1. …speak only what everybody wants to hear;
2. …trust the wisdom of the crowd;
3. …generally have excuses ready for not doing something that matters;
4. …are afraid to get out of the status-quo;
5. …are reactive, almost always;
6. …never question the decisions you’ve taken in the past;
7. …believe that they don’t understand.

Start being exceptional instead – Being exceptional begins with presuming absolute personal responsibility of your actions and their consequences.

See Also:

1. Look for a Mediocre Profile Who Has Low Self-Esteem
2. Have you become enough experienced, Huh?
3. To Make a Difference…
4. Software Professional, Are You Developing Yourself As An Aspiring Mediocre?
5. A Better Way to Deal with Situations Worth Complaining About

1. Look for a Mediocre Profile Who Has Low Self-Esteem
2. Have you become enough experienced, Huh?
3. To Make a Difference…
4. Software Professional, Are You Developing Yourself As An Aspiring Mediocre?
5. A Better Way to Deal with Situations Worth Complaining About

1. Limit number of discussions per day, do something that matters instead.
2. Limit items on your to-do list; get the most important ones done instead.
3. Limit eating junk food; eat fresh fruits and vegetables instead.
4. Limit bullets on your PowerPoint; give a spontaneous presentation that doesn’t require a PowerPoint instead.
5. Limit complaining about your colleagues; get better at what you do instead.
6. Limit talking about yesterday’s achievements; chase your aspirations instead.
7. Limit your dream-time; start executing your dreams instead.

See Also:

1. A Better Way to Deal with Situations Worth Complaining About
2. Revealing Weakness 11
3. 25 Ways to Motivate Your People Without Giving Financial Rewards!

1. A Better Way to Deal with Situations Worth Complaining About
2. Revealing Weakness 11
3. 25 Ways to Motivate Your People Without Giving Financial Rewards!

She was managing one of the most important projects of the company for past 26 months.

One day, the junior most team member asked her if he was smart, she said, “No”. He asked him again if he thinks that he wanted to have him in her team, she said “No”. Then he asked him if there’ll be any loss to the team if he stops coming to the work, she said “No”. He thought he had heard enough and wanted to resign.

As he went back to his desk to prepare his resignation letter, she asked him to stay. She said, “You’re not smart, but you’re TRUSTWORTHY, I don’t want to have you in my team, I NEED to have you in my team. And there wouldn’t be any loss to the team if you move on, there would be NO TEAM.”

Some team members are indispensable. The are the ones who make the team. If there are no such players, there is no great team.

Smartness, wants and striving for acceptance are NOT the traits that make you a key team player but Trust, Being Remarkable and Being Indispensable are.

See Also:

1. Twenty Traits Of Software Project Sponsors Who Have The Power To Screw-up An Offshore Outsourcing Engagement
2. Twelve Traits of Dependable Project Managers
3. Doesn’t Matter Who Does It
4. What’s better? Being able to be specific or being able to do the work?

1. Twenty Traits Of Software Project Sponsors Who Have The Power To Screw-up An Offshore Outsourcing Engagement
2. Twelve Traits of Dependable Project Managers
3. Doesn’t Matter Who Does It
4. What’s better? Being able to be specific or being able to do the work?

That’s the question you need to ask post each confrontation.

Sure, it’s a powerful tool in bringing your team members to the next level but pausing and measuring the progress is even more important.

Confrontation is more of a cost v/s benefits issue so measurement is required. And, the thing about progress is that the progress will be always positive if you let it.

Key here is to look dispassionately at the whole set of confrontation events and take corrective actions whatever those might be.

What’s the point of continuing an activity if there are no returns?

…no matter what your business is.

Leading a Business is unlike any other role of an organization, because it’s always dissimilar.

Unstructured, unpredictable, atypical…a right brain activity.

No predefined set of rules or guidelines are much of help because everyone leads their business differently, and what flourishing business leaders have in common is that they are flourishing.

The only way you and your organization is going to make a difference in the market is the way you lead.

Not by reading some leadership books, attending some leadership courses or following external expert’s advice.

What works for you and your market might not work for other business leaders or their market.  It’s like playing your own inning of your chosen game.

Find your own articulatio because business is not a Ph.D. thesis that can be copied from somewhere.

See Also:

1. You Don’t Need Your Own Business to Become an Entrepreneur
2. Your Business Is Thriving If…10
3. Distinctions of Landmark Forum
4. Three Vital Business Processes For IT Companies That Surmount

1. You Don’t Need Your Own Business to Become an Entrepreneur
2. Your Business Is Thriving If…10
3. Distinctions of Landmark Forum
4. Three Vital Business Processes For IT Companies That Surmount

There are a few grounds to stand a team member who makes inordinate requests:

• You anticipated you would;
• His skills are peerless;
• He’s a great grapeviner – has good political influence that you think would help you one day;
• Consequences of informing the client that you’ve sacked him are much worse ;
• He’s indispensible…

It’s probably worth sacking a team member if:

• He intentionally spoils inter-team relationships;
• Your project is suffering from him doing less than great work consistently;
• He’s politically unwise – makes you vulnerable;
• He diverts you from creating win-win-win for the customer, your company and your team members;
• He’s easily replaceable…

Many a time, leaders are afraid to sack their team members, no matter how inordinate or unreasonable their requests are.

Much stupid is to forget that the cost of NOT doing the right thing is ALWAYS to be paid, with interest.

See Also:

1. Zen of Team Handling for Software Projects
2. How To Inaugurate Effectiveness In Your Project Team
3. How Team Relationships Are Affecting Your Ongoing Projects?
4. If You Want to Have a Great Project Team
5. More On Better Team Relationships 12

1. Zen of Team Handling for Software Projects
2. How To Inaugurate Effectiveness In Your Project Team
3. How Team Relationships Are Affecting Your Ongoing Projects?
4. If You Want to Have a Great Project Team
5. More On Better Team Relationships 12

Oh yes, that’s also a part of our service offerings (although it’s not explicitly
mentioned)

Oh yes, we must open three of new branches in new geographies this year (although
my main business is not doing well)

Oh yes, we should alter some of our principles to fit the need (although this will
essentially kill the chief motive of the business)

Oh yes, I’ll have a dinner with them (although my spouse has to be alone)

Oh yes, you called me few minutes back (although I should do that important task
instead, let me ask at least)

Oh yes, I can solve your problem (although I don’t understand the subject much)

Oh yes, I’m willing to multitask (although I might deliver less than excellent quality)

Oh No! Do I know where I’m going? May be ‘No’ is a better default.