contributions
3. Update your resume

On Gain perspective to think rationally about your career options

• Fear in the workplace tends to leave people thinking they have no better options than to stick it out. Such thinking is a result of loss of confidence and the inability to see beyond the present distress. 
• If you keep an open mind, you will see that there are many options for you outside of your current job. One way to get the most out of this career reconnaissance is to search for job postings based on skills rather than job titles. 
• Do a job skills self-analysis to identify the tasks and activities you enjoy performing on your job. Use those skills as your search terms at online job boards. You may be surprised to see that you qualify for positions you had not thought of before.

On Take inventory of your career accomplishments and contributions

• To get moving towards a new position, you will need to regain your confidence. Think about, and then write down, situations in which you (1) came up with an idea of saving time, (2) helped your team reach a production goal (3) identified cost savings opportunities and (4) solved a customer problem leading to increased customer satisfaction. 
• As you think back on your accomplishments, you will begin to realise the value you have added to your company. Remember, other employers have similar problems to solve. They are looking for candidates who have experience in handling difficult situations. The more specific the examples of your accomplishments are, the more marketable you will be in the job market.

On Update your resume

• Once you have your accomplishments listed use them to update your resume. Think of your resume as your initial marketing tool - it should announce to potential employers your ability to help them reach their bottom line corporate goals. 
• Your resume should also have a clear career focus. Updating your resume does not mean simply adding your current work history to your old resume format. Without a careful strategy, your resume will being to resemble an old house with too many tackled on additions. 
• Make sure your resume presents a cohesive, well thought out, professional front. Additionally, if your career has taken several interesting turns, you will want to adjust your resume to refocus on your current job search. 

Yours,
Something Small Thinking Big

Build a better reputation

This post came out from The Straits Times (13 October 2012)
Title - Build a better reputation

Some pointers that I've got are:
1. I resolve to think before I speak - I have two ears and one mouth and I aim to use them in that proportion.
2. I resolve to hold my tongue - I should count to three before responding to comments and situations that make me angry or defensive, online or off.
3. I resolve to never bad-mouth anyone - This applies to whether something is said in person or on the internet.
4. I resolve to treat people positively - This involves being fair and gracious with my staff, clients and customers and valuing their contributions to our business successes.
5. I resolve to support the three Ps - These are the people, processes and partnerships operating within my business. I must ensure that they enhance, rather than damage the business' reputation.
6. I resolve to act with integrity - This involves being truthful and transparent in my dealings with people and creating a climate of mutual trust and respect.
7. I resolve to keep promises I make to myself and others - This means avoiding over-promising and under-delivering.
8. I resolve to "pay-it-forward" when I can - I should do good with no thought of return, and enjoy the pleasure of giving without strings attached.
9. I resolve to accept responsibility for my actions - Avoid blaming others
10. I resolve to avoid jumping to conclusions and labelling people - Rather, I resolve to accept people as they are and welcome the diversity that life brings.

Yours,
Something Small Thinking Big

Six ways to give a great speech

This post came out from The Straits Times (5 January 2016)
Title - Six ways to give a great speech

Some pointers that I've got are:
1. Be well prepared
2. Cater to the needs of the audience
3. Do you know how you sound like?
4. Watch your body language
5. Visualise your success
6. Strong introduction

On Be well prepared

• Do your research on the topic you are speaking on and know the subject well. What objective do you hope to achieve through your speech? Having a firm grasp of the topic gives you the confidence and you can focus on delivery. Get someone to read through your speech and correct any errors. 
• Practice, practice, practice. Don't worry if you are new to public speaking or giving presentations. Even the most experienced speaker can feel anxious. It is how you manage your anxiety that can help you deliver a speech smoothly and not let your fears get in the way. 

On Cater to the needs of the audience

• Find out who will be listening to your speech. You should write your speech in a way that will appeal to them. Include anecdotes or examples in your speech that your audience can identify with and easily understand. If your speech is relevant to them, you will be able to capture their attention for a longer time and establish a better connection with them. 

On Do you know how you sound like?

• Rehearse with a friend or colleague and ask for feedback. Develop a thicker skin and accept the constructive feedback with an open mind. 
• Is your speech peppered with pause fillers like "um" or "ah"? Cut these out because they are disruptive, distracting to the audience and make you sound unsure or nervous. 
• Speak at a steady pace, do not rush but do not go at too slow a pace either. Project your voice. You need to speak at a volume that will command attention and signal your confidence. If you speak too softly or mumble your way through your speech, your audience won't be able to follow what you are saying.

On Watch your body language

• Deliver your speech in front of a mirror or ask a friend to evaluate your presentation and provide honest feedback on areas you need to work on. Is your body language friendly and welcoming, or awkward and aloof? 
• A speaker's body language should be natural and complement what he or she is saying. Your stance, movements, gestures, facial expressions and eye contact add credibility and memorability to your speech. 

On Visualise your success

• A person's subconscious mindset, attitude, and way of thinking can contribute towards achieving an excellence performance. 
• Close your eyes in a quiet and relaxed area and imagine yourself giving a presentation. Tell yourself you are well prepared. Feel your confidence level growing as you progress along the speech. 

On Strong introduction

• Use an appropriate attention-getter at the beginning of your speech. Start with a question to engage the audience and evoke some response from them. 
• Want to sound polished and make your message stronger? When repeated thrice, words, phrases, clauses and questions will be more impactful. Humour certainly helps. 

Yours,
Something Small Thinking Big

How to stay resilient at the workplace

This post came out from The Straits Times (7 January 2016)
Title - When the going gets tough - How to stay resilient at the workplace

Some pointers that I've got are:
1. Believe in a long term career
2. Stay engaged
3. Reflect and reinvent
4. Financial prudence
5. Reach out

On Believe in a long term career

• Having a long term view of your career gives you perspective, and prevents low patches from seeming damaging. It also helps you to pace yourself better, and adequately learn and calibrate your expectations for a balanced view of the workplace. 

On Stay engaged

• Employee engagement is not just an employer's responsibility. The employee also must make an effort to stay engaged and remain motivated. 
• Keep routines, make and follow a daily task list, clean up your work station, and think about things you want to do in the future. If there is not enough work to fill your day, then reach out to your overloaded colleagues and stretch yourself by helping them out. 

On Reflect and reinvent

• Reinventing yourself in a workplace context is an uphill, but satisfying task that can build your confidence. This is something you must continue to do no matter your rank, level of experience and age. 
• Break hard-wired perceptions of what you think you can or cannot do. Open your mind, and test the adequacy and relevance of your skills in changing contexts. 
• Reinventing may not yield immediate short term results, but it will benefit you in the long run and keep you going. 

On Financial prudence

• Keep a keen eye on your expenses and investments. Do not make rash decisions like cutting down on education, health, insurance and family expenses. These are mostly manageable expenses, and with proper planning, one need not make hard cuts. Relook your bulk expenses, avoid wastage, and always save for a rainy day. 

On Reach out

• Nothing in life is more important than relationships, and difficult times bring the best out of them. 

Yours,
Something Small Thinking Big

Engage your staff

This post came out from The Straits Times (16 October 2012)
Title - Engage your staff - Learn more about your team members by enhancing the quality of your conversations

Some pointers that I've got are:
1. Go beyond conversations focusing on work matters or problems at work. Expand your conversation to appreciate the relationship this person has with his work. For example, "How did you get started in this industry?", "What motivated you to join this company?", or "What is the best thing about what you do?"
2. Uncovering people's thoughts involves asking opening ended questions to learn what makes them tick. You will discover their interests, passions, priorities, life history, achievements and issues that they are for or against. This shows you are genuinely interested in them.
3. There is more to a person than his job and profession. When you take time to understand a team member's background and family, you will uncover the underlying drivers that motivate him. In the process, you may even discover you share a lot in common. This reinforces the feeling of kinship and trust.
4. End with the influential question: "How can I help you?" In short, you need to make it about them first. People don't care how much you know, until they know how much you care.

Yours,
Something Small Thinking Big

The 5Cs of winning teams

This post came out from The Straits Times (27 October 2012)
Title - The 5 Cs of winning teams

Some pointers that I've got are:
1. Collaboration
2. Communication
3. Change
4. Creativity
5. Camaraderie

On Collaboration

• Collaboration is defined as the act of working with another or others on a joint project. Why is this notion so difficult to implement in the real world?
• Common reasons are misunderstood intentions, differences in working styles among team members, personality conflicts and, increasingly, problems arising between people from diverse cultures and backgrounds. 
• Using and promoting the use of psychometric instruments like Emergenetics and help you to understand your colleagues better. Team members can work better together when they realise the unique strengths and gifts that they bring to the table. Unity is strength, but diversity is power.

On Communication

• What makes a crucial conversation? It is one where emotions run strong, opposing opinions are present and the stakes are high. A key to effective communication is to adopt conscious rationality in the face of any crucial conversation. By asking yourself constantly "What do I want to achieve in this discussion?", you can shape your individual thoughts and dialogue processes. 
• Also, the ability to look at various perspectives through the eyes of different stakeholders can help achieve conversational success as well. 

On Change

• You are often reminded that the only constant is change. A team that remains contented may become complacent.
• In relation to the previous two "Cs", sometimes, a devil's advocate in the team may be beneficial in the long run. Such a role would help promote continual improvement to work processes, key performance indicators and even behaviours. 

On Creativity

• Throughout corporate history, the behemoths of businesses that failed to tap on new ideas have fallen by the wayside. You should re-look your definitions of creativity because it is a common myth that creativity exists only in certain job functions. 

On Camaraderie

• Collaboration and camaraderie, what is the difference? Camaraderie is what makes people human. The single greatest asset in any organisation is its people. The workplace relationships among these people are organisational treasures. 
• Employee happiness is a vital element in forecasting and increasing productivity and talent retention rates. If you are able to harness positive psychological capital, organisations and teams can improve the self-efficacy, optimism, hope and resilience of their employees. This in turn, improves job performance. 

Yours,
Something Small Thinking Big

8 qualities of a wise leader

This post came out from The Straits Times (27 October 2012)
Title - 8 qualities of a wise leader

Some pointers that I've got are:
1. He believes in upholding ethics. Pays attention to his moral character and the moral conduct of his followers. Diffuses and inculcates the right conduct or habits among his followers in the belief that while people's natures are alike, their habits separate them.
2. He believes in upholding benevolence and humanism. Exercises the highest level of humanism and believes in people and relationships. Respect others and others will respect you more. To Confucius, a man will only be called a man if he treats all men equally as men.
3. He values the Principle of Moderation. Exercises emotional intelligence in handling issues, events and people. The Confucian leader always balances his words with his actions. In fact, the Confucian leader will act first before he preaches.
4. He emphasises continuous learning. Commits himself to being a life long learner and is ready to transform himself and others. The attitude of learning is to listen and observe first. If you still cannot understand, then learn from others by asking questions.
5. He embraces everything. Has the ability to embrace totality, including the good and the bad, and the right and the wrong. The key principle is to embrace other people's language, ethnicity, culture, religion and ideologies - to create a diversified workforce - which leads to synergy and creativity.
6. He thinks paradoxically. He knows that everything co-exists in opposites. Sees a possibility within the impossible, and sees the impossibility in the possible. During a crisis, he sees opportunity, and during good times he sees danger.
7. He uses fluidity and flexibility as a source of strength. He believes the best style is no style, and yet every stroke is immensely powerful. To Zhuan Zi, the sage's heart, when perfectly clam will reflect emptiness, peace, contentment, apathy, silence, comprehensive view and non-intervention.
8. He interferes the least. He understands the concept of 'non-action', that is, without unnecessary interference, and subscribes to invisible leadership. Natural events follow their own course, and allow excellence to be a natural outcome.

Yours,
Something Small Thinking Big

Talk your way to better sales

This post came out from The Straits Times (30 October 2012)
Title - Talk your way to better sales - Master the art of engaging your customers and improve your bottom line

Some pointers that I've got are:
1. Sustaining a conversation
2. Attract customers effortlessly
3. The 80/20 sales technique

On Sustaining a conversation

• Learning how to ensure that your conversation remains "energised" to keep the prospect solidly engaged. Keeping a conversation at a high energy level is especially crucial when you are switching sales gears from "casual" to "high-octane". This can build rapport quickly, convince the prospect in one exchange and achieve desired outcome.

On Attract customers effortlessly

• About 95 per cent of salesman who market their business or products do not speak or write in the language their prospects want to hear. 
• The successful salesman has learnt the art of attracting customers. If you want to sell more and work less, learn the principles of easily and effortlessly attracting customers without the conventional cold-calling, prospecting or begging for business. 

On The 80/20 sales technique

• You have heard of the 80/20 rule. Twenty per cent of salesman earn 80 per cent of the commissions, leaving the remaining 80 per cent of the salesmen to share the remainder. The only way to succeed in sales is to get the skills required for success. 

Yours,
Something Small Thinking Big

Inspire your employees

This post came out from The Straits Times (18 December 2015)
Title - Inspire your employees - Bring your employees to the next level of performance in six steps

Some pointers that I've got are:
1. Show you care
2. Be humble
3. Listen intently
4. Help others grow
5. Let them know you believe in them
6. Let go and empower

On Show you care

• Would you not go the extra mile for people who care about you? If you are a boss, do keep in mind that people don't care how much you know until they know how much you care.

On Be humble

• The humility of great leaders is not just a lack of arrogance - it is a reflection of their genuine self confidence and acceptance of their human limitations. 
• Their healthy sense of self worth frees them from the need to impress and play the smartest guy in the room. It inspires others to become humble as well, and brings out their best instead of hiding their vulnerabilities. 

On Listen intently

• Active listening is one of the hallmarks of inspiring leaders. Give your full attention to your team members. Take time to appreciate them and think about what they have said before you answer. Ask them to elaborate if necessary. They will feel respected and honoured and think at their best and contribute meaningfully to the conversation.

On Help others grow

• Most employees will say that their best boss was the one who increased their value as a professional the most, notably by developing their skills on the job. Do spend one-on-one time with your team members, ask them about their challenges, and work with them on how they can overcome these challenges.
• Don't tell them the solution - instead, elicit it from them in a coaching style. Regularly ask them what they are learning at work - from their assignments, colleagues, successes, and failures.

On Let them know you believe in them. 

• When we expect certain behaviours from others, let them know and act in accordance with our expectations, and the expected behaviours are more likely to occur. Tell your team members that you believe in their abilities to do their best, and continuously display confidence that they will do so. They will then strive not to disappoint you.

On Let go and empower

• Inspiring leaders are confident about their own talents and skills, and see failures as sources of growth. You will often hear them talk about the many mistakes they make and what they learnt from them. 
• They also know that people will learn best by doing, and will act with accountability when they are empowered. Distribute your responsibilities to your people, create a safety net for failure and acknowledge the strengths they gain as you stretch their job scopes.
• Inspiring leaders are often optimistic and see a large part of their job as bringing out the best from others, and helping them play well together. 

Yours,
Something Small Thinking Big

How to manage employees when they make mistakes

This post came out from The Straits Times (23 December 2015)
Title - How to manage employees when they make mistakes

Some pointers that I've got are:
1. Convey basic standards and expectations to be met
2. Find out the obstacles and difficulties employees face
3. Ask employees what they could have done better

On Convey basic standards and expectations to be met

• Managers should communicate to new employees on the basic competencies required, benchmarks to be met and code of conduct to abide by. 
• Knowing the guidelines can help employees be more astute when it comes to avoiding blunders. When the stakes are high, managers need to ensure employees understand the risks and consequences of a mistake, and act accordingly to prevent any oversight occurring.

On Find out the obstacles and difficulties employees face

• Frequent work reviews with employees can help set the direction to work towards, manage expectations and alleviate problems. Find out the underlying factors contributing to the mistake. Is the person who committed the error negligent or merely doing the minimum to get by?
• Determine the reasons behind their lack of motivation - the reward system, department culture, employee strengths, interests, and whether they find their work meaningful and purposeful. 
• Ascertain if employees are saddled with too many duties and unable to accord sufficient attention to each task. This may lead to underperformance in the long term, untapped potential or an eventual burnout.
• By acquiring a deeper understanding of the employees' attitudes, work approaches and workload, managers can obtain a realistic picture of the areas of improvement employees can work on, as well as the pitfalls and loopholes of the work system. 

On Ask employees what they could have done better

• Compared to employees, mangers often posses better management traits, wisdom and keen foresight to pre-empt possible pitfalls. These areas of expertise allow them to be well-positioned to guide employees to learn from their errors and become more competent workers.
• Ask the errant employee what he could have done to avoid the error. Request that he be specific and detailed. If feasible, incorporate these suggestions into future work procedures to minimise error rate and fine tune work processes. 
• Both managers and employees should view mistakes learning points. Analyse the root of the problem and address it objectively. Engage the employee and discuss what needs to be changed or improved. Feedback and counselling are part of the recovery process. 
• Aside from discussing about the slip-up, steer the employees toward considering the bigger picture by evaluating how their roles and responsibilities fit into the company. Discuss their strengths, weaknesses, areas where improvement is required and what they will like to achieve in the near future. 
• By looking beyond the error, employees will be motivated to not only minimise their error rate, but also continuously strive and improve on their skill sets and levels of expertise.

Yours,
Something Small Thinking Big

5 ways to find job satisfaction

This post came out from The Straits Times (9 December 2015)
Title - 5 ways to find job satisfaction

Some pointers that I've got are:
1. Don't compare yourself with others
2. Be honest with yourself
3. Get to the root of the problem
4. Work smarter
5. Build relationships

On Don't compare yourself with others

• Many employees compare their work performance with others without knowing how much it took for the other person to get to where he or she is now. Such thoughts make you feel jealous and demoralised. It is also not useful to beat yourself up if you don't have enough experience yet.

On Be honest with yourself

• Hard as it may be, evaluating how well or poorly you performed at work this ear is crucial if you want to improve. This is true even if you are intending to leave your current job, because you might end up making the same mistakes in your new position if you do not analyse your behaviour.
• For instance, did you accomplish more or less than you wanted this year? What would you do differently so that at the end of next year, you can smile knowing that you have had a great year?
• Be honest about where you stand and what you have to work with. Next, accept what happened over the course of the year, and your current position, level of experience and performance. Then be willing to keep improving.

On Get to the root of the problem

• Before you can decide whether to stay in your present job or look for greener pastures, you need to know why you had a rocky year. 
• Sometimes when people say that these external factors are the problems, in reality, it could be that they are not willing to admit that they are the real problems. 
• To know if you are the problem that you must solve, try to identify a recurring pattern in all your previous jobs. For instance, do you always leave the company for the same reason? Do you always face the same set of problems? If the answer is yes, then chances are you are the problem. Unless and until you fix it, no job will be able to satisfy you for long.

On Work smarter

• Go the extra mile - Add value by delivering more than what you are paid to do
• Don't try to manage time - Work on your energy level instead. Quality energy gives you more focus
• Take it slow - Set baby steps for yourself when deciding on goals, and acknowledge your progress every step of the way

On Build relationships

• Form sincere relationships - No one likes to work with someone bossy, although you may be smarter and skilful than your colleagues
• Tap on others' strengths - If your colleagues can do the work more quickly than you, there may be something you can learn from them
• Be a problem solver - If a team member's performance is impacting you, there is a reason behind it. Find out what i is and help him or her to solve it. In doing so, you get to learn something from that experience. 

Yours,
Something Small Thinking Big

Getting to the root of Singapore's productivity problem

This post came out from The Straits Times (XX Month Year)
Title -

Some pointers that I've got are:
1. Organisation views productivity as an end state and fails to align to organisation mission and outcomes
2. There are organisational inhabitors to higher productivity levels

On Organisation views productivity as an end state and fails to align to organisation mission and outcomes

• The agency who intends to improve their productivity levels, should start with thinking about their desired outcomes and view productivity as a means to achieve their desired outcomes rather than as an end in itself. Only in this way will there be buy-in and acceptance from stakeholders and this is the only path to build a sustainable productivity and innovative culture.

On There are organisational inhabitors to higher productivity levels

• Waiting for others  Due to hierarchical and bureaucratic practices, there may be a lot of documentation and many levels of approvals needed. No matter how productive the employee is in "finishing" his/her part, there is still the process of clearing with fellow colleagues, the boss and the boss's boss.
• When there are amendments, the cycle repeats itself. Often, when the decision comes back, the staff would have been waiting for hours or days and guess what, he/she has to rush because it is "urgent". Familiar?
• Rework - When work deliverables and/or approaches are unclear, staff may not deliver what's expected of them or do things the wrong way. This leads to frustration on both ends and may cause significant rework. In worst cases, supervisors themselves may not be clear about the output and change their minds frequently or end up being a "middle man" between their own bosses and staff; not value adding.
• On One size fits all approach - Many of us adopt a one size fits all approach towards leading and managing this diverse workforce. Employees who are aligned to the work approach and practices of the supervisor find it relatively easier to exercise creativity and be productive whilst others find it challenging and frustrating to say the least. 

Yours,
Something Small Thinking Big

Redefining leadership

This post came out from The Straits Times (4 December 2015)
Title - Redefining leadership - What being a leader really means

Some pointers that I've got are:
1. The new leader gives space
2. The new leader sees 100 per cent in people
3. The new leader connects, then leads

On The new leader gives space

• The leader today needs to be willing to let go of their command and control at times. People need space to be creative, and the new leader acknowledges that. 
• However, the new leader does not give space freely. He or she is willing to give their people space to be creative, but expect them to get things done to the best of their abilities.
• New leaders also give their people room to learn from mistakes and never repeat them again. That promotes greater business acumen and innovation, since people are encouraged to take risks instead of being penalised.

On The new leader sees 100 per cent in people

• The new leader believes in developing people by stretching them through projects and assignments. He or she sees 100 per cent in people and thinks about how to extract people's talents fully.
• With such a leader, people are likely to give 150 per cent of themselves. When a project is finally completed, the people are utterly exhausted. But when asked if they would go through it again with the leader, their answer is yes. 
• The new leader takes the time to observe people and identify their natural acumen. This refers to what comes naturally to that person, as opposed to what might require an enormous effort from others. 

On The new leader connects, then leads

• Someone who connects with the people and leads them from the heart is a new leader who can manage both the relationship and business. A positive relationship built between the leader and team creates a strong bond that will stand firm in good and tough times. 

Yours,
Something Small Thinking Big

How to T.H.R.I.V.E as a frontline leader

This post came out from The Straits Times (3 December 2015)
Title - How to T.H.R.I.V.E  as a frontline leader

Some pointers that I've got are:
1. Take in the big picture
2. Heed Warnings
3. Reflect on your actions
4. Involve the right people
5. Value differences
6. Eliminate self imposed barriers

On Take in the big picture

• When you are too busy looking at each individual issue, you may miss the bigger picture. You need to be able to let things go if they are not impacting the overall functioning of the team.
• Stepping back to look at the big picture allows you to see patterns, better identify opportunities and make informed decisions about where to spend your limited time and energy

On Heed warnings

• Once you start to see patterns in the bigger picture, you can heed the warnings they bring. 
• Frontline leaders are often so busy reacting to day to day happenings that they don't take the time to look for daily hidden messages. When they can see the warning signs, they move from being reactive to pro-active, and that is when they start to really make a difference in their role.

On Reflect on your actions

• Reflection is a powerful skill that, when combined with the first two skills of big picture thinking and heeding the warnings, can result in major breakthroughs.
• Reflecting allows your mind to bring scattered pieces of information together and put them into some kind of order. Only then can your brain start to make valuable connections that will lead to role-altering insights.
• Reflection works best when it is written down so that older thoughts can be reviewed in the light of new insights. 

On Involve the right people

• Leading a team can be lonely. That is why it is vital that you have people around to offer support. This stops you from becoming insular in your thinking and opens you up to new perspectives or challenges. 
• At first, you may feel that needing input from others is a sign of weakness, but it isn't. Being able to ask for help shows you have a heightened sense of self-awareness.

On Value differences

• Instead of aiming for conformity and seeking agreement to achieve less conflict, effective leaders value different opinions and perspectives when pursuing their team's goals. 
• Good leaders know the best solutions come when you can see an issue from all angles. That can only happen when people feel safe in sharing their views. This message of "different is good" needs to come from you, their leader. 
• This means you have to move away from a one-size-fits-all model of leading, start understanding each team member as an individual, and see their differences as strengths rather than weaknesses.

On Eliminate self imposed barriers

• There is one barrier over which you have complete control - your mindset.
• Before you can get your team to believe in you, it is vital that you first believe in yourself. This can only happen when you are able to critically examine your thought processes and how they impact your performance. It is only through self analysis that you an uncover and eliminate barriers that are impacting your progress.

Yours,
Something Small Thinking Big

Steer your own career

This post came out from The Straits Times (19 September 2015)
Title - Steer your own career

Some pointers that I've got are:
1. Take charge of your career
2. Establish your values and beliefs
3. Know what you are good at
4. Keep an open mind

On Take charge of your career

• You can no longer depend on your employer to plan your career for you. The days of working for one employer for your entire working life are gone. It is time to take control of your destiny.
• Planning your career is a lifelong process. It is something we develop and carry with us throughout our entire working lives. It changes and evolves continuously over time.

On Establish your values and beliefs

• Values reflect our deepest beliefs. They are powerful principles that guide our actions, opinions, dreams and sources of stress. 
• If you decide on a career without considering you values, it is almost a guarantee that you will be unhappy. 

On Know what you are good at

• Another consideration to have is your skills and talents. There is a major difference between skills and talents: skills can be learned, natural talent cannot. Your natural talent is valuable to an organisation, and more employers are recognising this. 
• If you are working in a job that takes advantage of your talent, chances are you will enjoy and be interested in what you are doing in that job. The organisation will achieve better results and you will be more satisfied. 
• While talent is more in line with your natural abilities and cannot be learned, skills can be learned. Skills are demonstrated activities of competence. May of us under estimate our skills and qualifications. 
• By identifying your skills, you are likely to make more effective career decisions and feel greater confidence as you plan your career. Career management often demands the ability to adapt your skills and talents to new and different work environments. To do so, you must be able to identify these skills, transfer them to new roles, and think about the new skills you may need to improve your employability and become more successful. 

On Keep an open mind

• Do you like your organisation but dislike your role? If the answer is yes, then you need to shift to a role that suits you within your organisation. 
• Perhaps you like your job but you are in the wrong organisation. Then your action plan should revolve around finding a similar role in a different company. 
• Or perhaps you have discovered that you are in the wrong field entirely and want to make a major career change. 
• The key is to remain flexible and adaptable. Keep shifting your goals as you need to and continue learning. If you cannot keep up with the skills you need, chances are you will not be able to achieve your career goals. 

Yours,
Something Small Thinking Big

Influence is not about charisma

This post came out from The Straits Times (18 September 2015)
Title - Influence is not about charisma

Some pointers that I've got are:
1. Doing others a favour
2. Holding people to a standard
3. Providing exclusive information

On Doing others a favour

• Doing a favour to someone is giving the person an implied obligation. It is a universal rule that when you receive a favour from someone, you reciprocate. 
• What is lesser known is the psychological truth is that when you return a favour, you increase your likeability. 
• Over time, when favours are made and received in a continuous two way cycle between two people, the relationship gets strengthened. Soon, you will have a strong network of not just colleagues, but friends and partners.

On Holding people to a standard

• When people fall short of a certain benchmark or standard, we could potentially use the standard as a positive way to align people to the original standard they set for themselves. You could point out the positive reputation the person has built up previously when he/she was at his/her best, but fell short recently.
• What you are doing is applying the principle of commitment and consistency. Because of the high standard your co-worker set for himself previously (i.e. a commitment), he or she will feel motivated to attain that standard again this time.

On Providing exclusive information

• Exclusive information is deemed to be highly persuasive and influential because it is not available to anyone on the street. It is available only to the selected few.
• If a person is able to receive such information from you, they will be able to achieve two things. Firstly, it helps them do their work better. Secondly, it enables them to increase the possibility of a successful outcome because they are doing their job differently now that they know this is critical information. In fact, you are also doing them a favour, which directly increase the level of likeability both ways. 

Yours,
Something Small Thinking Big