How to navigate cultural communication differences

This post came out from The Straits Times (8 February 2016)
Title - Negotiating across cultures - How to navigate cultural communication differences

Some pointers that I've got are:
1. Their treatment of time
2. The directness of their communication
3. Their level of formality
4. How willing they are to negotiate
5. Their tendency to focus on the individual or group

On Their treatment of time

• Monochronic cultures are driven by timelines and deadlines. To them, punctuality is the foundation of professionalism. They are likely to arrive at a meeting early and be ready to start on time. 
• Polychronic cultures view deadlines as flexible, and are much less strict with their punctuality ad expectations of others.
• Those from monochronic culture may misjudge polychronics as unreliable and disorganised. Worse, they may perceive they are using the slow-boat technique - deliberately progressing slowly to make it harder for the other party to walk away because they have invested so much time and energy in the negotiation already. 

On The directness of their communication

• With high context communication, much of the meaning is inferred. You have to read between the lines and interpret the message from what is not said as much as what is said.
• Low context speakers are more direct and blunt. They say what they mean and mean what they say. They are more concerned about being precise and clear about their expectations than avoiding difficult conversations or saving face. 

On Their level of formality

• Those from a high formality culture may be perceived as stiff and inflexible, while those from a culture with a lower level of formality may be perceived as rude or insensitive. 
• This impacts the method of greeting, forms of address, whether contact is made and topics of conversation.

On How willing they are to negotiate

• In some cultures, haggling is a way of life. These are called high-negotiation cultures. Their view of the world is that circumstances constantly change, so why not ask if these changes have opened up more options?
• In contrast, those from a non-negotiating culture will bargain as part of the negotiating process, but in their minds, once the deal is done, it is locked in. They may be frustrated with those from a high-negotiating culture and find them manipulative.

On Their tendency to focus on the individual or group

• Some culture celebrate the individual. These individualistic cultures produce people who are comfortable in the limelight, and expect recognition for their accomplishments.
• Collective cultures value the community more than the individual. This produces people who are less comfortable about being singled out for attention or praise. 

Yours,
Something Small Thinking Big

Get the elements of your presentation right and win over your audience

This post came out from The Straits Times (16 August 2012)
Title - Make an impression - Get the elements of your presentation right and win over your audience

Some pointers that I've got are:
1. The presenter
2. The slides
3. The handouts

On The presenter

• Look the part of a presenter - professional, competent, and friendly. Dress well and smile. 
• Be prepared on the subject matter. This will help you sound like the confident and knowledgeable expert your audience is expecting. 
• Speak with a clear and pleasant voice. Speak at an appropriate pace. Too fast and you sound rushed or nervous. Too slow and you bore them.  While monotone is hard to follow, so is a constant level of high intensity. Mix it up. 
• Do not try to memorise your entire presentation or read it from a script. Refer to an outline or note cards and discuss your points according to a meaningful structure.
• Choose powerful, descriptive words to make your message vivid and memorable. A relevant story or two can add interest and touch emotions. 
• Above all, you want to sound authentic and engaging rather than slick or polished.

On The slides

• The slides have a supporting role. You are the star. Do not let your slides take centrestage while you stand aside and read them. Design your slides to support what you have to say. Use quality images that support your message and are easy to look at, rather than including lots of distracting data. 
• Understand that every time you show a new slide, the audience will look at it. When they are looking at the slide, they are not listening to you. Make sure they can get the meaning within three to five seconds. Once they process the information, they can return their attention to you and your explanation of the idea.
• Limit each slide to a single idea or topic. When it comes to designing slides, less is more. Do not put too much information on any one slide. Use lots of white space. Densely packed slides are difficult to read. Make sure every slide is clear, legible and relevant. Every component of every slide should support your message. 
• Highlight key information. If you must show a slide with a long passage of text or a dense table or chart, highlight the most important information. 
• What if you have a lot of important information to convey? Put it in a handout rather than on slides.

On The handouts

• Handouts provide more detail than your words and slides possibly can. Ideally, handouts are for future reference and analysis.
• Begin with an executive summary or overview. Use clear headings and meaningful charts and graphs. 
• Distribute the handouts after you have made your important points, not at the beginning of your presentation. Let the audience know they will be receiving it later so they will not be distracted with taking detailed notes while you are presenting.

Yours,
Something Small Thinking Big

Five ways to be more assertive at work

This post came out from The Straits Times (11 February 2016)
Title - Five ways to be more assertive at work - Learn how to speak your mind with confidence and get people to pay attention

Some pointers that I've got are:
1. Be positive even when you don't feel like it
2. Co-operation that is mutually beneficial
3. Agree on needs and wants
4. Be objective
5. Listen and pay attention

On Be positive even when you don't feel like it

• People enjoy interacting with someone who is optimistic and has a positive mindset. Being positive makes it easier for you to reach out to people and increases your ability to be more assertive. 
• Look at the positive side and be careful not to use words which can cause unnecessary offence.
• Being sincere and articulating yourself in a positive manner will help you influence and win them over.

On Co-operation that is mutually beneficial

• People are more willing to listen and cooperate with you when they sense that you want to help them achieve what they want. 
• Assertive people usually want to win but they know how to acknowledge and consider the other party's needs and wants. 
• Ask yourself: How do I find an outcome that is a win-win for everyone involved? Recognise that your needs and others' are equally important. No one has to win at the expense of others.

On Agree on needs and wants

• Be specific about your needs. You come across as confident when you are clear on what you want.
• Ask open questions to clarify a person's standing on an issue. Listen and let them express their concerns. Go with 'what, when, who, how and why' questions.
• Once you know everyone else's objectives, you may find that there are few or no differences between what each party is trying to achieve. This makes it easier to reach a mutually satisfactory result.

On Be objective

• Focus on the issue at hand and manage your emotions. Being emotional can cause you to unintentionally behave in an aggressive or non-assertive way due to any unpleasant feelings you have about an issue. 
• Set aside your emotions from the decision making process. You feel more confident when you are able to think objectively and can better assert yourself by showing that you are capable of dealing with any problem successfully.

On Listen and pay attention

• To encourage people to listen to you, you must first be willing to hear what they have to say. This is about the law of reciprocity. 
• Practice hard on your listening skills. If you show a genuine interest hearing what the other party has to say, they will have a natural obligation to hear your point of view when it is your turn to speak up. This is when you will come across as assertive and professional.

Yours,
Something Small Thinking Big

Make your goals smarter

This post came out from The Straits Times (7 July 2012)
Title - Make your goals smarter - To motivate what yourself to achieve what you want, visualise success

Some pointers that I've got are:
1. Specific
2. Measurable
3. Achievable and action
4. Realistic and resources
5. Timed and take action

On Specific

• An achievable goal needs to be defined as precisely as possible - what exactly is it you want. Write it out in simple terms and in terms of who, what, where, when and how. It should be stated in the positive as something you want rather than as something you don't want. If your goal is something you don't want, ask yourself what you want instead. A goal is sensory-based when it is expressed in terms of what you can see, hear and/or feel. 

On Measurable

• How will you know when you have achieved your goal? Expressing your goal specifically, simply and in sensory terms will greatly help with this.
• When you have achieved your goal, what will it look like? What will it feel like? What will you hear? How will you know you are a quarter or three-quarters way to achieving it? What measures will you put in place?

On Achievable and action

• Is your goal achievable? Is it within the realms of possibility? If the achievement of the goal is not completely within your control and you need others to do something, concentrate on what you need to do to get them to respond in the way you want (this may be a separate goal to pursue simultaneously or prior to your original goal).
• Also, if your goal is too big, it may need to be split into smaller goals to achieve it. For any goal to be achieved, action must be taken.

On Realistic and resources

• A realistic goal is "do-able" and within your skillset and available resources. Do you have the resources to achieve it? These resources may be internal or external to self. If you require other resources first, attaining them becomes a prior goal. One way to check for the required resources is to ask yourself what is stopping you from achieving it right now?

On Timed and take action

• An achievable goal must be timed - it must have a dateline. When do you want it? When will it be achieved by? When a goal is timed, it adds a sense of urgency to it.
• Most importantly, to achieve a goal, you must take action. Remember the old Chinese saying that a journey of a thousand miles must begin with a single step? Well, to achieve your goal, you must take action - you must take the first step to achieving it. 

Yours,
Something Small Thinking Big

Implement change management successfully with these tips

This post came out from The Straits Times (2 March 2012)
Title - Get the right strategy - Implement change management successfully with these tips

Some pointers that I've got are:
1. Questions to ask
2. Define the change
3. Drive it with the right sponsorship
4. Prepare for change at local levels
5. Reinforce behaviours that support the change
6. Communicate

On Questions to ask

• Where do we want to go?
• How ready are we to get started?
• What practical steps do we need to take?
• How do we manage the journey?
• How do we keep moving forward?

On Define the change

• Know and understand down to the last detail what is it to be achieved and how. Every person involved and impacted by the implementation must have the same understanding of why and what is being done. There should be no room for interpretation.

On Drive it with the right sponsorship

• Ensure that the most influential employees jump onto the change bandwagon along with the leader. Being trustworthy and liked, they demonstrate the value and benefit of a leader's change management initiatives. The right people on board will enhance acceptance of the concept and will be catalysts in driving change throughout the organisation.

On Prepare for change at local levels

• Find out who is getting impacted. Manage the people before, during and after the transition of the change. If the plans are not accepted, even the greatest of leaders face failure. Get acceptance by creating channels for employee expression and participation. Engaging all employees is crucial.
• Also, gear up to educate consumers about the impact that this change will bring about in the company, the evolution of products and services if any, their customer experience and also the time-frame that the change is likely to take place.
• Your customers, along with your employees, are your biggest assets. Ensure they are not caught unaware by changes you plan to implement.

On Reinforce behaviours that support the change

• It's about doing the right thing and then making it easy for others to follow. Simplicity is vital for people to adapt a new and unique way of thinking and working.
• Acknowledging efforts to enable change is equally important. Once leaders recognise that employees are aiding change management initiatives, these quickly catch on and get adopted throughout the organisation.

On Communicate

• Leaders must spread the message and its importance right from its inception till the drive for change is complete. It is important for leaders and employees to constantly keep their eye on the ball and not lose sight of the objectives.

Yours,
Something Small Thinking Big

Wooing your audience

This post came out from The Straits Times (29 July 2008)
Title - Wooing your audience

Some pointers that I've got are:
1. Know what others want
2. Start with a 'hook'
3. Make it engaging
4. Close with action

On Know what others want

• When preparing to meet someone for the first time, you have to learn to be empathetic. Think hard about the qualities that your audience, like clients, colleagues and senior management, is looking for. This helps you to better understand what you communicate to them is credible and worth their time.
• Audience look for tangible and intangible qualities such as good grooming and professionalism. So you should seek to validate their idea of who the "right" or "credible" presenter is.
• Tangible qualities include professional and appropriate attire and the quality of presentation materials, such as handouts and slides. 
• Intangible qualities include your body language, knowledge, conscientiousness, orderliness, alertness, energy levels, tone and general likeability. 
• Both sets of qualities are essential for a meeting to be successful or making a presentation effective. However, research has shown that many ineffective presenters focus primarily on the tangibles, often neglecting the intangibles. Effective professionals, on the other hand, focus primarily on the intangibles without neglecting the tangibles.

On Start with a 'hook'

• The introduction is an important phase of any presentation. Seasoned presenters know that they must first capture their audience's interest before being granted the latter's rapt attention.
• Ask yourself "What's in it for me?". Is there a relevant and compelling reason the audience should give you their full attention? This is where the "hook" comes in.
• Start with an interesting and appropriate fact or anecdote to grab your audience's attention and link it back to the objective of the presentation. Once you have captured their attention, you have also managed to gain credibility.

On Make it engaging

• Stay away from one-way presentations or monologues. This is made worse when an ineffective presenter reads off the overhead projector or his slides. This is sure to make people lose interest in whatever you say.
• There are two reasons for this: People read faster than you can speak and people think faster than they can read. When adults are not engaged, their minds tend to wander.
• Make your presentation short and interactive by asking open questions. Not only are you appealing to the audience's sense of hearing but stimulating their intellect and emotions and making yourself memorable.

On Close with action

• Most ineffective presentations conclude without asking the audience to take action.
• Experienced presenters understand that people quickly forget what they have heard, but remember what they have actively participated in.
• Professionals ask for a decision or action from the audience during the end of the presentation. This is possibly the most important segment of a presentation because you are asking for an indication that your audience bought what you have offered them.
• All you need to do is to make a request politely. Otherwise, the moment is lost. 

Yours,
Something Small Thinking Big

Put your best foot forward - Be ready with answers that tell interviewers you are the right person for the job

This post came out from The Straits Times (1 November 2012)
Title - Put your best foot forward - Be ready with answers that tell interviewers you are the right person for the job

Some pointers that I've got are:
1. Qn: Why are you leaving your current role?
2. Qn: Tell me about yourself
3. Qn: Where do you want to be in five years' time?

On Why are you leaving your current role?

• Whatever you say, be positive. This is not the time to rant about how unfair last year's bonus was or how unreasonable your current boss is. Whatever your reason, make sure you turn your answer into something positive. 
• Simply stating that you would like a "new challenge" or "change of environment" can sometimes also send out warning signals to employers, so be careful. Be prepared for counter questions. 
• Focus more on why the new role is perfect for you and less on why your current role is not.

On Tell me about yourself

• When interviewers ask this question, they do not want to hear your life story. They are interested to know how you work, what you enjoy in your career and how well you would fit in with the culture of the company.
• Also, they want to find out what interests you, how skilled you are and what strengths you would bring to the organisation.
• Tailor the answer to the role you are applying for. Don't express your enthusiasm to work as part of a team in a busy noisy office environment if you are aware that you will be a one-man show sitting behind a wall in a very secluded room.

On Where do you want to be in five years' time

• You could be specific - If you are being interviewed for an administration or personal assistant's role, the next step up would be an office manager or administrative manager. If you are aware of the company's structure and know that administration staff are likely to be promoted to business executives, mention it. 
• Be positive and confident rather than defensive and unsure. Don't give the interviewer the idea that you are still trying to "find yourself". 

Yours,
Something Small Thinking Big

If you have changed jobs in quick succession, heed these tips on answering tough interview questions

This post came out from The Straits Times (11 July 2012)
Title - Posers on the hop - If you have changed jobs in quick succession, heed these tips on answering tough interview questions

Some pointers that I've got are:
1. Tie your work together
2. Explain why this time will be different
3. Revel how your chequered career path can benefit the company

On Tie your work together

• If you worked in different capacities, relate those duties to the position you are applying for.
• Answer example: "Since I worked in public relations, marketing and promotions, my communication skills continually improved in various mediums, which would aid your advertising firm."

On Explain why this time will be different

• If you always had to leave jobs because your husband was in the military, say how his retiring will change your pattern. If you jumped whenever another offer looked better, say how  you have learnt that loyalty, stability and commitment take precedence over money.
• Answer example: "After I graduated from university, I wanted to test my talents in many different fields, but now I know my true passion is architecture."

On Reveal how your chequered career path can benefit the company

• List how your skills, experience, and education improved in each of your previous jobs and that such a varied background can bring a fresh perspective to the current position.
• Answer example: "Since the film and music industries are so closely related, I feel my experience in the recording and commercial music business helped me acquire unique contacts and skills that will improve your film production company."

Yours,
Something Small Thinking Big

Stand and deliver

This post came out from The Straits Times (26 Mar 2008)
Title - Stand and deliver - Remember these nine rules for a successful presentation

Some pointers that I've got are:
1. Meet objectives
2. Know your audience
3. Less is more
4. Tune in to WIIFM (What's in it for me?)
5. Everybody loves a story, a quote and a good laugh
6. Watch your body language and throw your voice
7. Rehearse
8. Involve the audience
9. Believe in yourself

On Meet objectives

• What do you want your audience to know, feel and do? 
• Be very clear about this in your mind and put it on papery when planning your presentation and just before you deliver it.
• Your success will be measured against whether you met the objectives of the presentation.

On Know your audience

• It is important to find out who your listeners are and what they really want and need. 
• Then decide what is the best way to reach out to them with your message. You want it to be relevant to them.

On Less is more

• Simplify your visuals and your messages. With less clutter, the audience will know what to focus on.
• Each slide in your presentation should not have more than one theme. Avoid fussy animation and fancy fonts - they are a distraction.
• Provide information in smaller, easier to digest portions. Your listeners will retain what you have said better, and chances are, they will stay with you till the end of the presentation.

On Tune in to WIIFM

• The audience is there for a reason. You must make it worth their while. 
• Your presentation must not be a "nice to have". It needs to be relevant and useful to those who are present. For example, if your topic is customer service, slant it with a people development angle if you are talking to human resource professionals, and discuss its business implications if you are presenting to financial staff.

On Everybody loves a story, a quote and a good laugh

• Stories, especially first person experiences, add human interest and colour to your presentation. They help you create a rapport with your audience, especially if you use some humour. When you win over the audience, they are motivated to listen to you.

On Watch your body language and throw your voice

• Your body language is sending signals all the time. Stand tall and project your voice, and your audience will respond to you. The interesting thing is that your emotions are taking the cues from your physical self. Adjust your posture and gestures and watch your confidence grow.

On Rehearse

• Have a physical rehearsal, not just a mental one. Practice in front of a friend, colleague, family member or even your dog! 
• Practice telling the stories, the key messages and allow for pauses after you make certain statements. Test any equipment and go through your slides.

On Involve the audience

• Ask your listeners for a show of hands, or throw them a question that is rhetorical - it makes them think immediately if you allow for a pause - or one that warrants an answer. 
• They can also huddle in a group and share later. Don't forget to connect with their emotions. You are not just delivering information.

On Believe in yourself

• You must believe that you have something of value to share with the audience. You must believe in yourself and your message. 

Yours,
Something Small Thinking Big

Keep on moving, build up your resilience with these 5Cs

This post came out from The New Paper (28 January 2016)
Title - Keep on moving - Build up your resilience with these 5Cs

Some pointers that I've got are:
1. Clarity
2. Take control
3. Compelling reasons
4. Confidence
5. Connect

On Clarity

• The stress that comes from our work is often carried forward into other parts of our lives unknowingly. Over time, you may find yourself losing interest in your hobbies or not wanting to go out with your friends.
• In a nutshell, demarcate various aspects of your life by dividing them into compartments. If one compartment is not working well, contain the problem and don't let it overflow to others. This requires clear, conscious thinking and practice, and knowing that you are not a failure because of one area.

On Take control

• It is said that the only certainty in life is change. There are many changes that are out of our control. 
• In a nutshell, know the boundaries of your work. Most people are nice and will reciprocate with a thank you, while a minority may cross the line. Let them be and go about your daily responsibilities like you usually do.

On Compelling reasons

• What drives you to go to work each day? Is it because of the pay check? What are your compelling reasons for doing the seeming mundane tasks everyday? Your work takes on a whole new level and meaning when you know exactly why you work
• In a nutshell, find a strong reason why you do what you do week after week. Are you committed to a cause or simply doing your tasks by rote?

On Confidence

• To be able to combat adverse situations, one must have confidence that he can overcome the challenges despite not having an immediate answer to the problem. One must have the assurance that things will work out fine eventually.
• In a nutshell, confidence building takes time. Each experience and lesson learnt from overcoming your failures will help you to climb the confidence ladder. Have a book to record your successes in life and refer to it from time to time, reminding yourself that yo have the competence, confidence and faith to resolve any problem that may arise.

On Connect

• Maintain a healthy relationship with your circle of connection, both at work and outside of work. Workers who take time to build relationships with co-workers are usually happier and less stressed.
• In a nutshell, spend time to know your colleagues at work, either through lunch outings or during break hours.

Yours,
Something Small Thinking Big

Improve your self confidence

This post came out from The Straits Times (29 January 2016)
Title - Improve your self confidence - Try these six tips to feel better about yourself

Some pointers that I've got are:
1. Work on your appearance
2. Spend time with positive people
3. Renew your mind
4. Let go of the past
5. Give yourself rewards
6. Avoid negative self-talk

On Work on your appearance

• When we look good on the outside, we naturally feel good inside. To boost your self-confidence, pamper yourself with a long-overdue haircut, or get that personal grooming package you have always wanted.

On Spend time with positive people

• Our external environment has a profound impact on our personal well-being and development. Being with people who are positive and optimistic, and share your values and beliefs helps you to shake off any temporary negative state you may find yourself dwelling in from time to time. 

On Renew your mind

• If left alone without new stimuli, our minds will become complacent and risk averse. New challenges that come up will be seen as obstacles instead of learning opportunities.
• When we stagnate and do not learn anything new, it becomes difficult to build up our self-confidence. Many companies these days are spending time and money to send employees to learning initiatives to brush up their knowledge and upgrade their skills.

On Let go of the past

• If we do not move on from mistakes made, we may end up having panic attacks, and have less self confidence and courage when we need to attempt the same project once more. 
• It is important to recognise that we can "redo the past" only by moving forward. One must not allow mistakes made to take over one's perspective, as this makes the mistakes seem permanent and pervasive.
• Ring fence that area and keep the mistake where it belongs. Do not allow its shadow to hang over new projects and assignments. 

On Give yourself rewards

• When you do something well, reward yourself with something small. Try a new coffee flavour or watch a movie. Such treats are inexpensive, yet recharge you and make you feel good. They will help you stay on course and keep you motivated as you move closer to your goal.

On Avoid negative self-talk

• This is something everyone must avoid. In fact, we may have family members, friends and coaches who believe in us more than we believe in ourselves. 
• Whenever you catch yourself saying things like "No, I am not that good" or "I am horrible in presentations", replace them with a positive statement like "I am getting better at my presentations". 
• Words are powerful They shape our actions, behaviour and character over time, and are first formed in our mind from the thoughts we have. Thus, negative self talk can have a lasting impact if we do not intervene and replace it with positive thoughts. 

Yours,
Something Small Thinking Big

Three ways to get noticed at work

This post came out from The New Paper (23 January 2016)
Title -Three ways to get noticed at work

Some pointers that I've got are:
1. Show substance
2. Display your style
3. Have a story

On Show substance

• Instead of wondering how you can promote yourself, think about the skills you have that are worth promoting. Are you known for your integrity and discipline? Would your boss think of you first when he has an important project to be done? Would he trust you to complete it?

On Display your style

• In a company, how you carry yourself is as important as how knowledgeable you are in your job. The way you work and carry yourself leaves a lasting impression on those around you.
• When you present a business report during meetings, do you project confidence? When you meet a client with your boss for the first time, do you make a strong impression? When asked for your opinion, do you share meaningful perspectives and innovative ideas?

On Have a story

• Focus on touching narratives that tug at the heartstrings. By sharing the passion and interesting hobbies with your boss and colleagues, you come off as a real, live, three-dimensional being with a heart and soul. You become a lot more interesting and noticeable, without having to toot your own horn. 

Yours,
Something Small Thinking Big

Smart way to tell potential employers about your job status

This post came out from The New Paper (21 January 2016)
Title - Truth of the matter - If you have been retrenched, there is a smart way to tell potential employers about your job status

Some pointers that I've got are:
1. Get an official statement
2. Pre-empt the question
3. Offer referees
4. Highlight pertinent details of the restructuring
5. Look on the bright side

On Get an official statement

• When staff members are notified of an impeding downsizing exercise, there is usually an official statement or story from the company's senior management. Affected employees should speak to their direct supervisor or human resource manager to get more information.
• Common reasons include cost cutting measures, the relocation of operations to lower-cost sites, the outsourcing of a function to a third party or the cessation of certain jobs altogether.
• Repeat the official story to potential employers in a matter of fact tone, without any trace of bitterness.

On Pre-empt the question

• Candidates will invariably be asked why they are looking to change jobs. When asked, those who are still employed will typically state that they are looking for new challenges or new growth or a better environment in which to excel.
• If you are an unemployed candidate, it is okay to tell your potential employer that you have been affected by a restructuring exercise. It might be even better to tell him the facts before being asked, thereby getting it out of the way early so everyone can focus on the key objectives of the interview - how you, the candidate, fit the role requirements.

On Offer referees

• Erase any doubts about your performance by offering your potential employer the chance to speak to a referee.
• In this instance, the best referee is obviously a direct supervisor or someone fairly senior who has worked closely with you in the recent past. It does not matter if the referee has also been affected by the restructuring. 

On Highlight pertinent details of the restructuring

• Give the interviewer important information such as how many people were affected by the restructuring, which location the operation has been moved to, how the former employees' responsibilities have been divided up, what the new structure looks like and so on.
• Such information points to the fact that your exit from the company was not performance-related.

On Look on the bright side

• Being in transition gives you several other positioning advantages.
• You can be very direct and open about the fact that you are pursuing many other job opportunities and are currently speaking to several potential employers. This can be used as an effective negotiation tool.
• Being in transition also does not mean that you should succumb to pressure to lower your salary expectations. 
• If you have a solid track record, it is possible to maintain or even increase your salary because of the value you will bring to the role. 

Yours,
Something Small Thinking Big

Motivate your employees

This post came out from The New Paper (21 January 2016)
Title - Motivate your employees

Some pointers that I've got are:
1. Focus on the behaviour, not the person
2. Give constructive feedback
3. Be generous with compliments and cautions with criticism
4. Acknowledge effort

On Focus on the behaviour, not the person

• When giving positive or negative feedback, supervisors should focus on the behaviour of the employee, and not his or her character.
• Give specific feedback. Telling a staff that he or she is incompetent is not going to help. However, telling the employee that he or she needs to work harder and be more task-oriented may produce positive results.

On Give constructive feedback

• Feedback should be delivered in a way that does not damage the relationship between the subordinate and supervisor. 
• When giving feedback, supervisors should make it clear that the comments are intended to help the employee improve.This is easier if the relationship between the supervisor and employee is healthy to begin with.
• When the relationship with their supervisor is strong, employees will be more prepared to listen to feedback objectively, and find ways to improve themselves.

On Be generous with compliments and cautious with criticism

• While it is important to help employees improve, supervisors should not find fault with everything that an employee does, as it will demoralise him or her.
• If employees are only called into the supervisor's office to be given negative feedback, they will soon start feeling that there is nothing they can do to please him or her.

On Acknowledge effort

• When an employee shows improvement, the supervisor should acknowledge this publicly, as doing so will encourage others to perform better. 

Yours,
Something Small Thinking Big

High growth leaders help their teams to succeed

This post came out from The Straits Times (19 January 2016)
Title - Are you a happy leader? High growth leaders help their teams to succeed

Some pointers that I've got are:
1. Build people, not business
2. Build opportunities, not policies
3. Build mindsets, not habits

On Build people, not business

• We tend to get look at the equation the other way around. An age-old assumption is that if the business is doing well, then we will have resources and time to build people.
• All businesses, whether small or big, require good people to drive performance. Without good people on board, organisations will lose people more quickly than they can recruit, and the vicious cycle continues. 

On Build opportunities, not policies,

• Happy leaders understand that all people want to be given opportunities to grow in their careers. 
• A happy leader is not too concerned about trying too hard to retain people, but believe that if they can help their people to grow in their careers, investing time to coach and mentor them to success, people would naturally want to stay on longer. 
• Happy leaders want to make a difference in the lives of people who work with them. They want to see their people succeed because when that happens, they succeed too.

On Build mindsets, not habits

• A happy leader continually challenges their people beyond what they can do.
• They believe in building a growth mindset, not a fixed mindset. Stretching people beyond their baselines helps them to see possibilities and challenge personal limits.
• Happy leaders expect a high standard from their people. They understand, empathise, and celebrate both success and failures because they know failures will help their team to grow and evolve.

Yours,
Something Small Thinking Big

How to charge like a leader

This post came out from My Paper (26 January 2016)
Title - How to charge like a leader

Some pointers that I've got are:
1. Develop a vision for yourself
2. Think, don't merely do
3. Be proactive
4. Learn to manage your time
5. Ask questions and listen
6. Possess self-knowledge

On Develop a vision for yourself

• The best leaders have an overall picture of where they would like to go and a sense of how to get there. They can develop a strategy too
• Map out a career plan, knowing that it will change based on new opportunities that arise. Hold yourself accountable to these goals, make changes when necessary and celebrate your successes.

On Think, don't merely do

• Never do the mere minimum on the job.
• Say your manager asks you to collect some information for her to make an important decision. Read it through, think about it, and take stab at analysing and synthesising what you have read. Create three scenarios with implications for each decision Your boss may make a decision very different from the three you offered but will appreciate the fact that you showed initiative.
• The benefit to you is that you are learning how to hone your decision-making skills, a critical skill for leaders.

On Be Proactive

• Instead of waiting for your performance review or feedback from your boss, solicit his views on completed assignments. Learn what you could have done differently. Find out ways you could contribute to the organisation's bottom line while developing new skills in the process.
• Also, constraints on the number of people available often mean that important tasks are not carried out because there is no one to take up the cause. Volunteer to spearhead one of those projects.

On Learn to manage your time

• The most effective leaders are masters at managing their time. On top of that, they know how to distinguish between seemingly important priorities and those that are truly vital. Learn to manage your time as well as develop a sense of awareness of the critical priorities for your role.

On Ask questions and listen

• No one like a know-it-all. So observe what's going on around you, ask lots of questions and listen for nuggets for wisdom. Learning to listen is also necessary in managing conflict, which often arises because of miscommunication.
• Take the time to regularly talk with your colleagues. Knowing other points of view will help you to manage conflicts positively, keeping in mind what is best for your organisation. 

On possess self knowledge

• Take the time to get to know yourself - your strengths and weaknesses. Pay attention to the effect and impact that you have on those around you. Be open to feedback about what you are doing well and your shortcomings. Be prepared to make the changes when necessary.
• The most effective leaders learn continuously and are open to new ideas. Look for ideas and inspiration beyond your immediate circle and industry.

Yours,
Something Small Thinking Big

Making the right decision takes practice

This post came out from My Paper (26 January 2016)
Title - Making the right decision takes practice

Some pointers that I've got are:
1. Define the decision
2. Collect useful information
3. Analyse the data gathered
4. Develop a possible solution

On Define the decision

• Ask "W" questions to clarify the decision that is needed.
• These include: Why does a decision have to be made and what is the impact of a non-decision? State who will be affected by the commitment - or the lack or delay of it. Also, what are the desired outcomes of arriving at a conclusion? 
• Pen down your thoughts in simple, clear language - seeing them on paper will help you anchor your ideas. 
• Develop a set of decision criteria to judge the quality of each solution, using these to assess the suitability of the possible lines of action. Include a timeline in the process as well. 

On Collect useful information

• You will need sufficient data to make an informed decision. So, access files and records or dig into case studies and best practices to widen your perspective. 
• However, do not ferret out too many details - that will lead to information overload or time wastage. Scour the top few portals in your business, think through the key areas you need to refresh and bear in mind a possible direction to take.

On Analyse the data gathered

• Scrutinise the accuracy of information that you have gathered in your legwork. Try to look at the information from a fresh perspective. 
• Talk to stakeholders as they may be able to contribute salient points. Distil these views and facts, and come up with a few possible lines of action. 

On Develop a possible solution

• List the pros and cons of each solution in a table. For instance, what are the costs and benefits of implementing each idea? Indicate the obstacles to each option and how they can be managed. 
• Give yourself an "incubation period" to think things through. Sometimes, putting your ideas on a mental back burner to revisit them later may turn up fresh insights. 
• Finally, lay out your plans - summarising the information and analyses - and present them to your supervisor and colleagues for brainstorming, if necessary. The option that is consistently in the best interest of the organisation, and is in line with its goals and objectives, is the step in the right direction. 
• Put the final decision made from the group consensus into an action plan with a timeline. After an initial period, test the commitments you have made. Did they do what they were supposed to do? If not, tweak as necessary. Revisit the decisions, making the needed adjustments. 

Yours,
Something Small Thinking Big

How to relight your creative spark

This post came out from The Straits Times (30 January 2016)
Title - How to relight your creative spark

Some pointers that I've got are:
1. Look for small sparks of inspiration
2. Stop trying and do something else
3. Know when your magical moment is
4. Talk to idealists and visionaries
5. Observe

On Look for small sparks of inspiration

• Related articles, blogs or videos are good ways to get your brain "in the mood". 
• Remember, do not get distracted.
• Set a time limit, then walk away.

On Stop trying and do something else

• I do not believe in forcing out an idea. It just does not work. If time permits, I come back the next day.
• While I may write down my ideas much later, I usually start my idea collection process the moment I know of it. Many of my ideas come to me when I read a few articles.

On Know when your magical moment is

• Self awareness is key. 

On Talk to idealists and visionaries

• Why? Simply because realists usually tell me things that are too common. The idealist is often a visionary and sees things people do not see, even in areas that they do not specialise in.

On Observe

• This is the hardest part because it takes time and there really is no specific way of doing this. 

Yours,
Something Small Thinking Big

Building trust at the workplace

This post came out from The Straits Times (30 January 2016)
Title - Building trust at the workplace - Companies should be mindful of how they treat their employees

Some pointers that I've got are:
1. Engage employees more
2. Treat staff with respect
3. Walk the talk

On Engage employees more

• One of the best ways for building trust within a business is to listen more to employees, especially on areas where employees' voices would be highly credible, for example, workplace conditions and business practices.
• By engaging employees on these topics, they will feel that the management is aware of their concerns and actively seeking to improve the work environment. It shows that management cares about and appreciates employees beyond business key performance indicators. 
• Beyond work, get to know employees as unique individuals.

On Treat staff with respect

• Trust is founded upon a relationship based on mutual respect and understanding. Hence, trust between employees and their supervisors would not be possible without a healthy level of respect between both parties.
• If the management is constantly looking to penalise employees for small faults, or blaming them when things go wrong, it gives employees the impression that they are not trusted. These employees will respond with distrust in return.
• See employees not as simply workers, opponents or worse, scapegoats. See them as team mates.

On Walk the talk

• Often, employees quickly lose trust in their bosses when verbal communication is inconsistent with corporate actions. 
• If a company wants to improve the workplace culture, putting it into the company's policies is much less effective than taking concrete action to reinforce those ideals in daily work. Employees are more likely to view an extended commitment to changing company culture as authentic.
• Reconcile your words and beliefs. Show sincerity and integrity through your actions. 

Yours,
Something Small Thinking Big

Write to impress - Hook potential employers with a well written resume

This post came out from The Straits Times (9 July 2012)
Title - Write to impress

Some pointers that I've got are:
1. Choose from four formats
2. Four important elements

On Choose from four formats

• Education oriented - This format is generally suitable for new entrants with little or no work experience. The primary focus is on educational qualifications, academic achievements and key skills. Skills can include internships, volunteer work and other campus experiences relevant to the applied position. Any employment history is briefly summarised or avoided.
• Experience oriented - This is an appropriate format for people with many years of working experience but who lack education qualifications or training. As experience is the major focus, facts on the person's employment history are listed in reverse chronological order.
• Expertise centred - This format is only suitable for professionally qualified individuals with specialist qualifications, extensive training, experience and achievements in a specific field or industry. Prominence is given in the document to work experience supported by summaries of key competency areas, expertise and career accomplishments.
• Integrated - This is appropriate for young graduates with the necessary educational qualifications and a few years of relevant working experience. The emphasis is on the candidates's educational level and skills - and hence, his potential to achieve - while his employment history and relevant experience underscore his suitability for the position.

On Four important elements

• Suitable length - A resume is essentially a summary of what is covered in slightly more detail in a CV. Generally, a resume is about two pages long and a CV about five pages. Employers usually evaluate and judge a job application within five minutes when there are many applicants. Within the time frame, the document should be able to attract the employer's attention to salient information about the applicant.
• Professional image - The first impression of the jobseeker comes from his job application. As such, it should be neat, consistently well organised and readable. Sentences should be short and clear with consistency in headings and fonts. 
• Relevant content - The CV or resume has to be clearly structured to help the potential employer find important information easily. Generally, strengths should be highlighted and weaknesses given less emphasis. Avoid sending a single standard document for all job applications. Each document should be tailored to emphasise only competencies and experiences directly relevant to the job position applied for.
• Error free - Sufficient thought and time must be invested to carefully write, edit and proofread the job application. There should never be any factual, typographical, spelling, grammar or punctuation errors in the final document. Even a small error can dent a professional image and cost the jobseeker the opportunity for a job interview. 

Yours,
Something Small Thinking Big

Be prepared - Doing the ground work before an interview is the key to success

This post came out from The Straits Times (18 May 2008)
Title - Be prepared

Some pointers that I've got are:
1. Quick tips
2. Right behaviour
3. Be clear

On Quick tips

• Know the exact place and time of the interview, the interviewer's full name and correct pronunciation of it, and his or her designation
• Research the company via the Internet
• Learn all you can about the job so you talk about it accurately
• Think about the company's products or services
• Network with your contacts for further information
• Consider issues the company may face and how they relate to the job
• Visualise what it would be like to work in the company
• Revise the facts and figures of your present and previous employments
• Consider your personal image (how you should appear to the interviewer)
• Visualise and rehearse the interview
• Be ready to lead the interview, if necessary
• Devise a list of questions to ask the interviewer

On Right behaviour

• During the interview, be prepared to listen. Focus on what the other person is saying and not on what you are about to say next. Be an active listener. Pay attention to non-verbal cues such as facial expressions to pick up underlying messages. 
• Pacing and mirroring are ways to ensure that the interview goes well. Let the interviewer set the pace and respond in kind. If the interviewer is bring and friendly, you should try to be the same. But if the interviewer's manner is serious and formal, try to behave similarly, as much as your personality will allow.

On Be clear

• Answer questions in a clear and concise manner. Where possible, use examples to clarify what you mean.
• Prime yourself by reflecting on situations in your past work experience, using examples to show how you handled the situations and describing the outcomes. 

Yours,
Something Small Thinking Big

Hire the right people - Attract the best talent in a competitive market with these effective recruitment strategies

This post came out from The Straits Times (21 June 2008)
Title - Hire the right people

Some pointers that I've got are:
1. Think like a job seeker
2. Implement a double internship model
3. Make recruitment an ongoing process
4. Apply the competency-based interview technique
5. Boost of referral bonuses
6. Consider temp-to-hire arrangements
7. Emphasise flexibility during recruiting
8. Counteract entry-level 'ennui'

On Think like a job seeker

• Competitive compensation and the prospect of stable employment are no longer sufficient to attract top candidates.
• Candidates are increasingly seeking meaningful work and career development opportunities. Employers need to consider the unique needs, interests and preferences of a broad spectrum of employees.

On Implement a double-internship model

• Interning is an effective way to maintain a pipeline of talents. It allows firms to try out students for full time employment, while training them in the company.
• Maximise an internship programme by having students work in different areas of the company, depending on their interests and abilities.
• The opportunities to build skills by working on new areas helps sustain interest and increases the likelihood of the student returning as a full time employee to the company.

On Make recruitment an ongoing process

• Companies that attract and hire the best employees are always recruiting, even if they have no vacancies. Continue to look out for potential candidates. 
• Keep an active database of the names and resumes of candidates whom you have met or who have expressed interest in your firm. Share these with your human resource department for future position openings.

On Apply the competency-based interview technique

• The competency based interview is a technique used to judge candidates on the same criteria with a focus on establishing job fit. Candidates are asked to describe their behaviour according to the following
• Situation - The candidate is asked to detail a situation in which he has been called upon to exhibit a certain kind of behaviour. 
• Approach - Here, the candidate details how he set about handling the situation. It is important to understand the full process undertaken.
• Outcome - The candidate must demonstrate specifically why he feels the outcome was successful. He should ideally include independent feedback by someone else.

On Boost referral bonuses

• Often, the best source of candidates is right in front of you. Your staff may know of talented professionals who may be available on the market. Be sure to spread the word among your staff when you have a vacancy to fill. Post the complete job description in the pantry or on the company Intranet, so employees are aware of the criteria.
• Also, increase the amount of the referral bonus your current employees will receive. Firms who practices this report an increase in the number and quality of people hired through employee referrals.

On Consider temp-to-hire arrangements

• An employer can evaluate a candidate's 'fit' with the team, company's overall culture, and the specific position in the long term by hiring individuals on a temporary basis initially.

On Emphasise flexibility during recruiting

• Work life balance is a concern for more employees today. Companies should emphasise ways they can help staff manage work and personal issues. For example, make part time or flexible work arrangements available for mothers returning to the workforce.

On Counteract entry level 'ennui'

• Tedious work in the early years of one's career is the norm. Employers need to cater to the changing demands and expectations of employees. 
• Make these positions more appealing by offering more opportunities for continuous learning. And strike a balance between challenging and routine assignments. It is critical to develop fast track career paths out of entry level positions into more significant roles for potential employees. 

Yours,
Something Small Thinking Big

What you should never say at an interview

This post came out from The Straits Times (23 February 2008)
Title - Oops, shouldn't have said that! What you should never say at an interview

Some pointers that I've got are:
1. "I left my last job because my boss was an idoit"
2. "I'll take whatever you can pay"
3. "I can't wait to use the staff benefits"
4. "I was given a 12-month bonus"
5. "My short term goal is to clear my credit card debt"
6. "My dog died and I can't get over it"

On "I left my last job because my boss was an idoit"

• Bad mouthing your previous employer is probably the stupidest thing you can do in an interview. No matter how much you detest your boss, give a more positive answer.
• Suggestion: Say you left to look for a job with more responsibility, greater opportunity for advancement, or because it was time for a change Keep your options about your ex-boss to yourself.

On "I'll take whatever you can pay"

• Don't say it if you don't mean it The interview is a chance for you to find out what salary the company is willing to pay and for the interviewers to decide how much you're worth and what amount you're asking for. 
• Suggestion: If you're not sure, give a wide range. Do research about what similar jobs pay before the interview.

On "I can't wait to use the staff benefits"

• If you think this is a witty way to end an interview, think again! You'll look as if you're joining the company for the free perks and not because you want the job. 
• Suggestion: Why not mention that you can't wait to try out your ideas instead? It sounds more professional and gives them more reasons to hire you.

On "I was given a 12 month bonus"

• If you didn't get it, don't say it. Someday, somewhere, someone will find out you were lying  and you'll live to regret it. Interviewers expect a little exaggeration about your accomplishments during an interview, but not blatant lies.
• Suggestion: Always tell the truth. You can keep up a chance for only so long an employers have a way of finding out things.

On "My short-term goal is to clear my credit card debt"

• While it may be true, your would-be employers don't need to know. When asked about your five-year goal, they want an answer that relates to the company. Even if you don't plan to stay so long, say something that reflects a commitment to the job and the company.
• Suggestion: I see myself in a position at least two levels higher than this job I'm applying for.

On "My dog died and I can't get over it"

• Even if your interviewer brings up his personal life to lighten the mood, don't take it as a green light to pour out your woes. You may think you're bonding with your interviewer, but it just come across as unprofessional.
• Suggestion: If your interviewer asks about your pet, just say your beloved pooch passed away at a ripe old age and leave it as that. Keep the conversation businesslike and professional. 

Yours,
Something Small Thinking Big

End of the brainteaser - More employers are returning to tried and tested competency based questions to assess a candidate's suitability for a job

This post came out from The Straits Times (XX Month Year)
Title - End of the brainteaser

Some pointers that I've got are:
1. Advice for job seekers preparing for their next behavioural interview
2. Common behavioural interview questions

On Advice for job seekers preparing for their next behavioural interview

• Answer behavioural questions with one detailed and specific example that demonstrates your proven skills and ability to successfully perform the particular competency. This means you need to prepare your evidence in advance.
• To do this, gather as much information about the role as you can to determine the competencies required for success in the job.
• Then, review your past experiences and select examples that demonstrate these competencies. Consider past results,  situations you handled well and ways you have contributed to the succes of the business.
• Armed with this evidence, you should then use the STAR techniques (Situation, Task, Action and Result) to answer questions. First, describe a situation that you were in. Next, tell them what you decided to do. Then, describe what you actually did. Finally, tell them what happened as a result of your actions.
• It is best to use an anecdote with a positive outcome, but if this is not possible, explain what you learnt from the situation and how you would do it differently next time. 

On Common behavioural interview questions

• Give me an example of when attention to detail was vital and how you completed the task accurately.
• Describe something you have done that was new for your organisation that improved the performance of your team or the value of the work done.
• Talk me through a time when you had to work towards a challenging, ambitious objective.
• Tell me about a time you had too many things to do and you needed to prioritise your tasks. How did you manage your time and objectives?
• What is your typical way of dealing with conflict? Give me an example of when you have had to use this approach with a difficult customer.
• Tell me about a situation where you have been part of a group working toward a specific goal. What was your role in the group?
• Describe how you led a team through a difficult project. How did you improve their work?
• On time - pressured assignments, how have you made sure that the job is done within budget? 

Yours,
Something Small Thinking Big

Empower the high flyers to fly higher and help low performers take off

This post came out from The Straits Times (20 Jan 2012)
Title - Help your team excel - Empower the high flyers to fly higher and help low performers take off

Some pointers that I've got are:
1. Coach, don't tell
2. Give high fliers room to excel
3. Help low fliers fly higher

On Coach, don't tell

• The easiest way to coach people is to ask questions. So instead of telling a habitually unpunctual employee not to be late, ask him if he prefers to be late or on time. 
• Coaching people is about asking questions that assume people want to be good, ask questions that seek reasons for the shortfall in behaviour,
• Ask questions on how the employee can resolve the short fall in behaviour
• Ask questions to prompt the employee to state his commitment to the resolution

On Give high fliers room to excel

• Top performers in your organisation want to achieve more but they often need people to tell them so. As as leader, you can do the following
• Praise them for their high performance
• Ask them how they think they can move beyond the current boundaries
• Ask them to share with you what specific behaviours are needed to move their teams to achieve success sooner than later
• Assure them that they will get the resources they need to meet the organisational goals discussed

On Help low fliers fly higher

• In dealing with below par performers, encouragement and guidance are key factors. Let them know that they can become high fliers if they follow these five steps
• Identify the main reason for their low performance. If they put the blame on others, let them know that they must take ownership of their behaviour. For example, if a perpetually late employee blames the bus schedule, tell him that if he can see this as his own problem and adjust his behaviour, he need not be at the mercy of the transport system.
• Help them resolve the issue by stating the problem, finding a solution and making the necessary changes to their behaviour.
• Identify one trait or behaviour that they have in common with high fliers. For example, an employee may say that he has as good interpersonal skills.
• Help the employee to understand that an easy way to improve his performance is to emulate the high flier's behaviour.
• Give the low fliers a lot of encouragement. Praise them when they make small, tangible improvements. These little victories will motivate them to achieve greater things. 

Yours,
Something Small Thinking Big

Learning charisma

This post came out from Today (9 July 2012)
Title - Learning charisma

Some pointers that I've got are:
1. What is charisma
2. Connect, compare and contrast
3. Engage and distil
4. Show integrity, authority and passion
5. Putting it all into practice

On What is charisma

• Charisma is rooted in values and feelings. To persuade others, you must use powerful and reasoned rhetoric, establish personal and moral credibility, and then rouse followers' emotions and passions.
• If a leader can do those three things well, he can then tap into the hopes and ideals of followers, give them a sense of purpose and inspire them to achieve great things. 
• Lets be clear: Leaders need technical expertise to win the trust of followers, manage operations and set strategy; they also benefit from the ability to punish and reward. 
• But the most effective leaders layer charismatic leadership on top of transactional and instrumental leadership to achieve their goals. 
• People who use charismatic leadership tactics appropriately can unite followers around a vision in a way that others cannot. These tactics includes both verbal and non verbal means. Verbal - metaphors, smiles and analogies, stories and anecdotes, contrasts, rhetorical questions, three part lists, expressions of moral conviction, reflections of the group's sentiments, the setting of high goals and conveying confidence that they can be achieved. Non verbal - Animated voice, facial expressions and gestures.

On Connect, compare and contrast

• Charismatic speakers help listeners understand, relate to and remember a message. A powerful way to do this is by using metaphors, similes and analogies. 
• Contrasts are another key tactic because they combine reason and passion; they clarify your position by pitting it against the opposite, often to dramatic effect. 

On Engage and distil

• Rhetorical questions might seem hackneyed but charismatic leaders us them all the time to encourage engagement. 
• Three part lists are another old trick of effective persuasion because they distil any message into key takeways. Why three? Because most people can remember three things, three is sufficient to provide proof of a pattern and three gives an impression of completeness. 

On Show integrity, authority and passion

• Expressions of moral conviction and statements that reflects the sentiments of the group establish your credibility by revealing the quality of your character to your listeners and making them identify and align themselves with you. 
• Another tactic, which helps charismatic leaders demonstrate passion - and inspire it in their followers - is setting high goals. But one must also convey confidence that the goals can be achieved. 
• The three non verbal cues - expressions of voice, body and face - are also key to charisma. They do not come naturally to everyone, however, and they are the most culturally sensitive tactics: What is perceived as too much passion in certain contexts might be perceived as too muted in others. But they are nonetheless important to learn and practice because they are easier for your followers to process than the verbal tactics and they help you to hold people's attention by punctuating your speech. 

On Putting it all into practice

• Preparation and practice. When you are mapping out a speech or a presentation, plan to incorporate the tactics and rehearse them. Think about them before one on one conversations or team meetings in which they need to be persuasive. 
• The idea is to arm yourself with a few key tactics that feel comfortable to you and therefore will come out spontaneously - or at least look as if they did. 
• The goal is not to employ all the tactics in every conversation but to use a balanced combination. With time and practice, they will start to come out on the fly. 
• If you think you cannot improve because you are just not naturally charismatic, you are wrong. The managers with low charisma ratings were able to significantly narrow the gap between themselves and their peers to whom the tactics came naturally. 

Yours,
Something Small Thinking Big

Start on the right foot - Aim to ace your first day at work

This post came out from The Straits Times (13 June 2014)
Title - Start on the right foot - Aim to ace your first day at work

Some pointers that I've got are:
1. Starting right
2. Ask for help
3. Find out what is expected of you

On Starting right

• When embarking on a new role, the first rule to follow is to simply observe how people operate and interact with one another in your new work environment. Every organisation has its own unique culture. Aim to get a good understanding of the language, working styles and collaboration among team members.
• Learn who are the key players and decision-makers and speak to them about how they like to do business. 
• Get a feel for the methods, structure and hierarchy and whether collaboration and innovation are openly embraced or achieved in small steps.
• Be willing to adapt your working style if you used to work in a particular way because every organisation does things slightly differently. 
• Draw upon the skills and experience you built up with your previous employer but don't have the mindset that you can do things in exactly the same way. Even though you will deliver the same quality of work, you may need to change the way you go about it. 
• Remember also that you are not going to change the world in a day - it is unrealistic to expect otherwise. The most effective workers and leaders do not "reinvent the wheel" but, rather, copy good ideas and make them relevant to the environment they are in.

On Ask for help

• If you are finding the demands of your new role challenging, the most important thing is to ask for help and, more importantly, ask for feedback. A steady, constructive, open approach and clear communication of what you are doing with your fellow workers will help you win the career performance race.
• You should never be too proud to approach others for help or consider it a sign of weakness - especially if this is your first job. It is perfectly normal to feel helpless outside your comfort zone at times but you can manage this by communicating with others. 
• Even when you are feeling challenged, it is important to maintain an optimistic outlook and focus on your achievements rather than the mistakes that often come with a new role. 
• Don't place unnecessary pressure on yourself by making ambitious predictions about what you are going to achieve in the first days with a new employee.
• Instead, develop small, measurable, and achievable goals. And when you feel a little more sure of yourself and comfortable in your new surroundings, stretch the next goal further.  

On Find out what is expected of you

• A critical part of being successful in a new organisation is to be clear about the goals and expectation of the organisation, and align your own personal goals to these. 
• By focusing on what matters and what is expected, you will ensure you are keeping your eye on the bigger picture. By taking things one step at a time, remaining open to change and asking for feedback along the way, you will build the foundations for your success. 

Yours,
Something Small Thinking Big

Engage to retain staff - Employers can drive productivity through better employee engagement

This post came out from The Straits Times (12 June 2014)
Title - Engage to retain staff - Employers can drive productivity through better employee engagement

Some pointers that I've got are:
1. Climate
2. Trust
3. Acknowledge needs

On Climate

• Climate refers to the perception attached to a work environment, what it feels like to work there and, according to Robert Stringer, "drives performance because it is tied directly to motivation - that is, to the energy people put into their work".
• This goes back to an employee's willingness to put in the extra mile, resulting in increased productivity and business performance.

On Trust

• Trust is another important factor in improving employee engagement and also relies on managers leading the way. To establish a climate of trust, managers should focus on three areas: listening, actioning commitments and encouraging employee contribution.
• Building trust in the workforce relies on two way communication. Managers have to actively listen to employee's concerns, follow through with their commitments and open up opportunities for feedback, or face a workforce that feels distanced and unaccomplished. 
• This can be difficult in Singapore, as there has traditionally been little consideration for contribution in the workplace. However, it is possible to build trust when leaders see the link between trust, engagement employee needs and productivity and then infuse it into their everyday work.

On Acknowledge needs

• Acknowledging the personal and professional needs of employees is also important when it comes to effective engagement. Forum has identified five key needs that contribute to a highly engaged employee: Accomplishment, Recognition, Enjoyment, Belonging and Advancement. 
• These factors don't hold the same value for everyone - what is important for one employee may not matter to the other. This means that, while employee engagement efforts should be implemented across an organisation, they should also be individual. It also again highlights the importance of a manager's role in team and individual employee engagement. 
• Managers need to recognise their employees' needs and understand how to manage them in the right way and get the best out of their team. 

Yours,
Something Small Thinking Big

Employment despair - Get out of the house and give your job search a boost by doing more networking

This post came out from The Straits Times (4 March 2014)
Title - Employment despair - Get out of the house and give your job search a boost by doing more networking

Some pointers that I've got are:
1. Contact five people with whom you have lost touch
2. Find and send eight to 10 articles of interest to your job prospects
3. Deliver a presentation at a local association meeting
4. Have lunch with one new centre of influence each week
5. Attend events sponsored by local organisations
6. Hold a 'board meeting' with your trusted advisers
7. Focus on getting new contacts - not just a job

On Contact five people with whom you have lost touch

• Checking in with colleagues you may have lost contact with over the past several months, or even years, can open up some wonderful new doors.
• Do not feel ashamed because you have not talked with them in a while. You will be surprised how excited they are to hear from you. Let them know what you are up to in your career. They might have some ideas for you.

On Find and send eight to 10 articles of interest to your job prospects

• Research articles on the Internet or print media that will help your job prospects' business prosper. Everyone wants to know how to do business better and get more clients. Help them out by being a library of business knowledge. Connect with them on a completely new level. Visualise yourself already working for the company.

On Deliver a presentation at a local association meeting

• Organisations and associations are at a time of year where they might be looking for presenters. Pick a topic you know and love to discuss and propose a presentation to an organisation that appeals to you. Doors may open to hiring managers in the audience or influential people who see you as an expert.

On Having lunch with one new centre of influence each week

• Take the time to invite a mover and shaker to lunch. Ask about his business and tell him how you are progressing. You just might get new ideas, contacts, and job opportunities.

On Attend events sponsored by local organisations

• Your local chamber of commerce and other organisations are throwing parties to gather people in a social and fun setting. Check them out and go. You will have fun and gain a chance to meet new people in a non-business setting. 

On Hold a 'board meeting' with your trusted advisers

• Do you have a small group of people who don't have a problem giving you feedback? Take your 'advisory board' out for a coffee or lunch.
• Talk to them about your job search, your prospects and challenges. Ask each of them to come to the meeting with at least one good idea to help you through this tough time.

On Focus on getting new contacts - not just a job 

• Stop worrying about trying to get a job from each and every person you encounter. Instead, take the approach that you want them to be in your network. Be an information provider to them. Keep them in the loop on new business ideas.
• When the time is right for them to help you, you will know. In the meantime, keep them informed. 

Having enough activity every day keeps your mind free from the frustration of waiting for the phone to ring. At the same time, you are creating enough momentum in your job search, increasing the odds of getting a call back. Fill the time spent waiting for the phone to ring with doing the right things. 

Yours,
Something Small Thinking Big