Saturday, 29 March 2014

KEY ASPECTS TO KEEP IN MIND WHILE GIVING FEEDBACK



FEEDBACK IS NOT ONLY NEGATIVE
  • We often assume that Feedback is synonymous with Negative feedback.
  • It would be prudent to focus on perspectives, the positive and the developmental.



DON’T MAKE IT PERSONAL
  • Direct developmental feedback towards the behavioural traits or knowledge /experience that needs to be cultivated.
  • Do not attack the individual and make personal comments on him/her.



BE PREPARED AND BE CORRECT
  • Jot down the areas that you need to cover/give feedback on, before the meeting and use as a reference.
  • Negative feedback can impact a person’s life irreversibly so ascertain that your facts are correct before giving feedback.



BE HUMANE
  • Giving feedback good or bad is part of your job.
  • But just because organisations are becoming more and more performance focussed and less and less humane doesn’t mean that you should forget your humanity.
  • The person you are talking to is a human being and deserves to be treated with the necessary courtesy and thoughtfulness, irrespective of being in the bottom 10% or top 20%.


LISTEN
  • Don’t make it a one way sermon from your side, give the person receiving feedback a chance to respond.
  • Genuinely listen to what they have to say.



RECEIVING FEEDBACK
  • Don’t only give feedback also ask for it, a subordinate is also affected by your behaviour, so their feedback is also key to completing the process.



LIFE AFTER FEEDBACK
  • Plan the way ahead, let there be clarity on both sides.
  •  Let the person come back for clarifications a little later if they are not in a position to respond immediately.
  • Close the loop on doubts and concerns.


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Tuesday, 25 February 2014

What not to include in your resume


DONT…….

  1. Make claims to Knowledge or Experience you don’t have
  2. Highlight Failures or Setbacks in detail (discuss if, they come up in the interview)
  3. Mention details of References in the resume. Don’t Say References will be furnished…..They will be asked for at the right stage by the company
  4. Include irrelevant facts in your resume
  5. Have a 4- 5 page or more resume as far as possible


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10 THINGS TO WATCH OUT FOR IN A BOSS



1. INSPIRATIONAL 

Does your boss motivate you to do better, strive harder? Is he or she someone you can learn from and look up to?










2. COACHING


Does your boss believe in providing guidelines and counsel to team members? Alternatively, does he or she feel that an employee learns best when they work on their own?









3. EMPOWERMENT 


Will the boss give you some freedom to figure out what needs to be done and the best way to do it or does he or she believe that –It’s my way or the Highway!









4. TEMPERAMENT 


Does your boss display a calm and controlled demeanor? Does he or she jump on you or other team members for the slightest mistake?










5. TEAM PLAYER 


Will your boss hang you out to dry for job not done, or does he or she believe that correcting /reprimanding are best done in private while praising in public is awesome.






6. FEEDBACK 


Is your boss receptive to feedback from you or does feedback only travel downwards in your department? Does, he or she respond to or act on feedback given by you?









7. CREDIT FOR WORK DONE  


Is your boss confident and secure enough to give you credit for the work you do?








8. LONG HAUL OR SHORT TERM  PERSPECTIVE 


What you learn from a boss, your relationship with him or her will be determined by the kind of perspective the both of you have towards your respective careers. Are you in it to build a career? If either the boss or you is staying only until something better comes along ,you  might not gain sufficiently  in either in experience or learning .







9. POSSESSIVENESS 

If your career goals take you elsewhere ,maybe within or even outside the organisation, how will your boss respond ?Will he or she still keep in touch and appreciate you or will there be  a bitter parting?









10. BALANCE BETWEEN ORGANISATION AND INDIVIDUAL
 


The organisation has goals and targets to achieve. But individual employees are important too. How good is your boss in upholding, if not the greatest at least a decent equilibrium in your favour? Or are prospects, always stacked up against you? 







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Wednesday, 5 February 2014

IS LATERAL GROWTH REALLY GROWTH?




Pranav was really excited. His organisation was giving him an opportunity to move to marketing from his previous role as Manager -Marketing Co-ordination. An opportunity to acquire a whole new skill set. Yes, his new designation was a little unclear but that was cool with him. He had worked really hard for this opportunity and had, had to prove his competence to many to get here. When he shared his great news with his family, they wanted to know what his new designation was, when he would get his ‘promotion’ letter and what the pay hike was. Pranav’s excitement still remained, but it was now a few degrees lesser than before.

Why blame them? For many of us growth is synonymous with vertical growth .The concept of lateral growth has not gained the recognition and acceptance it should as yet and there are many a genuine reason for this.

Many organisations do make claims about their flat organisational structures and the fact that they have only 5-6 broad bands. But look closely and you will see that within each band there will be at least 3 levels of manager or VP etc. Some organisations also have multiple Managing Directors or Chief Operating Officers, the incumbents are usually heads of businesses. A bit confusing? We are like this only.

When an individual makes a lateral move he or she moves intra or inter-function. What happens as a result? If he or she finds acceptance they are likely to stick around. Moving jobs would not be high on their agenda on account of greater challenge and satisfaction. They would also bring to the department, a fresh perspective and radical thinking that any high performing /high potential individual brings to something new. 

The downside (if you call it that) is this person might need more coaching, a little more guidance that the typical candidate. Also one can’t except results from Day 1 there has to be certain latitude given. For these 2 reasons HODs are sometimes reluctant to let a new person from another function or department in. What will happen to their targets? Whose head will be on the block , if targets are not met? Pretty real concerns!

Another concern, at performance appraisals given the fact that the person has been given a new opportunity his increment might be downplayed or held back. A great downer for many an enthusiastic candidate, who might then prefer to keep to the beaten and well tested paths of vertical growth .Also while letting go of a well- trained resource there would be a degree of reluctance .Who will replace the high performer?

So while many organisations claim that they encourage lateral growth, the reality might be different. Don’t get me wrong. There are many organisations that do give people opportunities and at times encourage people to move laterally .We just need the numbers to increase and mind-sets all across to change. Only when entire organisations, meaning each and every department have a certain number of candidates moving each year as part of lateral movement and growth, only then there will be a level playing field and acceptance of lateral growth as the new growth model be greater. Business heads should prefer candidates with wider and inter or intra functional experience. Organisational strategies should be inclusive of the benefits of lateral growth. Think big and out of the box.

As the writer Joy Bell says, “The only way that we can live, is if we grow. The only way that we can grow is if we change. The only way that we can change is if we learn. The only way we can learn is if we are exposed. And the only way that we can become exposed is if we throw ourselves out into the open. Do it. Throw yourself.”

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TOP 10 MUST HAVES FOR THE TELEPHONIC INTERVIEW



What you don’t have?
The opportunity to interact face to face with the interviewer, to read the interviewers expressions for feedback on how the interview is going. 

What you got going for you?
Since it’s not face to face, you can keep you profile and any other material handy and for ready reference. Also, the interviewer can’t read your body language and judge you based on your appearance.

10 MUST HAVES FOR TELEPHONIC INTERVIEWS

1) RESPECT THE APPOINTED TIME
If the interview has been fixed for a certain time, please ensure that you are ready and are not still caught up at your workplace or worse in a meeting. If something unavoidable comes up unexpectedly, please inform the interview co-ordinator well in advance.

2) MAKE THE TIME
The interview might take longer than expected, it might start late. You can’t predict anything. So it’s better that despite our choc-a-block schedules, you allot sufficient time for the interview.

3) SOLITUDE
When giving a telephonic interview please ensure that you are not at work, in a crowded restaurant or any place where you might be interrupted midway, overheard or become conscious of what others are saying.

4) KNOWLEDGE IS POWER
Make sure you know who the members of the interview panel are .Look them up on Linked-in or the company website prior to the interview. Also ensure that you know whether the interview is just to go over your profile in brief, a technical interview or a structured personal interview.

5) CLARIFICATIONS
Don’t be in a hurry to rush through the interview. Since it is over the phone, do ensure that you have heard the question properly and ask for clarifications where required.

6) WELL TIMED PAUSES
While talking, also remember to give the interviewer a chance to respond and to ask questions. It is not a talkathon so don’t discourse endlessly.

7) TOO LONG SILENCES
While you have to give the interviewer a chance to respond, be ready to elaborate further on your responses if faced with silence from the other end. Also you could occasionally verify whether it’s okay to go on.

8) VOICE REPRESENTATION
In a face to face, we often rely on our magnetic personality or personal charm to a large extent to convey the fact that we are full of energy, verve and are right for the role. In a phone interview, your suitability will be judged a 100% based on the energy and enthusiasm in your voice. If you are extremely soft spoken, timid or too loud mouthed the interview can go south (i.e. downhill)

9) A FORMAL ATTITUDE
Yes they can’t see you. Nevertheless don’t be too lackadaisical or casual; you never know what gets conveyed over the phone.

10) ENSURE THAT THE INTERVIEW CONCLUDES ON A POSITIVE NOTE

Don’t forget to thank the panel and if possible try and take away some understanding of what the next step is. If no clue is forthcoming, don’t worry either the consultant or the o-coordinator will update you.

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Monday, 3 February 2014

HAVE A PURPOSE..




Priya seemed eager to make a mark in her chosen field. However, her career seemed plagued by some snag or the other. She would often complain how everyone was moving ahead of her, about the daily problems she faced. Constant self-comparisons   with others in her team only served to increase her sense of inadequacy. She changed her focus a couple of times, trying to imitate the successful patterns of others around her. Despite all this, her dissatisfaction and sense of persecution only increased.

Sounds familiar?

We often envy the success of others. We marvel at their tranquil rise to fame and give credit to their fortitude, charisma, privileged backgrounds or unique capabilities and on occasion give not them but lady luck all the glory.

We find ourselves lacking and then begins the self-critic and blame games (parents, teachers, bosses etc. are not spared).

Meaning of Purpose

I would like to re-focus on a school of thought, not a new one but often ignored in our constant search for immediate fulfilment. It is no earth shattering secret formula, only the idea that, we all have a purpose.

What is a purpose? A raison d’etre; a reason for being. A mission, whose fulfilment comes following our own growth as individuals.

When do we figure out our purpose?  

Some figure out their purpose quite early in life. Others take their own sweet time. Rarely are we born with it. At times the journey of self –discovery is enhanced by meditation, deep introspection etc.

 There are also some, whose methodical and pragmatic mind-sets make them consider such a concept as unreal hogwash.  I am not ashamed to say that when I first started working, an experienced and much respected director spoke of, all of us having a purpose in our lives. I was cynical and of course blank! I saw my career goals, my family and couldn’t see much beyond that. But his words kept intruding on my psyche and over the years I began to figure out what gave me joy, a sense of purpose and completeness. That is also the foundation on which my initiative, Interview N Speech Xpress is based.

A purpose could be more than our daily commitments, job satisfaction and pride in one’s family . Don’t look for a sense of purpose in the stuff that doesn’t hold your attention. Look at all the things that interest you, which give you, joy. For some it may be numbers, for another studying trends, another may see music everywhere, for someone its computers and   for another working with people or children. Whatever your purpose, remember it could never be negative, never harm another. It has to make a positive impact.

How do you know when you come up on your purpose?

The first clue is the deep sense of fulfilment. The feeling that you are right, the innate sense of knowing what to do, the feeling of completeness.

 It does not happen automatically. Your education, your upbringing, your friends, your rivals, your good and bad experiences, your various jobs; all of these take you closer to the realisation. I say better late, than never. Life is indeed a journey .Each time you learn something new about yourselves don’t forget to nurture this self-knowledge.


Should my purpose and profession be the same …..?

 Even with a purpose, people do   excel at their jobs and roles. They are not unhappy. They are effective and successful .However despite the recognition and money they sometimes yearn for something more.

This is because; your purpose and job may not always be in the same arena. There are powerful people, who realise this. They build their wealth through path bending innovations but their sense of purpose might lie in saving millions of children from the killer disease AIDS, or introducing innovative practices into our political systems. They us their experience, knowledge and networks from their professional arenas to become incredible change agents.

For some, their purpose and profession amalgamate. In such an individual you would see extraordinary joy, enthusiasm and motivation .There is an internal spark ,unaffected by external causes .They don’t work only because of their obligations, there is something more driving them. Take for example, our idol Sachin Tendulkar; a sportsman whose purpose and profession I think were one and the same. For some cricket could be a mere sport or maybe even a means to an end, say fame or fortune. For him, it is different.

Not relevant to me, I am just starting my career.

 Malala Yousafzai’s circumstances in life, helped reveal her purpose pretty early on. As age has nothing to do with having or not having a purpose. There are young people who keep coming up with innovative Apps, on-line businesses and systems .Technology could be the area in which they find a sense of purpose, it is what drives them.

 The faster you discover your raison –d’etre the faster you get to doing what you are supposed to be doing. You can’t hurry the experience but you can open your mind.



The Road Less travelled

Find your purpose. Focus on your strengths, on what you care about, an area where you want to make a difference. There may or may not be others who have walked down that path. Nevertheless, once in a while the road less travelled is the one to follow. 

CHARACTERISTICS OF A PURPOSE

  • Gives meaning to our lives and a sense of completeness
  • Could be related to our profession or could be something unique
  • A purpose is always positive and does no harm
  • Never to early or too later to arrive at our purpose.

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TOP 5 TIPS FOR GOOD SPEECH

WHAT TO AVOID IN A GOOD SPEECH

INFORMATION OVERLOAD
Don’t put your audience to sleep by cramming your speech with facts (in case of an informative speech)


SELF –PROMOTION
Speech making is not synonymous with self –promotion. (I recall a funeral, where  the mourners were shocked when the speaker giving the eulogy also made a mention of his exciting new business venture; a case of self-promotion at its worst.) 


LOSING FOCUS
The speech should not take focus away from the occasion /event. The main theme should be related to the event.(On being asked to inaugurate a Diwali function don’t expound on your pet topics like, the virtues of rain water harvesting or the importance of trash segregation.)There is a time and place for everything.


MAKING FUN OF OTHERS
Don’t use your speech to get a laugh at another’s expense. Humour is good, but there is a line that one does not cross.


TIME LIMIT

Don’t take advantage of a captive audience and forget that everyone’s listening capacity has limits. Keep your speech short, effective and focussed.


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