Positive criticism meaning,money making secrets of mind power masters pdf,meditation for beginners jack kornfield pdf free download - Step 3

admin | reflection of the past meaning | 21.03.2015
These negative people in our society who talks behind our back or criticizes us openly are not lesser than the marshy land.
What to do in these circumstances, when you get caught with these negative people while socializing? Not going at such thrilled places because of the negative people will isolate you, the way it did me. Now, whenever I go to parties or socialize with others, I just ignore the criticisms with my beautiful smile and never let their negativity enter in my soul.
In garden, you may get few thorns as well but because of these, will you stop visiting the garden? If you will ask me to categorize into different categories, I will divide them in to just TWO categories. One who understand and learn the Life lessons at right time, others whom Life teaches the lesson.
Finally, I can draw two categories, one I call it Mature-Optimist and other I call it Immature-Pessimist. Enter your email address to follow this blog and receive notifications of new posts by email.
This entry was posted in Life, Motivational, Positive Thinking, Thought For The Day, Words of Wisdom, Work and tagged criticism, self improvement. Do you help bring out the best in your people or do you inadvertently hold them back from superior performance? In almost all organizations, some leaders pave the way for their employees to do their best work, and others inadvertently make things much harder than they should be. It is hardly conceivable that the majority of bosses arrive at work each day with fresh ideas on how to actively scuttle the efforts of their teams. The good news is that any leader can escape the hindrance trap—or perhaps even avoid it altogether. Leaders compound the problem when they fail to encourage honest, complete feedback from their employees. We know that leadership acculturation, lack of honest feedback, and the mask of success combine to draw many bosses into the hindrance trap (see Exhibit 2).
When intent from the top is not clear, middle managers often create their own strategies to help focus resources on specific initiatives and activities. She was victimized by a senior leader who was caught in the hindrance trap, but she confided that she was also setting unrealistic expectations for members of her team who, in turn, experienced similar work–life imbalances.
For some organizations, it has become the norm to expect employees to work on six projects at 20 percent each, in addition to fulfilling a range of day-to-day responsibilities. In considering these results, it’s important to differentiate between types of policies. Some readers may have heard stories about a study that illustrates the inertia of business policies. Next the researchers removed another of the original five monkeys and replaced it with a new one. The three questions addressing strategic clarity, organizational capacity, and soundness of policies are crucial in identifying the extent to which leaders might be hindering more than helping. Freeing yourself from the hindrance trap requires a certain degree of vulnerability (see Exhibit 3). Bosses caught in the hindrance trap frequently find out only after the damage has been done. Stayer admitted that he had been blinded by the earlier success and growth of Johnsonville; he believed success was the biggest obstacle to personal and organizational change.
Consider again the BP example, in which people at all levels of the organization struggled to make sense of two conflicting imperatives.
Jobs’s product development philosophy was the central engine that drove the company during its glory years. Aligning clarity of purpose and direction cannot be left to chance or to the variable strengths of different leaders down the chain.
After the subordinate officers have had time for initial planning, the commander reconvenes them and asks each one to share the statements being communicated to the troops and the broad outlines of their plans. Because leader’s intent provides clarity of purpose and direction, teams no longer waste time second-guessing unclear directives. Although leader’s intent should start at the top and become a common practice, midlevel managers can seek clarity of purpose and direction from those above and around them in the hierarchy. During these meetings, they can ask for feedback on their alignment with their own leaders. The third step on the ladder of escaping the hindrance trap is accounting for the organizational capacity required along the pathways from intent to results. Once superfluous activities have been cut, leaders can allocate resources according to the priority of the remaining projects and initiatives. Does the project provide interesting brand or marketing opportunities that deliver value to the company?
If the future of your company depends on the most important initiative, stop assigning people to focus on it only 15 percent of the time. Leaders don’t need to understand the complete details of how each project maps against organizational capacity.
The fourth step in freeing yourself from the hindrance trap is to eliminate or rewrite unhelpful policies. Two simple questions can help guide the process of eliminating or rewriting cumbersome policies. It can be challenging for individual leaders to get a clear picture of how they are hindering performance, especially when some of what they do is probably helping. More broadly, organizations can administer surveys to create a map of their hindrance trap terrain. In some cases, truly ineffective leaders might be flagged by the focus groups or broader surveys, and tough calls will have to be made. Are you willing to accept the possibility that others believe you are hampering their effectiveness? William Youngdahl is an associate professor specializing in strategy implementation and leadership development at the Thunderbird School of Global Management and the founder and CEO of a tech startup, 14falcons. The authors gratefully acknowledge Robert Herbold’s assistance in shaping their thinking on this article.
Articles published in strategy+business do not necessarily represent the views of the member firms of the PwC network.
The more you make yourself rigid and stay there, the more you go deeper inside the marshy land. Will you stop talking to incredible people who can inspire you, inject the positivity inside you and who can share life changing ideas? Put the wings on your back and keep visiting numerous people no matter what they talk about you or how they react at your entrances or exits. I filter out their negative impacts and receive positive vibrations from the environment, the way modern air conditioners filter out dust particles and provide you chilled air and give you soothing experience.
If I will ask you to categorize the types of people according to their emotions and the way they behave, how many categories will you draw? If you are planning to do something great and incredible, which can drop an impact on the world then you have to cross a lot of barriers and obstacles and these barriers are living bodies, called Critics and obstacles which they throw on you are coined as Criticisms.

I simply love facing critics and as I said earlier, if taken smartly we can learn a lot from them and their harsh speeches. Be a strong receiver and learn as much as from these negative givers and turn your life into positive.
Everyone else is already takenTo do good is noble quotesAsk not what your country can do for you - John F. However, in surveys and interviews with more than 250 working professionals in 37 countries, we’ve found that 51 percent of employees across the full spectrum of organizational performance believe initiatives tend to succeed despite, not because of, their leaders. Rather, they are lured into what we call the hindrance trap—a cognitive bubble in which leaders erroneously conclude that the success of their teams is a reflection of their good leadership. It’s a process that begins with recognizing that hindrance is a real organizational disease, one with a set of specific symptoms you can diagnose.
When things aren’t going well, leadership behaviors tend to be readily highlighted as a root cause.
The first step in diagnosis is therefore to pause for a moment and consider the way you lead.
Reaching down and across the organization to solicit unvarnished feedback, both formal and informal, can help a leader gain a better appreciation of the realities on the ground.
The assumptions embedded within the process of achieving clarity in the middle of the organization can lead to well-coordinated activities that head in the wrong direction. On April 20, 2010, the oil and gas giant reported a catastrophic failure at its Macondo well in the Gulf of Mexico. The incongruence first showed up in 2005, when a massive explosion at BP’s Texas City, Texas, refinery killed 15 people and injured 170, following cuts in preventive maintenance enacted in order to achieve aggressive financial goals.
Do our leaders account for and respect the need for the organizational capacity required to carry out their strategic intent?
She had essentially become a hindrance trap conduit, assuming that others would also do whatever it took to live up to the often highly unrealis-tic expectations of the senior leader.
Overloaded employees sometimes deliver remarkable results and make their bosses look good for a season, but they cannot sustain these high levels of productivity. Those designed to ensure regulatory or safety compliance might not aid superior performance, but avoiding the consequences of being out of compliance makes them necessary.
Researchers placed five monkeys in a cage with a set of stairs in the middle leading to a banana, which dangled high above on a string.
To the newcomer’s surprise and horror, all the other monkeys blocked its way to the banana. Leaders can’t afford to avoid these questions simply because they are achieving a high degree of success or because they may not like the answers.
You need to be willing to honestly examine your role in hindering or helping progress along an organization’s strategic pathways.
But some enlightened leaders do have the self-awareness to discover, and the courage to admit, that they are getting in the way—and to take corrective action. Instead of simply declaring a new strategic direction, he sought more up-front engagement and accountability from those involved in the work of implementing those plans. He realized that the control he had over the organization was misdirected and that he had become too removed from day-to-day realities as the structure of the organization had evolved. Assumptions and competing objectives discounted the safety ethic in favor of making the numbers. In Steve Jobs’s second term as CEO, Apple benefited hugely from his abundant clarity with respect to design, form, and functionality. An organizational process is needed to drive alignment consistently throughout the organization. These follow-up meetings create a degree of alignment that does not exist in many corporations. Leader’s intent is a process for verifying alignment of purpose and supporting implementation plans at each handoff in the path from strategy to results.
Managers should ask for a few minutes to present the purpose and direction they are sharing with their teams and the broad outlines of their implementation plans. This approach is more productive than asking leaders to restate their unclear or unspoken statement of purpose and direction.
A good starting point is to decide which initiatives have outlived their usefulness and should be eliminated to make room for new programs. Assign the right people to focus on the project full time, get it done, and then move on to the next project on the priority list. They do, however, need to be sensitive to the possibility that important new initiatives may conflict with existing workloads. First, does the policy protect the organization from violating safety, legal, or regulatory standards?
Before these policies were put into place, government auditors would simply assess the level of compliance to given product specifications. More likely, awareness of hindering combined with application of the straightforward approaches we have shared will yield rapid and significant benefits.
Herbold served as chief operating officer at Microsoft and is now managing director of the Herbold Group LLC, a consulting business focused on executive training and profitability. 8, 2013: Sound prescriptions for shifting from hindering corporate governance to focus on truly helping BUs sustain profitability.
Reviews and mentions of publications, products, or services do not constitute endorsement or recommendation for purchase. This doesn’t mean, I was like ‘not-to-mingle’ person but I was worried, what people will say about me. The more time you spend with them, more unhappiness will start revolving around your soul like satellites orbiting around the planets. But when I got to know my mistake, suddenly I worked on it and changed my attitude and it changed my life.
Going there and not talking to beautiful people is like walking in the beautiful garden and avoiding the fragrances of the beautiful flowers. I have seen many people in my professional as well as personal life who get carried away by these irrelevant criticisms. As a result, organizations are settling for less than what they could achieve if they had more self-aware leaders throughout their hierarchies.
As managers move up the ranks, they are encouraged to think big and leave the details to others. Have you reflected on the role that you play in helping your teams deliver positive performance outcomes?
It’s best to turn to outsiders to help facilitate feedback about potentially hindering leadership behaviors. Even in successful organizations, we found that only 56 percent of employees believed their leaders were providing clarity of purpose and direction. When all was said and done, 11 people had lost their lives and an estimated 4.9 million barrels of oil had seeped into the Gulf. Even if leaders are clear on strategic intent, they can do more harm than good if they fail to consider the resources required to deliver results. Leaders at all levels in the organization set policies that govern how decisions are made and executed. Whenever any monkey tried to climb the stairs, the other monkeys were sprayed with cold water.

Joining the attack was the previous newcomer, who took part in the punishment with enthusiasm.
They need to consider how much better their people could perform with help rather than hindrance. At the risk of sounding like a 12-step program, the first step in escaping the hindrance trap is to recognize that you have a problem. If you are a leader somewhere in the middle of the organization, the solution focuses on both you and others.
During Jobs’s absence, the company had lost its focus, and along with it the true sense of what made Apple great. In retrospect, despite his other leadership limitations (some of which may well have hindered employees), it is evident that Steve Jobs had not only the necessary clarity and focus but also the ability to communicate it very crisply, and often very sharply, down the line so that everyone associated with the company clearly understood what was expected of him or her. Effectively managing capacity means not just ensuring your employees aren’t overloaded, but ensuring that the right people are working on the right things at the right time. If the policy helps ensure compliance, leaders should still ask themselves if there is a better way to structure the policy to ensure compliance in the most efficient and effective way possible. Once the company implemented these new policies, government auditors assessed the extent to which the company complied with product specifications and the extent to which the company complied with its own policies on how to achieve product specification compliance.
During the process, leaders realized that the origins of many policies could not be traced. Asking the three guiding questions of yourself and other leaders is an important starting point. Entertaining these people are waste of energy, time and most importantly spoiling our mood and soul. But the prevalence of this phenomenon even in successful organizations (as defined by respondents to our surveys) is eye-opening. Others may not believe that it is their job to offer unsolicited developmental advice to their superiors. Do you proactively seek feedback from your teams about potential pressure points that line the pathways to successful strategy execution? In our own experience, for example, we have concluded that individuals feel freer to speak with us about leaders who hinder them than they do to speak with their boss or an HR professional.
We found that a mere 26 percent of employees in successful organizations believe their leaders account for organizational capacity when rolling out initiatives.
We found that only 36 percent of employees in successful organizations believe their leaders set policies that help the organization achieve superior performance. Many others tend to be based on the personal preferences of senior leaders or long-standing tradition and may not reinforce current best practices. In fact, many once-useful policies might actually evolve to undermine effective work practices. One by one, all the original monkeys were replaced, until none had ever been sprayed with cold water.
Stayer recognized that he had hindered the ability of employees to take on responsibilities and hold themselves accountable for positive performance. He cut the layers of hierarchy from six to three, which helped ensure a shared understanding of the real organizational capacity required to deliver results. In his book Steve Jobs, biographer Walter Isaacson described how Jobs led his first product strategy review meeting by asking the assembled team a series of simple questions about what products he should recommend to his friends and what aspects of Apple’s history were evident in the designs the teams were working on. For example, you can use lower-priority projects as development opportunities for less experienced leaders. Leaders must also state clear priorities and be willing to let go of some initiatives to make room for others. Second, does the policy help focus talent and energy in ways that improve key business outcomes? The policy added significant product development time and resulted in an additional unintended consequence. Other policies had no mechanisms in place for ensuring compliance and no consequences for being out of compliance. Using external facilitators to pose the questions to employee focus groups can also be particularly effective in identifying hindrance traps throughout organizations. Shape survey items to address strategic clarity and purpose, organizational capacity, and company policies.
Socializing with people and rubbing shoulders with them for me was like walking alone in timorous and terrified midnight in the jungle.
According to our research, your employees are more likely to view you as an obstacle to their effectiveness than as an enabler of it—and that holds true whether your organization is successful or stumbling. They include a lack of clarity on purpose and direction, failure to consider the organization’s capacity, and useless policies (see Exhibit 1). Our research shows that only 46 percent of leaders in successful organizations are perceived as supporting speak-up cultures. By June 2013, BP had concluded its cleanup operations for Mississippi, Alabama, and Florida, but the cleanup of Louisiana continues today with no clear end in sight.
The panel concluded that issues of management quality and lack of clarity in role definitions and responsibilities were largely to blame. For example, a senior leader in a pharmaceutical company we studied instituted a 10-slide limit for PowerPoint presentations, ostensibly to focus attention on the important issues. Leaders may unwittingly find themselves hindering progress if they stifle constructive criticism of organizational norms and practices. Proven high performers lose interest quickly in low-priority projects, but less experienced leaders will be eager to prove themselves. The company could meet or exceed design specifications but still be out of compliance if it didn’t follow, to the letter, its policies on how to achieve compliance. Design the survey to collect both scaled responses and open-ended comments, which often help in interpreting numerical responses. Our research also indicates that leaders’ hindrance, left unaddressed, will eventually exact a stiff toll on employee engagement and morale, no matter how strong the latest quarterly report. Your answers to these introspective questions are one good way to assess your propensity to hinder your employees’ effectiveness. However, he was unwilling to relax the expectation that presenters should be prepared to discuss fine-grained detail on any number of different issues when called upon to do so during their presentation. Leaders recognized that the creation of such internal policies could be traced back to specific individuals reacting to isolated negative events that could be prevented through other means. To make matters worse, a pattern of hindrance will drive up the rate of churn among the highest performers.
Once certain patterns of behavior take root, they can be frustratingly slow to change even after they have been identified.
Anxious presenters were known to labor over getting their presentations down to 10 slides, while producing 100 backup slides to address whatever questions might arise. Armed with this awareness, they began streamlining or eliminating certain policies in favor of achieving quality and compliance through a heightened focus on product and process design. The average performers might silently suffer the consequences of a boss stuck in the hindrance trap, but high performers can hardly be expected to be as patient.

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  2. BLADEO — 21.03.2015 at 18:23:31 Obtained something religious out and a renewed passion for all.
  3. PIONERKA — 21.03.2015 at 16:24:21 The practice of purposely focusing has to resolve the issues at home meditation.
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