Lessons from a Water Bearer…

A Water Bearer…

A water bearer had two large pots, each hung on the ends of a pole which he carried across his neck. One of the pots had a crack in it, while the other pot was perfect and always delivered a full portion of water. At the end of the long walk from the stream to the house, the cracked pot arrived only half full.

For a full two years, this went on daily, with the bearer delivering only one and a half pots full of water to his house. Of course, the perfect pot was proud of its accomplishments, perfect for which it was made. But the poor cracked pot was ashamed of its own imperfection and miserable that it was able to accomplish only half of what it had been made to do.

After two years of what it perceived to be a bitter failure, it spoke to the water-bearer one day by the stream. "I am ashamed of myself and I want to apologize to you. I have been able to deliver only half my load because this crack in my side causes water to leak out all the way back to your house. Because of my flaws, you have to do all of this work and you don't get full value from your efforts," the pot said.

The bearer said to the pot, "Did you notice that there were flowers only on your side of the path, but not on the other pot's side? That's because I have always known about your flaw, and I planted flower seeds on your side of the path and every day while we walked back, you've watered them. "For two years I have been able to pick these beautiful flowers to decorate the table. Without you being just the way you are there would not be this beauty to grace the house.

The moral of the story:

Each of us has our own unique flaws. We're all cracked pots, but it's the cracks and flaws we each have that make our lives together so very interesting and rewarding. You've just got to take each person for what they are and look for the good in them. Blessed are the flexible, for they shall not be bent out of shape. Remember to appreciate all the different people in your life.

The Real Reason Why Employees Leave

The following information is taken from the book, The 7 Hidden Reasons Employees Leave: How to Recognize the Subtle Signs and Act before it’s too late, by Leigh Branham, 2005, AMACOM publishers.

The Real Reason Why Employees Leave

The Saratoga Institute conducted a survey and it revealed that 89% of managers believe employees leave for more money. But, in fact, the survey found that 88% of employees leave for reasons other than money. What a disconnect!

Maybe it is easier for managers to think that money is the real issue, rather than hear that there are things that need to be fixed. But, the truth is, there are things that can be done to keep employees happy and productive, and on the job.

The 10 most frequently mentioned issues that employees say companies do poorly are:

1. Poor management —uncaring and unprofessional managers; overworking staff; no respect, not listening, putting people in wrong jobs; speed over quality; poor manager selection processes.

2. Lack of career growth and advancement opportunities — no perceivable career paths; not posting job openings or filling from within; favoritism or unfair promotions.

3. Poor communications — problems communicating top-down and between departments; after mergers; between facilities.

4. Pay — paid under-market or less than contributions warrant; pay inequities; slow raises; favoritism for bonuses/raises; ineffective appraisals.

5. Lack of recognition — that says it all.

6. Poor senior leadership — not listening, asking, or investing in employees; unresponsiveness and isolation; mixed messages.

7. Lack of training — nonexistent or superficial training; nothing for new hires, managers, or to move up.

8. Excessive workload — doing more with less; sacrificing quality and customer service for numbers.

9. Lack of tools and resources — insufficient, malfunctioning, outdated, equipment/supplies; overwork without relief.

10. Lack of teamwork — poor coworker cooperation/ commitment; lack of interdepartmental coordination.

If you see that these are problems in your workplace, actively work to get them corrected through work team initiatives, discussions with your manager, or sharing corporate models where things are done right. Sometimes it is easier to fix the problem then move on and start a new.

Instead of worrying about exit of trained employee think of untrained employee who stays with you


(If you are interested to read the details, please email me at mbalakrsna@yahoo.com or bala.hrm@gmail.com for a free copy of the e-Book)

The One Word That Makes The Difference Between Success And Failure!

anirvedaH shriyo muulam anirvedaH param sukham
anirvedo hi satatam sarva artheSu pravartakaH 5-12-10

(Non-depression is root of development. Absence of despondency is the greatest comfort. Self reliance always is indeed the promoter in all matters.)

karoti saphalam jantoH karma yac ca karoti saH
tasmaad anirveda kRtam yatnam ceSTe aham uttamam 5-12-11
adR^iSTaamH ca viceSyaami deshaan raavaNa paalitaan

(Whatever action a human does that action of man is made to be successful by non-depression. For that reason I will perform a best effort together with non-depression. I will search all those regions ruled by Ravana not yet seen)

Source: Valmiki Ramayana, Book 5 – Sundara Kandam, Chapter 12, slokas 10 & 11

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The One Word That Makes The Difference Between Success And Failure!


The difference between Success and Failure is determined by just one MAGIC WORD!

Yes, just by one word!

What is that?

Walter Chrysler, when asked to give the secret of success, listed the various qualities, such as ability, capacity, energy, but added that the real secret was enthusiasm.

Yes, more than enthusiasm, said Chrysler, I would say excitement, I like to see men get excited.

In the great epic Ramayana, Maharishi Valmiki is giving an interesting picture.

When Hanuman, was not able to trace out the location of Sita,He was very much distressed. He lamented, How could I meet my colleagues at the other end of the ocean without finding out Sita! As He is the embodiment of Success, He immediately found out the required quality and uttered two verses (12th chapter verses 10 and 11).

In Sundara Kandam, the best part of Ramayana, He says, Enthusiasm is the cause for getting wealth; enthusiasm is the greatest comfort; Enthusiasm makes one to do his best always, in all matters. Enthusiasm makes human effort fruitful. Hence I am going to do my best induced by enthusiasm. Needless to say, Hanuman found Sita in Asokavanam. This is the turning point in the great epic. Rama went to Lanka and killed Ravana. Norman Vincent Peale has written a book titled, Enthusiasm Makes the Difference.

He points out that

1) Enthusiasm never runs down

2) Enthusiasm cancels fear and worry

3) Enthusiasm reduces stress and tension

4) Enthusiasm works miracles in problems

5) Enthusiasm is a powerful motivation which makes things happen

6) Enthusiasm builds power under your difficulties

7) Enthusiasm makes the difference- it leads everybody from failure to success.

The word enthusiasm from the Greek entheos means God in you or full of God. In other words enthusiasm is a Godly Quality.

Emerson wrote: Nothing great was ever achieved without enthusiasm. God helps to those who work with great enthusiasm. So instead of blaming others or the environment, we have to work hard enthusiastically aiming at our goal.

This one word will definitely take us to success from failure!


Source: Santhanam Nagarajan

Lessons from a Lizard

Choose to be positive. When a lizard can, why can't we ?

This is a true story that happened in Japan . In order to renovate the house, someone in Japan breaks open the wall . Japanese houses normally have a hollow space between the wooden walls. When tearing down the walls, he found that there was a lizard stuck there because a nail from outside hammered into one of its feet. He sees this , and feels pity, and at the same time curious, as when he checked the nail, and it was nailed 10 years ago when the house was! First built.

What happened ?

The lizard has survived in such position for 10 years! In a dark wall partition for 10 years without moving, it is impossible and mind-boggling. Then he wondered how this lizard survived for 10 years! Without moving a single step--since its foot was nailed ! So he stopped his work and observed the lizard, what it has been doing , and what and how it has been eating. Later, not knowing from where it came , appears another lizard, with food in its mouth. Ah! He was stunned and touched deeply. For the lizard that was stuck by nail, another lizard has been feeding it for the past 10 years ...

Imagine? it has been doing that untiringly for 10 long years, without giving up hope on its partner

Think, will u do that for your partner?

Or at least your Mom & Dad, Who went through struggle & hardship to raise and educate you & invested the best years of their lives raising you?

Imagine what a small creature can do, and a creature blessed with a brilliant mind can't .

As information and communication technology advances, our access to information becomes faster and faster. But the distance between human beings . . . is it getting closer as well ?

...And. Please never abandon your loved ones…..


Source: Hussain Bhindar

Human Relations - Be Proactive

Think Before You Speak...

The train has started moving. It is packed with people of all ages, mostly with the working men and women and young college guys and gals. Near the window, seated a old man with his 30 year old son. As the train moves by, the son is overwhelmed with joy as he was thrilled with the scenery outside..

"See dad, the scenery of green trees moving away is very beautiful" This behavior from a thirty year old son made the other people feel strange about him. Every one started murmuring something or other about this son."This guy seems to be a krack.." newly married Anup whispered to his wife.

Suddenly it started raining... Rain drops fell on the travelers through the opened window. The Thirty year old son , filled with joy " see dad, how beautiful the rain is .."

Anup's wife got irritated with the rain drops spoiling her new suit.

Anup ," cant you see its raining, you old man, if ur son is not feeling well get him soon to a mental asylum..and dont disturb public henceforth"

The old man hesitated first and then in a low tone replied " we are on the way back from hospital, my son got discharged today morning , he was a blind by birth, last week only he got his vision, these rain and nature are new to his eyes.. Please forgive us for the inconvenience caused..."

The things we see may be right from our perspective until we know the truth. But when we know the truth our reaction to that will hurt even us. So try to understand the problem better before taking a harsh action.

Source: http://www.citehr.com/think-bfore-u-speakdont-miss-to-read--vt88814.html

The World is like a Mirror

Thought Provoking Story

One day all the employees reached the office and they saw a big advice on the door on which it was written:"

Yesterday the person who has been hindering your growth in this company passed away. We invite you to join the funeral in the room that has been prepared in the gym".

In the beginning, they all got sad for the death of one of their colleagues, but after a while they started getting curious to know who was that man whohindered the growth of his colleagues and the company itself.

The excitement in the gym was such that security agents were ordered tocontrol the crowd within the room.

The more people reached the coffin, the more the excitement heated up. Everyone thought: "Who is this guy who was hindering my progress?

Well, at least he died!".

One by one the thrilled employees got closer to the coffin, and when they looked inside it they suddenly became speechless. They stood nearby the coffin, shocked and in silence, as if someone had touched the deepest part of their soul.

There was a mirror inside the coffin: everyone who looked inside it could see himself. There was also a sign next to the mirror that said:"

There is only one person who is capable to set limits to your growth: it is YOU. You are the only person who can revolutionize your life.

You are the only person who can influence your happiness, your realization and your success. You are the only person who can help yourself. Your life does not change when your boss changes, when your friends change, when your parents change, when your partner changes, when your company changes.

Your life changes when YOU change, when you go beyond your limiting beliefs, when you realize that you are the only one responsible for your life.

"The most important relationship you can have, is the one you have with yourself" Examine yourself, watch yourself. Don't be afraid of difficulties, impossibilities and losses: be a winner, build yourself and your reality.

The world is like a mirror: it gives back to anyone the reflection of the thoughts in which one has strongly believed. The world and your reality are like mirrors laying in a coffin, which show to any individual the death of his divine capability to imagine and create his happiness and his success. "It's the way you face Life that makes the difference"

Source: HR Innovators

Employee Recognition

[About Human Resources: Vol. 8 No. 99 - ISSN: 1533-3698 August 19, 2007]

Employee Recognition by Susan M. Heathfield

Employee recognition is limited in most organizations. Employees complain about the lack of recognition regularly. Managers ask, "Why should I recognize or thank him? He's just doing his job." And, life at work is busy, busy, busy. These factors combine to create work places that fail to provide recognition for employees.

Managers who prioritize employee recognition understand the power of recognition. They know that employee recognition is not just a nice thing to do for people. Employee recognition is a communication tool that reinforces and rewards the most important outcomes people create for your business.

When you recognize people effectively, you reinforce, with your chosen means of recognition, the actions and behaviors you most want to see people repeat. An effective employee recognition system is simple, immediate, and powerfully reinforcing. Employees feel cared about and appreciated. It may seem simplistic, but people who feel recognized and cared about produce more and better work.

Employee Survey Pinpoints Recognition

In a client employee satisfaction survey, the question about whether the company cared about the welfare and happiness of its employees drew divergent views. Some people agreed; others disagreed.

So, the Culture and Communications team put out a second survey asking what would make the employees feel as if the company cared about them. We developed several answers employees could check and supplied room for their comments and additional thoughts.

Fifty-five percent of the respondents said that praise and attention from their supervisor would make them feel as if the company cared about them and their well-being. As you might also expect, money, benefits, and events such as company lunches ranked high, too. But recognition from the supervisor ranked above all other choices.

I have sponsored similar surveys in different organizations. The findings are always similar. Employees want to know that they have done a good job - and that you noticed. Employees want to be thanked and appreciated.

A leader of employees makes other people feel important and appreciated. The leader excels at creating opportunities to provide rewards, recognition and thanks to his or her staff. A leader creates a work environment in which people feel important and appreciated.

Want to Kick Employee Recognition Up a Notch?

You can reinforce powerfully the recognition you provide in these ways.

1. Write out the recognition, what the employee did, why it was important, and how the actions served your organization. Give a copy of the letter to the employee and to the department head or CEO, depending on the size of your company. Place a copy in the employee's file.

2. Write a personal note to the employee. Perhaps have your supervisor sign it, too. Photocopy the note and place the recognition in the employee's file.

3. Accompany the verbal recognition with a gift. Engraved plaques, merchandise that carries the company logo, even certificates of appreciation reinforce the employee recognition.

4. Everyone likes cash or the equivalent in gift cards, gift certificates, and checks. If you use a consumable form of employee recognition, accompany the cash with a note or letter. When the money has been spent, you want the employee to remember the recognition.

5. Present the recognition publicly, at an employee meeting, for example. Even if the employee is uncomfortable with publicity, it is important for the other employees to know that employees are receiving recognition.

Conclusion and More Information About Employee Recognition

A simple "thank you" counts as employee recognition. But, you can also make employee recognition as elaborate as your imagination can conceive. Recognition is not a scarce resource. You can't use it up or run out of it. No budget is too small to afford employee recognition. For increased employee satisfaction, bring on lots of employee recognition.

Leadership Training Key to Employee Retention

[Talent Management Magazine September 18, 2007 Vol. 3,Issue 36]


Leadership Training Key to Employee Retention

Attracting and retaining employees is a topic ofendless articles, conference sessions, books andwebcasts, as well as the basis (the "raison d'etre") for numerous product launches.

Yet, although retaining talented employees requireseffort and focus, it might not be such a challenge, according to Impact Achievement Group.

Superior management practices and effective leadershipare key missing ingredients in many organizations, evident in the many organizations that Rick Tate and Julie White, Ph.D., senior managing partners for the leadership development firm, have consulted. Companies giving low priority to developing leaders eventually might realize a domino effect through the organizationin terms of retention.

Recent research by Gallup has shown that competitivepay, benefits and amenities are the market ante for any employee - superior, mediocre and poor performers.

But Tate and White say how long people stay and howwell they perform is determined in large part by theirpersonal and professional relationships with theirimmediate supervisors."

The exodus of talented individuals to other companies for positions with only a modest increase in pay orbenefits is a compelling question," Tate said. "Whyleave when there's not that much gain? Ultimately, it's because people don't leave companies - they leave managers."

So, when companies invest in developing competent leaders, they are aiming a direct salvo in the war for talented and committed employees. Tate should know - he and White have been consulting and speaking for more than two decades on the topic of leadership development, service quality, performance management, customer loyalty and communication aimed at solving problems.

Impact Achievement group offers some real-world advice for companies: The quality of your managers defines your company.

Do they conduct purposeful workplace discussions, effectively problem solve and create an environment which engages discretionary effort, and is their behavior aligned with the organizational values?

Do your managers ensure people have the opportunity to do their best and listen to the opinions of direct reports, and do they hold people accountable to performance standards? Most important, do they have a passion for leading others?

Leaders must understand what high-performing direct reports demand from their work environment to engage their best efforts and loyalty:

1. Clearly communicated job requirements, focused on contributions instead of job tasks.

2. Resources to do their best work.

3. Ability to meaningfully participate it what affects them on the job.

4. Genuine acknowledgment of their contributions.

5. Genuine concern for their career.

6. A performance review process that differentiates excellence.

'A Leader Should Know How to Manage Failure'

(Former President of India APJ Abdul Kalam at Wharton India Economic forum,Philadelphia, United States March 22,2008)


'A Leader Should Know How to Manage Failure'


Question: Could you give an example, from your own experience, of how leaders should manage failure?

Kalam: Let me tell you about my experience. In 1973 I became the project director of India's satellite launch vehicle program, commonly called the SLV-3. Our goal was to put India's "Rohini" satellite into orbit by 1980. I was given funds and human resources -- but was told clearly that by 1980 we had to launch the satellite into space. Thousands of people worked together in scientific and technical teams towards that goal.

By 1979 -- I think the month was August -- we thought we were ready. As the project director, I went to the control center for the launch. At four minutes before the satellite launch, the computer began to go through the checklist of items that needed to be checked. One minute later, the computer program put the launch on hold; the display showed that some control components were not in order. My experts -- I had four or five of them with me -- told me not to worry; they had done their calculations and there was enough reserve fuel. So I bypassed the computer, switched to manual mode, and launched the rocket. In the first stage, everything worked fine. In the second stage, a problem developed. Instead of the satellite going into orbit, the whole rocket system plunged into the Bay of Bengal. It was a big failure.

That day, the chairman of the Indian Space Research Organization, Prof. Satish Dhawan, had called a press conference. The launch was at 7:00 am, and the press conference -- where journalists from around the world were present -- was at 7:45 am at ISRO's satellite launch range in Sriharikota [in Andhra Pradesh in southern India]. Prof. Dhawan, the leader of the organization, conducted the press conference himself. He took responsibility for the failure -- he said that the team had worked very hard, but that it needed more technological support. He assured the media that in another year, the team would definitely succeed. Now, I was the project director, and it was my failure, but instead, he took responsibility for the failure as chairman of the organization.

The next year, in July 1980, we tried again to launch the satellite -- and this time we succeeded. The whole nation was jubilant. Again, there was a press conference. Prof. Dhawan called me aside and told me, "You conduct the press conference today."

I learned a very important lesson that day. When failure occurred, the leader of the organization owned that failure. When success came, he gave it to his team.

The best management lesson I have learned did not come to me from reading a book; it came from that experience