Friday, May 28, 2010

Why Can't You Use Your Cell Phone on an Airplane?

In 1991, the Federal Communications Commission (FCC) banned passengers from using their cell phones while on board an airplane that is in flight. The ban was instituted because the FCC suspected that the radio frequency emitted by cell phones could malfunction an airplane's equipment systems. In complying with this rule, different airlines have instituted different policies about when phones can be turned on and off. In 2005, the FCC announced that it might consider lifting the ban on the use of cell phones on airplanes, with certain restrictions.

The FCC regulates the use of all electronic devices, including cell phones, on airplanes under the assumption that they may affect the communication systems on board. The Federal Aviation Administration (FAA) agrees with the FCC that cell phones may cause substantial interference with aircraft systems and supports the ban for all commercially operated airplanes. The use of cell phones on private or charter planes is not regulated, however, and many private flights permit passengers to use cell phones while in flight.

Lots of debate has surrounded the use of cell phones on airplanes. The primary concern is that cell phones may interfere with the navigation and communication systems of the plane, potentially resulting in devastating failure. Numerous airlines have reported disruptions in cabin pressure, compass function, and wireless navigation systems associated with the use of cell phones on board. The FCC, it seems, erred on the side of caution when it enforced an outright ban on the use of radio frequency emitting devices which could potentially cause an aircraft to crash.

There have also been some reports that the use of cell phones on planes may cause disruptions in ground communications because of interference. Others claim that the airlines and the FCC would simply prefer that consumers use the telecommunications systems mounted on most seat backs in commercial airplanes, because these phones are said to be highly profitable. Newer cell phones are capable of operating on very low power settings, which may not interfere with the aircraft as much. The FCC is attempting to establish an acceptable threshold of radio frequency emissions, so that cell phones could be used on airplanes without any fear of the navigation system failing or service on the ground being disrupted.

Let us have a look at what has happened in India at Mangalore a few days back.


This is what Thomas Dominic has found out and written in Khaleej Times on May 26 about why the accident ever happened at all and I would like to thank him for this.

It’s easy to blame the captain of the ill-fated Air India Express for the tragic accident that occurred in Mangalore, since he is not there to defend his case. Also, one can blame the airline management for not maintaining the aircrafts.

However, I would request all the airline passengers to do an introspection of their role on board, and the readers to consider the following facts before handing over the death penalty. The state-of-the-art plane (B-737-800) was inducted on January 15, 2008. Hence, one cannot say that its conditions were so bad.

Every day, 32 domestic and international flights operate from Mangalore airport. Hence, one cannot caregorically say that the airport or its runway were not safe for landing.

Fifty three-year-old Captain Zlatko Glusica who died in the crash had 10,200 hours of flying experience and his licence had been endorsed by the Directorate of General of Civil Aviation, India. The commander had flown in and out of Mangalore airport at least 19 times, while the co-pilot had operated 66 times from the same airport.

So the pilot and co-pilot were fully familiar with landing at Mangalore Airport, and therefore it’s not right to put the blame on the pilots. Further, the commander did not report any malfunction before landing, to the Air Traffic Control (ATC).

Visibility at the airport on the day of the accident was six km, ‘which is more than that required’, when the ill-fated plane landed in Mangalore.

So then, what could be the reason for this air crash? Possible malfunctioning of the navigational system during the landing process caused by a cell-phone switched on by an ignorant passenger? I have noticed that many passengers switch on their mobile phones while landing as if they are in a race to inform their arrival. It is also possible that someone did not switch off the mobile phone while taking off from Dubai, despite being warned by the cabin crew, and it started searching for signals as the flight descended at Mangalore airport, which could have interfered with the functions of the landing system?

It should be noted that all three recent air crashes — the first one at Russia killing the Polish Prime Minister and his team, the second one at Libya last month and now Air India Express at Mangalore — all occurred while trying to land, thereby strengthening my suspicion about the possible interference in the navigational system by cell phone signals. Any takers?

Do you agree with what Thomas has said or do you think there is more to it than meets the eye?

The Five Steps on How to Get Your Life Back on Track

This article has been written by my friend, Julia Lindsey. She has been kind enough to let me publish it here for which I would like to thank her. You may refer to her blog http://www.ourlittlebooks.com/ from which my readers will be able to learn a lot like I have.

Have you ever been focused on your goals and relationships and everything seems to be going great when suddenly something throws you off track? Sometimes it can be due to a personal tragedy, a financial set back, the realization that you are not in align with your goals or sometimes there is no explanation. No matter what it is that takes you off course, it can often be hard to get back on course. Once you have admitted to yourself that you are off course, how do you get back in the flow again and start focusing on your goals?

Suddenly you are in a slump. You have low motivation, lack of energy and you find it difficult to get started on simple tasks. Don’t be too hard on yourself it can happen to even the most driven individuals. Here are some strategies that will improve your mood and get you focused on your goals again.

1. Change your routine. Sometimes getting out of your daily routine will help you see things differently. Get up a little later, travel a different route to work, turn the radio off in the car, or eat your lunch in the park.

2. Exercise. This is one of the best ways to increase your mood. Exercise will increase your endorphins and put you in a better frame of mind. You will feel better about yourself and have more energy.

3. Declutter your life. The simple act of getting rid of clutter in your office or home will help you feel emotionally clear. You can tackle one area at a time. Instead of focusing on your routine chores, focus on organizing instead.

4. Give yourself a specific time to be off course. You may need a week or two to get your mind refocused depending on the circumstances leading to your slump. You may need to reevaluate your situation and your goals. This could take some soul searching to get back on track

5. Do something for someone else. If you take the focus off of your problems to help someone else you will not only feel better but your problems will seem smaller.

There is generally a lesson to be learned in every setback and often there is a blessing that will lead you to unexpected opportunities.

How do you get back on track? What lessons have you learned from it?

You may be having some thing more to add to what Julia has said on how to get your life back on track. We would be happy if you share your experiences with life with us.

5 Steps on How to Get Your Life Back on Track

The Four Steps to Define Your Niche Market


This article has been written by my friend, Julia Lindsey. She has been kind enough to let me publish it here for which I would like to thank her. You may refer to her blog http://www.ourlittlebooks.com/ from which my readers will be able to learn a lot like I have.

A Few Words About Julia Lindsey

For the past twenty-eight years, Julia has been an Occupational Therapist, specializing in pediatrics and committed to developing the potential of individual students in the school system so each child can be successful. She touches many lives by using her personal experiences ...

Julia is a results-oriented entrepreneur with experience in the business, creative and technical aspects of online publishing and internet marketing. Proven ability to create thriving new programs and processes, negotiate diplomatically, and mentor others. Calm in difficult situations, flexible team builder brings articulate communication style, operations experience and staff training expertise.

And if there is one thing I have to say about Julia is that she loves to write and reads and appreciates what others write too. That is the most important thing that we share.

If you are writing a book or developing a product you need to define your niche market. A niche market is a group of people or businesses that have similar interests that can be identified and reached. By defining your market you can determine who you are going to market to which will help determine how you couch your marketing and how you spend your marketing dollars.

Here's the process to find your niche business or book topic:

Find a niche product or service you are passionate about.

It is important to find a product, topic or service you are passionate about. If you are going to devote time and energy to develop your site, build traffic and generate money you will need to enjoy what you are doing.

Determine your target audience.

Do your homework. Make sure the product you want to promote has a big enough market to make it worth while. You do not want to have a topic too broad that you blend in with all of the other sites. For example, if you love animals you may want to narrow your market to dogs. You can even further narrow your dog market to small dogs. However, be careful not to go overboard in defining your market because if you narrow your small dog market to only pugs it may become too narrow. You need to find that one point where there is sufficient market yet not overwhelming.

Search keywords.

You can search keywords to see how many people search for the niche market you are targeting. This also applies if you are trying to determine your book topic. You may be interested in women’s health. A niche market of just women would be overwhelming, but if you further narrow your niche to women approaching menopause, you have created a strong and powerful defined niche that will be filled with useful keywords.

Find out what your customer wants.

If you already have a business or product you can take a survey to find out what your customers want. You can also test a product with your customers to see if it will be worth your time to pursue. If you are a business owner and want to write a book about motivation you might give a free tip sheet on how to motivate your staff. If it is popular it may be a good topic for a book. If you sell retail items and want to expand your product line, sell the product for a limited time to see what kind of response you get before you stock up on inventory.

What steps have you taken to define your niche? What makes you stand out from your competitors within your defined niche?

We would be happy if you share your experiences with our readers here about what steps you have taken to define your niche market.

4 Steps to Define Your Niche Market

Thursday, May 27, 2010

Harvard's newest India connection : Prof Gita Gopinath


Gita Gopinath’s ground-breaking research is helping economists get a better understanding of the financial crisis in Greece and Iceland. No surprise really, considering that Professor Gopinath has recently been named tenured professor at Harvard University’s high-brow economics department and she thus becomes the third woman ever and the first Indian after Nobel laureate Amartya Sen to receive such as outstanding honour.

Professor Gopinath, who is only 38, works in the area of international macroeconomics and finance—areas that have become significant in light of the current financial crisis and the critical macroeconomic situation.

“She has made fundamental contributions to the understanding of sovereign debt defaults, which is the current leg of the crisis in Europe. Her work also shows, at a very deep level, why many emerging markets tend to experience greater macroeconomic volatility than advanced economies and has significantly advanced understanding of the interaction between prices and interest rates,” says Kenneth Rogoff, professor of economics and public policy at Harvard and former chief economist at the IMF.

Professor Gopinath has some advice for Indian policy makers too and sees a major lesson from the Greece debt crisis for countries that have to work extra hard in preventing runaway budget deficits. “This should be a top concern for India. Its close to 7% projected budget deficit is on the high side. Even though this size of deficit is smaller than the US, the risk to the economy is larger for India. This is because from the international investors’ perspective, India still is an emerging market, there is more uncertainty about how India will correct its deficits and what is even politically feasible, so the tolerance for Indian deficits is much lower,” she says.

Professor Gopinath, who completed her bachelors in economics from Delhi’s Lady Shri Ram College and masters from Delhi School of Economics before moving to the US for a PhD, considers herself a product of the Indian education system.

“When I was doing my bachelors from Delhi University, India experienced its first major external financing and currency crisis in 1990-91. This inspired me to pursue graduate work in economics and was the foundation for my interest in international finance,” she says.

Her father, TV Gopinath, a farmer and entrepreneur in Mysore, too, believes that increasingly, young Indians from small towns and villages will do well in academics and have the confidence to compete for top honours with their wealthier and savvier counterparts in cities.

“My daughter went to school in Mysore, but was unfazed by the intense competition that she faced in Delhi. Later, Harvard University offered her an admission for PhD but didn’t give her any financial aid. Because we couldn’t afford to fund her, she decided to go to the University of Washington, Seattle, where she was offered funding. She left the university after two years, but was given an MS in economics in recognition of her extraordinary capabilities,” says Mr Gopinath, a proud father.

Today, Professor Gopinath herself sees mentorship from seniors as an important tool in breaking the gender glass ceiling at Ivy League universities in the US. There are very few women faculty at the top. At Harvard’s economics department, for instance, there are only three tenured women out of around 40 tenured faculty. While this is very low, it is still a lot better than it was in the past. Prof Gopinath thinks that junior women could benefit from having senior women as mentors, so when that pool is very small this is just harder to accomplish. In academia, the whole tenure clock makes having a family difficult, so this is a bigger challenge for women. “I am very fortunate to have a hugely supportive husband in this matter.”

Overall she believes universities are now increasingly cognizant of the special challenges for women and explicit provisions are being made through family leave policy and stopping the tenure clock for a year when you have a child, policies that unfortunately were not in place in the not too distant past. “These are positive signs,” she adds.

Her husband and former classmate, Iqbal Dhaliwal, director of policy at the Jameel Poverty Action Lab at MIT’s department of economics, acknowledges that her job has been far more stressful than his because she was on the tenure clock at Harvard.

“The research they do is very intense with the added pressure of peer-review and the need to publish in top journals. I am not a professor, but work on the policy side of research at MIT. Both of us appreciate the importance of dual careers and accept the challenges that come with it. Since we really cherish and value the time that we get with each other and our little son after work, we try to be as efficient in the office as possible, and try to make sure that the time we have together is quality time,” he says.

In a recent interview published in the Harvard Crimson, the university’s newspaper, Professor John Campbell, the chairman of Harvard’s economics department praised Professor Gopinath’s ability to move between theory and data analysis, and her strong skills as a teacher.

“She has worked with some of our best PhD students,” Professor Campbell said. “She is really becoming a professional leader in terms of training economists. She is the complete package.”

Her former students too endorse this view. “Promotions in top research universities are exclusively based on research and publication record and do not condition on the quality of teaching. Teaching, however, still takes a significant amount of time. Prof Gopinath was an important figure in graduate teaching in the economics department,” says Oleg Itskhoki, who is now on the faculty at Princeton University’s economics department.
 

The Truth Doesn't Hurt...It Heals - Truth Quotes


If you tell the truth you don't have to remember anything. Mark Twain

You never find yourself until you face the truth. Pearl Bailey

For every beauty there is an eye somewhere to see it. For every truth there is an ear somewhere to hear it. For every love there is a heart somewhere to receive it. Ivan Panin

Whenever you have truth it must be given with love, or the message and the messenger will be rejected. Mahatma Gandhi

A lie gets halfway around the world before the truth has a chance to get its pants on. Winston Churchill

Determination Makes Everything Possible - Determination Quotes

Keep your dreams alive. Understand to achieve anything requires faith and belief in yourself, vision, hard work, determination, and dedication. Remember all things are possible for those who believe. Gail Devers

You've got to get up every morning with determination if you're going to go to bed with satisfaction. George Lorimer

The difference between the impossible and the possible lies in a man's determination. Tommy Lasorda

There is no chance, no destiny, no fate, that can circumvent or hinder or control the firm resolve of a determined soul. Ella Wheeler Wilcox

Nothing in this world can take the place of persistence. Talent will not; nothing is more common than unsuccessful people with talent. Genius will not; unrewarded genius is almost a proverb. Education will not; the world is full of educated derelicts. Persistence and determination alone are omnipotent. The slogan "press on" has solved and always will solve the problems of the human race. Calvin Coolidge

When You Have Confidence You Have Fun - Confidence Quotes


With confidence, you can reach truly amazing heights; without confidence, even the simplest accomplishments are beyond your grasp. Author Unknown

Confidence, like art, never comes from having all the answers; it comes from being open to all the questions. Author Unknown

When you have confidence, you can have a lot of fun. And when you have fun, you can do amazing things. Author Unknown

You gain strength, courage, and confidence by every experience by which you really stop to look fear in the face. You are able to say to yourself, 'I lived through this horror. I can take the next thing that comes along'. Eleanor Roosevelt

All you need in this life is ignorance and confidence, and then success is sure. Mark Twain

Communication Leads To Understanding - Communication Quotes

To effectively communicate, we must realize that we are all different in the way we perceive the world and use this understanding as a guide to our communication with others. Anthony Robbins

You can communicate best when you first listen. Catherine Pulsifer

The genius of communication is the ability to be both totally honest and totally kind at the same time. John Powell

Your ability to communicate is an important tool in your pursuit of your goals, whether it is with your family, your co-workers or your clients and customers. Les Brown

In the last analysis, what we are communicates far more eloquently than anything we say or do. Stephen R. Covey

Your Attitude Determines Everything - Attitude Quotes



Happiness is an attitude. We either make ourselves miserable, or happy and strong. The amount of work is the same. Francesca Reigler

The only disability in life is a bad attitude. Scott Hamilton

Whenever you're in conflict with someone, there is one factor that can make the difference between damaging your relationship and deepening it. That factor is attitude. William James

Our attitude toward life determines life's attitude towards us. John N. Mitchell

You cannot control what happens to you, but you can control your attitude toward what happens to you, and in that, you will be mastering change rather than allowing it to master you. Brian Tracy

Appreciation Gives Us More To Appreciate - Appreciation Quotes



Appreciation is a wonderful thing: It makes what is excellent in others belong to us as well.
Voltaire

I would rather be able to appreciate things I can not have than to have things I am not able to appreciate.
Elbert Hubbard

When one's expectations are reduced to zero, one really appreciates everything one does have.
Stephen Hawking

We tend to forget that happiness doesn't come as a result of getting something we don't have, but rather of recognizing and appreciating what we do have.
Frederick Keonig

...And The Greatest Of These Is Love - Love Quotes



The most important thing in life is to learn how to give out love, and to let it come in
Morrie Schwartz

Laugh as much as you breathe and love as long as you live
Author Unknown

I would rather have eyes that cannot see; ears that cannot hear; lips that cannot speak, than a heart that cannot love.
Robert Tizon

We cannot do great things on this Earth, only small things with great love.
Mother Teresa

I have found the paradox, that if you love until it hurts, there can be no more hurt, only more love
Mother Teresa

Wednesday, May 26, 2010

What I Learned From My Mother

This article has been written by my friend, Gina Abudi about her mother on Mother's Day. She has been kind enough to let me publish it here for which I would like to thank her. You may refer to her blog http://www.ginaabudi.com/ from which my readers will be able to learn a lot like I have.

A Few Words About Gina Abudi

She is Partner/VP of Strategic Solutions at Peak Performance Group, Inc. She has worked with clients on a variety of strategic initiatives, including conducting Business Impact and ROI studies for training programs and process improvement initiatives, project management, developing strategic learning and development programs, assessing skills, and developing mentoring programs. Gina was honored as one of the Power 50 from PMI® - one of the 50 most influential executives in project management, working to move the profession forward. Gina has served on PMI®’s Global Corporate Council as Chair of the Leadership Team and serves on the PM Summit/BA World Advisory Board. She was previously an Associate Board Member for Simmons School of Management Alumnae Association. Gina has presented at conferences on business impact and ROI, developing project management best practices, building effective teams, and assessing project management skills. Gina received her MBA from Simmons Graduate School of Management.

In celebration of Mother’s Day, I thought I’d write a short post on what I learned from my mother that has enabled me to be successful in life. And by successful I mean happy, healthy, a great job and able to enjoy life!

First, my mother raised my brother, sister and me by herself. My grandparents (her parents) were nearby and helped. My father was pretty much out of the picture and then once they divorced, we barely saw him and then never heard from him again. It was a struggle growing up, but frankly more so for my mother than us. We never wanted for much. We didn’t go on vacation but never thought about it and didn’t miss it. We were happy! Most important to my mother was that we all went to college – and we did – she saw to that. She wanted it to be better for us than it was for her. I bet you all could say pretty much the same thing about your own mothers!

Here is what I learned from my mother:

Stick up for yourself and what you believe in.
Be good to others.
Be kind to animals.
Treat others with respect – no one is better than someone else.
Share what you have with others.
Look after your brother and sister – you only have each other.
You can do much more than you think you can.
Be honest.
Learn something new every day.
Pay attention to what is going on around you.
Try to make the world a better place.

The list could go on and on!

This blog post is for my mother, Fay. A woman I have always looked up to and admired; an intelligent, caring woman who has gone above and beyond for me, my sister and brother. I learn something from her every day!

p.s. Gina further tells me: My mother may never have said out loud she loved us regularly, but I can tell you we ALWAYS knew that she did! We are who we are today because of her. When I need strength – I can always look to my mother for it.

Managing vs. Leading vs. Directing vs. Guiding vs. Coaching vs. Supervising vs. Perceptions

This article has been written by my friend, Gil Pizano and he has allowed me to publish it here. I would like to thank him for this. You may refer to his blog http://gilpizano.com/ 

A Few Words About Gil Pizano

He is a mem­ber of the man­age­ment group within the busi­ness intel­li­gence seg­ment of a major prop­erty and casu­alty insur­ance company. He has done his MBA from the Uni­ver­sity of Hartford’s Bar­ney School of Busi­ness along with a Bach­e­lor of Sci­ence in engi­neer­ing from the Uni­ver­sity of Hartford’s Col­lege of Engineering. He is a Mem­ber of the board of direc­tors for the Con­necti­cut chap­ter of the National Soci­ety of His­panic MBAs where he focuses on the orga­ni­za­tions mis­sion of “fos­ter­ing His­panic lead­er­ship through grad­u­ate man­age­ment edu­ca­tion and pro­fes­sional devel­op­ment in order to improve society.” He is a found­ing mem­ber of a Toast­mas­ters group for a large inter­na­tional corporation’s employ­ees where he served on the organization’s board for three con­sec­u­tive years ensur­ing that a solid foun­da­tion was cre­ated in order for the group to be suc­cess­ful in achiev­ing the Toast­mas­ters mis­sion.

Man­ag­ing vs. Lead­ing. I’ve heard many things and read many arti­cles about being a man­ager ver­sus being a leader. At the same time there have been many arti­cles and sem­i­nars on what I’ll call the com­po­nents of a man­ager and the com­po­nents of a leader.

Being a leader. Is it the same as being a man­ager? Is being a good man­ager the same as being a good leader? What does coach­ing and the abil­ity to coach mean when it comes to being a good man­ager? When it comes to being a good leader? What does guid­ing have to do with lead­er­ship? With man­ag­ing With direct­ing? A man­ager has to know how to plan, orga­nize, direct and con­trol but a leader may not know how to plan, orga­nize, direct and con­trol. Yet they are still a leader!

Man­ag­ing vs. Lead­ing vs. Direct­ing vs. Guid­ing vs. Coach­ing vs. Supervising

What are some of the dif­fer­ences in the above? The mean­ings for many of them have some over­lap, but they are still words with dis­tinct mean­ing. Here are some def­i­n­i­tions for each (accord­ing to Word­Net):

Direct­ing: show­ing the way by con­duct­ing or lead­ing; impos­ing direc­tion on. “felt his mother’s direct­ing arm around him”; “the direc­tional role of sci­ence on indus­trial progress”

Guid­ing: direct the course; deter­mine the direc­tion of trav­el­ling; exert­ing con­trol or influ­ence; “a guid­ing principle”

Coach­ing: to teach and super­vise (some­one). The first use of the term coach­ing to mean an instruc­tor or trainer arose around 1830 in Oxford Uni­ver­sity slang for a tutor who “car­ries” a stu­dent through an exam.

Super­vis­ing: man­ag­ing by over­see­ing the per­for­mance or oper­a­tion of a per­son or group; under obser­va­tion or under the direc­tion of a super­in­ten­dent or over­seer; “super­vised play”.

Man­ag­ing: (in man­age­ment) the act of get­ting peo­ple together in order to accom­plish desired goals and objectives.

Lead­ing: (in man­age­ment) the process of social influ­ence in which one per­son can enlist the aid and sup­port of oth­ers in the accom­plish­ment of a com­mon task.

It’s easy to see from above that all the words really have a part in work­ing suc­cess­fully with a group. Sooner or later, every mem­ber of the group will per­son­ally be involved in per­form­ing one of the above. (In the scope of this post, I’m keep­ing a dis­tinct sep­a­ra­tion between “Man­age­ment” and “Man­ag­ing”. Why? Because, lead­er­ship / lead­ing is an intri­cate part of man­age­ment. But it is not the same as man­ag­ing.)

One say­ing I often hear is: “Man­agers do things right, while lead­ers do the right thing.”

This say­ing may be a lit­tle too bla­tant for my tastes, but it does shed a lit­tle light on the views of each type of posi­tion. It means that man­agers do things by the book and fol­low com­pany pol­icy, while lead­ers fol­low their own intu­ition, which may be more advan­ta­geous to the com­pany. Man­agers use author­i­tar­ian and trans­ac­tional style, which means sub­or­di­nates have to fol­low a manager’s orders while lead­ers use charis­matic and trans­for­ma­tional style, which means fol­low­ers are inspired to fol­low their leader’s wishes.

Unlike with man­agers, peo­ple fol­low a leader on their own choice but peo­ple have to obey a man­ager. In a way, a leader’s author­ity is derived from effec­tively bal­anc­ing the task of being a gen­uinely accepted mem­ber of a group, while hav­ing ade­quate detach­ment to con­stantly adjust the course the group is head­ing. Groups are also usu­ally more loyal to a leader than a man­ager because the leader is respon­si­ble in tak­ing the blame when things go wrong. When things go right, the leader is often last per­son to accept any recog­ni­tion for it. He/she often will rec­og­nize and thank the group for the success.

In the moti­va­tion depart­ment, a leader will often use pas­sions and incite emo­tions to moti­vate peo­ple. A man­ager on the other hand will not often use the lan­guage of emo­tions or pas­sions but more often use log­i­cal and offi­cial meth­ods to moti­vate peo­ple to com­plete a task. This is why lead­ers can be seen to be more emo­tional than a manager.

Risk

“Lead­ers stand out by being dif­fer­ent. They ques­tion assump­tion and are sus­pi­cious of tra­di­tion. They seek out the truth and make deci­sions based on fact, not prej­u­dice. They have a pref­er­ence for inno­va­tion.” — John Fen­ton

Lead­ers will often appear to be risk-seeking while man­agers may often appear to be more risk-averse. There­fore, man­agers look for com­fort and seek to avoid con­flict where pos­si­ble while lead­ers are com­fort­able with risk by find­ing ways oth­ers avoid and will­ing to break rules (within rea­son) in order to get things done.

Lead­er­ship. It’s really about coach­ing, guid­ing, and inspir­ing oth­ers to reach a goal. Some­times a leader will stand in front, some­times to the side, some­times even behind the peo­ple he or she is try­ing to help reach a goal.

Even if we don’t for­mally have any­one report­ing to us within an orga­ni­za­tion, we are still lead­ers because every­one in one form or another has the abil­ity to influ­ence oth­ers. So Where Do You Fit In? Man­ager or Leader? How do you see your­self? The deci­sion one makes about that will deter­mine where they go in an orga­ni­za­tion (and most likely the way they are seen as well).

Tuesday, May 25, 2010

Blue Ocean Strategy

Blue Ocean Strategy is a business strategy book first published in 2005 and written by W. Chan Kim and Renée Mauborgne of The Blue Ocean Strategy Institute at INSEAD, one of the top European business schools. The book illustrates the high growth and profits an organization can generate by creating new demand in an uncontested market space, or a "Blue Ocean", than by competing head-to-head with other suppliers for known customers in an existing industry. Based on 15 years of research, the authors used 150 successful strategic moves spanning 120 years of business history and across 30 industries to bring the Blue Ocean Strategy theory to life.

Book layout and highlight

The book is divided into three parts: The first part presents key concepts of blue ocean strategy, including Value Innovation - the simultaneous pursuit of differentiation and low cost - and key analytical tools and frameworks such as the strategy canvas, the four actions framework and the eliminate-reduce-raise-create grid. The second part describes the four principles of blue ocean strategy formulation: how to create uncontested market space by reconstructing market boundaries, focusing on the big picture, reaching beyond existing demand and getting the strategic sequence right. These four formulation principles address how an organization can create blue oceans by looking across the six conventional boundaries of competition (Six Paths Framework), reduce their planning risk by following the four steps of visualizing strategy, create new demand by unlocking the three tiers of noncustomers and launch a commercially-viable blue ocean idea by aligning unprecedented utility of an offering with strategic pricing and target costing and by overcoming adoption hurdles. The book uses many examples across industries to demonstrate how to break out of traditional competitive (structuralist) strategic thinking and to grow demand and profits for the company and the industry by using blue ocean (reconstructionist) strategic thinking. The third and final part describes the two key implementation principles of blue ocean strategy including tipping point leadership and fair process. These implementation principles are essential for leaders to overcome the four key organizational hurdles that can prevent even the best strategies from being executed. The four key hurdles comprise the cognitive, resource, motivational and political hurdles that prevent people involved in strategy execution from understanding the need to break from status quo, finding the resources to implement the new strategic shift, keeping your people committed to implementing the new strategy, and from overcoming the powerful vested interests that may block the change.

In the book the authors draw the attention of their readers towards the correlation of success stories across industries and the formulation of strategies that provide a solid base create unconventional success – a strategy termed as “Blue Ocean Strategy”. Unlike the “Red Ocean Strategy”, the conventional approach to business of beating competition derived from the military organization, the “Blue Ocean Strategy” tries to align innovation with utility, price and cost positions. The book mocks at the phenomena of conventional choice between product/service differentiation and lower cost, but rather suggests that both differentiation and lower costs are achievable simultaneously.

The authors ask readers “What is the best unit of analysis of profitable growth? Company? Industry?” – a fundamental question without which any strategy for profitable growth is not worthwhile. The authors justify with original and practical ideas that neither the company nor the industry is the best unit of analysis of profitable growth; rather it is the strategic move that creates “Blue Ocean” and sustained high performance. The book examines the experience of companies in areas as diverse as watches, wine, cement, computers, automobiles, textiles, coffee makers, airlines, retailers, and even the circus, to answer this fundamental question and builds upon the argument about “Value Innovation” being the cornerstone of a blue ocean strategy. Value Innovation is necessarily the alignment of innovation with utility, price and cost positions. This creates uncontested market space and makes competition irrelevant. The following section discusses the concept behind the book in detail.

Concept
 
The metaphor of red and blue oceans describes the market universe.

Red Oceans are all the industries in existence today—the known market space. In the red oceans, industry boundaries are defined and accepted, and the competitive rules of the game are known. Here companies try to outperform their rivals to grab a greater share of product or service demand. As the market space gets crowded, prospects for profits and growth are reduced. Products become commodities or niche, and cutthroat competition turns the ocean bloody. Hence, the term red oceans.

Blue oceans, in contrast, denote all the industries not in existence today—the unknown market space, untainted by competition. In blue oceans, demand is created rather than fought over. There is ample opportunity for growth that is both profitable and rapid. In blue oceans, competition is irrelevant because the rules of the game are waiting to be set. Blue ocean is an analogy to describe the wider, deeper potential of market space that is not yet explored.

The corner-stone of Blue Ocean Strategy is 'Value Innovation'. A blue ocean is created when a company achieves value innovation that creates value simultaneously for both the buyer and the company. The innovation (in product, service, or delivery) must raise and create value for the market, while simultaneously reducing or eliminating features or services that are less valued by the current or future market. The authors criticize Michael Porter's idea that successful businesses are either low-cost providers or niche-players. Instead, they propose finding value that crosses conventional market segmentation and offering value and lower cost.

Educator Charles W. L. Hill proposed this idea in 1988 and claimed that Porter's model was flawed because differentiation can be a means for firms to achieve low cost. He proposed that a combination of differentiation and low cost might be necessary for firms to achieve a sustainable competitive advantage.

Many others have proposed similar strategies. For example, Swedish educators Jonas Ridderstråle and Kjell Nordström in their 1999 book Funky Business follow a similar line of reasoning. For example, "competing factors" in Blue Ocean Strategy are similar to the definition of "finite and infinite dimensions" in Funky Business. Just as Blue Ocean Strategy claims that a Red Ocean Strategy does not guarantee success, Funky Business explained that "Competitive Strategy is the route to nowhere". Funky Business argues that firms need to create "Sensational Strategies". Just like Blue Ocean Strategy, a Sensational Strategy is about "playing a different game" according to Ridderstrale and Nordstrom. Ridderstrale and Nordstrom also claim that the aim of companies is to create temporary monopolies. Kim and Mauborgne explain that the aim of companies is to create blue oceans, that will eventually turn red. This is the same idea expressed in the form of an analogy. Ridderstråle and Nordström also claimed in 1999 that "in the slow-growth 1990s overcapacity is the norm in most businesses". Kim and Mauborgne claim that blue ocean strategy makes sense in a world where supply exceeds demand.

Preceding work
 
The contents of the book are based on research and a series of Harvard Business Review articles as well as academic articles on various dimensions of the topic.

Kim and Mauborgne studied about one hundred fifty positions made from 1880-2000 in more than thirty industries and closely examined the relevant business players in each . They analyzed the winning business players as well as the less successful competitors. Studied industries included hotels, cinemas, retail stores, airlines, energy, computers, broadcasting, construction, automotive and steel. They searched for convergence among the more and less successful players. Divergence across the two groups was also studied to discover the common factors leading to strong growth and the key differences separating those winners from the mere survivors and the losers. Kim and Mauborgne defined a consistent and common pattern across all the seemingly idiosyncratic success stories and first called it value innovation, and then Blue Ocean Strategy.

Research results were first published in 1997 in a Harvard Business Review article by Kim and Mauborgne titled "Value Innovation: The Strategic Logic of High Growth". The ideas, tools and frameworks were tested and refined over the years in corporate practice in Europe, the United States and Asia and presented in the following eight additional articles, before being published in the form of a book in 2005.

1997. "Value Innovation - The Strategic Logic of High Growth". Harvard Business Review 75, January-February, 103-112.
1998. Procedural Justice, Strategic Decision Making and the Knowledge Economy." Strategic Management Journal, April.
1999. "Creating New Market Space." Harvard Business Review 77, January-February, 83-93.
1999. "Strategy, Value Innovation, and the Knowledge Economy." Sloan Management Review 40, no.3, Spring.
2000. "Knowing a Winning Business Idea When You See One." Harvard Business Review 78, September-October, 129-141.
2002. "Charting Your Company's Future." Harvard Business Review 80, June, 76-85.
2003. "Tipping Point Leadership." Harvard Business Review 81, April, 60-69.
2004. "Blue Ocean Strategy." Harvard Business Review, October, 76-85.

The name "Blue Ocean Strategy" was introduced in the Harvard Business Review article published in October 2004. The book builds on and extends the work presented in these articles by providing a narrative arc that draws all these ideas together to offer a unified framework for creating and capturing blue oceans.

Subsequent Work
 
2009. "How Strategy Shapes Structure." Harvard Business Review, September, p73-80.

In this latest HBR article, Kim and Mauborgne present the importance of alignment across the value, profit and people propositions regardless of whether one takes the structuralist (traditional competitive) or the reconstructionist (blue ocean) approach to strategy.

Blue Ocean Strategy vs. Competition Based Strategies
 
Kim and Mauborgne argue that traditional competition-based strategies (red ocean strategies) while necessary, are not sufficient to sustain high performance. Companies need to go beyond competing. To seize new profit and growth opportunities they also need to create blue oceans.

The authors argue that competition based strategies assume that an industry’s structural conditions are given and that firms are forced to compete within them, an assumption based on what academics call the structuralist view, or environmental determinism. To sustain themselves in the marketplace, practitioners of red ocean strategy focus on building advantages over the competition, usually by assessing what competitors do and striving to do it better. Here, grabbing a bigger share of the market is seen as a zero-sum game in which one company’s gain is achieved at another company’s loss. Hence, competition, the supply side of the equation, becomes the defining variable of strategy. Here, cost and value are seen as trade-offs and a firm chooses a distinctive cost or differentiation position. Because the total profit level of the industry is also determined exogenously by structural factors, firms principally seek to capture and redistribute wealth instead of creating wealth. They focus on dividing up the red ocean, where growth is increasingly limited.

Blue ocean strategy, on the other hand, is based on the view that market boundaries and industry structure are not given and can be reconstructed by the actions and beliefs of industry players. This is what the authors call “reconstructionist view”. Assuming that structure and market boundaries exist only in managers’ minds, practitioners who hold this view do not let existing market structures limit their thinking. To them, extra demand is out there, largely untapped. The crux of the problem is how to create it. This, in turn, requires a shift of attention from supply to demand, from a focus on competing to a focus on value innovation—that is, the creation of innovative value to unlock new demand. This is achieved via the simultaneous pursuit of differentiation and low-cost. As market structure is changed by breaking the value/cost tradeoff, so are the rules of the game. Competition in the old game is therefore rendered irrelevant. By expanding the demand side of the economy new wealth is created. Such a strategy therefore allows firms to largely play a non–zero-sum game, with high payoff possibilities.

Tools and Frameworks
 
Blue Ocean Strategy has introduced a number of practical tools, methodologies and frameworks to formulate and execute blue ocean strategies, attempting to make creation of blue oceans a systematic, repeatable process. Some of these are listed below:

Summary of Blue Ocean Strategy Frameworks, Tools and Methodologies

For blue ocean strategy formulation

The Strategy Canvas
The initial litmus test for BOS: focus, divergence, compelling tagline
The Four Actions Framework
Eliminate-Reduce-Raise-Create Grid
The Six Paths Framework
Buyer Utility Map
Buyer Experience Cycle
Price Corridor of the Mass model
Four Steps of Visualizing Strategy Process
Pioneer-Migrator-Settler Map
Three Tiers of Noncustomers Framework
The Sequence of Blue Ocean Strategy

For blue ocean strategy execution

Tipping Point Leadership
Four Key Organizational Hurdles:
Riding the "Electric Sewer" to break the Cognitive Hurdle
Redirecting from cold spots to hot spots and horse trading to overcome the Resource Hurdle
Placing Kingpins in a Fishbowl and atomize the change to jump over the Motivational Hurdle
Leverage your angels and consigliere to overcome the Political Hurdle
3 E principles of Fair Process: engagement, explanation, clarity of expectations

Criticisms
 
While Kim and Mauborgne propose approaches to finding uncontested market space, at the present there are few if any success stories of companies that applied their theories. This hole in their data persists despite the publication of Value Innovation concepts since 1997. A critical question is whether this book and its related ideas are descriptive rather than prescriptive. The authors present many examples of successful innovations, and then explain from their Blue Ocean perspective - essentially interpreting success through their lenses.

The research process followed by the authors has been criticized on several grounds. Criticisms include claims that no control group was used, that there is no way to know how many companies using a Blue Ocean Strategy failed and the theory is thus unfalsifiable, that a deductive process was not followed, and that the examples in the book were selected to "tell a winning story."

A whole chapter of the book explaining what the authors call "Tipping Point Leadership" is based on a conclusion that the drop in crime in New York City was caused by a change in policies, actions, and leadership. However, according to the book Freakonomics, crime rates dropped due to an increase in abortion rates a generation earlier. Crime rates fell simultaneously in cities other than New York that had not applied what the authors call Tipping Point Leadership.

Brand and communication are taken for granted and do not represent a key for success. Kim and Maubourgne take the marketing of a value innovation as a given, assuming the marketing success will come as a matter of course.

It is argued that rather than a theory, Blue Ocean Strategy is an extremely successful attempt to brand a set of already existing concepts and frameworks with a highly "sticky" idea. The blue ocean/red ocean analogy is a powerful and memorable metaphor, which is responsible for its popularity. This metaphor can be powerful enough to stimulate people to action. However, the concepts behind the Blue Ocean Strategy (such as the competing factors, the consumer cycle, non-customers, etc.) are not new. Many of these tools are also used by Six Sigma practitioners and proposed by other management theorists.

References
 
1. Kim and Mauborgne. Blue Ocean Strategy. Harvard Business School Press. 2005.
2. "A conversation with W.Chan Kim and Renee Mauborgne". INSEAD. 2005. http://www.insead.edu/alumni/newsletter/February2005/Interview.pdf. Retrieved 2008-12-31.
3. "Value Innovation: The Strategic Logic of High Growth". Harvard Business Review (Boston: Harvard Business School Press): 103–112. January - February 1997.
4. "Blue Ocean Strategy". Harvard Business Review (Boston: Harvard Business School Press): 76–85. October 2004.
5. Towards the Blue Oceans. CEEMAN Interview with Professor Kim
6. Kim, Chan (2005). Blue Ocean Strategy. Boston: Harvard Business School Press. p. 210.
7. Kim, Chan (2005). Blue Ocean Strategy. Boston: Harvard Business School Press. p. 211.
8. Pollard, Wayne E. (2005-12-01). "Blue Ocean Strategy's Fatal Flaw". CMO Magazine.
9. "Multiple Critiques of Blue Ocean Strategy". 2007
10. Levitt, Stephen D. (2005). Freakonomics: A Rogue Economist Explores the Hidden Side of Everything. New York: Harper Collins. pp. 117–118.

External links
 

How to Have a Great Conversation

How to Have a Great Conversation originated by: Lily A, Ben Rubenstein, Krystle C., L.

The art of conversation takes practice, and is not as hard as you might think. With some patience and these steps, and you can learn to relax and enjoy a great conversation.

Steps

1. Find out about the person you'll be talking to before you actually talk to them, if you can.

If it's someone who you work with, or go to school with, look at their department website and see if they have any projects in the works. If the person is a mutual acquaintance, ask your friend what this person does for a living and how they know each other. (Do not, however, dig any deeper than these suggestions. Coming into a conversation equipped with personal information about that person comes off as creepy. That means researching a person on social networks before talking to them for the first time is not okay!) The information you get can be good for starting conversations:

"I was looking at the biochemistry department website and saw that you're working on a pretty interesting thesis! How'd you come to choose that topic?"

"I saw on the office memo that you're working on the outreach project for local schools. How's that going?"

"Milly here told me that you went skydiving!"

2. Ask questions.

What do they like to do? What sort of things have they done in their lives? What is happening to them now? What did they do today or last weekend? Identify things about them that you might be interested in hearing about, and politely ask questions. Remember, there was a reason that you wanted to talk to them, so obviously there was something about them that you found interesting. However, try to space out your questions or they'll feel like you're interrogating them which is very bad and closes off friendships.

See How to Come Up with Good Conversation Topics for ideas.

Ask clarifying questions. If the topic seems to be one they are interested in, ask them to clarify what they think or feel about it. If they are talking about an occupation or activity you do not understand, take the opportunity to learn from them. Everyone loves having a chance to teach another willing and interested person about their hobby or subject of expertise.

Try to get them talking about something they enjoy thinking about and something that you're interested in hearing or else the conversation isn't fulfilling and one of you will feel unsatisfied with it.

3. Listen.

This is the most important part of any conversation. Pay attention to what is being said. Make acknowledging noises or movements to indicate that you are still listening. A conversation will go nowhere if you are too busy thinking of anything else, including what you plan to say next. If you listen well, the other person's statements will suggest questions for you to ask. Allow the other person to do most of the talking. They will often not realize that it was they who did most of the talking, and you get the credit for being a good conversationalist - which of course, you are!

3. Practice active listening skills. Part of listening is letting the other person know that you are listening. Make eye contact. Nod. Say "Yes," "I see," "That's interesting," or something similar to give them clues that you are paying attention and not thinking about something else - such as what you are going to say next.

Paraphrase back what you have heard, using your own words. This seems like an easy skill to learn, but takes some practice to master. Conversation happens in turns, each person taking a turn to listen and a turn to speak or to respond. It shows respect for the other person when you use your "speaking turn" to show you have been listening and not just to say something new. They then have a chance to correct your understanding, affirm it, or embellish on it.

4. Consider your response before disagreeing.
 
If the point was not important, ignore it rather than risk appearing argumentative. On the other hand, agreeing with everything can kill a conversation just as easily as disagreeing with everything. When pointing out your difference of opinion, remember these points:

Agree with something they said (state common ground) before disagreeing.

Try to omit the word "but" from your conversation when disagreeing, as this word often puts people on the defensive. Instead, try substituting the word "and"--it has less of an antagonistic effect.

Playing devil's advocate (pretending to defend the opposite point of view) can be a good way to keep the conversation going, but if you overuse this technique, you could end up appearing hostile.

Don't manipulate the talk to serve your own agenda and steam-roll your counterpart. If you come away from the conversation feeling full of yourself, you used the occasion to show off your wit and knowledge. Try to keep from using a conversation to boost your ego.

5. Do not panic over lulls.
 
This is a point where you could easily inject your thoughts into the discussion. If the topic seems to have run out, use the pause to think for a moment and identify another conversation topic or question to ask them. Did something they said remind you of something else you have heard, something that happened to you, or bring up a question or topic in your mind? Mention it and you'll transition smoothly into further conversation!
 
6. Remember that sometimes if a conversation isn't going well, it might not be your fault.
 
Sometimes the other person is distracted/lost in thought, isn't willing to contribute, or is having a bad day. If they don't speak or listen, then they are the ones not using good conversation skills, not you. But in any case, it's still a good idea to strive to do your part as a good conversationalist.
 
7. Know when the conversation is over.
 
Even the best conversations will eventually run out of steam or be ended by an interruption. Smile if you're leaving, tell them it was nice talking to them, and say goodbye. Ending on a positive note will leave a good impression.

Tips

Forget yourself. Dale Carnegie once said, "It's much easier to become interested in others than it is to convince them to be interested in you." If you are too busy thinking about yourself, what you look like, or what the other person might be thinking, you will never be able to relax.

The best conversations come from gaining new understanding about the topic discussed or the person. Try to lead into personal stories and anecdotes. These give limitless conversation and are revealing about the character of a person.

It's okay to talk about yourself as long as the person listening is interested and getting new information about you or the topic. People don't like to rehash things they already know or have thought about so try to give a new perspective or way of thinking.

While you want to talk about a topic, make sure you pause in between sentences, which allows for the other person to ask a question to clarify if they are understanding you and/or for them to interject with a thought of their own. Remember, you want to have a conversation, not be a story-teller.

Warnings

Choose carefully when asking personal questions. You do not want to venture into overly personal issues. Even if the other person might be willing to talk about it, you may end up learning things that you really do not want to know. You certainly do not want the other person to think afterward that you coerced them into revealing personal information.

Beware of topics that can be inflammatory - such as religion and politics - and don't venture into them unless you know the person has roughly the same convictions as you, or the circumstances otherwise allow for pleasant discussion. Again, it's fine to disagree and can be nice to talk about differences, but it can also be a quick step toward an argument.

Try not to ever cut the person off mid-sentence, or when they naturally pause between sentences (or when trying to remember a detail). It seems disrespectful and it makes it seem like you think that what you have to say is more important than what others have to say. Let the person finish their thoughts and then continue on with thoughts of your own.

Related wikiHows

How to Come Up with Good Conversation Topics

How to Have a Witty Conversation
How to Start a Conversation when You Have Nothing to Talk About
How to Join a Conversation

Articles for You to Write
How to Become Organic

How to Disrespect Someone
How to Have a Stimulating Conversation
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How to Have a Great Conversation

Golden words are not Repeated

Don't compare yourself with anyone in this world.
If you do so, you are insulting yourself
Allen Strike

You may get DELAYED to reach your Targets.
But every step you take towards your target is EQUAL to Victory.
Karl Marx

Love your job but don't love your Company because you may not know when your company stops loving you.
Dr. Abdul Kalam

What is the Secret of SUCCESS... ? "RIGHT DECISIONS"
How do you make Right Decisions...? "EXPERIENCE"
How do you get Experience... ? "WRONG DECISIONS
Dr. Abdul Kalam

Without your involvement you can't succeed.
With your involvement you can't fail.
Dr. Abdul Kalam

You are not responsible for what people think about you.
But you are responsible for what you give them to think about you.
Stanley Ferrard

A man is lucky if he is the first love of a Woman.
A woman is lucky if she is the last love of a man.
Charles Dickens

Write your Sad times in Sand,
Write your Good times in Stone.
George Bernard Shaw

Behind every successful man,
There is an untold pain in his heart.
Bill Jacobs

It's better to lose your Ego to the one you Love,
Than to lose the one you LOVE because of EGO.
John Keats

Don't make promise when you are in JOY . Don't reply when you are SAD.
Don't take decisions when you are ANGRY. Think twice, Act wise.
BE happy...!

And God Said No by Claudia Minden Weisz, the mother of a Rett Syndrome child

Life's problems wouldn't be called "hurdles" if there wasn't a way to get over them.

I asked God to take away my pride. And God said “No”.
He said it was not for Him to take away, but for me to give up.

I asked God to make my handicapped child whole. And God said “No”.
He said her spirit was whole, her body was only temporary.

I asked God to grant me patience. And God said “No”.
He said patience is a by-product of tribulations. It isn’t granted, it is earned.

I asked God to give me happiness. And God said “No”.
He said He gives me blessings, happiness is up to me.

I asked God to spare me pain. And God said “No”.
He said suffering draws me apart from worldly cares and brings me closer to Him.

I asked God to make my spirit grow. And God said “No”.
He said I must grow on my own. But He will prune me to make me fruitful.

I asked for all things that I might enjoy life. And God said “No”.
He said He will give me life, that I may enjoy all things.

I ask God to help me love others, as much as he loves me.
And God said “Ah, finally you have the idea!”

Worried About Losing Your Job? 10 Ways to Secure Your Career by Rob Horlock

Rob Horlock has worked in management positions in several multinational organisations with experience in Marketing, Sales, IT and Project Management. He has authored two volumes of collections of people's memories from the 1920s to the 1960s. Rob's is currently Managing Editor of The Mid Life Opportunity, a community website for Mid Lifers which includes a wealth of interesting information and advice and guidance from experts in the areas of Relationships, Career, Health, Lifestyle and Finance.

Are you worried about losing your job? Many people have this fear and in the coming months, more and more people will be asking themselves the same question. If you are in this position, what should you do?

Firstly, ask yourself if this is a real fear or an unjustified reaction to the current economic climate. Most jobs, in fact, will not disappear and most people will remain in their current employment. You may be worrying unnecessarily. If your job security fears are grounded in reality, here are 10 ways that can help you to come out on top.

1. Make yourself indispensable: Help your line manager as much as you can. If you've moved around in the company, help those who are currently working in an area where you've worked previously (without annoying them, of course). If you know people in other departments of the organisation, spend time with them and understand their issues - can you help them to overcome these?

If your line manager asks you to help him/her prepare for a board meeting, for example, go the extra mile and prepare some presentation slides too. They may not be the finished article but it's much easier to finesse something that already exists than to start with a blank piece of paper.

2. Do a SWOT on yourself : Understand your Strengths and Weaknesses. How can you address your weaknesses? What opportunities are there for someone with your capabilities? What threats might be looming?

3. Take a personality test: There are a number of personality tests available for you to take. Two of the most widely used are Belbin and Myers-Briggs. Your Belbin report will show you how you perform in a team - are you a Leader, a Completer- Finisher, a Plant or a Shaper? Your Myers-Briggs report will reveal more about your own personality and the types of roles your will suit you. There are other personality tests available and these can be found through an internet search.

4. Research the market for your talents: If the worst happens and your job disappears, what are your options? Review the current job market by looking at Job Boards (Monster, etc) and Recruiters' websites. This will show you what jobs are currently available. Are you likely to find a job in your area or will you have to move? Are you going to have to take a pay cut? Get a good idea of your options before you need to start looking in earnest.

5. Network: You should network inside your company as well as outside. Make sure you get to know as many managers as possible in your organisation and make sure they know who you are. Get back in touch with old colleagues. Networking can be face to face, at networking meetings or virtual, on the internet. The best business networking site in LinkedIn and you should definitely be registered on there.

6. Upskill: Whilst you are still being paid by your current employer, try to go on any suitable training courses that will broaden your skillbase. Many employers are sympathetic to funding courses for people who are leaving, as part of a redundancy package.

7. Understand your rights: Understand what you entitled to expect if you are made redundant. What is the minimum payment that you should expect - this will be based on the number of years that you have worked for the organisation. How will your pension be affected? Will you be eligible for a tax refund? How much notice should you be given?

8. Discuss the situation with your partner: If you find yourself facing redundancy, don't think of it as the end but as the beginning. It is The Mid Life Opportunity for you to choose to move on and get another similar job or do something completely different. Your partner may have their own views and you might find that you end up doing something together - running a hotel or franchise or an agency, for example.

9. Review your finances: Your financial health is the key to your future. If you have high outstanding debts, your room for manoeuvre will be less than if you have paid off your mortgage, the children have left home and your credit cards are untouched. Your financial situation will obviously change if you lose your job and you need to review your outgoings to see where you can cut back. Do you really need to go out to a restaurant twice a week? How many pairs of shoes do you need? You may have to forgo that summer holiday this year.

10. Think what you really want to do with the rest of your life: Being made redundant in midlife is not the end of the world. It really can be the kick that you have needed to make the move and do what you really want to do with the rest of your life. You will never have a better opportunity to take the leap and give it a try. You don't want to be going to your grave regretting that you wasted the best opportunity that you had!

These 10 steps will help you to come to terms with redundancy and to move on with the rest of your life.

Rob Horlock is Managing Editor of The Mid Life Opportunity - a community for 'Mid Lifers' where members can get advice and guidance across a range of issues such as Career, Relationships, Finance, Health.

Monday, May 24, 2010

Amazing pictures....

I have received this from one of my friends. But once again in spite of making attempt I could not find the name of this Ranger and the source of these photographs. I would appreciate if my readers help me in this. Thank you once again for continuing to read my posts.

One of the followers of this blog, Nathan, has been kind enough to give us a link, given below, to these pictures from where I have been able to find the name of the Ranger, Kevin Richardson. He says he relies on instinct and patience to win the animals' trust.  Thanks Nathan

 





This Ranger is assigned to prevent poaching around the wildlife refuge area of Lanseria , South Africa. The way these animals interact with him is absolutely stunning! The lions seem to know he is there to protect them. His charm works with hyenas and lions too. Hyenas are usually vicious. Check out the pics taken in the river, amazing because lions hate water.