Santosh Puthran,

Santosh Puthran (santosh@...) wanted you to check out the following
topic on Message Board:

Funny but meaningful quotes..
http://talk2santosh.proboards25.com/index.cgi?board=inspiringquotes&action=displ\
ay&thread=1130257437

Personal message from Santosh Puthran:
Hey, check out this thread!. If you have some, reply to the posts.

--
Message Board
http://talk2santosh.proboards25.com/index.cgi

It is not the critic who counts, not the man who points out how strong
man who points out how strong man stumbled or where the doer of deeds
could have done better.  The credit belongs to the man who is actually
in the arena, who face is manned by dust and sweat and blood, who
strives valiantly, who errs and comes short again and again, who knows
the great enthusiasm, the great devotions, spends himself in the
worthy cause, who at the best, knows in the end the triumph of high
achievement, who at the worst, if he fails, at least fails while
daring greatly, so that his place shall never be with those cold and
timid souls who knows neither victory or defeat.

http://360.yahoo.com/reg/whatis.html and create your own place on web.

** The Top 10 Ways to Avoid Being the ‘Early Worm’ in a World of Birds **

----------------------------------------------------

In our world today, we seem to measure the quality and efficiency of many things by their speed. Computers,microwave ovens, one-hour photo processing, and pain relievers that promise fast, fast relief. We eat fast food. We opt for the 5-minute news digest. We’ve even changed the spelling of the word quick to kwik - apparently to spell it faster.

Slow is often associated with old, outdated, or aggravating (remember the last time you found yourself behind someone actually driving the speed limit in the left lane?) It seems the only time many of us stop to smell the roses is when we light up the aromatherapy candle we rushed to the mall to buy to help combat our stress.

How then can we stem the ever-quickening pace of our busy lives while still maintaining a healthy balance between where we want to be in life and how fast we are trying to get there? Here are ten things to consider. WARNING:

These may take a little time to ponder.

1. Slow down by using the accelerator.

You can still make forward progress towards you goals - just quit pushing so hard.

2. Decide what is truly important.

Reassess your goals. Don’t spend a lifetime working hard and fast for something that won’t bring lasting satisfaction.

3. Don’t be too rigid.

There’s a proverb that says Blessed are the flexible, for they shall not get bent out of shape. Lighten up.

4. Take a nap at your lunch break.

15 minutes of shut eye will make a huge difference in how you feel the rest of the day.

5. Be late on purpose.

Did the world come to an end? You get the point.

6. Adopt a One shot - One kill mentality.

Many times, we use a shotgun approach to accomplishing things - cover a wide area with pellets and hope we get lucky and hit something. Try being more precise and focused in your approach. Be a sharpshooter.

7. Focus on the process and not just on the results.

Many of life’s most profound lessons are missed when we don’t take note of how we got from here to there - especially when we’ve had to take a few detours along the way. Our inattentiveness often results in repeated mistakes, which take more time to correct.

8. Take some time every day to contemplate life.

Pray. Meditate. Think. This alone helps reduce stress, and people who are less stressed are more productive.

9. Regard life as a marathon - not a sprint.

I have heard people say, I’d rather burn out than rust out. Doesn’t really matter does it? After all, either way, you’re out.

10. Give yourself some space.

If a solution is not immediately apparent, walk away from the problem and come back later. This will often give you a new perspective which, in turn, will open up new possibilities.

What will be the Next Big Thing on the internet - and how will the new markets and businesses being created online affect traditional industries? To mark the 10th anniversary of Netscape’s IPO on August 9, Bill Gurley of Benchmark Capital, a Silicon Valley venture capital firm whose internet successes have included eBay, and Richard Waters, who writes about technology for the FT from San Francisco, will answer your questions in a live debate on Thursday August 11 at 3pm BST at www.ft.com/gurley. Send your questions to ask@....

Somewhere in the world in the next few weeks the billionth human being will sit down at a computer, log on to the internet for the first time and join the swelling throng in cyberspace.

That is quite a record for a medium that broke away from its academic roots only a decade ago. But it may be only a taste of the upheaval in store over the next 10 years.

Next week sees the anniversary of the Netscape initial public offering – an event that triggered Wall Street’s dotcom mania. Netscape’s browser made the internet a more conducive place for the non-technical user and spurred the creation of companies such as eBay, Yahoo and Amazon.com, which have all had 10th birthday parties of their own – although most dotcom companies never made it this far.

It is worth considering the extent to which those survivors have become part of the everyday lives of their users. The $34bn of goods that changed hands on eBay last year is roughly equivalent to the gross domestic product of Kenya; Yahoo’s 379m unique users are equal to the populations of the US and UK combined; and the average person on the planet views 10 webpages on Google each month.

Even early enthusiasts for the medium did not quite foresee how far it would work its way into popular culture. “It was a stretch to say that niche focus newsgroups and bulletin boards about Unix would some day be newsgroups about the latest Harry Potter book or Batman movie,” says Mary Meeker, the Morgan Stanley internet analyst who was among the first on Wall Street to tout the internet’s ­potential.

Much of the early euphoria was of course misplaced, even if it has been proved right over the longer term. It is three years in October since the nadir of the stock market slump, which wiped more than $6,500bn from the peak value of Nasdaq stock market where many US technology companies are traded (see chart).

Most of that wealth destruction reflected over-investment in telecommunications networks and the tech­nology companies that were building the infrastructure on which the internet depends. Overcapacity in telecoms and tech, though, has brought down prices and made the internet more widely available, helping to fuel a new round of online innovation.

“The pace of change is accelerating,” says Ms Meeker.

It is hard to argue with the sheer weight of numbers. According to estimates by Morgan Stanley, 1bn people will be online by the end of next month, three times as many as at the beginning of the decade. Roughly one in five of those people already uses a broadband connection. And mobile access to the internet has barely begun: sometime during the next decade, more mobile handsets than personal computers will be plugged into the global information network.

Of course, eyeballs alone do not create a business – a point amply demonstrated by the experiences of many dotcom pioneers. But this time around business is following close behind.

Global online advertising hit $15bn last year, two-thirds of it in the US, and it is growing at some 30 per cent a year as advertisers rush to keep up with the shift in their audience online. Consumer e-commerce, which reached $295bn last year, is set to grow by 38 per cent this year, according to IDC.

At the same time, the companies that dominate the medium have learnt from the mistakes of the past and are refining business plans that already make them some of the most valuable on the planet. “We are doing a better job of getting more value from each click,” says Eric Schmidt, chief executive officer of Google. “If you show better ads – which sometimes means fewer ads – business improves. That’s ­something we’ve learnt over the last year.”

None of this even touches on the less visible, and potentially even more profound, impact that the web has had on how businesses are organised, how social and political life has been affected or how a country such as India has been able to join the world economy in a way that would once have seemed impossible.

If that is the story of the internet so far, then what do the next 10 years hold in store? In two words: more upheaval, as the forces that caused consternation in many corporate boardrooms in the late-1990s are once again unleashed, this time backed by more robust business models and better ­technology.

“A lot of business people were very happy about the internet market correction – that pulled a lot of resources off the internet,” says Ms Meeker. “But the internet business just kept on going. The disruption to a lot of traditional businesses has only just begun.”

Many internet businesses are probably in for an unsettling time of their own. As Meg Whitman, chief executive officer of eBay, warns, half of the internet giants 10 years from now may well be companies that you have never heard of (see below.) Internet stock valuations, including Google’s price/earnings ratio of 87, once again seem to be ignoring the fact that barriers to entry in this global medium remain low and that the next disruptive idea may be just around the corner.

As with the last decade, the impact of the web in the next 10 years is likely to be felt most acutely in those fields that depend most on disseminating information: in communications, commerce and the media.

While e-mail and instant messaging were the low-cost communications of the internet’s first decade, the next communications revolution may well take aim at the voice calls that account for the bulk of the telecom industry’s revenues. In its first year, more than 140m people have downloaded free software from Skype, which lets computer users talk over the internet, making it the fastest-growing consumer technology in history.

“We will have free global communications in very short order,” says Paul Saffo, director of Institute for the Future, a California research group. Along with new low-cost communications technologies such as WiFi and WiMax, that signals a fresh threat to an industry that was hit hard during the first phase of the internet.

As the barriers online between communications, commerce and media are eroded, meanwhile, the internet is likely to bring forth new technologies and challenge existing forms of human interaction.

Two forces, in particular, characterise this latest wave: the rise of search engines, and the many online tools that have been created to support the outpouring of what is known on the internet as “user-generated content”.

Search engines have already established themselves as a pivotal form of distribution online. As more of the media become digitised, that role is only likely to become more significant. “The internet will become a very serious competitor to cable and satellite in the home, and the impact on print media is likely to be dramatic,” says Roger McNamee, a Silicon Valley financier who specialises in the media industry. “At the end of the day, search-based technology is really how consumers will access and find that content – that’s a huge deal.”

An increasing part of this content is likely to come from internet users themselves. “We are in the middle of a very big shift from mass media to personal media: you get to answer back and create if you want,” says Mr Saffo.

Blogging, now a pastime of more than 15m people, has been an unlikely early manifestation. Other forms of self-expression and community­-building are gathering force, including photo-sharing sites that let families or groups of friends see each others’ pictures; podcasting (a form of audio blogging); and social networks that connect wider groups of friends.

“Blogging is a transitional form on its way to something else. It’s interesting, but it isn’t stable,” says Mr Saffo. The urge towards communication and self-expression, and the low-cost technology to make it possible, will give rise to new fads.

Seen from the perspective of 2015, search and blogging may look like quaint and antiquated ideas, overtaken by another Next Big Thing on the internet: some new way of fulfilling people’s desire to interact and find information, entertainment or goods to buy online.

Whatever its form, though, what comes next is likely to draw on the forces manifested during the medium’s first decade: a pervasive interconnectivity, aided by increasingly sophisticated software tools that uncover and make useable the ever-expanding sources of information on the open global database.

There is another lesson from the first decade that is likely to hold good for the years ahead: for clues about how the internet will eventually change your life look no further than the teenager sitting next to you. “The 15- to 20-year-olds,” says Ms Meeker, “will show and tell you where it is going.”

Battle of the browsers is set to be replayed

The Browser Wars are back write Scott Morrison and Richard Waters. A decade after Netscape ushered in the dotcom boom, only to be overtaken by Microsoft, internet browsers are again the focus of a battle that may reshape how users experience the internet.

As the “window” through which companies such as Google or Amazon reach web surfers, the browser has become a vital platform for all businesses on the web.

“We are at the beginning of a new burst of innovation and development,” says Chris Hofmann, director of engineering at the Mozilla Foundation, the tiny group behind Firefox, an upstart browser that has emerged as the latest challenger to Microsoft’s Internet Explorer. Internet users have downloaded the free Firefox browser more than 75m times and market data show the software has captured a 9 per cent share.

In a sign of its growing ambitions, Mozilla this week set up a for-profit corporation to exploit the commercial opportunities around its browser, although it said profits would be used to further the goals of its foundation and denied interest in a Netscape-style initial public offering.

Firefox’s rise has been enough to force the world’s biggest software company to change course: the next generation of Microsoft’s browser, which was meant to appear with the next version of Windows late next year, will instead come early as a stand-alone piece of software in a sign that Microsoft no longer takes its dominance of this piece of internet technology for granted. A “beta” test version was released last week.

Ironically, this new battle owes a lot to the memory of Netscape, which was bought by America Online in 1999. AOL made the source code of the Netscape browser freely available to other developers, creating the base on which Firefox has been built.

Two things make this latest round of the Browser Wars different. One is that Firefox is part of the open-source software movement that is harnessing the creative instincts of volunteer programmers. As Microsoft has found in its fight against Linux, the most visible of the open-source projects, this model for software development can be surprisingly effective.

The second difference is that the creators of the Firefox browser do not share the over-ambition that brought the full force of Microsoft down on Netscape. Netscape’s founders made no attempt to hide their ultimate goal: to create an internet-based computer operating system, accessible through a browser, that would make Microsoft’s PC software largely redundant. Firefox’s backers are less strident, though their browser could still serve as a useful platform on which other internet companies can build software to rival Microsoft.

Firefox’s arrival has brought a flurry of innovation to a market that, since the late-1990s, has seen little technological development. Along with “tab browsing”, which helps users switch between websites, Firefox includes a technology known as RSS (really simple syndication), a form of “push” technology that delivers news and blog headlines directly to a user. Both will be included in Microsoft’s next browser.

Ray Valdes, an analyst at Gartner, says that while there has been little breakthrough innovation so far, developers may soon create powerful applications that could change the way people use their browsers.

Now that Microsoft has woken up to the Firefox threat, will history repeat itself? Not likely, say observers, because Mozilla can count on a couple of key Microsoft rivals for support. IBM, the world’s biggest computer group, recently adopted a multi-browser strategy after some 10 per cent of its employees downloaded Firefox to their computers.

Meanwhile Google, the internet search engine that has emerged as Microsoft’s arch-rival online, is working closely with Mozilla, to the point that it is paying the salaries of several key Firefox developers.

Observers say close co-operation lets Google improve its products while reducing its dependence on its rival’s browser. But Google has shrugged off rumours that it is planning to challenge Microsoft with its own browser.

‘I thought this could be a small, quite profitable company’

Meg Whitman left a job at toymaker Hasbro to become president and chief executive of eBay in 1998. The value of goods traded on the company’s sites has risen from $740m when she joined to $34bn last year.

“I look back and say, ‘What were we thinking?’ We quit two jobs, moved to California, put the children in new schools. I didn’t think it was going to be anything like it turned out. I thought eBay could be a great collectibles website for the US. I thought this could be a small, quite profitable company.

“We began to understand that what worked in collectibles would work in other markets as well. What eBay does is make inefficient markets efficient.

“The business model is very powerful. We were able to move globally far faster than land-based companies can. The remarkable thing about eBay is that it’s instantly local: 98 per cent of our content is user-generated.

“The other thing I wasn’t expecting was the way the market empowered small businesses. That was a big surprise. I thought this would be the home of big business. But it has levelled the playing field, and made small businesses as accessible as big ones. That was an ‘a-ha’ moment.

“Some categories didn’t work the way we thought they would. We look for markets where there is price and information inefficiency. It turns out that real estate is pretty darn efficient.

“I am startled by the ubiquity of the internet today. It is one of the fastest-growing technologies ever. It’s just remarkable. It has changed the way we communicate, the way we play. E-mail has changed the way business is conducted.

“The timing may finally be right now for mobile access. We thought it was important to have mobile access to eBay and the net five years ago, but nobody used it. That could be changing because of the growing power of mobile phones. In countries like China and India, you may see a shift to primary access to the internet coming through mobile handsets. Moving to 100 per cent broadband penetration will also make a huge difference. You will see an always-on internet that changes the way people behave.

“There is still room for new internet leaders to be created. Of the five biggest internet companies 10 years from now, I can imagine that two or three of the existing leaders will stay on, but that two will be companies that haven’t even been born yet. The internet is an incredibly dynamic environment. You have to respond really fast.”

 WHY EMPLOYEES LEAVE ORGANISATIONS?
 
 
Keep reading on........very interesting !
 
 
Every company normally faces one common problem of high employee turnout ratio. People are leaving the company for better pay, better profile or simply for just one reason' pak gaya '. This article might just throw some light on the matter...... After reading it' I realised how true the subjectline of this mail is.
 
 
Early this year, Arun, an old friend who is a senior software designer, got an offer from a prestigious international firm to work in its India operations developing specialized software. He was thrilled by the offer. He had heard a lot about the CEO of this company, charismatic man often quoted in the business press for his visionary attitude.
 
 
The salary was great. The company had all the right systems in place employee-friendly human resources (HR) policies, a spanking new office, and the very best technology, even a canteen that served superb food. Twice Arun was sent abroad for training. "My learning curve is the sharpest it's ever been," he said soon after he joined. "It's a real high working with such cutting edge technology." Last week, less than eight months after he joined, Arun walked out of the job.
 
 
He has no other offer in hand but he said he couldn't take it anymore. Nor,apparently, could several other people in his department who have also quit recently. The CEO is distressed about the high employee turnover.  He's distressed about the money he's spent in training them. He's distressed because he can't figure out what happened.
 
 
Why did this talented employee leave despite a top salary? Arun quit for the same reason that drives many good people away. The answer lies in one of the largest studies undertaken by the Gallup Organization. The study surveyed over a million employees and 80,000 managers and was published in a book called First Break All The Rules.
 
 
It came up with this surprising finding: If you're losing good people, look to their immediate supervisor. More than any other single reason, he is the    reason people stay and thrive in an organization. And he's the reason why they quit, taking their knowledge, experience and contacts with them.Often,straight to the competition.
 
 
"People leave managers not companies," write the authors Marcus Buckingham and Curt Coffman. "So much money has been thrown at the challenge of keeping good people - in the form of better pay, better perks and better training - when, in the end, turnover is mostly manager issue." If you have a turnover problem, look first to your managers. Are they driving people away?
 
 
Beyond a point, an employee's primary need has less to do with money, and more to do with how he's treated and how valued he feels. Much of this depends directly on the immediate manager. And  yet, bad bosses seem to happen to good people everywhere. A Fortune magazine survey some years ago found that nearly 75 per cent of employees have suffered at the hands of difficult superiors. You can leave one job to find - you guessed it, another wolf in a pin-stripe suit in the next one.
 
 
Of all the workplace stressors, a bad boss is possibly the worst, directly impacting the emotional health and productivity of employees.
 
 
HR experts say that of all the abuses, employees find public humiliation the most intolerable. The first time, an employee may not leave, but a thought has been planted. The second time, that thought gets strengthened. The third time, he starts looking for another job. When people cannot  retort openly in anger, they do so by passive aggression. By digging their heels in and slowing down. By doing only what they are told to do and no more. By omitting to give the boss crucial information.
 
 
Dev says: "If you work for a jerk, you basically want to get him into trouble. You don't have your heart and soul in the job." Different managers can stress out employees in different ways - by being too controlling, too suspicious, too pushy, too critical, but they forget that workers are not fixed assets, they are free agents. When this goes on too long, an employee will quit - often over seemingly trivial issue.
 
 
It isn't the 100th blow that knocks a good man down. It's the 99 that went before. And while it's true that people leave jobs for all kinds of reasons- for better opportunities or for circumstantial reasons, many who leave would have stayed - had it not been for one man constantly telling them, as Arun's boss did: "You are dispensable.

I can find dozens like you." While it seems like there are plenty of other fish especially in today's waters, consider for a moment the cost of losing a talented employee.

There's the cost of finding a replacement. The cost of training the replacement. The cost of not having someone to do the job in the meantime. The loss of clients and contacts the person had with the industry. The loss of morale in co-workers. The loss of trade secrets this person may now share with others.
 
 
Plus, of course, the loss of the company's reputation. Every person who leaves a corporation then becomes its ambassador, for better or for worse.
 
 
We all know of large IT companies that people  would love to join and large television companies few want to go near. In  both cases, former employees
have left to tell their tales. "Any company  trying to compete must figure out a way to engage the mind of every employee,"

Jack Welch of GE once said. Much of a company's value lies "between the ears of its  employees".  If it's bleeding talent, it's bleeding value.
 
 
Unfortunately, many senior executives busy traveling the world, signing new deals and developing a vision for the company, have little idea of what
may be going on at home.
 
 
That deep within an organization that otherwise does all the right things, one man could be driving its best people away.

** The Top 10 Ways to Avoid Being the ‘Early Worm’ in a World of Birds **

----------------------------------------------------

In our world today, we seem to measure the quality and efficiency of many things by their speed. Computers,microwave ovens, one-hour photo processing, and pain relievers that promise fast, fast relief. We eat fast food. We opt for the 5-minute news digest. We’ve even changed the spelling of the word quick to kwik - apparently to spell it faster.

Slow is often associated with old, outdated, or aggravating (remember the last time you found yourself behind someone actually driving the speed limit in the left lane?) It seems the only time many of us stop to smell the roses is when we light up the aromatherapy candle we rushed to the mall to buy to help combat our stress.

How then can we stem the ever-quickening pace of our busy lives while still maintaining a healthy balance between where we want to be in life and how fast we are trying to get there? Here are ten things to consider. WARNING:

These may take a little time to ponder.

1. Slow down by using the accelerator.

You can still make forward progress towards you goals - just quit pushing so hard.

2. Decide what is truly important.

Reassess your goals. Don’t spend a lifetime working hard and fast for something that won’t bring lasting satisfaction.

3. Don’t be too rigid.

There’s a proverb that says Blessed are the flexible, for they shall not get bent out of shape. Lighten up.

4. Take a nap at your lunch break.

15 minutes of shut eye will make a huge difference in how you feel the rest of the day.

5. Be late on purpose.

Did the world come to an end? You get the point.

6. Adopt a One shot - One kill mentality.

Many times, we use a shotgun approach to accomplishing things - cover a wide area with pellets and hope we get lucky and hit something. Try being more precise and focused in your approach. Be a sharpshooter.

7. Focus on the process and not just on the results.

Many of life’s most profound lessons are missed when we don’t take note of how we got from here to there - especially when we’ve had to take a few detours along the way. Our inattentiveness often results in repeated mistakes, which take more time to correct.

8. Take some time every day to contemplate life.

Pray. Meditate. Think. This alone helps reduce stress, and people who are less stressed are more productive.

9. Regard life as a marathon - not a sprint.

I have heard people say, I’d rather burn out than rust out. Doesn’t really matter does it? After all, either way, you’re out.

10. Give yourself some space.

If a solution is not immediately apparent, walk away from the problem and come back later. This will often give you a new perspective which, in turn, will open up new possibilities.

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Members,

I wanted you to check out the following topic on
http://accountant.suddenlaunch.com:

http://accountant.suddenlaunch.com/index.cgi?board=harevent&action=display&num=1\
105185396

Thanks,

SANTOSH puthran

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Hello Folks,

this is good management presentation

http://live.indiatimes.com/ppt/120804a/index.html

Share it with your friends,

Cheers,

Santosh Puthran

LINCOLN PRINCIPLES  - 1  ‘ Explain yourself in writing and offer advice on how to solve problems.

‘ You must seek and require access to reliable and up-to-date information.  ‘ Spend time letting your followers learn that you are firm, resolute and committed in the daily performance of your duty. Doing so will gain their respect and trust.  ‘

When you extinguish hope, you create desperation.  ‘ You must set, and respond to, fundamental goals ad values that you move  your followers.  ‘ Never crush a man out, thereby making him and his friends permanent enemies of your Organization.  ‘

People will be more willing to seek audience with ou, if you have a good reputation.  ‘ Remember: Your organization will take on the personality of its top leader.

LINCOLN PRINCIPLES - 2  ... Do the very best you know how - the very best you can - and keep doing so until the end.

- If you yeild to even one false charge, you may open yourself upto other unjust attacks. 
- Make consistency one of the main cogs in the machinery of your cooperation. 
- Don't surrender the game leaving any available cards unplayed. 
- Do less whenever you believe what you are doing hurts the cause, and do more whenever you believ doing more will help the cause. Try to correct erors when they are shown to be errors; and adopt new views so fast as they appear to be true views. 
-  Make no explanation to your enemies. What they want is a squabble and a fuss; and that they can he if you explain, and they cannot have if you do't. 
- Avoid major conflict in the form of quarrels and arguements. You simply don't have time for it.
-  An entire Organization is never wisely sacrificed to avoid losing one or two small parts.

LINCOLN PRINCIPLES 3 ... œ Take advantage of confusion, desperation and urgency to exercise strong leadership.

- Seize the initiative and never relinquish it. 
- Don't give up all your key points of strength or the competition may "beat your brains". 
-  Never let your immediate subordinate take action upon your responsibility without consulting you first. 
- When making a decision, understand the facts, consider various solutions and their consequences, make sure that the decision is consistent with your objectives, and effectively communicate your judgement. 
- Remember that compromise does not mean cowardice.  œ Try ballots first; when ballots don't work, use bullets.

LINCOLN'S PRINCIPLES 4...  If you are a good leader, when your work is done, your aim fulfilled, your people will say, " we did it ourselves". 
-  Try not to feel insecure or threatned by your followers. 
-  Let the disputing parties work out their differeces by bringing them together and guiding their dailogue. 
-  Always let your subordinates know that the honor will be all theirs if they succeed and the blame will be yours if they fail. 
- Write letters to your subordinates making the personal acknoledgement that they were right and you were wrong. 
-  When your subordinates come with good ideas, let them go aheaD and try. But monitor their progress. 
-  If your commanders in the field can't be succesful, neither can you or your executive staff. 
-  Never forget that your organization does not depend on the life of any one individual. 
-  The greatest credit should be given to those inyour organization who render the hardest work.

LINCOLN PRINCIPLES 5... á  Unite your followers with a "corporate mission". 

A  Set specific short term goals that can be focussed on with intent and immediacy by subordinates. 
-   Those leaders who achieve something at the head of one group will eclipse those who do nothing at the head of hundred.  á

 Sometimes it is better to plough around obstacles rather than to waste time going through nothing. 
-  Leave nothing for tomorrow which can be done today. 
-  Your war will not be won by strategy alone, but more by hard, desperate fighting. 
-  Your task will neither be done nor attempted unless you watch it everyday and hour, and forceit. 
-  Remember that half finished work generally proves to be labour lost.

LINCOLN PRINCIPLES 6...  Choose as your chief subordinates those people who crave responsibilities and take risks. 

- Go out into the field with your leaders, and stand or fall with the battle. 
- If employees gripe about one of their chief supervisors, and complaints are true, do not be afraid to remove him. 
- Give your followers all the support you can, and act on the presumption that they will do the best they can with what you give them. 
- Provide your managers a 3/5 month grace period to see if they will take action and perform adequately. 
- If they don't perform adequately, ease them out of power gradually, always giving them ample time to turn it around. 
- Beware of subordinates who keep piling up inforation without ever really accomplishing anythig.   Coach and counsel a new executive so that he or she may get off on the right foot.

Remember, you want him to succeed.   Do not forget that aggressive leaders tend to choose employees in their own image.  

Let the thing be pressed.

LINCOLN PRINCIPLES 7...  When the occasion is piled high with difficulty, rise with it. Think anew and act anew. 

-   Don't lose confidence in your people when they fail. 
-  Let your subordinates know that you are always glad to have their suggestions. 
-  If you never try, you'll never succeed. 
-  Except in matters of broad policy, encourage subordinates to take action on their initiatives, without waiting for orders.

-  Remember that the best leaders never stop learning.
-  Surround yourself with people who really know their business, and avoid "yes" men. 
-  Be quick and decisive at employing new advances and make every attempt at getting new weapons into your soldiers hands immediately.

Lasting Change

The Eight Key elements of Gathering followers to become New Citizens

When people become the new citizens, they:

1. Become contributing members of their group
2. Openly seek and encourage others opinions
3. Accept that different view points are ultimately helpful
4. Are comfortable stating an issue in their own words
5. Express their views about an issue
6. Are willing to experiment for a period of time with someone else's idea even if they don't agree
7. Understand that all group members must support the final decision
8. Are willing to take responsibility for communicating and implementing the final decision

1. Become contributing members of their group

Recognize that in creating and being open to new ideas, you must take responsibility to step forward and express your ideas.  Bystanders have no place in a Shared Values environment.

This puts a responsibility on the shoulders not just of the group leader, but of each group member.  The goal: a group of citizens who are contributing members who actively speak up.

2. Openly seek and encourage others opinions

Good decisions grow out of a process that begins with gathering information as a first step, and then seeking other people's opinions.  Full support only comes when people understand what the decision was based on and have had time to be a part of the discovery process.

Once a direction for a decision is proposed, all those who will be affected must be brought on board.  You must spend the necessary time at this in the building of consensus, or you will be forced to do it later on, to overcome the inevitable pushback.

3. Recognize that different viewpoints are ultimately helpful

Rather than detracting from the progress towards reaching a decision, different viewpoints can add spice and life to the discussions.  Without these contributions, choices become limited and opportunities diminished.

Ask yourself these questions:  Do I accept different opinions? Do I help create an open atmosphere?  Would others say I am open to new ideas?  Have I thought of ways to improve openness in meetings?  Have I overcome rigid thinking?

4. Learn to be comfortable stating the issue in your own words

In a group that's working together effectively, everybody participates.  That doesn't mean everyone has to have the floor for five minutes at every meeting;  it doesn't mean everyone has to offer an opinion on every issue that's raised.  But it does mean that, over time, everyone in the group should be making regular contributions.

Though you don't need to have an opinion on every subject, when you do not have one, you have a responsibility to speak out.  If you stay silent, you give up your franchise - diminishing both yourself and the organization.

A lot of people, feeling they may be unpopular, prefer to remain quite, claiming they don't have enough information to voice an opinion.  The group needs to help these people understand they have an obligation to gather or become familiar with enough information to grow into a contributing member of the group.

On the other hand, sometimes people are reluctant to speak up for a valid reason: the environment may not be safe for voicing an opinion.  When this happens, the organization needs to be open enough that people can speak about the problem and expect that changes will be made.

5. Make sure you express your opinions about the issue

We have an obligation to express opinions, and to do so appropriately.

6. Be willing to experiment for a certain period of time with a solutions, even if you don't agree

A lesson from the best organizations:  people may have their disagreements, but once an issue is decided, it's whole heartedly supported by the entire group or organization.  In the early 1970s, the Nordstrom chain looked at expanding from a highly regarded shoe store into women's clothing.  (It's not so much the Nordstrom management success as its values that explains why it is so often used as an example in business books.)  The decision to expand followed this very principle:  one of the three brothers had a vision that included moving into women's clothing;  the other two adamantly opposed the idea arguing," How can we expand into an industry that we have no real background in?"  Yet,  the one brother was able to ask the other two to experiment for a period of time.

The brothers joined hands in the effort, working side by side to make it work.  In the beginning it was rough going, and it wasn't until the fifth year that they were enjoying great success.  They had seen it through because two of the brothers had been willing to experiment for a period of time with something they did not initially support.

The real key lies not in making a decision - that's the easy part;  the difficult part is getting the support and commitment to find out if it will work.

7. Understand that all group members must support the final decision

Even when you have been careful to build consensus, you need to be prepared for some pushback after the fact.  Don't reject the pushback and objections; listen to them.  However, you or your team is under no obligation to change the decision.

After you have listened, acknowledge the information.  Then you have several options: You can respond immediately to the new ideas, modifications, or requests.  Or you can reserve reacting to their comments, telling those who oppose your decision that you need to think about their remarks.  Or you can ask them to support the existing with the provision that it is an experiment and if it doesn't work, you will be open to other approaches.

8. Be willing to take responsibility for communicating and implementing the decision

Once an organization is successful in moving away from the old mode where workers and supervisors merely carried out orders and ideas generated at the top of the pyramid, where employees were passive, compliant bystanders, the roles of communicating and implementing become essential.

Today, each member of the staff, regardless of their role, needs to understand why things are done the way they are - not blindly accepting the status quo but being a partner in creating an evolving approach to business operations.  In fact, if enough members of the organization don't want to get involved, they become a liability to the entire operation.

Organizations can no longer tolerate the bystanders who remain on the sidelines, keeping silent but creating tension and mistrust.

From the book "Lasting Change" by Lebow & Simpson

http://biznavigator.topcities.com/professional_education.htm

"20 Qualities Smart people have "

In today's competitive world, it pays to be smart.

No matter how smart you are, I am sure there is something you
could "get smarter" about.

Below are some qualities of smart people.

As you read the list, ask yourself:

"Am I as smart as I could be in this area?  How could I get smarter?"

Smart People...

1. Make Decisions Intuitively
Smart people listen to and follow their intuition.

They know how intuitions and insights come to them and are tuned-in
internally to make wise decisions.

2. Are Self-Aware
Smart people are aware of who they are--- strengths, weaknesses,
personality, values, etc.

As Confucius once said, "He who knows others is wise, he who knows
himself is enlightened," they know that the most important (and
interesting) thing to know about is "self".

3. Use Active Reflection
Smart people reflect on and learn from past experiences, finding out
what works and what doesn't, and then adjusts their course of action
as needed.

They think about things before jumping in, and also take the time
after-the-fact to actively reflect to fully understand what happened
or didn't happen.

4. Think Out-of-Box
Smart people can easily entertain new ideas, thoughts, and ways of
doing things.

They crave progressive and forward thinking information, concepts,
and people.

They often come up with new and radical ideas on a regular basis.

5. Have An Open Mind
Smart people are open to different perspectives and see potential
where most people don't.

They would agree with what the quote, "A mind is like a parachute, it
only functions when it is open".

They are comfortable with paradoxes and can relate to many sides of
an issue or opinion.

6. Are Responsive
Smart people recognize and respond quickly to opportunities and
people.

They act and react fast, and take care of what needs to be taken care-
of, well ahead of schedule.

7. Are Resourceful
Smart people don't have to know it all, but they do know where to go
to get whatever information, resources, training, education that they
need.

They are well networked and have people to call on for resource
referrals.

8. Question Authority
Smart people think for themselves.

They do not blindly believe things so-called "experts" say, in fact,
they ask deep questions to discover their own truth.

9. Upgrade Their Brain
Smart people stay smart because they are committed to being a
lifelong learner.

They continuously learn new things, and stay current with their
skills, attitudes, and beliefs.

10. Have a Sense of Humor
Smart people do not take themselves or life too seriously.

They recognize the importance of finding the fun in the irony and the
comedy of everyday life.

11. Take Risks
Smart people are willing to try out new things, knowing that if it
doesn't work out as intended, failure is often cleverly disguised as
a learning opportunity.

They "swing out there" often, and it usually pays off.

12. Trust Themselves
Smart people believe and trust themselves first and foremost.

They don't have to check with others to make decisions, they
instinctively know what is right for them and they go for it!

13. Write and List Things on Paper
Smart people have a well-developed life strategy that includes a
written life vision/mission, purpose, and goals statement.

They also write lists---one for "have to do's" and one for "want to
do's."

14. Are Productive
Smart people get things done, through whatever organizational/time
management system that works for them.

They make the most of each day and take action on important life
tasks each and everyday.

15. Use Discernment
Smart people are able to discern (see clearly) other's reasons and
motives, so they selectively choose who and what to align themselves
with. They surround themselves with only the highest quality people,
programs, and places.

16. Read, Read, Read
Smart people tap into the collective brainpower of others by reading
books, magazines, articles---anything that is helpful for their own
development.

They are also able to filter out the information that fits for them
and let the rest go.

17. Value Learning
Smart people value the process of learning for learning's sake.

They do not just learn for a specific end---to get a certificate,
degree, title, etc. They learn because it is intrinsically rewarding
for them.

18. Teach Others
Smart people are the teachers of the world, who share their knowledge
with other people.

They put themselves out there so the rest of us can benefit, and in
exchange, their own learning grows and develops because they are
actively talking about, researching, and understanding their subject.

19. Reinvent Themselves
Smart people do not like to stay the same, they love to grow and
develop.

They often play with their image, brand, company name, and expand or
change it entirely.

To stay ahead of the game, they often reinvent themselves time and
time again.

20. Are Students of Life
Smart people not only know about specific subjects and topics, but
also about what it means to be a human being at this time in our
evolution.

They are insatiably curious and want to know more about becoming
bigger and brighter, as a result they naturally evolve.

As Lao Tzu said, "To gain knowledge, add things everyday.  To gain
wisdom, remove things everyday."

This is so true, our brain is like a computer and in order for it to
function at a higher level, we must always be adding, while
simultaneously taking away information that no longer serves us.

http://biznavigator.topcities.com/madeinjapan.htm

This is from the Book "Made in Japan" by Akio Morita. It is a very good book to read.

Read "I" in this article as Mr. Akio Morita

It's All in the family: There is no secret ingredient or hidden formula responsible for the success of the best Japanese companies.  No theory or plan or government policy will make a business success; that can only be done by people. The most important mission for a Japanese manager is to develop a healthy relationship with his employees, to create a family like feeling within the corporation, a feeling that the employees and managers share the same fate.  Those companies that are most successful in Japan are those that have managed to create a shared sense of fate among all employees, what Americans call labor and management, and the share holders.

I have not found this simple management system applied anywhere else in the world, and yet we have demonstrated convincingly. I believe, that it works.  For others to adopt the Japanese system may not be possible because they are too tradition bound, or too timid.  The emphasis on people must be genuine and sometime very bold and daring, and it can even be quite risky.  But in the long run - and I emphasize this - no matter how good or successful you are or how clever or crafty, your business and its future are in the hands of the people you hire.  To put it a bit more dramatically,  the fate of your business is actually in the hands of the youngest recruit on the staff.

That is why I make it a point personally to address all of our incoming college graduates each year.  The Japanese school year ends in March, and companies recruit employees in their last semester, before the end of the school year they know where they are going.  They take up their new jobs in April.  I always gather these new recruits together at headquarters in Tokyo, where we have an introductory orientation ceremony.  This year I looked out a to more than seven hundred young eager faces and gave them a lecture, as I have been doing for almost forty years.

'First,' I told them, 'you should understand the difference between the school and the company.  When you go to school, you pay tuition to the school, but now this company is paying tuition to you, and while you are learning your job you a burden and load to the company.

'Second, in school if you do well on an exam and score one hundred percent, that is fine, but if you don't write anything at all on your examination paper, you get a zero.  In the world of business, you face an examination each day, and you can gain not one hundred points but thousand points, or only fifty points. But in business, if you make a mistake you do not get a simple zero.  If you make a mistake, it is always minus something, and there is no limit to how far down you can go, so this could be a danger to the company.'

'We did not draft you.  This is not the army, so that means you have voluntarily chosen Sony.  This is your responsibility, and normally if you join this company we expect that you will stay for the next twenty or thirty years.

'Nobody can live twice, and the next twenty or thirty years is the brightest period of your life. You only get it once.

'When you leave the company thirty years from now or when your life is finished, I do not want you to regret that you spent all those years here.  That would be a tragedy. I cannot stress the point too much that this is your responsibility to yourself.  So I say to you, the most important thing in the next few months is for you to decide whether you will be happy or unhappy here.

So even though we recruited you, you cannot, as management or a third party, make other people happy; happiness must be created yourself.'

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