How To Turn Executives Into Wizards

  As comments on our blog posts have been far and few so far, we interact informally with groups of executives to get valuable feedback to ensure our efforts bring benefits to readers.  This week's topic is the result of the following discussion with one such group and it was a revelation to us.       "You just touch upon vital topics and leave them, saying that the rest of the issues are obvious." "Can you be more specific?" " Yes, the blog on various quotients was really new and insightful and beneficial. But, you only explained two and moved on to the next topic." " Let's make amends right away. Which specific quotient is a priority to you?" " Integrity Quotient. " "Ok, we will go back to that one in next week’s post. And please tell us about More such gaps and recommend new topics." --------------- The word Integrity is heard often and is considered highly important for individuals and society at large. But what ex

  That's Not What I Meant! How Conversational Style Makes or Breaks a Relationship That's Not What I Meant  By Deborah Tannen  Harper Collins; Pages 214;  Price $14.99                                   The very title of the book will revive memories in almost everyone’s minds when they had to say "that's not what I meant.” There are occasions when someone says A suggests an action in the interest of say B. If B misunderstands and says that is the thing which will ruin him, the former has to say “that’s not what I meant”.  The author has made the book interesting and instructive through several examples of conversations that went completely awry.    She has based the narration on sound linguistic concepts but avoided getting into complex techniques and formulas. Her starting point is that misunderstandings, or so-called information gaps, are not restricted to any one language, country, region or even social status. “That’s not what I said” incidents are numerous and s

Why I Failed  Lessons from Leaders  By Shweta Punj   Random House India  Pages180; Price Rs 199  (Available on Amazon)   One needs a stout heart to take the risk of starting a business in a highly competitive economy. A strong and imaginative mind is required to run a new business. And only a person with steely nerves can keep his sanity while seeing his/her business declining, or even folding up. The stalwarts chose by the author for her book "Why I failed?" obviously possess all the rare qualities in full measure, because they went through all three stages and progressed. They say "failure is an orphan", but in this book, the parentage is announced. Also, it is said that "experience is the best teacher, but very expensive". With this book, you can learn from others' experiences. The sub-title of the book is "Lessons from Leaders", a highly economic proposition. Shweta herself says that "this book is built around stories of people who s

For Step 1 click this link - https://www.howtoturnexecutivesintowizards.com/2020/07/turning-executives-into-wizards-steps.html Step II - Omniattention It is aptly said that surest way for a company to go down is each one doing own job accurately without considering at all what and how the other persons are doing, and their problems or overall company problem. This statement emphases the importance of each employee should be mindful of the total picture and go beyond once responsibilities and do once best to help remove other bottlenecks.   To achieve such an attitude one needs the quality of omniattention. That is paying attention to the problems and difficulties and if a solution occurs it should be told to the concerned person. You will perhaps be surprised to know the ancient Sanskrit literature deals with this under the heading "ashtawadhan" , means paying attention to 8 things concurrently. And, what’s more, its higher role is "shatawadhan" that means Omniatten