8 tips to handle stress like a pro

This post came out from The Straits Times (9 May 2016)
Title - 8 tips to handle stress like a pro

Some pointers that I've got are:
1. Prioritise
2. Postpone
3. Pipeline
4. Percolate
5. Pre-decide
6. Productivity
7. Procrastination killer
8. Perk up

On Prioritise

• No two assignments are equally important, so figure out which assignment you should do first, which one should be done next, and which colleague can help you offload a bit.

On Postpone

• Think about which assignments can be submitted later if they are less important or urgent.

On Pipeline

• Think of something small that can be done while you are waiting for something else to be completed. 

On Percolate

• If you have a piece of work that requires some creative thinking, sitting down to brainstorm would take up some precious time. To save time, write down outlines and random ideas first, and then do other things while your subconscious mind gets to work and connect the dots.

On Pre-decide

• Decide one night ahead what you need to do the next day. Get all the necessary information and tools ready. When you get to the workplace the next day, you can start straight away, without wasting time thinking about what to do first, or where you stopped yesterday.

On Productivity

• Get to know when your productive timings are. Block out this time for work, and be specific which task you want to get done during this time.

On Procrastination killer

• To stop putting off work, use a timer to help you to finish your assignments on time. 

On Perk up

• Do your best to finish your tasks within a specific time, but if you feel drained, take a quick walk or get a cup of coffee to recharge yourself. 

Yours,
Something Small Thinking Big

Move on with confidence - What to do if you are let go from your job

This post came out from The Straits Times (7 May 2016)
Title - Move on with confidence

Some pointers that I've got are:
1. Accept the fact
2. Don't get stuck in a negative loop
3. Sort things out with your employer
4. Help your loved ones cope
5. Reflect and anchor your self
6. Make new plans
7. Refine your brand
8. Conquer the unknown
9. Draw up your 90 day plan
10. Have the courage to stand out

On Accept the fact

• It is painful to let go, but it is a fact. Take a deep breath and accept reality.

On Don't get stuck in a negative loop

• Even if you are let go from a job, never allow self-doubt to creep in and drag you further into a negative loop. Tell yourself you are much better than any corporate decision or appraisal system out there.

On Sort things out with your employer

• Make sure that your severance and parting is handled well. In this connected world, we really don't know who we will be working with in the future. Even if you happen to work with another company, one merger and acquisition later, you could be working with the same group.
• Handle your departure from the company well. As far as possible, try to go out on a good note.

On Help your loved ones cope

• It is often true that your loved ones will be equally impacted by this incident. Your family members reactions could range from mild shock to extreme inconvenience It is your responsibility to create a space for your family so that they are not affected by this mishap beyond its worth. 
• This is where you have got to get in touch with your inner leader to instill emotional resilience and stand firm. Incidentally, not many of us are trained to access this resource when needed.

On Reflect and anchor your self

• Sometimes, getting out of work is a golden opportunity to reassess your dreams, desires and motivations that you have avoided for a long time. 
• A lot of people are stuck in jobs where they do not have any engagement with their work or company, complain a lot, work 9 to 5, and are largely on auto-pilot mode. Ask yourself this question: Is this the mindset you want to carry into your next job? In a connected world, this type of mindset is not going to take you far in your new job as well. 

On Make new plans

• A lot of us focus on polishing our resumes and are ready to send our CVs to a bunch of head hunters. Although it is quite practical to think this way, this might be a prime opportunity to consolidate your resources and take stock of where you are. 
• Many of us keep moving from one job to another, and only commit to the yearly goals and targets of the company. 
• But do you have a life plan that focuses on your goals? If not, develop a solid life plan that allows you to focus on and realise your dreams and goals.

On Refine your brand

• It is worth spending time on this. In this day and age, it is important to have a brand statement and plan to actively manage and live your brand.
• Your brand should clearly communicate your promise, show authenticity and express your personal style. A lot of us take this so lightly until someone brands us as they wish.

On Conquer the unknown

• It is also a good time to understand how the corporate world works. It is all about understanding the concepts of power and influence. 
• You could be such a talent and top contributor. Without the necessary influencing skills, you could be relegated to the corner and be nudged out of the race. 
• Pay attention to and master those skills that will ride you through tough times. 

On Draw up your 90 Day Plan

• Even when you are searching for a new job, you can imagine how your first 90 days in a new job will be.
• There are many things that will be common in your new job, unless you get to do something totally different. Visualise your first 90 days, prepare for your interview and rock it. 
• Thinking two steps ahead of your potential employer will impress anyone straight away.

On Have the courage to stand out

• When you get a new job, never be an average player. One of the reasons you were let go and not your peers could be because of your influence and contributions to the organisational climate did not make any impact. 
• The days of playing average are over. Bring new energy, a refreshed mindset and renewed engagement to your workplace. 

Yours,
Something Small Thinking Big

How to keep your employees - Fully motivating your staff is key

This post came out from The Straits Times (29 April 2016)
Title - How to keep your employees

Some pointers that I've got are:
1. Allow employees to think for themselves
2. Care for your employees
3. Increase salaries
4. More questions lead to better understanding

On Allow your employees to think for themselves

• Employees must be encouraged to think for themselves, rather than just blindly following a rule without any common sense. 
• One way to do this is to ask them "what do you think we should do?" when employees ask what they should do next. 
• This did not always work. Even when it did, always do not do what the employee suggested. Instead, talk through their suggestions and help them reach a good conclusion themselves, rather than impose the answer. 
• Persevere with this approach and employees will start coming to you with solutions, and feeling like they are part of the business.

On Care for your employees

• This means mixing with them, understanding their problems and ambitions, and genuinely caring how they are progressing. 
• Caring for employees takes time. When an employee sees the boss takes time to be concerned about them it creates a bond that no amount of bonus or team building exercise can achieve. 

On Increase salaries

• This strategy for keeping employees is simple but often overlooked. Careful management is required when paying valued employees above the market rate. 
• Understanding what this careful management involves determines whether the more expensive workers will produce better results. The act of paying them more attracts some to the business but it does not itself, make them more productive. 
• In order to increase productivity, look carefully at how these valued employees are paid, and how they have their profit responsibility explained and given to them. By ensuring that employees engage in quality work, rather than just quantity, determines whether the policy works.

On More questions lead to better understanding

• Ask questions. Remember that every time you have to lay down the law it is your failure, not theirs. 
• When you make mistakes, admit them. Ask employees what they will do and what you should do in the future to avoid similar mistakes. Celebrate mistakes as a part of learning.

Yours,
Something Small Thinking Big

Prepare for surprises at an interview

This post came out from My Paper (19 April 2016)
Title - Prepare for surprises at an interview

Some pointers that I've got are:
1. Stress interview
2. Behavioural interview
3. Meal interview

On Stress interview

• The questions come fast and furious and you wonder if the interview is trying to make you lose your cool. This technique is typically used for positions in which the job candidate will be facing stress on the job.
• The questions are meant to get under your skin - the hiring manager wants to know how you will perform under stressful situations. The interviewer wants to get a reaction from you so he may rephrase the same question in different ways to determine how you will respond each time. 
• Do not take the bait. Stay calm and never let the interviewer see you sweat. 
• Look at your resume objectively. Are there things that others would consider as a weakness? After you have identified any potential weaknesses that a hiring manager may exploit on your resume, formulate responses to each other them. Get a friend to interrogate you, asking questions that are difficult intended to make you lose your cool. 

On Behavioural interview

• This type of interview is meant to discover how the candidate will respond in specific work related situations. The premise behind behavioural interviews is that past performance is a predictor of future success. 
• The process is much more probing than traditional interviewing. Typically, behavioural interviews use 'tell me' or 'describe' phrases, such as 'Tell me about a situation where you failed', 'Describe an accomplishment that you are especially proud of'. 
• Write vignettes for the situations Structure your snippets using the Situation, Action and Result technique. Three of your examples should have positive outcomes such as major accomplishment and meeting goals. The other three situations are ones that started out negative and were turned into positive outcomes. 
• Ensure that you include stories that demonstrate leadership and problem-solving skills, which are universal competencies employers look for. Tell your story enthusiastically. However, if you are asked a question that stumps you, ask for clarification. 

On Meal interview

• One of the reasons for having an interview over a meal is that a prospective employer wants to assess the way you present yourself in that setting. This is especially for positions that require frequent meetings with clients and superiors over meals.
• During a meal interview, you are being judged on your skills and qualifications, in addition to your table manners and social and conversational skills. 
• Be sure to read recent specialist or trade publications to be aware of industry developments. A few hours before the interview, check the news for current affairs updates, as these make good conversation topics. 
• Check out the menu at the restaurant's website and decide what you will order during the interview. Stay away from foods that are messy to eat, difficult to hold or have a pungent odour. 

Yours,
Something Small Thinking Big

Five ways to be more assertive at work

This post came out from The New Paper (21 April 2016)
Title - Five ways to be more assertive at work

Some pointers that I've got are:

• Be positive even when you don't feel like it. People enjoy interacting with someone who is optimistic and has a positive mindset.
• Cooperation 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 acknowledge and consider the other party's needs and wants. How do I find an outcome that is a win win for everyone involved?
• Agree on needs and wants. Be specific on your needs. Ask open questions to clarify a person's standing on an issue. Listen and let them express their concerns. Go wit 'what when, who, how, why questions'.
• Be objective. Focus on the issue at hand and manage your emotions. You are more confident when you think objectively, and can better assert yourself.
• Listen and pay attention. This is about the law of reciprocity. Practice hard on your listening skills. If you show a genuine interest in 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. That is when you will come across as assertive. 

Yours,
Something Small Thinking Big

First among equals - As a consultative leader, you can guide and mentor your people so that they work with you rather than for you

This post came out from The Straits Times (14 August 2012)
Title - First among equals

Some pointers that I've got are:
1. Emotional connectivity
2. Catch people doing things right
3. Set them free

On Emotional connectivity

• This involves trying to understand what makes your subordinates tick. You have to assess their strengths and weaknesses and coach them on how to focus on what they are good at.

On Catch people doing the things right

• Many organisational cultures are geared towards catching people doing things wrong. 
• People appreciate a leader who is able to acknowledge their successes instead of always focusing on their failures. When you establish a consultative environment, the people you lead will be more forthcoming in sharing their thoughts and ideas with you. 

On Set them free

• To get people to perform at their peak and work in unison requires that you, their leader, set them free to do what they do best. 
• Your role as a consultative leader is to act as a mentor and guide them in the direction you want them to go. After this, your responsibility is to maintain the momentum. This way, you will get the best out of your people as they will become more creative and resourceful when you are not continually looking over their shoulders. 
• Never tell people how to do things. Tell them what to do and they will surprise you with their ingenuity. 

Yours,
Something Small Thinking Big

Beat job burnout, no need to quit yet

This post came out from The Straits Times (2 July 2012)
Title - Beat job burnout, no need to quit yet

Some pointers that I've got are:

• Ask for a change within the organisation. It might involve a new project or task, a different area or a new team. This way, you would not run the risk of losing your income.
• Ask for help. If you have too much work and not enough time to complete it even though you are working nights and weekends, you can approach your supervisor to renegotiate the workload.
• Start an exciting or a fun project. This could fire up your enthusiasm for work in genera.
• Hibernate in between big projects so you do not tire yourself out.
• Take a sabbatical - again, only if your company or boss allows it and you can afford to. Do not think of a sabbatical as a beach vacation where you just sit around and do nothing. Take a course, or do volunteer work or something you have always wanted to do. 
• Go for short breaks. Most burnouts are temporary. Adequate rest and time off from the activities that led to the burnout typically do the trick. 
• Go for a retreat.

Yours,
Something Small Thinking Big

Be generous with your praise

This post came out from The Straits Times (26 May 2014)
Title - Be generous with your praise

Some pointers that I've got are:

• Start with a simple "thank you"
• Tell him/her specifically why you are acknowledging him. Share the details. 
• Tell the person how his actions impacted you or another person. 

Yours,
Something Small Thinking Big

Handle with care - Learn to recognise and work around different management styles of bosses

This post came out from The Straits Times (4 January 2014)
Title - Handle with care

Some pointers that I've got are:
1. The fire fighters
2. The weather disturbance
3. The minimalist

On The fire fighters

• These bosses are always in emergency mode; there's always a raging fire that needs to be put out, therefore every task they assign is urgent and important. But you can only attend to one thing at a time. Getting on pressing task after another, and receiving constant "where is the report I asked you ten minutes ago?" is the shortest path to an ulcer.
• Do not catch their stress. Getting all tense and anxious yourself will keep you from the clear head you need to approach the "crisis" objectively. Instead, calmly explain how much time and resources you have, share what tasks you have and ask which one is higher in priority.
• Sometimes fire fighter bosses simply need to be reminded that you are a person not a machine, and that you function better without a ticking clock in your ear. If this approach doesn't work, explain to your boss that to meet the dateline, you would have to make some shortcuts, so perhaps output standards can be lowered to meet the time frame.

On The weather disturbance

• These bosses sometimes want to talk to you, sometimes they don't. One morning they're all upbeat and cheery, the next day they're the bearer of doom. There are moments when proposals get approved without question, but catch him or her at a bad time, and similar proposals are thrown out of the window.
• Having a moody boss will require keen powers of observation, especially in the science of behaviour. As the chances of calling out your boss without getting burnt is nil, you need to make the adjustments yourself.
• Figure out the times your boss is in a good mood. Is he a morning who works best after three cups of coffee, or does his motor run better during mid-day? Time your reports when he is less likely to be cranky. Watch out for other signs that he's in a bad mood so you can act accordingly. Don't get mad or hold grudges.
• Aim for empathy. Perhaps your boss suffers from intense pressure from his bosses, or maybe his health is not great. If his mood swings are all bluster anyway - meaning he still gets the job done - maybe you can afford to be a little more patient.

On The minimalist

• This kind of boss rarely interferes in the daily operations of his department. He gives few instructions and doesn't bother about accountability. Now, while some degree of autonomy is great for empowering staff, this management style borders on neglect. What's worse, when things go wrong, you take the blame.
• Before you get frustrated enough to type the resignation letter, perhaps you can start by increasing your boss's awareness of the fact that you are flapping around like a fish out of the water. 
• It's easy to make the assumption that your boss is lazy but perhaps he honestly believes you're better off with less control. Maybe the hands off approach is because he trusts you enough to get the job done. 
• If so, take the proactive route and just constantly ask for directions. Do your work to the best of your ability and take the opportunity to shine. Anticipate potential problems and solve them yourself. Get motivated by the fact that in doing so upper management is going to notice sooner or later who's greasing the gears and offer you a more challenging role. 

Yours,
Something Small Thinking Big

Offer feedback the BEER way - Tell your staff what they need to hear

This post came out from The Straits Times (18 Februrary 2014)
Title -

Some pointers that I've got are:
1. Behaviour
2. Effects
3. Expectations
4. Results

On Behaviour

• Highlight to your staff the specific undesirable behaviours you have observed. Be clear about what you find unacceptable.
• Providing explicit details of a problem or situation (dates, places, numbers) will avoid giving the impression of a personal attack. Stay away from sweeping generalisations about the person's character or personality.
• Make it clear that this is an issue about performance. For example: "I am disappointed that the report did not meet the given specifications requested by the client".

On Effects

• Point out the effects or consequences of the staff's behaviour on the team and the organisation by saying: "Are you aware that this will affect our company's credibility from the client's perspective?"
• Relate the impact of the behaviour to the larger goals and standards of your company, and be sure that your staff member understands the connection. Highlight to him that you are treating him as an essential member and participant of the company and its future.

On Expectations

• Explain the desired behaviour or expectations to your team member. Involve him in the plan for changing his behaviour, based on a joint discussion. 
• Any action plans or solutions for achieving the desired change should be seen as a joint venture. This is key to ensure that there is buy-in from the staff member to work towards the change needed.
• Develop a contract or plan and agree on the terms and a date by which the provisions of the plan will be fulfilled. Check that he/she understands and agrees to the plan by asking, "Do we agree on X?"

On Results

• Describe the outcomes if the staff member does not meet the expectations agreed upon. For example, f he continues with the behaviour in question, the end result will be disciplinary action, demotion and so on.
• For corrective feedback, stress the main things you have discussed that the person could do differently. End on  positive note by communicating confidence in the person's ability to improve the situation.

Yours,
Something Small Thinking Big

Hone your delegation skills - Spread the workload to increase efficiency and productivity

This post came out from The Straits Times (21 August 2008)
Title - Hone your delegation skills

Some pointers that I've got are:
1. Be willing to delegate
2. Have a clear objective
3. Choose the best person
4. Give clear instructions
5. Provide support
6. Feedback and prepare

On Be willing to delegate

• The first step in effective delegation is the willingness to pass on your work. Many people fall into the trap of thinking they can do a better and quicker job than those who are available to help them. 
• On the surface this may appear to be true, but hoarding your workload will not benefit anyone in the long run. In traditional top-down situations, the work best suited to delegation will usually be that which requires the least amount of skills.
• This means by hanging onto it, you are less able to focus your time where you really need to - on the more demanding parts of your role. You are also depriving the person below you of the opportunity to step up to a challenge.
• If you are delegating to a peer, this may not always be the case, but you will still be potentially holding back the productivity of your team. Helping each other out during times of stress can mean the difference between a good team and a bad team.

On Have a clear objective

• Once you have decided on the work you wish to hand over, build a clear picture in your mind of what you believe is the most ideal end result. If the task is fairly complex, also consider the most efficient way to tackle it and be prepared to pass on any helpful hints. You cannot give clear instructions if you yourself are not clear on what you want.

On Choose the best person

• The next step is to choose the best person to pass the task to. The task must be within a person's capabilities and not cause them too much stress. At the same time, consider opportunities that will allow other staff members a chance to extend their skill set and learn.
• Remember to also take into account people's individual workloads when making this choice. If you are asking a team mate rather than a junior member of staff for his assistance, offer to help him with something else in the future in exchange for his support.

On Give clear instructions

• This step is the one that will really make or break the whole delegation process. The way you communicate a task will often determine how well it is carried out. Depending on the complexity of the task and the person you are delegating it to, you may wish to write the instructions or keep a log book.
• Somethings verbal instructions will be sufficient, but by keeping a record, you leave less room for miscommunication. The key is to work with the person helping you to make sure instructions are delivered in the way that it is best for him.
• Be specific and make sure limits of responsibilities and authority are clearly set out and agreed upon. It is often better to give people a certain amount of freedom in the way they carry out a task. This gives them an opportunity and they may often surprise you by finding a more efficient way to do things. 
• Finally, make sure you set a realistic deadline that is clearly communicated and recorded. Send a follow up email if required. 

On Provide support

• Once the task is underway, do your best to remain approachable throughout, no matter how busy you become. If the person feels able to ask you questions along the way, you will be less likely to end up with unsatisfactory results.

On Feedback and prepare

• Once the job has been completed, take the opportunity to give feedback and prepare for next round of delegation. If you end up with a less than perfect result, discuss the outcome constructively. You should also seek feedback for yourself on how the process could have been more successful.
• If revisions are required, it is better to get the person to whom you have delegated the work to fix any shortcomings or errors himself. This is especially true if you are in a more senior position as it is imperative that you do not have to fix other people's mistakes.
• Finally, don't forget to thank people for their efforts. 

Yours,
Something Small Thinking Big

Your boss, your ally

This post came out from The Straits Times (26 May 2008)
Title - Your boss, your ally

Some pointers that I've got are:
1. Observe your manager
2. Be a match
3. Influence your workload
4. Manage expectations
5. Provide solutions

On Observe your manager

• The first step in managing your relationship with your boss is to understand how you can meet your manager's needs better.
• Know your manager's style and be aware of his current priorities so you are able to align them with your own. A good way to learn these things about your manager is to watch the way he interacts with others. How does he like to be kept informed and what are his preferred methods of communication? 

On Be a match

• Once you understand your manager's work style, learn to put yourself in your manager's place and try to figure out how he perceives you and your style of communication. 
• Try to adjust the way that you communicate with your boss and consider how you can adapt your approach to his. 

On Influence your workload

• If you are swamped with work, schedule a meeting to discuss priorities and options for what you can and cannot handle. If you cannot take something on, you need to explain why. Be proactive by asking your manager to assist you, or you could suggest using contract help. Be prepared to tell your boss exactly what your workload entails and have a to do list available for inspection.

On Manage expectations

• Many managers have not 'risen through the ranks' as they would have done a generation or two ago. This means they may be less familiar with your work processes. 
• So the responsibility lies with you to ensure they have realistic performance expectations of you. This may include how long it takes to complete specific tasks. 
• You may have the urge to impress your boss by doing work from home or staying back late into the night to get things done, but this may have negative outcomes. By secretly doing work from home, you may make a good impression in the short term, but you are also raising your manager's expectations with what you and your team mates can realistically achieve within normal work hours.

On Provide solutions

• One of the most important skills to learn when managing upwards is to approach your manager with solutions rather than problems. By requesting his approval on a solution, you are involving him in a decision and making his job easier, and showing him that you are proactive.
• This has the double benefit of impressing your manager and giving you a fantastic opportunity to hone your problem solving skills.

Yours,
Something Small Thinking Big

Divide and conquer - Delegating tasks to employees will benefit you in the long run

This post came out from The Straits Times (6 Jan 2012)
Title - Divide and conquer

Some pointers that I've got are:
1. Look for what to delegate
2. Pick the right person
3. Sit with your team
4. Keep an eye on things
5. Rewards the effort

On Look for what to delegate

• Delegation does not mean simply handing out assignments. It is a science and an exercise in understanding oneself.
• The first thing need to do here is consider your strengths. Assign your time to those tasks which are critical to the success of the business, and which need to be handled by you personally.
• Also, consider your personal strengths - are they technical, sales or operations related? Those are the things you should continue doing. The tasks that are not within your proficiency or those can easily be performed by others are the first things to give away.

On Pick the right person

• Even when a task is performed by another member on your team, you should remember that ultimately, it is your reputation and credibility on the line. Hence, when you delegate a task, make sure to devote enough time to the initial discussions to assure yourself that the person can do the task.

On Sit with your team

• Once you select the right squad, have a chat with the people you hired. Explain the project accurately, establish what the tasks are, how they should be completed and what the final outcome should look like. Also, emphasise the need for the deadline to be met, if any, and make sure you get their conformity and understanding.

On Keep an eye on things

• Have regular meetings with your team for progress reports, questions and support. Your people should not feel lost in the workplace. However, don't look over their shoulders every minute. Managing closely is different from being bossy. 
• Initially, some of your employees may need plenty of help and support. Provide them with training. At the same time, if you find that you can step back and give them greater autonomy, go for it. Remember, it's your own business and you will always retain overall supremacy. 

On Reward the effort

• If the person to whom you allocated a responsibility does a good job, let him know. Even if the end result is not that satisfactory, you must appreciate the effort that has gone into it. This will work as a great incentive. 

Yours,
Something Small Thinking Big

Communicate effectively for success

This post came out from The Straits Times (1 September 2012)
Title - Communicate effectively for success

Some pointers that I've got are:
1. Open communication
2. Active listening
3. Discernment
4. Dialogue

On Open Communication

• Open communication means sharing information throughout the company, especially across functional and hierarchical levels. This runs counter to the traditional flow of selective information downwards from supervisors to subordinates. 
• People need a clear direction and an understanding of how they can contribute. Open communication is essential for building trust and it paves the way for more opportunities to communicate with followers, thus enabling the organisation to benefit from of the minds of all its employees.

On Active listening

• Listening well is an essential component of good leadership. A leader can become a more effective listener by learning the skills of active listening. Working relationships become more solid, based on trust, respect and honesty. 
• Active listening is not an optional component of leadership; it is not a nicety to be used to make others feel good. It is, in fact, a critical component of the tasks facing today's leaders. Leaders who are active listeners can discern undercurrents that need to be managed before a situation gets out of hand. 
• It is through listening and discernment, both with followers and customers, that leaders identify strategic issues and build productive relationships that help the organisation succeed. 

On Discernment

• Discernment involves detecting the unarticulated messages hidden below the surface of spoken interaction, complaints, behaviour and actions. A discerning leader pays attention to patterns and relationships underlying the organisation and those it serves. 

On Dialogue

• Dialogue is active sharing and listening in which people explore common ground and grow to understand each other and share a worldview. 
• There is a distinction between a dialogue and a discussion. A discussion explores opposition by individuals who advocate their positions and convince others to adopt those positions. 
• A dialogue requires that participants suspend their attachments to a particular point of view so that a deeper level of listening, synthesis and meaning can emerge. 

Yours,
Something Small Thinking Big

What if I lose my job? Her are eight ways to quickly get back on your feet again

This post came out from The Straits Times (28 November 2008)
Title - What if I lose my job?

Some pointers that I've got are:
1. Get support
2. It's not personal
3. Set up an environment to assist your job search
4. Get involved
5. Watch your language
6. Create an up to date resume
7. Be well groomed
8. Stay motivated

On Get support

• Surround yourself with family and friends and let them know about your situation. Stay in contact with those you care about and continue your social activities. It is easy to avoid people or stop socialising, but make sure you do not do this. Your support crew will encourage you and also keep their eyes open for job opportunities for you.

On It's not personal

• Redundancy is becoming a common term in the workforce, so do not take this personally. Remember, it is the job that has been axed, not you. You have transferable skills that can be used in a variety of industries.

On Set up an environment to assist your job search

• If you are working from home, set up a basic office and keep children and pets out of the room. Ensure you have all the details you need to apply for any job that appeals to you, including your up to date resume, refree's details and an email address.

On Get involved

• Find out the groups that meet regularly in your area and get involved. These could be local networks or community events. This is a great way to meet new people, make new contacts and find out what jobs are available close to home.

On Watch your language

• Avoid using words like 'unemployed' or 'doing nothing'. Your full time job is finding a new role you will enjoy.

On Create an up to date resume

• Give a detailed description of the achievements in each role and the time you have spent in the position. Provide all contact details including phone number and email address.

On Be well groomed

• It only takes seven seconds to make a first impression. Make the most of your seven seconds by smiling when you greet someone. Invest in a good suit. If you don't have one, borrow one for your job interviews. Polish your shoes, wear minimal jewellery and ensure your hair is clean and neat and tidy. People will remember you when you look good.

On Stay motivated

• Finding a new job is hard work. It can frustrate and disappoint you when you receive letters telling you that you did not get the job you applied for. Stay focused and remind yourself that there is a role out there just for you, and you need to stay positive until you find it. 

Yours,
Something Small Thinking Big

Stay on target - Five ways to remain focused on achieving your goals

This post came out from The Straits Times (24 May 2008)
Title - Stay on target

Some pointers that I've got are:
1. Tune in
2. Respond, not react
3. Break it down
4. Keep your values
5. Seize the day

On Tune in

• People often forget what their core responsibilities are. In the office where you have to deal with the many distractions that come your way, there is a tendency to just work on the urgent matters, not the important issues.
• If you are constantly fighting fires, perhaps you should ask yourself if these crises are the result of poor planning, and how they can be avoided. 
• Prioritise your activities effectively, handling tasks that are not urgent but important. n this way, you will be on top of things and ready to handle an urgent matter without having to worry about the pile of other tasks you have to complete.

On Respond, not react

• In life, you need to respond to the challenges that you face instead of reacting to them. When you respond to the situation that confronts you, you take charge of the challenge. You will gravitate towards finding a practical solution to the issue that is bothering you.
• Sometimes people procrastinate over something in the hope that it will go away. The problem is, it just gets bigger until it explodes. That's when you have to react, but the damage is done.
• When you are faced with a crisis in your journey, the key is to address it objectively and come up with solutions - before it overwhelms you.

On Break it down

• Whatever your goals and aspirations, the sure fire way of achieving them is to break them down into little portions. When you break down your goals, you will find it easier to achieve them. It's a bit like climbing a ladder - one step at a time.
• It is important too, that as you attain the little targets that you set for yourself, to celebrate the minor success of achieving them so that you will feel motivated and inspired to continue in your quest.
• Sometimes you fail but there is no need to be disheartened. Try to look objectively at your failure and see what you can learn from it to do better next time.

On Keep your values

• There have been many cases of leaders of large corporations compromising their ethics to achieving their goals. Your code of ethics and value system make you what you are and who you become. In your quest for success, are you cutting corners or compromising your integrity?
• Ask yourself if the way you get things done is based on strong principles, such as fair play and social responsibility. In achieving your goals, be wary of how your actions might affect others.

On Seize the day

• Don't waste the moment, enjoy life while you can. In your journey towards achieving what you want, you are bound to have "bad days" when you feel that you have reached a dead end and there is no more spark in you to proceed further.
• When the going gets tough, think about the real reason why you embarked on your journey. As long as you are clear about what you want, the winds of uncertainty may blow for a while but they will not push you off course. Motivate yourself by focusing on a mental picture of your success.

Yours,
Something Small Thinking Big

Surviving the first 90 days

This post came out from The Straits Times (12 July 2012)
Title - Surviving the first 90 days

Some pointers that I've got are:
1. Mixing with the wrong crowd
2. Failing to introduce yourself to the head honchos
3. Doing no more than is required of you
4. Getting involved in office politics
5. Asking about promotion
6. Failing to engage your manager in weekly performance reviews

On Mixing with the wrong crowd

• Like it or not, you will be judged by who you associate with. Take your time to get to know your colleagues and co-workers before forming any close bonds. Hanging out with office gossips, slackers or cliques of individuals who keep themselves separate from the rest of the organisation will see you being tarred with the same brush. 
• Your aim should be to be polite, friendly and respectful towards everyone that you come into contact with, but form alliance only with the influencers who can help to further your career. 
• These people don't necessarily sit at the top of the organisations, but they are people who have respect and credibility and whose opinions are listened to and acted upon. 

On Failing to introduce yourself to the head honchos

• If the people at the top of your organisation don't even know that you exist, the chances of your career going anywhere are slim. 
• If you want to make the very best impression from the start, schedule a short appointment with the company leaders and use the opportunity to discuss their vision for the organisation, how your role fits into that vision and how you can maximise your input towards company objectives in the course of carrying out your role.

On Doing no more than is required of you

• Putting in the designated number of hours, sticking rigidly to your job description and learning as you go along might be enough to help you retain your new job, but if you are really going to stand out amongst your peers, you are going to have to do better than that. 
• Be the first to arrive and last to leave during the early days, use every minute and every resource to expand and accelerate your learning and always be prepared to go that extra mile. Deliver more than is required of you and ahead of schedule if possible to demonstrate the added value that you bring to the organisation, and volunteer to take on projects that no one else wants to touch. Always aim to consistently exceed your manager's expectations.

On Getting involved in office politics

• Breaching confidentiality, gossiping, talking about colleagues and co-workers behind their backs and at a personal level, becoming involved in office relationships and taking sides in disputes are all major minefields in the workplace. 
• If you want to ensure a sound professional reputation and be seen as credible, avoid them at all costs. 

On Asking about promotion

• You have been hired to fulfil a particular need within your organisation, so indicating that you are just using your new role as a stepping stone to something better isn't likely to go down well.

On Failing to engage your manager in weekly performance reviews

• During the first few months of your employment, it is absolutely essential that you find out from your manager how your performance is perceived and where you need to make adjustments in order to excel in your role, rather than merely guessing. 
• Less regular performance reviews might be adequate further down the line, but during the initial 90 days you need to sit down and get a blow by blow account of how you are doing. 

Yours,
Something Small Thinking Big

First time boss? You need to read this

This post came out from My Paper (16 September 2016)
Title - First time boss? You need to read this

Some pointers that I've got are:
1. Time to take charge
2. Not letting it go to your head
3. "I can do it myself" mentality
4. Decision paralysis
5. Stay involved, be a player

On Time to take charge

• New players can feel as if it is never the right time to make a big statement or address an issue. Act too son and people might think you are simply trying to exert your authority. Wait too long and you could come off as weak or even ill-prepared for the responsibility of supervising a team. 

On Not letting it go to your head

• On the other side of the coin is the manager who takes the "boss" title too literally. 
• As the 'person in charge', new supervisors often fall back on preconceived notions of what a boss is and trying to lead by telling people what to do, dominating decision making, micro managing work and serving as a gatekeeper for information and communication. 
• Most new supervisors are promoted because of specific technical or subject area abilities. They have got the expertise and knowledge to get work done. So new bosses make the mistake of relying on the skills that made them great individual contributors, and miss the opportunity to develop leadership skills. 
• Those who do the best with the transition go through a "Copernican Revolution" of sorts. They come to recognise that the universe doesn't revolve around them, but rather around the team, and that their success is dependent on the success of each member of the work group so they focus on the team.

On "I can do it myself" mentality

• If you think you can go it alone, you are wrong. Unfortunately, thinking they can handle it all is a common mistake among newbies. 
• To avoid this pitfall, he suggests identifying mentors who have experience managing: "Ask them for support, feedback and guidance on a regular basis". 
• Sometimes the best mentor can be a person outside of your organisation who can be "a sounding board and a guide for you". 
• Finding someone inside your organisation, however, "can help you understand the 'unwritten rules' and the management culture that exists in your organisation". 
• Clarify upfront with your mentor what your expectations are - frequency and length of your meetings, topics you want to discuss. 

On Decision paralysis

• Many new managers freeze when it comes time to making decisions. They are either fearful of being unpopular or making decision, or both. 
• This behaviour only makes a bad situation worse. If you don't manage a situation, the situation will always manage itself and often the outcome might not be what is desired. A decision is always better than no decision "If it's wrong, then back it up with your logic, acknowledge it was wrong and learn from your mistake by not repeating it".

On Stay involved, be a player

• Finally, do not forget that your job entails much more than just the management tasks. Many first time managers are excited about the position and want to be sure they do everything possible to succeed. They remove themselves from the production side of their job and devote themselves entirely to managing.
• But this is a bad idea. One should stay involved and be a player/coach as long as possible Much of one's credibility within the company is derived from doing, not from managing. Plus, your value will be higher and ability to find work stronger if and when you decide to change companies. "It is easier to quantify how much your personal efforts contribute to the whole". 

Yours,
Something Small Thinking Big

Ask the right questions - Inquisitive leaders can inspire action and get the best solutions

This post came out from The Straits Times (20 September 2014)
Title - Ask the right questions - Inquisitive leaders can inspire action and get the best solutions

Some pointers that I've got are:
1. It helps us gather more information to make the right decision
2. It gives us insights into current thought processes
3. It supports us in coaching the right behaviours and managing behaviours
4. It challenges the status quo
5. It helps us facilitate a solution

On It helps us gather more information to make the right decision

• Sometimes, leaders make the wrong decisions because they base their decisions on the information they receive from their immediate circle of colleagues. This is a very common mistake.
• If leaders were to take just a little more time to ask questions about what is being reported to them, it is likely that they may come across a critical piece of information that could change the direction of the decision in question.
• The key lies in being able to step back and remember to ask questions before making a hasty decision. Some useful questions to ask in this situation include: (i) How do you know this? (ii) What is your source of information? (iii) How can we verify the data? (iv) What other options do we have?

On It gives us insights into current thought processes

• This requires a sense of curiosity. Sometimes the way leaders approach a situation has a big influence on the outcomes they receive as a result of the interaction. 
• If you approach a situation with anger or frustration, then people are likely to censor what is being told.
• If you approach a situation without being judgemental or angry, but rather with a sense of intrigue, you are more likely to get an insight into what people are thinking. This is valuable in making decisions that require a sustained change.
• Some useful questions that help draw information include: (i) I am curious, how did you do that? (ii) Tell me more about how you feel about this? (iii) What makes you think that? (iv) How else can we do this?

On It supports us in coaching the right behaviours and managing performance

• There are three stages to shaping right behaviours.
• The first is to "get it started".
• Next is to "make it work" and help the performer get it touch with early success.
• The third stage is to "get it to stick" by getting the performer to make that behaviour a habit. 
• There are specific questions for each stage. Knowing and applying this strategy consciously allows a manager to help the people he manages to perform the right behaviours consistently.
• Questions to shape performance include: (i) Can I make a suggestion? (Especially in the early learning curve stage) (ii) How did you do that? (As soon as someone starts demonstrating the right behaviour) (iii) How does it feel to have done a fantastic job on this project? (iv) What will you do the next time you face a similar situation?

On It challenges the status quo

• One of the biggest threats to businesses is falling into a rut of doing things as they have always been done. Just telling people that they need to do something differently isn't enough to make them do it.
• Questions can help those who are resistant, to think about the consequences rather than telling them what is going to happen. When someone realises something for himself, it is a lot more powerful than being told what to do.
• Some questions that can start the discussion include: (i) What do you think we/you should continue doing in this situation? (ii) What do you think can be done better? (iii) What should we be prepared for in view of this situation? 

On It helps us facilitate a solution

• Some of the best leaders are good at facilitating solutions. Even when they know the answer, they prefer the answer to come from their team mates. They know that when their team members come up with a solution, they are more likely to own it. 
• This is not manipulation. Leaders who do this well genuinely believe that - even though they know some of the answers - their team member can come up with a better solution. They may even take it in a completely different direction while still achieving the desired goals.
• Smart facilitation questions include: (i) What are your views on this? (ii) How would you approach this? (iii) How can we achieve X and also get to Y? (iv) What's core here? (v) What is the best way for us to do this? 

Yours,
Something Small Thinking Big

Five ways to start a new career

This post came out from My Paper (18 April 2016)
Title - Five ways to start a new career

Some pointers that I've got are:
1. Analyse the situation
2. Set goals
3. Find a mentor
4. Prepare for the transition seriously
5. Take action

On analyse the situation

• You may have certain tasks in your job that you love more than the rest, and feel that certain aspects of the job that you dislike are holding you back from progressing. Identify what these duties are and speak to your manager about the possibility of changing your job scope. 
• To ensure that your concerns are being addressed, have regular discussions with your supervisor. Too often, critical discussions between employers and employees are not taking place which leads to dissatisfaction.

On Set goals

• Take small steps to reach your dream career in the near future.
• When setting goals for making a change, have a clear understanding of what you want and layout the steps to you need to take to get there. Map out your goals and timeline for the change you are preparing for.
• Think about what changes you would like to see in a month or two and proceed from there. Ensure that your most immediate goal will bring you a few steps closer to your career of choice.

On Find a mentor

• Talk to someone who can give you unbiased advice on the type of profession that will suit you best, like your senior colleague, boss at work, or someone of a higher position in another company.

On Prepare the transition seriously

• Have an open mindset. If you decide to start anew and have a break from your current career, you must prepare yourself for a difficult transition at the beginning. Access your abilities and weaknesses and understand your likes and dislikes. Leverage your connections and network of contacts. 
• Update your resume and include everything you have learnt in your career so far, along with major accomplishments and reliable references. Whether you are joining a new department within your current company or thinking of accepting a new job from another company, you have to be certain it will be the right fit.

On Take action

• Start asking your boss or human resource team for opportunities of a transfer or a promotion. If you are applying for a job in another company, apply only for jobs that you feel are a step up from what you are currently pursuing. 
• Be prepared to start with a lower salary if you are switching to a different industry. Starting on the right footing with a suitable job, albeit a lower pay, may get you there more quickly. 

Yours,
Something Small Thinking Big

Is a lack of self confidence holding back your career?

This post came out from The New Paper (19 April 2016)
Title - Is a lack of self confidence holding back your career?

Some pointers that I've got are:
1. Understand the cause of fear
2. Keep fear in the dark
3. Stay positive
4. Be self reliant
5. Demonstrate commitment to your vision

On Understand the cause of fear

• First, one needs to believe wholeheartedly that the fear he or she faces is caused by his or her mind, instead of looking for an external cause.
• Doing so would not only be futile but result in more disappointment and frustration. Turn inward and be responsible for your own emotions. The conditions you face are a reflection of your inner thoughts.

On Keep fear in the dark

• Instead of giving fear less attention, we tend to do the opposite. We talk about what we fear most, complain to family and friends and even write about it. This is because humans find comfort when they know they are not alone. 
• Limit or eliminate the attention you give to fear. Focus on the desired outcome you want instead. Imagine your family congratulating you on your success.

On Stay positive

• The more we focus on the desired outcome, the more motivated we become, and the more we will seek bigger challenges that reward us with better opportunities and prospects.
• Be positive and genuine, and cultivate friendships with sincere people. 

On Be self reliant

• When facing work or personal challenges, it is sometimes too easy to ask someone for advice to solve your problems. Instead of seeking second opinions, quiet the turbulence within yourself. Learn to ask yourself different questions and have patience the answers or desired outcome will come to you.
• Nobody should know you better than yourself. We must reclaim the power that we already have within us and learn to be still.

On Demonstrate commitment to your vision

• During good or bad times, this means being able to hold on to your vision until it materialise. How long it takes to reach the end point is the true test if we are indeed loyal to what we want. Changing course or giving up halfway means that our commitment is not strong. 
• To succeed, we must imagine ourselves achieving the desired outcome. We need to hold on to this image until we attain our goals. It is important to gain clarity on our goals before we embark on ways to achieve it. 

Yours,
Something Small Thinking Big

Never run out of ideas

This post came out from The Straits Times (21 August 2014)
Title - Never run out of ideas

Some pointers that I've got are:
1. Individual thinking (7 minutes)
2. Deposit ideas (1 minute per member or 5 minutes' total duration for the group)
3. Elaborate on ideas (10 minutes)
4. Apply to context (15 minutes)
5. Showcase the solution (3 minutes)

On Individual thinking

• The first stage require each member to quieten his mind and focus on the topic to be brainstormed. Members do not engage in verbal communication or discuss ideas with one another - this is to withhold any criticism that may cancel ideas out. Using the mind map format, every member will generate ideas quickly by writing the keywords on each branch - a brain friendly process known as idea blooming.

On Deposit ideas

• With their mind maps drawn, members will take their turn and run through their ideas within a specific time. At this stage, ideas are being deposited with the group because there should not be any elaboration or clarification done.
• Due to the mind map's connecting branches, the others can start to connect the ideas deposited onto their own mind maps - focusing on quantity and creating more ideas.

On Elaborate on ideas

• Everyone can now discuss the list of ideas openly and elaborate further. The aim is to welcome all types of ideas, even if they may be unusual or unpractical. 
• These can 'seed' ideas that can combine with the other ideas to form a better and practical solution. As a group, they will pick the top three potentially good ideas which will then be developed into feasible solutions. 
• A feasible solution here refers to something which will improve the current situation using the least cost and implemented in the shortest possible time. 

On Apply to context

• The group will focus on applying the selected ideas in the brainstorming context, which is to address the "how" question.
• The aim is to go deeper into developing the solution and substantiate it with clear benefits. At this stage, the group will illustrate its recommended solutions by drawing the mind map on a larger piece of flipchart paper.

On Showcase the solution

• Depending on the required output, the group can showcase the recommended solution to management for approval. The presentation is done using the group's mind map which is visual and concise in its branch like associations. 
• The mind map also serves as a good documentation for future review, because it can capture all the other ideas generated and describe the final solution proposed. 

Yours,
Something Small Thinking Big

Give and take - In negotiations, you can make concessions and still get what you want

This post came out from The Straits Times (4 August 2014)
Title - Give and take

Some pointers that I've got are:
1. Don't offer a concession right away
2. Don't offer a large portion of your $1,000 at once
3. Don't give a concession without getting something in return
4. Label all of your concession

On Don't offer a concession right away

• If you appear too willing to give away concessions, your negotiating partner will assume you will give more as the negotiation progresses. Make your partner work for everything he gets. The harder he works, the less he will demand and the more he will value the result. 

On Don't offer a large portion of your $1,000 at once

• Offering a substantial concession initially may signal that more concessions are available for the asking. Start with a modest concession, with later concessions of diminishing size. As your concessions get smaller, you signal that you are approaching your bottom line.

On Don't give a concession without getting something in return

• If your counterpart asks you for a concession, ask him for something in exchange. For example, you could say "I could do X for you if you do Y for me". 
• This lets him know he will not get anything for free, and he will be less likely to ask for something if he knows it will cost him. 
• You may be tempted to offer a concession to break a deadlock in the negotiation. If you do make a unilateral concession to get a stalled negotiation moving again, make sure you don't give another one until your counterpart concedes something to you.
• If you give two concessions in a row without reciprocation, your counterpart will ask for a third, and a fourth, and a fifth.

On Label all your concession

• Everytime you give something, make it clear it is something of value that requires reciprocation from the other party. Do not allow your concessions to be dismissed as minor. 

Yours,
Something Small Thinking Big

Becoming a leader for the first time

This post came out from The Business Times (9 April 2016)
Title - Becoming a leader for the first time

Some pointers that I've got are:
1. Remove star employee mindset
2. Address the elephant in the room
3. Learn to lead

On Remove star employee mindset

• One potential pitfall for new managers is in keeping the 'superstar mindset'. You were promoted as you were great at what you did. But the new role requires you to be great at something different.
• New managers often struggle to transition from the mindset of a high performing employee to a team manager, sometimes even attempting to do the work they were great at. However, the focus of new managers need to change. It is no longer about you and your abilities that got the promotion in the first place, but about being accountable and responsible for the people you lead and serve. 
• Managers have a different role to play, and this often includes coaching, developing others and performance management A good leader is one who know how to effectively strike a balance. Instead of trying to do your team's work, give them ownership of their work while giving support and mentorship to get optimal performance. 

On Address the elephant in the room

• Establishing authority and managing previous team mates (who may have been rivals or friends before) can be one of the most daunting challenges for anyone. Many struggle with the desire to still be 'part of the group' and yet wanting to be respected at the same time. 
• However, dynamics completely change after this type of promotion and it is critical to recaliberate relationships. Distance yourself from past peers and learn how to filter information differently to ensure the manager-staff relationship is created over time. 
• New managers can arrange meetings with former peers to help acknowledge the awkwardness and pre-empt questions about how things will change. Next, it is critical to host a team meeting to set clear expectations for all direct reports and introduce how you plan to operate. Being transparent and communicating boundaries early on will benefit everyone in the long run. 
• Ultimately, former team mates need to know who's boss and that no preferential treatment will be given in terms of rewards, time and resources. "If their friends deserve it, and it's documented, great. If they don't, and they still get rewarded, that's when gossip, perceptions of unfairness and all sorts of trouble will start". 

On Learn to lead

• Before taking on a new team, get clarity on what you Key Performance Indicators (KPIs) and requirements are from your boss - following which, managers have to do their homework on the team. 
• This includes reviewing information such as past performance data and researching how others view the team and its members. Talking to leaders who have worked with them can be useful to uncover the members' operating style, strengths and knowledge gaps. This can also help uncover who the influencers and informal influencers are, and what clique exist.
• Most importantly, new managers need to get to know the team on a more personal level. This can be done through one-on-one meetings where managers can find out from members where they envision the team is going, their priorities, areas of support they desire from them, and pain points impacting the team's ability to perform. You need to balance the friendly and inclusive approach with signs of leadership and strength so they have confidence you were the right choice to lead them.
• Based on your new knowledge and feedback from the team, formulate an initial plan, vision and priorities. Ensure that it involves team members so that they feel like co-authors of the plan. 
• Addressing the team's pain points early will also help in gaining the team's trust and confidence. Be careful not to step in and start changing too many things at once, until you have engaged the team and ensure over time the leadership role you have taken on is accepted. 
• A clear roadmap, effective communication and keeping channels open for transparent dialogue about feedback and work issues will eventually earn the support of the team. 
• Lastly, new managers must also learn to look beyond their team. Learning to manage up and establishing a broader network at a senior level are equally important. Allocating time to build relationships with your bosses, your peers, and others in the functions your team works with can help you learn and grow more effectively as a leader. 

Yours,
Something Small Thinking Big

5 ways to motivate your employees

This post came out from The Straits Times (9 April 2016)
Title - 5 ways to motivate your employees

Some pointers that I've got are:
1. Practice what you preach
2. Communicate better and observe more
3. Allow employees to have autonomy
4. Create a good working environment
5. Give credit where it is due

On Practice what you preach

• Employers need to be consistently good role models to employees because staff behave according to the tone set for them.

On Communicate better and observe more

• Listen to your employees. Clear any doubts that they may have to build a better working relationship.

On Allow employees to have autonomy

• It is crucial to trust employees, and understand their capabilities. 
• Bosses must believe in their employees' abilities to make important decisions, handle a situation and resolve conflicts. This will allow staff to grow, learn and mature as they continue working in the company.

On Create a good working environment

• A successful company requires good teamwork. Bosses should encourage employees to bond and build healthy relationships so that everyone can communicate better with one another.

On Give credit where it is due

• Bosses should praise and reward employees who do well. This tells your employees that they are being appreciated.

Yours,
Something Small Thinking Big

How to cultivate staff loyalty and increase productivity

This post came out from The Straits Times (9 April 2016)
Title - How to cultivate staff loyalty and increase productivity

Some pointers that I've got are:
1. Micromanaging
2. Being rude to staff
3. Having unreasonable demands
4. Picking favourites and tolerating poor performers

On Micromanaging

• Bosses should trust that their employees can do their jobs right. If not, employees will perceive that they are deemed unfit to carry out their responsibilities and will not even care to try. Bosses need to remember why they hired an employee, and give him or her space to fulfil their potential.

On Being rude to staff

• Respect should be a two way street. Bosses need to earn respect from their employees by giving them appropriate amounts of respect too

On Having unreasonable demands

• Bosses who impose tight deadlines or unrealistic goals can be exasperating to work for. Bosses need to have empathy when employees already have their plates full. They need to practice consideration and compassion where necessary

On Picking favourites and tolerating poor performers

• Giving opportunities to a specific person is unfair. Everyone works for the success of the company. Hence, every employee deserves a chance.
• Hardworking employers naturally want to work with like-minded people. If they are constantly surrounded by under-performers, they will go elsewhere to find colleagues that meet their standards. 

Yours,
Something Small Thinking Big

5 ways to be a good colleague

This post came out from My Paper (4 April 2016)
Title - 5 ways to be a good colleague

Some pointers that I've got are:
1. Be competent, reliable and responsible
2. Exercise consideration for others
3. Be a team player
4. Know the protocol and etiquette
5. Be aware that minor issues matter too

On Be competent, reliable and responsible

• Complete your duties and assignments on time. If you are unable to meet deadlines or take on more work, let your manager or teammates know. An ideal colleague is someone who can get things done. 
• Very often, a team is only as strong as its weakest link. If a worker can neither complete his assignments nor meet basic expectations, it will be exhausting for his or her colleagues to shoulder additional responsibilities. If this happens frequently, the worker's incompetence and inaptitude may soon turn him or her into an unpopular person at the workplace.

On Exercise consideration for others

• Treat your colleagues the way they prefer to be treated, not how you would want to be treated in a similar scenario. For instance, while some colleagues do not mind small talk, others find it distracting, unnecessary and time consuming. 
• Observe the culture of your office and team, and adjust your working style accordingly. Respect your colleagues' preferences and boundaries. A little empathy can help one to be a more thoughtful colleague.

On Be a team player

• Often, employees are required to collaborate in order to complete projects and deliver the final products. Be a reliable and flexible team player with a positive work attitude. Work towards the success of the team and not just to score on your own report card. 
• If you are a newcomer or a junior, humility, deference to other team contributors or giving due credit to your senior colleagues may help you to build rapport with others.

On Know the protocol and etiquette

• Every organisation has its own unique set of unwritten rules and culture. Know what can and cannot be done at work. If you are a newcomer, make an effort to find out these codes of conduct. 
• Many of these can be sussed out when a newcomer s self aware and sensitive to the work environment. For example, do not be too familiar with senior colleagues, especially when they have yet to warm up with you. 
• Consult and seek approval from your supervisors, especially on new initiatives. Keep them informed of what you are working on. The support of your supervisors contribute towards success at work.

On Be aware that minor issues matter too

• Seemingly non-important areas can affect your colleagues more than you realise. 
• Refrain from putting on too much perfume, or consuming strong smelling food at your work station. Do not talk or chat loudly at others' desks or spend a long time on the phone attending to personal matters. Respect others' personal space by not standing or sitting too close to co-workers. Be organised and hygienic by having a tidy desk. When using common areas, remember to flush the toilet and do not clog the sink. Return calls, reply to e-mails and return borrowed items promptly. 

Yours,
Something Small Thinking Big

The art of saying sorry - When and how to apologise

This post came out from The Straits Times (8 April 2016)
Title - The art of saying sorry

Some pointers that I've got are:
1. Depending on the severity of the error, be prepared to say 'sorry' more than once, in fact, as often as it takes.
2. Bear in mind that the remedy or solution that you propose might not suit the other person. Most companies make the fatal mistake of giving a one-size-fits all solutions.
If you do not follow through on the 'action' and the 'what you are going to do to make it better', then you will lose the trust and credibility of your customer.
3. An expected apology rarely makes things better. But an expected apology that never arrives can make things worse. On the other hand, the unexpected praise or apology, the one that comes out of the blur, can change everything.

Yours,
Something Small Thinking Big

Building a strong network - Five ways to widen your circle of contacts

This post came out from The Straits Times (12 April 2016)
Title - Building a strong network - Five ways to widen your circle of contacts

Some pointers that I've got are:
1. Focus on quality, not quantity
2. Be proactive
3. Think about what you can do for others
4. Volunteer
5. Avoid complacency

On Focus on quality, not quantity

• Having hundreds of connections or a huge collection of business cards serves no purpose if you do not have people who are willing and able to help you.
• Do your contacts know you well as a professional? Wold they be willing to collaborate with you or recommend you? If not, you need to work on strengthening the quality of the relationships you have within your network. 
• A good way to build strong relationships is to identify people who share your values and passions. Relationships that are founded on common values and interests are more likely to last, and are likely to be fulfilling.

On Be proactive

• It is important to take the initiative in staying in touch with your network. Do not wait for others to initiate things. To start networking with a person you are not familiar with, finding a common friend or interest, and expressing a genuine desire to connect may help. People generally will not refuse a request to connect with someone if there is mutual value-add in networking.

On Think about what you can do for others

• A great way to keep your network strong and health is to focus on what you can do for people in your network. For example, if you see an interesting piece of information or a job posting that might be relevant to someone you know, send it to him or her even if they have not explicitly asked you.
• Similarly, try to find opportunities or projects that you can work on with people in your network. At the same time, do not overdo it and impose yourself on others in the name of networking.

On Volunteer

• This is a great way to find a good network. Identify a meaningful activity that interests you, and join a group of volunteers in that line of work. You can try to volunteer in an activity that is related to your work. You will open yourself to a network of interesting people. Such a network can open up unexpected possibilities. Besides, volunteering is a fulfilling activity and looks great on your resume as well.

On Avoid complacency

• When times are good, it is easy to forget the importance of a network. Avoid being too complacent while cultivating relationships with people in your network.
• You can consider using a spreadsheet to keep track of your contacts and make sure you touch base with them regularly. Maintaining a strong network should always rank highly on your list of priorities. 

Yours,
Something Small Thinking Big

Important questions to ask before accepting a job offer

This post came out from The New Paper (3 April 2016)
Title - Before making the leap

Some pointers that I've got are:
1. Is my pay adequate?
2. What kind of progressive wage model does the company have for me?
3. How far will I have to commute to get to my new workplace?
4. Will I be doing something that can make me happy?
5. Will I be ale to explore new things?
6. Are my potential workmates nice?
7. Does the job give me time to enjoy myself?

On Is my pay adequate?

• To determine the average salary of somebody else who is in the same line of work as you are, conduct some research online. If you find out that your pay is not as good a what others are earning, you can start looking for another job somewhere else. Your salary should be nearly equal with what a new employee in your field is making.
• The other way is to get paid enough for your living. To make it simpler, it means that your salary amount is just sufficient to provide what your family needs and pay your bills, with some extra money for savings. 
• When what you earn becomes insufficient for all your needs then you should start searching for another opportunity that will give you a better pay.

On What kind of progressive wage model does the company have for me?

• A progressive wage model is a structured career and training path with job expectations and key performance indicators (KPIs) laid out clearly for the employee. 
• Do not simply look at your starting pay. Ask the company what plans they have in place to groom you to perform your job better, such as training frameworks and industry exposure opportunities. If your company cannot explain what they intend to do with you beyond your current job role, do not expect to be promoted quickly, as there are no plans for you to progress. 

On How far will I have to commute to get to my new workplace?

• It is crucial to consider the location of your new workplace. Think about how convenient your commute is, and how much time and money you will have to spend on your journey to and fro every day. 

On Will I be doing something that can make me happy?

• Are you willing to spend so much time doing something that is not making you happy? Before accepting a job, you should ensure that the responsibilities you have consist mostly of things that you will find enjoyable to carry out. 
• Nobody likes waking up in the morning, going to work and feeling miserable throughout the day. Given a choice (and you do have one), most people would want to wake up and feel a bit excited to be in office. 

On Will I be able to explore new things?

• Your new job should give you opportunities to learn new things. Accept a job offer that will allow you to develop new skills - and not because you possess the necessary skills.

On Are my potential workmates nice?

• Your co-workers can either make or break your job. You should be working with people who are open-minded and cooperative. If you find that your future colleagues are not that good in terms of building relationships with others, you might want to consider choosing another job offer.

On Does the job give me time to enjoy myself?

• Your life should never revolve solely around your work. If you have been offered a job that requires you to work more hours and even during holidays with little or no flexibility, you should think twice. Your career life should not make you feel that you are stuck in a rut. 

Yours,
Something Small Thinking Big

Shy? You can still stand out in crowd during networking

This post came out from My Paper (12 April 2016)
Title - Shy? You can still stand out in crowd during networking

Some pointers that I've got are:
1. Plant the seeds
2. Be a proactive listener
3. Be visible at the event
4. Craft a social media presence

On Plant the seeds

• Many event organisers share the list of attendees and speakers on the event website. You can use this to map out your wishlist of people whom you wish to meet and reach out to them prior to the event. 
• This could be as simple as introducing yourself to them via LinkedIn or e-mail and expressing an interest to meet at the event. By seeding connections with a group of like-minded people, you know there will be people at the event ready to talk to you. These people may then help to introduce other valuable contacts to you.
• Never be pushy or try to hard sell your company or product. Conversations at networking events are just the start of a relationship. You can always follow up by arranging a separate meeting after the event to discuss potential business dealings. If meeting many strangers is difficult for you, aim to make just a few quality connections.

On Be a proactive listener

• Introverts are happy to let others do the talking. However, 'active' listening requires some effort. Conduct background research on the professional profile of those on your wishlist. This will allow you to find some common ground or interesting discussion topics to initiate a meaningful conversation. 
• If there is a pause in the conversation, do not feel compelled to fill the silence unless you have something relevant to say During conferences, if there are any topics that spark your interest, jot down useful soundbites, quotes or questions that you can bring up during the networking session.

On Be visible at the event

• Introverts typically shy away from stepping into the spotlight. However, networking is easier if you are visible at the event. Ask questions or share a relevant story during the discussion time. This often encourages others to initiate a conversation on the same topic, for example, during tea breaks. 
• Read the conference topics ahead of time so you can prepare your list of questions or discussion points. Attend as many of the networking sessions as possible, including the breakfasts, tea breaks and cocktail sessions. 
• If you have free time during the event, resist the urge to sit in a corner and catch up on email messages. Instead, mingle and proactively look for people on your wishlist. If you are attending the event with co-workers, avoid spending all your time with them. It is easier for you to approach others - and for others to approach you - if you are by yourself.

On Craft a social media presence

• If being physically visible at an event is daunting, you may be more comfortable being present on social media platforms instead.
• Choose interesting moments, quotes, topics and photos that you want to share on platforms like Twitter or LinkedIn. Avoid simply rehashing what is going on at the event. Try contributing your views on the situation.
• Remember to use official conference hashtags, as this increases the likelihood that your post will be seen by other event attendees, who are more likely to engage in the same conversation. 

Yours,
Something Small Thinking Big