Monday, July 27, 2009
The day's Toast ;)
Sunday, July 26, 2009
The day's Toast ;)
Friday, July 24, 2009
!!! Lighter side !!! laugh your heart out !!! # 5
Maid: What do you want, sir?
Visitor: I want to see your master.
Maid: What’s your business, please?
Visitor: There is a bill...
Maid: Ah! He left yesterday for his village...
Visitor: Which I have to pay him...
Maid: And he returned this morning. :)
A foreign tourist hired a guide to take him around
Red Fort at
took to build.
Twenty years, replied the guide.
You Indians are a lazy lot. The tourist said. .In my country, this could have
been built in five..
At
build.
Only ten years, said the guide.
The tourist retorted: .You Indians are slow! We can construct such buildings
in two-and-a-half..
In this fashion the tourist claimed that every building he admired could have
been built in his country in quarter the time. Finally, when they reached the
Qutab Minar and the tourist asked what it was, the guide replied: .I don’t
know. It wasn’t there yesterday evening... ; )
Courtesy : Internet
Wednesday, July 22, 2009
The Seed ... " As you sow, So you reap "
"Whatever You Give To Life, Life Gives You Back"
I recieved the below passage as a forward to my mail. I liked it.
It occurred to me that I should blog it and so did I.
Hope you'll like it too...!!!
A successful business man was growing old and
knew it was time to choose a successor to take over the business.
Instead of choosing one of his Directors or his children,
he decided to do something different. He called all the young
executives in his company together.
He said, "It is time for me to step down and choose the next CEO.
I have decided to choose one of you. "The young executives were
Shocked, but the boss continued. "I am going to give each one
of you a SEED today - one very special SEED. I want you to plant
the seed, water it, and come back here one year from today with
what you have grown from the seed I have given you. I will then
judge the plants that you bring, and the one I choose will be
the next CEO."
One man, named Jim, was there that day and he, like the others,
received a seed. He went home and excitedly, told his wife the
story. She helped him get a pot, soil and compost and he planted
the seed. Everyday, he would water it and watch to see if it had
grown. After about three weeks, some of the other executives began
to talk about their seeds and the plants that were beginning to grow.
Jim kept checking his seed, but nothing ever grew.
Three weeks, four weeks, five weeks went by, still nothing.
By now, others were talking about their plants, but Jim didn't have
a plant and he felt like a failure.
Six months went by -- still nothing in Jim's pot. He just knew he
had killed his seed. Everyone else had trees and tall plants, but
he had nothing. Jim didn't say anything to his colleagues, however.
He just kept watering and fertilizing the soil - He so wanted the
seed to grow.
A year finally went by and all the young executives of the company
brought their plants to the CEO for inspection.
Jim told his wife that he wasn't going to take an empty pot.
But she asked him to be honest about what happened. Jim felt sick
to his stomach, it was going to be the most embarrassing moment
of his life, but he knew his wife was right. He took his empty pot
to the board room. When Jim arrived, he was amazed at the variety
of plants grown by the other executives. They were beautiful --
in all shapes and sizes. Jim put his empty pot on the floor and
many of his colleagues laughed, a few felt sorry for him!
When the CEO arrived, he surveyed the room and greeted his young
executives.
Jim just tried to hide in the back. "My, what great plants, trees,
and flowers you have grown," said the CEO. "Today one of you will
be appointed the next CEO!"
All of a sudden, the CEO spotted Jim at the back of the room with
his empty pot. He ordered the Financial Director to bring him to
the front. Jim was terrified. He thought, "The CEO knows I'm a
failure! Maybe he will have me fired!"
When Jim got to the front, the CEO asked him what had happened
to his seed - Jim told him the story.
The CEO asked everyone to sit down except Jim. He looked at Jim,
and then announced to the young executives, "Behold your next
Chief Executive Officer!
His name is Jim!" Jim couldn't believe it. Jim couldn't even grow
his seed.
"How could he be the new CEO?" the others said.
Then the CEO said, "One year ago today, I gave everyone in this
room a seed. I told you to take the seed, plant it, water it,
and bring it back to me today. But I gave you all boiled seeds;
they were dead - it was not possible for them to grow.
All of you, except Jim, have brought me trees and plants and
flowers. When you found that the seed would not grow, you
substituted another seed for the one I gave you. Jim was the
only one with the courage and honesty to bring me a pot with
my seed in it. Therefore, he is the one who will be the new
Chief Executive Officer!"
* If you plant honesty, you will reap trust
* If you plant goodness, you will reap friends
* If you plant humility, you will reap greatness
* If you plant perseverance, you will reap contentment
* If you plant consideration, you will reap perspective
* If you plant hard work, you will reap success
* If you plant forgiveness, you will reap reconciliation
So, be careful what you plant now;
It will determine what you will reap later...
The day's Toast ;)
Tuesday, July 21, 2009
The day's Toast ;)
Monday, July 20, 2009
The day's Toast ;)
It has been a very constructive and productive day...
Sunday, July 19, 2009
The day's Toast ;)
I read something interesting >>>
Saturday, July 18, 2009
Business Model under construction >>>
Wednesday, July 15, 2009
Recession Cartoon # 2
Fuel your fire !!! Inspirations in the day's cup !!! # 6
Try It a Different Way
Bobby Moresco grew up in New York's Hell's Kitchen, a tough working-class neighborhood on Manhattan's West Side. But Hell's Kitchen lies right next door to Broadway, and the bright lights attracted Bobby from the time he was a teen. Being stagestruck was hardly what a street kid could admit to his buddies. Fearing their ridicule, he told no one, not even his girlfriend, when he started taking acting lessons at age 17. If you were a kid from the neighborhood, you became a cop, construction worker, longshoreman or criminal. Not an actor.Moresco struggled to make that long walk a few blocks east. He studied acting, turned out for all the cattle calls -- and during the decade of the 1970s made a total of $2,000. "I wasn't a good actor, but I had a driving need to do something different with my life," he says.
He moved to Hollywood, where he drove a cab and worked as a bartender. "My father said, 'Stop this craziness and get a job; you have a wife and daughter.' " But Moresco kept working at his chosen craft.
Then in 1983 his younger brother Thomas was murdered in a mob-linked killing. Moresco moved back to his old neighborhood and started writing as a way to explore the pain and the patrimony of Hell's Kitchen. Half-Deserted Streets, based on his brother's killing, opened at a small Off-Broadway theater in 1988. A Hollywood producer saw it and asked him to work on a screenplay.
His reputation grew, and he got enough assignments to move back to Hollywood. By 2003, he was again out of work and out of cash when he got a call from Paul Haggis, a director who had befriended him. Haggis wanted help writing a film about the country after September 11. The two worked on the script, but every studio in town turned it down. They kept pitching it. Studio execs, however, thought no one wanted to see a stark, honest vision of race and fear and lives in collision in modern America.
Moresco believed so strongly in the script that he borrowed money, sold his house. He and Haggis kept pushing. At last the writers found an independent film producer who would take a chance, but the upfront money was so meager, Moresco deferred his salary.
Crash slipped into the theaters in May 2005, and quietly became both a smash hit and a critical success. It was nominated for six Academy Awards and won three -- Best Picture, Best Film Editing and Best Writing (Original Screenplay) by Paul Haggis and the kid from Hell's Kitchen.
At age 54, Bobby Moresco became an overnight success. "If you have something you want to do in life, don't think about the problems," he says, "think about the ways to get it done."
Tuesday, July 14, 2009
Fuel your fire !!! Inspirations in the day's cup !!! # 5
"Forget It -- Do Something Practical"
The 16-year-old schoolgirl dreamed of a profession studying wildlife in Africa, but the school's career counselor was "horrified" at this impractical idea. She thought taking pictures of people's pets would "make a nice little career."But Jane's mother said, "If you really want something, you work hard enough, you take advantage of opportunities, you never give up and you will find a way."
Never giving up meant traveling to the other side of the earth. It meant enduring physical hardship in the mountains of Tanzania. And it meant surviving a raid in which rebels captured people who worked with her and held them for ransom. All survived, and so did Jane Goodall's dream.
Her research documented the complex social behavior of chimpanzees -- animals that greet one another with a kiss or a hug, and make and use tools. Dr. Jane Goodall became known worldwide, and she changed the way we think about these remarkable creatures, all by doing the impractical.
Monday, July 13, 2009
Another page ..New people brighten my day ;)
Sunday, July 12, 2009
1st Sunday of this academic year..
Today ... wah, wat a day...
Saturday, July 11, 2009
Making the perfect sketch... Mastering the art of managing
How to Be an Effective CEO
First-time entrepreneurs are usually also first-time CEOs. When you look at your first business card that says CEO, don't forget that it is not necessarily telling the truth. You earn the title of CEO through your actions and your results. You still have your training wheels on.
Fortunately, there is probably more advice available on how to be an effective CEO than on almost any other subject. This chapter gives you a quick guide, but do invest the time to read the classics, particularly:
· "The Effective Executive," by Peter Drucker,
· "The 7 Habits of Highly Effective People," by Stephen Covey.
These are timeless classics. Their authors do not attempt to create any modern theory or expound on any particular business or market trend. The books work because they are based on observation. The authors observed effective people to find out what they did right.
The Effective Executive
Peter Drucker's "Effective Executive" was written in 1966. It is a slim tome and easy to read, even if the language is a bit dated. Drucker focuses on how to allocate time, because you can get more of almost any resource except time. His advice to find time for uninterrupted work is particularly relevant to today's multi-tasking world. He is also very clear about the need to allocate enough time for people. If you need an hour with someone, don't think you are being efficient by rushing through the meeting in 15 minutes.
CEOs allocate resources. The first resource they need to allocate is their own time.
One popular book today is "Now, Discover Your Strengths," by Marcus Buckingham. Drucker was a big proponent of accentuating a person's strengths rather than managing their weaknesses.
The 7 Habits of Highly Effective People
"The 7 Habits of Highly Effective People," first published in 1989, is a self-help book written by Stephen R. Covey. It has sold over 15 million copies. Covey observes the following habits in effective people:
Habit 1: Be proactive.
Change starts from within. Most people react to external forces. To lead effectively, you have to overcome that natural tendency.
Habit 2: Begin with the end in mind.
You cannot lead unless you know where you want to get to.
Habit 3: Put first things first.
This is similar to what Drucker recommends. You need to have a very clear view of what is important, so that you know what to spend time on. Note that this often means leaving your comfort zone by acting on tasks that you don't naturally like or feel competent in performing.
Habit 4: Think win/win.
Seek agreement and relationships that are mutually beneficial. In cases in which a win/win deal cannot be achieved, accept that agreeing on "no deal" may be the best alternative. In developing an organizational culture, be sure to reward win/win behavior among employees, and avoid inadvertently rewarding win/lose behavior.
Habit 5: Seek first to understand, then to be understood.
First seek to understand the other person, and only then try to be understood. Stephen Covey presents this habit as the most important principle of inter-personal relations. Effective listening is not simply echoing what the other person has said through the lens of your own experience. Rather, it is putting yourself in the mindset of the other person, listening empathetically for both feeling and meaning.
Habit 6: Synergize.
Through trustful communication, find ways to leverage individual differences to create a whole that is greater than the sum of its parts. Through mutual trust and understanding, people can often solve conflicts and find better solutions than would have been obtained through either person's own solution.
Habit 7: Sharpen the saw.
Take time out from production to build production capacity through personal renewal of the physical, mental, social/emotional, and spiritual dimensions. Maintain a balance among these dimensions.
Three Things a CEO Has to Do Well
This is all you need to do as a CEO:
1. Set direction and milestones (resisting the tempting distraction of juicy diversification). The ability to clearly say, "No, we are not doing that," is very important.
2. Allocate resources (both financial and human, starting with your time).
3. Hire and fire the top team (we have devoted a separate chapter to hiring an A-Team because this is much harder to say than do).
Making the Transition from Entrepreneur to CEO
Your average entrepreneur would probably say, "Yeah, right!" if told that they have to do only three things. The reality of a startup is that you usually have to do a bit of everything. You have to be product manager, if not the actual coder and designer. You become the chief marketing officer, chief financial officer, chief of just about anything that needs to get done.
This, of course, is unsustainable. You have to work out a transition plan that allows you to hire people to take over all the jobs that you currently do except the three CEO jobs.
Here are five tips for managing that transition:
1. Record how much time you spend on these tasks. Understand the process. You cannot hire for, outsource, or automate a task unless you understand it yourself. Look at this "chief of everything" phase as your chance to learn.
2. Recognize the reality that you are not an expert in these tasks. So K.I.S.S.
3. Understand the difference between "core" and "context" in your business. Core is what you have to do really well and do in-house. Everything else you can and should outsource.
4. Hire, outsource, and automate in proportion to the growth of your business. If you can manage five clients with everything else you are doing, and your two-year plan calls for 20 clients, hire someone who knows how to win and manage 20 clients (not someone who managed 1,000 clients at their last job). When you finally get the resources, there is a huge temptation to over-engineer.
5. Pay particular attention to hiring someone to do the one job that you love and could continue doing very competently (whether that is coding, design, marketing, sales, or finance). Holding on to this one job, your comfort zone, is hugely tempting. But it is a huge mistake that will prevent you from becoming an effective CEO.
(Info,data,pics) Courtesy : Internet
Friday, July 10, 2009
!!! Lighter side !!! laugh your heart out !!! # 3
Thursday, July 9, 2009
Fuel your fire !!! Inspirations in the day's cup !!! # 4
One life to live....Make the best of it ....
If You're Not Dead, You Can Get Better
Randy Kraus was paralyzed. His left side was useless. But his right hand was good enough to lift the barrel of a .38 to his temple.Once, he'd been a police officer in Fresno, California, and owned a private-eye agency. Once, he'd been strong and able. Now, he felt he was nothing.
His trouble started with Parkinson's disease, but it didn't end there. In July 2002, the 60-year-old Kraus went into the hospital for an operation that implanted electrodes in his brain to control the shaking. But during the operation, he had a stroke. He was paralyzed. The cop, the tough guy, the man who loved golf, "could think, but couldn't move."
Transferred to a rehab hospital, Kraus wanted the therapists to give it to him straight. "You may never walk again," they told him. "Maybe you won't even be able to talk."
Once home, he found he couldn't lift a fork or take a drink by himself. Physical therapy was so painful and slow. What did he have to live for?
So now Kraus held the gun against his head. Feeling the cold metal on his skin, he began to consider not his pain, but the pain he would cause his wife, daughters and grandchildren. He didn't pull the trigger.
And his exercise physiologist, Andrew Garud, didn't pull any punches with him. You are where you are, he told him. The pace would be slow; the pain would be real. "But as long as you are alive, you have the ability to get better."
After three months of working with Garud, Kraus wanted to see if he could stand.
He could. Then he took three steps, sat down and cried like a baby.
One step, as they say, led to another. Next he managed a short walk along the edge of a boxing ring in the health club where they worked out. It was the hardest fight of Kraus's life.
People at the gym cheered him on. Garud kept saying he could do more. Now, Kraus can brush his teeth and shave himself, get around the house with a walker. Little triumphs only the paralyzed can fully understand.
Wednesday, July 8, 2009
Fuel your fire !!! Inspirations in the day's cup !!! # 3
"There's Gotta Be a Better Way"
"There were times when I would lie in bed and think, I don't know how I'm going to pay that bill," Mangano says.
But she had a knack for seeing the obvious. She knew firsthand how hard it was to mop the floor. "I was tired of bending down, putting my hands in dirty water, wringing out a mop," Mangano says. "So, I said, 'There's gotta be a better way.' "
How about a "self-wringing" mop? She designed a distinctive tool you could twist in two directions at once, and still keep your hands clean and dry. She set out to sell it, first a few at flea markets.
Then Mangano met with the media. But would couch potatoes buy a mop? The experts on shopping TV were less than certain. They gave it a try, and it failed. Mangano was sure it would sell if they'd let her do the on-camera demonstration. "Brave little me. I said, 'Get me on that stage, and I will sell this mop because it's a great item.' "
So QVC took a chance on her. "I got onstage and the phones went crazy. We sold every mop in minutes."
Today she's president of Ingenious Designs, a multimillion-dollar company, and one of the stars of HSN, the Home Shopping Network. Talking about her household inventions is "as natural for me as it is for a parent to talk about their child," Mangano says.
Today one of her favorite products is Huggable Hangers. The thin, space-saving implements are the most successful gadget ever sold on HSN, with 100 million hanging out there in closets across the country. Of course, you couldn't possibly sell hangers on TV.
Tuesday, July 7, 2009
Fuel your fire !!! Inspirations in the day's cup !!! # 2
Dumb Kids Can't Jump
"Too dumb. You'll never graduate from high school," his elementary school teacher told seven-year-old Adam Zimmerman. Sure enough, he "failed" and was held back a grade.Being left behind by friends made him feel like "trash." But his teacher's cutting comment changed his life. It transformed a kid with dyslexia into a person driven to succeed.
"Just because one person says something, don't take their word," his mother told him. "Go out and prove them wrong. It's not about the disability; it's what you do about it."
Zimmerman did graduate from high school, and at 5'7" he excelled in two sports he was considered too small for: basketball and volleyball. He was MVP and All Conference in both.
That still wasn't enough to earn him a big-time college scholarship. So he went to a Division II school and worked on his game. And though a coach told him he'd never be a Division I basketball player, in his sophomore year he transferred to Marshall University in West Virginia, a Division I school. And he practiced and practiced. The following year he made the team as a walk-on player.
This May, the dumb kid who was too short graduated with a degree in sports management and marketing.
When he thinks back to that grade school teacher, he says, "I thank her for saying that. It's unbelievable how a person's words can stick in the back of your mind and push you to be more than what they say you can be."