28 मई 2010

जीवन में अप्रत्याशित की तैयारी रखो

कल गुरुवार  २७ मई को पिंकी का जन्म दिन था .पिंकी( गप्पू की पत्नी) और सोनू ( मेरी पत्नी) ने मिलकर पार्टी का आयोजन ध्यान केंद्र  ने किया था .पिंकी रायता ,छोले ,और पूडी बनाकर लायी और सोनू पुलाव बनाकर ले गई थी .
पिंकी ने केक काटा. सबने मजेदार भोजन का आनंद लिया .पिंकी और सोनू स्वामीजी से मिलकर प्रसन्न है .पिंकी तो जन्मदिन होने के कारण और आनंद में है .बच्चे लोग भी खेल रहे है .रात होने पर  दोनों  वापस घर चले  आये.


इन दोनों में जब से स्वामी जी से दीक्षा लिए   हैं  अभूत पूर्व परिवर्तन आ गया है .जीवन के सभी  आयामों में इनके  सकारात्मक    फर्क पड़ गया है
.मेरी पत्नी को मै बहुत अच्छे से समझ पता हूँ इसलिए यह फर्क क्लियर दीखाई पड़ता है
.पिंकी में भी फर्क गप्पू के अलावा हम लोगों ने भी महसूस किया है .
गुरुदेव से हमने पुछा की इन उज्जड स्त्रियों में इतना सकारात्मक परिवर्तन कैसे आ गया .
"तुम लोगों की जीवन की बहुत बड़ी समस्या तो तुम्हारी पत्नियाँ थी .इसलिए जब तुम लोगों में आध्यत्मिक फर्क आना शुरू हुवा तो पत्नियों का भी सुधार तुम्हारे जीवन के लिए जरुरी हो गया था .इसलिए मैंने उन पर  ध्यान   दिया .यही सबसे मूल कारण था."
"तुम लोगों से मेरे बारे में सुन कर और तुम्हारे व्यक्तित्व में सुधार देखकर  उन लोग भी इस मार्ग  में आने को उत्सुक थे .गुरुदेव के बारे में जानने और अपना भी लाभ लेने की उनमे आकांक्षा जागी. यह दोनों राशी (अमित की पत्नी ) का मेरे प्रति अहोभाव की उसका जीवन बदल गया है देखते थे तो और उनको जिज्ञासा हो गई .सबसे पहले तो पिंकी और सोनू दोनों के भाइयों का कल्याण हुवा तो उनको लगा की हाँ, स्वामी जी के कारण उनको लाभ हो रहा है "
".स्त्रियाँ बहुत व्यवहारिक होती है इसलिए उनको पता भी जल्दी  लग गया."
"धीरे धीरे पिंकी सोनू ने अपने कल्याण के लिए भी प्रयास किया और मेरे सुझाव के अनुसार स्वयं में बदलाव लाना शुरू किया .इसका उनको अच्छा परिणाम मिला .उनको लगा की स्वामी जी हम लोगों के अति शुभ चिन्तक मित्र है .इस प्रकार उनके मन में मेरे प्रति आस्था का जन्म हुवा .आस्था होने से ,ज्योतिष के रत्न पहनने से ,मन्त्र करने से, उनमे यह गुणात्मक परिवर्तन आ गया .पिंकी में यह जल्दी आ गया क्यूंकि वो सहज सरल है और सोनू में थोडा टाइम लगा .सोनू थोड़ी चालबाज़ है इसीलिए . " गुरुदेव ने कहा .
"हाँ स्वामी जी सोनू की आँखों में आपके प्रति आस्था और प्रेम के कारण  कृपा को महसूस करके आंसु आ जाते है " मैंने कहा .

इसके बाद दूसरी बात होने लगी .गप्पू और पिंकू दोनों गुरुदेव की मालिश करने लगे .
गप्पू को  उसको उसकी कम्पनी २२ दिन के ट्रेनिंग में गुजरात भेज रही है वो इतने दिनों तक गुरुदेव और ध्यान केंद्र से दूर रहने के ख्याल से उसको बहुत पीड़ा हो रही है .इसी बात को लेकर कम्पनी के सिनीयर अधिकारी से बहस भी हो गयी .
"स्वामीजी मै बहुत दुखी और मजबूर हो कर जाने का मन बना पाया हूँ ." गप्पू ने कहा .
स्वामी जी ने कहा "मै इतना जीवन बिता चूका हूँ की तुम्हारी समस्या कुछ है ही नहीं . इससे कई बड़ी समस्या जीवन में आ सकती है .कम्पनी तुम्हारा ट्रांसफर भी कर सकती है .इससे अच्छा तो यह है की २२ दिन बिता कर आ जावो . जीवन में यह तैयारी रखो की जो भी अप्रत्याशित जब भी आये उसका सामना मजबूती से कर सको .मन को कमजोर करने से की दुख होगा.ऐसे  जीवन नहीं चलने वाला .मैंने जीवन की सभी छोटी बड़ी समस्या को इसी  मजबूती से झेला है .तुम लोग भी अपने आपको इसी प्रकार तैयार करो .यह क्यों सोचकर चलते हो की समस्या नहीं आयेगी .जीवन है तो जीवन में यह सब तो होगा ही .भविष्य में और भी अप्रत्याशित आ सकता है इसलिए मन की मजबूती की आवश्यकता है की जो भी सामने आएगा उसका सामना करना है "

और रात होने पर  गुरुवार की पूजा की तैयारी कर के साईं बाबा और नर्मदा बाबा की पूजा हुई  और सब ने प्रसाद लिया .स्वामीजी ने मुझको और पिंकू दोनों को मोटापा कम करने के लिए भोजन में संयम की बात भी कही .

जय गुरु महाराज की जय .जय इस्ट देव साईं बाबा की जय

Managing Yourself:(core managment skill)

Managing Yourself:(core managment skill)







Role of New Leader or  Manager of Often Very Stressful

The experience of a first-time supervisor or manager is often one of the most trying in their career. They rarely have adequate training for the new management role -- they were promoted because of their technical expertise, not because of their managerial expertise. They suddenly have a wide range of policies and other regulations to apply to their subordinates. Work is never "done". They must represent upper management to their subordinates, and their subordinates to upper management. They're stuck in the middle. They can feel very alone.





Guidelines to Manage Yourself

Everyone in management has gone through the transition from individual contributor to manager. Each person finds their own way to "survive". The following guidelines will help you keep your perspective and your health.



1. Monitor your work hours

The first visible, undeniable sign that things are out of hand is that you're working too many hours. Note how many hours you are working per week. Set a limit and stick to that limit. Ask your peers or boss for help.



2. Recognize your own signs of stress

Different people show their stress in different ways. Some people have "blow ups". Some people get very forgetful. Some people lose concentration. For many people, they excel at their jobs, but their home life falls apart. Know your signs of stress. Tell someone else what they are. Ask them to check in with you every two weeks to see how you are doing. Every two weeks, write down how you are doing -- if only for a minute. Stick in it a file marked "%*#)%&!!#$".



3. Get a mentor or a coach

Ideally, your supervisors is a very good mentor and coach. Many people have "been there, done that" and can serve as great mentors to you.



4. Learn to delegate

Delegating is giving others the responsibility and authority to carry out tasks. You maintain the accountability to get them done, but you let others decide how they will carry out the tasks themselves. Delegation is a skill to learn. Start learning it.



5. Communicate as much as you can

Have at least one person in your life with whom you are completely honest. Hold regular meetings with staff -- all of them in one meeting at least once a month, and meet at least once every two weeks with each of your direct reports. A common problem among new managers and supervisors (or among experienced, but ineffective ones) is not meeting unless there's something to say. There is always something to communicate, even if to say that things are going well and then share the health of your pets. New managers and supervisors often assume that their employees know as much as they do. One of the first signs of an organization in trouble is that communications break down. Err on the side of too much communication, rather than not enough.



6. Recognize what's important from what's urgent -- fix the system, not the problem

One of the major points that experienced manages make is that they've learned to respond to what's important, rather than what's urgent. Phone calls, sick employees, lost paperwork, disagreements between employees all seem to suddenly crop up and demand immediate attention. It can seem like your day is responding to one crises after another. As you gain experience, you quit responding to the crisis and instead respond to the problem that causes the crises. You get an answering machine or someone else to answer the phone. You plan for employees being gone for the day -- and you accept that people get sick. You develop a filing system to keep track of your paperwork. You learn basic skills in conflict management. Most important, you recognize that management is a process -- you never really "finish" your to-do list -- your list is there to help you keep track of details. Over time, you learn to relax.



7. Recognize accomplishments

Our society promotes problem solvers. We solve one problem and quickly move on to the next. The culture of many organizations rewards problem solvers. Once a problem is solved, we quickly move on to the next to solve that one, too. Pretty soon we feel empty. We feel as if we're not making a difference. Our subordinates do, too. So in all your plans, include time to acknowledge accomplishments -- if only by having a good laugh by the coffee machine, do take time to note that something useful was done.

Meeting Management:(core managment skill)

Meeting Management:(core managment skill)

Basics of Internal Communications






Effective communications is the "life's blood" of an organization. Organizations that are highly successful have strong communications. One of the first signs that an organization is struggling is that communications have broken down. The following guidelines are very basic in nature, but comprise the basics for ensuring strong ongoing, internal communications.






1. Have all employees provide weekly written status reports to their supervisors


Include what tasks were done last week, what tasks are planned next week, any pending issues and date the report. These reports may seem a tedious task, but they're precious in ensuring that the employee and their supervisor have mutual understanding of what is going on, and the reports come in very handy for planning purposes. They also make otherwise harried employees stand back and reflect on what they're doing.










2. Hold monthly meetings with all employees together


Review the overall condition of the organization and review recent successes. Consider conducting "in service" training where employees take turns describing their roles to the rest of the staff. For clarity, focus and morale, be sure to use agendas and ensure follow-up minutes. Consider bringing in a customer to tell their story of how the organization helped them. These meetings go a long way toward building a feeling of teamwork among staff.






3. Hold weekly or biweekly meetings with all employees together if the organization is small (e.g., under 10 people); otherwise, with all managers together


Have these meetings even if there is not a specific problem to solve -- just make them shorter. (Holding meetings only when there are problems to solve cultivates a crisis-oriented environment where managers believe their only job is to solve problems.) Use these meetings for each person to briefly give an overview of what they are doing that week. Facilitate the meetings to support exchange of ideas and questions. Again, for clarity, focus and morale, be sure to use agendas, take minutes and ensure follow-up minutes. Have each person bring their calendar to ensure scheduling of future meetings accommodates each person's calendar.






4. Have supervisors meet with their direct reports in one-on-one meetings every month


This ultimately produces more efficient time management and supervision. Review overall status of work activities, hear how it's going with both the supervisor and the employee, exchange feedback and questions about current products and services, and discuss career planning, etc. Consider these meetings as interim meetings between the more formal, yearly performance review meetings.







Meeting management tends to be a set of skills often overlooked by leaders and managers.

The following information is a rather "Cadillac" version of meeting management suggestions. The reader might pick which suggestions best fits the particular culture of their own organization.

Keep in mind that meetings are very expensive activities when one considers the cost of labor for the meeting and how much can or cannot get done in them. So take meeting management very seriously.



The process used in a meeting depends on the kind of meeting you plan to have, e.g., staff meeting, planning meeting, problem solving meeting, etc. However, there are certain basics that are common to various types of meetings. These basics are described below.



(Note that there may seem to be a lot of suggestions listed below for something as apparently simple as having a meeting. However, any important activity would include a long list of suggestions. The list seems to become much smaller once you master how to conduct the activity.)





Selecting Participants



1. The decision about who is to attend depends on what you want to accomplish in the meeting. This may seem too obvious to state, but it's surprising how many meetings occur without the right people there.

2. Don't depend on your own judgment about who should come. Ask several other people for their opinion as well.

3. If possible, call each person to tell them about the meeting, it's overall purpose and why their attendance is important.

4. Follow-up your call with a meeting notice, including the purpose of the meeting, where it will be held and when, the list of participants and whom to contact if they have questions.

5. Send out a copy of the proposed agenda along with the meeting notice.

6. Have someone designated to record important actions, assignments and due dates during the meeting. This person should ensure that this information is distributed to all participants shortly after the meeting.





Developing Agendas



1. Develop the agenda together with key participants in the meeting. Think of what overall outcome you want from the meeting and what activities need to occur to reach that outcome. The agenda should be organized so that these activities are conducted during the meeting.

In the agenda, state the overall outcome that you want from the meeting

2. Design the agenda so that participants get involved early by having something for them to do right away and so they come on time.

3. Next to each major topic, include the type of action needed, the type of output expected (decision, vote, action assigned to someone), and time estimates for addressing each topic

4. Ask participants if they'll commit to the agenda.

5. Keep the agenda posted at all times.

6. Don't overly design meetings; be willing to adapt the meeting agenda if members are making progress in the planning process.

7. Think about how you label an event, so people come in with that mindset; it may pay to have a short dialogue around the label to develop a common mindset among attendees, particularly if they include representatives from various cultures.





Opening Meetings



1. Always start on time; this respects those who showed up on time and reminds late-comers that the scheduling is serious.

2. Welcome attendees and thank them for their time.

3. Review the agenda at the beginning of each meeting, giving participants a chance to understand all proposed major topics, change them and accept them.

4. Note that a meeting recorder if used will take minutes and provide them back to each participant shortly after the meeting.

5. Model the kind of energy and participant needed by meeting participants.

6. Clarify your role(s) in the meeting.





Establishing Ground Rules for Meetings



You don't need to develop new ground rules each time you have a meeting, surely. However, it pays to have a few basic ground rules that can be used for most of your meetings. These ground rules cultivate the basic ingredients needed for a successful meeting.

1. Four powerful ground rules are: participate, get focus, maintain momentum and reach closure. (You may want a ground rule about confidentiality.)

2. List your primary ground rules on the agenda.

3. If you have new attendees who are not used to your meetings, you might review each ground rule.

4. Keep the ground rules posted at all times.





Time Management

1. One of the most difficult facilitation tasks is time management -- time seems to run out before tasks are completed. Therefore, the biggest challenge is keeping momentum to keep the process moving.

2. You might ask attendees to help you keep track of the time.

3. If the planned time on the agenda is getting out of hand, present it to the group and ask for their input as to a resolution.





Evaluations of Meeting Process



It's amazing how often people will complain about a meeting being a complete waste of time -- but they only say so after the meeting. Get their feedback during the meeting when you can improve the meeting process right away. Evaluating a meeting only at the end of the meeting is usually too late to do anything about participants' feedback.

1. Every couple of hours, conduct 5-10 minutes "satisfaction checks".

2. In a round-table approach, quickly have each participant indicate how they think the meeting is going.





Evaluating the Overall Meeting



1. Leave 5-10 minutes at the end of the meeting to evaluate the meeting; don't skip this portion of the meeting.

2. Have each member rank the meeting from 1-5, with 5 as the highest, and have each member explain their ranking

3. Have the chief executive rank the meeting last.





Closing Meetings



1. Always end meetings on time and attempt to end on a positive note.

2. At the end of a meeting, review actions and assignments, and set the time for the next meeting and ask each person if they can make it or not (to get their commitment)

3. Clarify that meeting minutes and/or actions will be reported back to members in at most a week (this helps to keep momentum going).

Effective Delegation:(core managment skill)


Effective Delegation:(core managment skill)






The hallmark of good leadership is effective delegation. Delegation is when leaders give responsibility and authority to subordinates to complete a task, and let the subordinates figure out how the task can be accomplished.

Effective delegation develops people who are ultimately more fulfilled and productive. Managers become more fulfilled and productive themselves as they learn to count on their staffs and are freed up to attend to more strategic issues.



Delegation is often very difficult for new leaders, particularly if they have had to scramble to start the organization or start a major new product or service themselves. Many managers want to remain comfortable, making the same decisions they have always made. They believe they can do a better job themselves. They don't want to risk losing any of their power and stature (ironically, they do lose these if they don't learn to delegate effectively). Often, they don't want to risk giving authority to subordinates in case they fail and impair the organization.



However, there are basic approaches to delegation that, with practice, become the backbone of effective supervision and development. Thomas R. Horton, in Delegation and Team Building suggests the following general steps to accomplish delegation:



1. Delegate the whole task to one person

This gives the person the responsibility and increases their motivation.



2. Select the right person

Assess the skills and capabilities of subordinates and assign the task to the most appropriate one.



3. Clearly specify your preferred results

Give information on what, why, when, who and where. You might leave the "how" to them. Write this information down.



4. Delegate responsibility and authority -- assign the task, not the method to accomplish it

Let the subordinate complete the task in the manner they choose, as long as the results are what the supervisor specifies. Let the employee have strong input as to the completion date of the project. Note that you may not even know how to complete the task yourself -- this is often the case with higher levels of management.



5. Ask the employee to summarize back to you, their impressions of the project and the results you prefer



6. Get ongoing non-intrusive feedback about progress on the project

This is a good reason to continue to get weekly, written status reports from all direct reports. Reports should cover what they did last week, plan to do next week and any potential issues. Regular employee meetings provide this ongoing feedback, as well.



7. Maintain open lines of communication

Don't hover over the subordinate, but sense what they're doing and support their checking in with you along the way.



8. If you're not satisfied with the progress, don't take the project back

Continue to work with the employee and ensure they perceive the project as their responsibility.



9. Evaluate and reward performance

Evaluate results more than methods. Address insufficient performance and reward successes. See the next major section, "Employee Performance Management."