Tag Archives: werk lewe balans

Wanneer dit swaar, Omdraai!

Elton John is reg, jammer is die hardste woord. Dit is moeilik om te erken dat 'n mens is verkeerd. Nog harder is 'n manier om uit te vind, 'n manier om 'n mens se foute van die verlede reg te stel. Dit behels dikwels back tracking.

Maar wanneer dit kom by die hardkoppige sakebesluite, back tracking kan dikwels die enigste ding om te doen. Dit maak sin om verdere verliese te sny wanneer daar min punt in te gooi goeie geld na sleg. Sulke bevalling pogings is roetine gebeure in die meeste ondernemings.

Die grootste verlies containment moeite wat ek het 'n persoonlike belang in gebeur in die VSA in die vroeë negentigerjare. Ek het begin om die merk van sy kommerwekkende toename in 'n hotelkamer in Washington DC. Ek was student afgevaardigde in die jaarlikse konferensie van die American Physical Society (APS). Ten spyte van die gelukkige APS atmosfeer (waar baie nagraadse studente hul toekomstige posisies) en die pragtige pre-kersie blom weer, Ek was 'n bekommerde man, want ek het net gesien hoe 'n TV-advertensie wat sê, “Tien miljard dollar vir 'n partikelversneller??!! Wat die heck is dit op enige manier?”

Die tien biljoen dollar-projek onder aanval was die sogenaamde Superconducting Super Collider (SSC) in Texas, wat uiteindelik gesluit in 1993. Die kansellasie het ten spyte van 'n massiewe aanvanklike belegging van sowat twee miljard dollar.

Vir my, hierdie kansellasie beteken dat meer as twee duisend helder en ervare fisici sal kyk vir werksgeleenthede reg rondom die tyd wat ek het die arbeidsmark. Hierdie kommer verteenwoordig my persoonlike belang in die projek; maar die menslike impak van hierdie reuse back tracking was baie dieper. Dit ontketen 'n minderjarige resessie in die dele van Dallas aan die suidekant van die Drie-eenheid River.

Soortgelyke back tracking, al op 'n veel kleiner skaal, kan gebeur in jou organisasie asook. Kom ons sê jy besluit om twee miljoen dollar te belê in 'n sagteware-stelsel 'n spesifieke besigheid probleem op te los. Helfte van 'n miljoen dollar in die projek, jy besef dat dit 'n verkeerde oplossing. Wat doen jy?

Dit kan duidelik dat jy die maatskappy 'n miljoen en 'n half moet red kyk deur die stop van die projek. Hierdie besluit is presies wat die kollektiewe wysheid van die Amerikaanse Kongres op in aangekom 1993 ten opsigte van die SSC. Maar dit is nie so eenvoudig nie. Niks in die werklike lewe is so eenvoudig.

Korporatiewe back tracking is 'n komplekse proses. Dit het verskeie, dikwels met mekaar verbind, aspekte wat met vaardigheid hanteer word.

As jy besluit om te breek met, wat sê dit oor jou sakevernuf? Sal dit veroorsaak 'n teenreaksie van die top bestuur beskuldig jy van swak oordeel? Met ander woorde, sal jou naam wees so baie in die modder wat jy sal vind dit onmoontlik om 'n werk te kry en jou gesin ondersteun?

Kom ons sê dit was regtig nie jou skuld nie, en jy het geldige argumente almal van jou onskuld te oortuig. Sou dit maak dit eenvoudig genoeg is om die plug te trek op die projek? In alle waarskynlikheid, dit sou nie, want al die groot projekte behels ander mense, want geen mens is 'n eiland. Stop 'n projek half-pad deur sou waarskynlik beteken afdanking van die hele projek span.

Hierdie menslike koste is iets wat ons het om bewus te wees. Dit is nie altyd oor dollar en sent. As jy is die soort siel, jy wil hê om die span te skuif na 'n ander (potensieel onproduktiewe) projek, daardeur erodeer die besparing wat sou toegeval het uit die stop van die projek. Sou dit nie beter gewees het om voortgegaan met die oorspronklike projek, gedoem was dit?

In die meeste korporatiewe sake, dit sal uitdraai wyse afsluit gedoem projekte te wees. Maar nie die koste verbonde onderskat nie. Hulle is nie altyd gereken in geldelike terme, maar menslike dimensies asook.

Dit is ver wyser nooit te begin op twyfelagtige projekte. Wanneer jy moet betrokke raak in onseker projekte, hersien jou uitgang opsies versigtig. Byvoorbeeld, sou dit moontlik wees om die projek te hervorm in 'n ander, maar nog steeds herwinbare rigting?

En as en wanneer jy nie het om hulle af te sluit, doen dit met beslistheid. Doen dit met vaardigheid. Maar die belangrikste, doen dit met ordentlikheid en meegevoel.

Gerugte Mills

Werknemers soek insigte in hul organisasie se opskrif. En hulle moet, want wat hul organisasie doen 'n direkte impak op hul welstand. As jou organisasie beplan om af te lê 50% van sy personeel, byvoorbeeld, jy beter begin soek na nuwe werk dadelik.

Wie draai jy wanneer jy teer vir inligting? Jou bestuur sou jy na hulle luister. Van die werknemer se perspektief, is dit dalk nie die slimste skuif. Maar vertoorn nie, daar is 'n alternatief.

Daar is 'n stad ondergrondse. Parallel aan die wêreld van korporatiewe memorandums en kommunikasie vergaderings, hierdie gerug stad ambagte inligting, dikwels genereer soos dit nodig is.

Werknemers stroom na die gerug molens, nie uit hul inherente kwaadwillig vir hul werkgewers, maar as gevolg van 'n grondige en wedersydse wantroue. Bestuur geneig om versigtig te wees (en dus minder as openhartige) met hul aankondigings, terwyl meer as 80% van die kantoor gerugte draai uit om akkuraat te wees, soos sommige studies toon.

Kom ons neem 'n hipotetiese situasie. Veronderstel vyf jaar gelede, jou hoof uitvoerende beampte het aan die podium en verklaar dat daar absoluut geen afleggings. Hoeveel van julle sou geglo het dit? Diegene wat geglo sou amper seker wens hulle geluister het na die wingerdstok plaas.

This credibility gap that a typical management team suffers from can be addressed only though open and candid communication. Daarin lê die vryf. The management cannot always be as candid as they would like to be. En, they certainly cannot afford to be as candid as the employees would like them to be.

Lack of candour in an atmosphere of uncertainty breeds rumour. Rumours, as defined in psychology, are hypotheses with widespread impact. They abound when the management refuses to trust the employees with strategic information. This lack of trust and information leaves them with no choice but to interpret the developments themselves. In such interpretations lie the origins of office rumours.

Rumours are not to be confused with gossip. While rumours are based on conjecture and are presented as future, corporate-wide eventualities, gossip can be idle or with malicious intent directed at individuals. And gossip is usually presented as fact. In highly competitive settings, gossip can inflict irreparable damage on unsuspecting victims.

Once a rumour attains a high level of credibility, the top brass will be forced to talk. But the talk has to be candid and serious. And it has to be timely. If they wait for too long, their attempts at a tête-à -tête would resemble feeble attempts at damage control. And if the talk is a mere torrent of clichés and rhetoric, it will be taken as an effort to gloss over potentially catastrophic changes. In werklikheid, such weak communication fuels more rumour than it quells.

Given that critical job-related information usually flows down the grapevine, the employees are going to talk. The only sure-fire strategy for any management is to make use of the underground rumour mill — the classic “if you can’t beat’em, join’em” paradigm.

If you are a part of the top brass, here is what you can do. Circulate as much accurate and timely information as you possibly can. If you cannot do it officially through formal channels, try informal ones, such as lunches and pantries. This way, you can turn the rumour mills to serve your purpose rather than let them run amok.

Do not underestimate the power of the grapevine, lest all your corporate communication efforts should come to naught.

Stres en 'n sin van die verhouding

Hoe kan ons die beheer van stres, gegee dat dit is onvermydelik in ons korporatiewe bestaan? Algemene taktiek teen stres sluit oefening, joga, meditasie, asemhaling tegnieke, herprioritisering familie ens. Toe te voeg tot die lys, Ek het my eie geheime wapens stres te veg wat ek graag met julle deel. Hierdie wapens is dalk te sterk; so gebruik hulle met sorg.

Een van my geheime taktiek is 'n sin van die verhouding te ontwikkel, opreg soos dit mag klink. Verhouding kan in terme van getalle wees. Kom ons begin met die aantal individue, byvoorbeeld. Elke oggend, wanneer ons kom om te werk, sien ons duisende gesigte swaai deur, byna al gaan na hul onderskeie poste. Neem 'n oomblik om te kyk na hulle — elk met hul eie persoonlike gedagtes en sorge, bekommernisse en spanning.

Aan elkeen van hulle, die enigste ware stres is hul eie. Sodra ons weet dat, waarom sou ons hou ons eie stres meer belangrik as enige iemand anders se? Die waardering van die groot aantal van persoonlike beklemtoon almal rondom ons, As ons ophou om te dink oor dit, sal ons bekommernisse in perspektief.

Verhouding in terme van ons grootte is ook iets om na te dink oor. Ons neem 'n klein fraksie van 'n groot gebou wat is ons werkplek. (Statisties gesproke, die leser van hierdie rubriek is waarskynlik nie 'n groot hoek kantoor te beset!) Die gebou beslaan 'n klein fraksie van die ruimte wat ons geliefde stad. Al die stede is so klein dat 'n punt op die wêreld kaart is gewoonlik 'n oorstatering van hul grootte.

Ons wêreld, die aarde, is 'n blote stofdeeltjie 'n paar kilometer van 'n vuurbal, As ons dink aan die son as 'n vuurbal van enige denkbare grootte. Die son en die sonnestelsel is so klein dat as jy die prentjie van ons sterrestelsel te sit as die agtergrond op jou rekenaar, hulle sou met 'n paar duisend plaaslike sterre deel word 'n pixel! En ons sterrestelsel — nie my begin op daardie! Ons het talle miljarde van hulle. Ons bestaan (met al ons bekommernisse en spanning) is byna ondenkbare klein.

Die nietigheid van ons bestaan ​​is nie beperk tot ruimte; dit strek tot tyd sowel. Tyd is lastig wanneer dit kom by 'n sin van die verhouding. Kom ons dink van die heelal as 45 jaar oud. Hoe lank dink jy ons bestaan ​​is in daardie skaal? 'N Paar sekondes!

Ons is geskape uit sterstof, laaste vir 'n blote kosmologiese direkte, en dan draai terug in sterstof. DNA masjiene gedurende hierdie tyd, loop ons onbekende genetiese algoritmes, wat ons verwar ons aspirasies en prestasies, of spanning en frustrasies. Ontspan! Moenie bekommerd wees nie, gelukkig wees!

Seker, jy kan berispe kry indien daardie verslag uit te gaan nie môre. Of, jou verskaffer kan kry ontsteld dat jou betaling weer uitgestel. Of, jou kollega daardie rugstekery e-pos stuur (en Bcc jou baas) As jy verkeerd is hulle. Maar, jy nie sien nie, in hierdie gedagte-numbingly humongous heelal, dit maak nie saak 'n iota. In die groot skema van dinge, jou stres is nie eens statiese geraas!

Argumente vir die behoud van 'n vlak van stres al afhang van 'n ondeurdagte idee dat stres hulpmiddels produktiwiteit. Dit maak nie. Die sleutel tot produktiwiteit is 'n houding van vreugde by die werk. Wanneer jy ophou bekommer oor teregwysings en backstabs en toekennings, en begin geniet wat jy doen, produktiwiteit gebeur net. Ek weet dit klink 'n bietjie idealisties, maar my mees produktiewe werkstukke gebeur dat die pad. Geniet wat ek doen, is 'n ideale ek sal skiet vir 'n dag.

Knowledge Silos

We know a lot. Deur “ons,” I mean humanity as a whole. We know so much that it is impossible for any one of us to know more than a fraction of our total knowledge. This is why we specialize.

Specialization is good. It lets us cut deep into a specific field of endeavor; but at the expense of a broad overview of everything, natuurlik. Specialization is expected of professionals. You wouldn’t be happy if you found out that your dentist is, in die feit dat, a well-known philosopher as well. Or that your child’s ENT surgeon secretly teaches astrophysics in the local university.

Isn’t there a danger lurking behind our habit of demanding super specialized silos of knowledge? One obvious danger is the loss of synergy and potential innovation. A case in pointa particle physicist at the European Organization for Nuclear Research (CERN) faces the problem of accessing various files on different computers and networks. Being conversant in computing issues, the physicist devices a nice way of describing the file (of, as it is known now, the resource) and suddenly the first URL (Universal Resource Locator) is born. The rest is historywe have the World Wide Web, the Internet. Fifteen years later, you have e-commerce and YouTube!

If CERN had insisted that their physicists do only physics and leave their computing problems to the IT department, the Internet may not have materialized at all. Of, it may have taken a lot longer to materialize.

The need for specialization is not limited to individuals. It permeates into the modern workplace in the form of a typical division of labor such as HR, Finansies, IT and Business. This division has worked well for ages. But every once in a while, the expertise in such silos becomes so split and scattered that the organization loses sight of its basic objective. People in the silos begin work against each other, competing for resources and recognition, rather than collaborating for common success.

The most common pariah in a typical organization is the IT department. These poor folks always get shouted at if anything at all goes wrong in the system. But when everything is working fine, nobody even notices them. In today’s age of ubiquitous computer literacy, why not assume a bit of system responsibility so that the turnaround time in PC troubleshooting (and consequently productivity) can be improved?

In werklikheid, we know why. When it comes to computers, there is no limit to how bad things can get. As the IT proverb says, to err is human, but to completely foul up things requires a computer. End users may screw up the system so completely that even a competent IT department (a rare commodity) may find it impossible to restore normalcy. Maar, in order to fight this self-destructive (though well-intentioned) tendency, IT departments have gone to the other extreme of making it so bureaucratic and practically impossible to get their help in anything at all!

Another group that gets a bad rap in a highly regulated organization is the auditors. Their thankless job is to look over everybody’s shoulder and make sure that they are following the rules of the game (of liewer, complying with policies and regulations). Auditorsnoble intentions get eclipsed by one fatal flaw: they seem to measure their success by how many violations they can find. Instead of working hand in hand with those being audited, the auditors come across as though they are conspiring against the rest.

There is productivity to be gained by blurring the edges of rigid silos in organizations. When silos talk to each other, teamwork happens and those in the silos realize that they all work toward a common goal.

Internet Reading

Major changes are afoot. They have been afoot for the last twenty years. I’m talking about how we learn things, how we read, how we do basic arithmetic and so on.

In high school, I used logarithm tables to work out results in physics and chemistry experiments. Calculators were not allowed. Though inconvenient, this practice honed my arithmetic skillsskills that calculators and spreadsheets have eroded by now.

Similar erosion is taking place in our reading skills as well. We don’t read to retain information or knowledge any more. We search, scan, locate keywords, browse and bookmark. The Internet is doing to our reading habits what the calculator did to our arithmetic abilities.

Easy access to information is transforming our notion of (dare I say, respect for?) knowledge in a fundamental way. In a knowledge economy, knowledge is fast becoming a cheap commodity. We don’t need to know stuff any more; we just need to know how to find it.

I was talking to a lecturer the other day. According to him, a good lecturer is not the one who knows most and has a deep understanding of the subject, but the one that can locate the answer the fastest.

The power of instant information came with the Internet, which made experts of all of us. We can now make intelligent comments and informed decisions on anything.

Suppose, byvoorbeeld, your child’s doctor recommends the proceduremyringotomy,” quite possibly something you have never heard of before. But you can Google it, read (jammer, browse) the first couple of search results, and you will know the rationale behind the doctor’s advice, the exact procedure, its risk factors and benefits, en so aan. In ten minutes, you will know what took the doctor years of hard work to learn.

This easy access to knowledge may, quite mistakenly, diminish your respect for the medical degree. This diminished reverence for knowledge is unwise; a little knowledge is a dangerous thing. A doctor’s expertise is not so much in memorizing a webpage worth of information, but also in knowing all the special circumstances where that information doesn’t apply. Behalwe, the webpage you happened to read may be just plain wrong. We should be careful not to mistake easy information for deep knowledge. Let’s guard our respect for true knowledge and wisdom despite our access to ready information.

Such misguided lack of respect is evident in the workplace as well, where managers think they can always hire specialized knowledge at will. I had a friend who was planning to roll out a product using Bluetooth, back when it was an emerging technology. I pointed out the obvious flaw in his proposalhe didn’t know much about Bluetooth. His reply was, “No big deal! I’ll just hire somebody who does!”

My worry is, when everybody wants to hire a Bluetooth expert and nobody wants to know how it works, there won’t be an expert any longer.

Knowledge is not cheap, although our easy access to it through the Internet may indicate otherwise. When we all become users of information, our knowledge will stop at its current level, because nobody will be creating it any more.

We are not there yet, but I worry that we are heading that way. I worry about the support structure of our knowledge base. How will our knowledge empire stand when all its foundations are gone?

Married to the Job — Till Death Do Us Part?

Stress is as much a part of our corporate careers as death is a fact of life. Nog steeds, it is best to keep the two (career and death) separate. This is the message that was lost on some hardworking young souls here who literally worked themselves to death. So do a lot of Japanese, if we are to believe the media.

The reason for death in sedentary jobs is the insidious condition called deep vein thrombosis. This condition develops because of extended hours spent sitting, when a blood clot forms in the lower limbs. The clot then travels to the vital organs in the upper body, waar dit verwoesting insluit, insluitend die dood,,en,Die truuk om so 'n ontydige ondergang te vermy,,en,moet nie lank sit nie,,en,Maar dit is makliker gesê as gedaan,,en,wanneer werkdruk druk,,en,en sperdatums loom,,en,Hier is waar jy jou prioriteite reguit moet kry,,en,Wat waardeer jy meer,,en,Lewenskwaliteit of korporatiewe sukses,,en,Die implikasie in hierdie keuse is dat jy nie albei kan hê nie,,en,soos geïllustreer in die grap in beleggingsbankwese wat so gaan,,en,As jy nie Saterdag kan ingaan nie,,en,Moenie sondig inkom nie,,en,maak 'n kompromie,,en,Dit is moontlik om 'n bietjie loopbaan aspirasies te laat los en die lewensgehalte geweldig te verbeter,,en,Hierdie balansering is egter nie so eenvoudig nie,,en,niks in die lewe is,,en,Om die balans tussen werk en lewe te ondermyn, is 'n paar faktore,,en,Een daarvan is die materialistiese kultuur waarin ons leef,,en.

The trick in avoiding such an untimely demise, natuurlik, is not to sit for long. But that is easier said than done, when job pressure mounts, and deadlines loom.

Here is where you have to get your priorities straight. What do you value more? Quality of life or corporate success? The implication in this choice is that you can’t have both, as illustrated in the joke in investment banking that goes like: “If you can’t come in on Saturday, don’t bother coming in on Sunday!”

Jy kan, egter, make a compromise. It is possible to let go a little bit of career aspirations and improve the quality of life tremendously. This balancing act is not so simple though; nothing in life is.

Undermining work-life balance are a few factors. One is the materialistic culture we live in. Dit is moeilik om die neiging te beveg,,en,Die tweede is 'n verkeerde idee wat jy kan,,en,maak dit,,en,dan sit terug en geniet die lewe,,en,Die tyd wanneer jy vry is van wêreldse bekommernisse, kom selde voor,,en,Jy mag dalk 'n loopbaan-georiënteerde vennoot hê,,en,Selfs wanneer jy gereed is om 'n gebalanseerde benadering te neem,,en,Jou maat mag nie wees nie,,en,waardeur die waarde daarvan in die praktyk verminder word,,en,Dit is faktore wat jy voortdurend moet stry,,en,En jy kan die stryd wen,,en,met logika,,en,dissipline en vasberadenheid,,en,daar is 'n vierde,,en,baie meer sinister,,en,faktor,,en,wat is die mite dat 'n suksesvolle loopbaan 'n alles-of-niks-voorstel is,,en,soos geïmpliseer in die voorafgaande beleggingsbankwedstryd,,en,Dit is 'n mite,,en,Miskien wetend gepropageer deur die base,,en,Dit hang oor ons korporatiewe koppe soos die swaard van Damocles,,en,As gevolg van hierdie mite,,en. Second is a misguided notion that you can “make it” eerste, then sit back and enjoy life. That point in time when you are free from worldly worries rarely materializes. Derdens, you may have a career-oriented partner. Even when you are ready to take a balanced approach, your partner may not be, thereby diminishing the value of putting it in practice.

These are factors you have to constantly battle against. And you can win the battle, with logic, discipline and determination. Egter, there is a fourth, much more sinister, factor, which is the myth that a successful career is an all-or-nothing proposition, as implied in the preceding investment banking joke. It is a myth (perhaps knowingly propagated by the bosses) that hangs over our corporate heads like the sword of Damocles.

Because of this myth, mense eindig laat werk,,en,probeer om 'n indruk te maak,,en,Maar 'n indruk word gemaak,,en,nie deur die hoeveelheid werk nie,,en,maar deur sy kwaliteit,,en,Draai gehalte in,,en,impakvolle werk,,en,en jy sal beloon word,,en,ongeag hoe lank dit neem om dit te bereik,,en,maak die moontlikheid van gehalte werk afgeleë,,en,Sulke melancholieke lang ure is die beste by werkers,,en,hulle bly werk omdat hulle dit nie kan help nie,,en,Dit is nie soveel 'n loopbaan aspirasie nie,,en,maar 'n gewoonte van gewoonte tesame met 'n vrees vir die sosiale lewe,,en,Om 'n balans tussen werk en lewe in vandag se hond te vind, eet hondewêreld,,en,Jy mag dalk 'n paar boonste rye van die spreekwoordelike korporatiewe leer opoffer,,en,Raging teen die korporatiewe masjien, sonder om die gevolge in ag te neem, lei uiteindelik tot een eenvoudige realisering,,en, trying to make an impression. But an impression is made, not by the quantity of work, but by its quality. Turn in quality, impactful work, and you will be rewarded, regardless of how long it takes to accomplish it. Long hours, in my oog, make the possibility of quality work remote.

Such melancholy long hours are best left to workaholics; they keep working because they cannot help it. It is not so much a career aspiration, but a force of habit coupled with a fear of social life.

To strike a work-life balance in today’s dog eat dog world, you may have to sacrifice a few upper rungs of the proverbial corporate ladder. Raging against the corporate machine with no regard to the consequences ultimately boils down to one simple realization — Om 'n lewe te maak, beloop niks as jou lewe in die proses verlore gaan nie,,en,Vra ons Singapoer,,en,uitwissing van al ons edele intensies van die dag,,en,Soos Wesley Snipes Woody Herrelson in White Men kan help, kan ons nie spring nie,,en,Maar dit verg baie jare om die regte luister tegniek te ontwikkel,,en,Ons mag vra,,en,Waar is die lewe wat ons in die lewe verloor het,,en,is amper onbegryplik klein,,en,Agt sekondes as ons baie gelukkig is,,en,Jou handelaar kan jou kop byt as die prysmodel weer vertraag word,,en,jy kry dit nie,,en,Stres en Metafisika,,en,Ons besef dat ons bestaan ​​net 'n oogopslag is,,en,en minder as 'n stukkie stof in die ruimte is 'n kragtige manier om ons stres na grootte te sny,,en,My gunsteling wapen,,en,is selfs sterker,,en,Ek vra myself 'n basiese vraag,,en.

Spousale Onverskilligheid,,en,Gee ons 'n damn,,en,Na 'n lang dag by die werk,,en,jy wil jou uitgeputte gees rus,,en,Miskien wil jy 'n bietjie oor jou klein oorwinnings oorbly,,en,of snuif 'n bietjie oor jou klein terugslae van die dag,,en,Die ideale slagoffer vir hierdie geestelike katarsis is jou gade,,en,Maar die gade,,en,in vandag se dubbele inkomste gesinne,,en,is ook aan die einde van die dag aan 'n moeg gedagte,,en,Die gesprek tussen twee moeg gedagtes het gewoonlik nie 'n noodsaaklike bestanddeel nie,,en,die luisteraar,,en,En 'n gesprek sonder 'n luisteraar is glad nie veel van 'n gesprek nie,,en,Dit is net twee monoloë wat uiteindelik weer 'n terugslag sal opduik om oor te slaan,,en,spousale onverskilligheid,,en,Onverskilligheid is nie 'n klein saak om op te spot nie,,en,Dit is die teenoorgestelde van liefde,,en,as ons Elie Weisel glo,,en — Do We Give a Damn?

After a long day at work, you want to rest your exhausted mind; may be you want to gloat a bit about your little victories, or whine a bit about your little setbacks of the day. The ideal victim for this mental catharsis is your spouse. But the spouse, in today’s double income families, is also suffering from a tired mind at the end of the day.

The conversation between two tired minds usually lacks an essential ingredient — the listener. And a conversation without a listener is not much of a conversation at all. It is merely two monologues that will end up generating one more setback to whine about — spousal indifference.

Indifference is no small matter to scoff at. It is the opposite of love, if we are to believe Elie Weisel. Ons moet dus teen onverskilligheid waak as ons 'n kans wil hê om geluk te hê,,en,want 'n liefdeslose lewe is selde 'n gelukkige een,,en,Waar het die tyd,,en,Vra ons Singapoer,,en,te besig om 'n volledige sin te vorm,,en,In die hart van al ons wêreldse bekommernisse,,en,Ons het net,,en,ure daarvan in 'n dag voor môre kom dit in,,en,al ons edele bedoelings van die dag vernietig,,en,En nog 'n siklus begin,,en,Nog 'n onverbiddelike rewolusie van die groot wiel,,en,en die rotras gaan voort,,en,Die probleem met die rotras is dit,,en,selfs as jy wen,,en,jy is nog steeds 'n rot,,en,Hoe breek ons ​​hierdie bose kringloop,,en,Ons kan eerder begin luister as om te praat,,en,Luister is nie so maklik soos dit klink nie,,en,Ons luister gewoonlik met 'n hele klomp geestelike filters aangeskakel,,en,voortdurend oordeel en verwerking van alles wat ons hoor,,en, for a loveless life is seldom a happy one.

“Where got time?” ask we Singaporeans, too busy to form a complete sentence. Ag… tyd! At the heart of all our worldly worries. We only have 24 hours of it in a day before tomorrow comes charging in, obliterating all our noble intentions of the day. And another cycle begins, another inexorable revolution of the big wheel, and the rat race goes on.

The trouble with the rat race is that, aan die einde van dit, even if you win, you are still a rat!

How do we break this vicious cycle? We can start by listening rather than talking. Listening is not as easy as it sounds. We usually listen with a whole bunch of mental filters turned on, constantly judging and processing everything we hear. Ons noem die inkomende stellings as belangrik,,en,triviale,,en,pateties,,en,En ons slaan hulle weg met toepaslike gewigte in ons moeg brein,,en,ignoreer een belangrike feit,,en,dat die spreker se etikette mag wees,,en,en dikwels is,,en,heeltemal verskillend,,en,As gevolg van hierdie potensiële mislabeling,,en,wat die belangrikste oorwinning of hartseer van die dag kan wees vir jou gade of lewensmaat, kan per ongeluk in jou kop se herwinningsbak gesleep word,,en,Vermy hierdie onbedoelde wreedheid,,en,skakel jou filters af en luister met jou hart,,en,Soos Wesley Snipes Woody Herrelson aanbeveel,,en,Wit mans kan nie spring nie,,en,luister na haar,,en,of hom,,en,soos wat dit mag wees.,,en,Dit betaal so 'n onbevooroordeelde en onvoorwaardelike luisterstyl,,en,Dit harmoniseer jou prioriteite met diegene wat jou gade en trek jou weg van die afgrond van die spousale apatie,,en, nuttige, trivial, pathetic, ens. And we store them away with appropriate weights in our tired brain, ignoring one crucial fact — that the speaker’s labels may be, and often are, completely different.

Due to this potential mislabeling, what may be the most important victory or heartache of the day for your spouse or partner may accidentally get dragged and dropped into your mind’s recycle bin. Avoid this unintentional cruelty; turn off your filters and listen with your heart. As Wesley Snipes advises Woody Herrelson in White Men Can’t Jump, listen to her (or him, as the case may be.)

It pays to practice such an unbiased and unconditional listening style. It harmonizes your priorities with those your spouse and pulls you away from the abyss of spousal apathy. Maar daar is nie so iets soos 'n gratis middagete nie,,en,Dit neem jare van oefening om die regte luister tegniek te ontwikkel,,en,en volgehoue ​​geduld en doelbewuste poging om dit toe te pas,,en,ons mag vra,,en,kom ons maak tyd,,en,of maak die beste van hoe min tyd ons het,,en,wanneer dae tot maande en jare bydra,,en,ons kan terug kyk en wonder,,en,waar is die lewe wat ons in die lewe verloor het,,en,Getroud met die werk,,en,Tot die dood ons skei,,en. It takes years of practice to develop the proper listening technique, and continued patience and deliberate effort to apply it.

“Where got time?” we may ask. Wel, let’s make time, or make the best of what little time we got. Anders, when days add up to months and years, we may look back and wonder, where is the life that we lost in living?

Hoeveel is Talent Worth?

Singapoer het buitelandse talent nodig,,en,Hierdie behoefte is niks om sleg oor te voel nie,,en,of dit nou wetenskap is,,en,professionele gelyke kaliber in China en Indië,,en,Ons bied die laagste moontlike pakket aan wat die talent sal byt,,en,Hierdie waardes vertaal na vergoeding pakkette wat bestel kan word,,en,van hoog na laag,,en,Western,,en,Kaukasiërs,,en,van Asiatiese oorsprong,,en,Asiatiese,,en,Chinese,,en,Indiese,,en,Ek sê nie dat alle Kaukasiërs in Singapoer beter as alle Indiërs en Sjinees in terme van inkomste doen nie,,en,maar die neiging is dit vir dieselfde talent,,en,Kaukasiërs is geneig om beter te vergoed dat hul Asiatiese eweknieë,,en,Niks verkeerd daarmee nie,,en,Dit gaan alles oor vraag en aanbod,,en,en die persepsie van waarde en sulke ekonomiese grondbeginsels,,en,Hierdie vergoedingskema het tot dusver goed vir ons gewerk,,en. This need is nothing to feel bad about. Dit is 'n statistiese feit van die lewe. Vir elke top Singapoer in enige veld — be it science, medisyne, finansies, sport of wat ook al — ons sal vind oor 500 professionals of equal caliber in China and India. Nie omdat ons 500 keer minder talentvolle, net dat hulle 500 keer meer mense.

Tesame met oorweldigende statistiek oppergesag, sekere lande het 'n spesiale superioriteit in hul gekose of toevallige rigtings. Ons verwag om meer hardeware kundiges in China te vind, meer sagteware ghoeroes in Indië, meer pluimbalspelers in Indonesië, meer ondernemingsgees en bestuurskundigheid in die weste.

Ons moet sulke kundiges, sodat ons huur dit. Maar hoeveel moet ons betaal hulle? Dit is waar die ekonomie kom in — demand and supply. We offer the lowest possible package that the talent would bite.

Ek was op 'n uitgewekene pakket toe ek na Singapoer het as 'n vreemde talent. Dit was 'n taamlike ruim pakket, maar slim bewoorde sodat as ek het 'n “plaaslike” talent, Ek sou verloor nogal 'n bietjie. Ek het 'n paar jaar later plaaslike geword, en my vergoeding verminder as gevolg. My talent het nie verander nie, net die etiket van “buitelandse” te “plaaslike.”

Hierdie ervaring het my laat dink 'n bietjie oor die waarde van talent en die waarde van etikette. These values translate to compensation packages that can be ordered, from high to low, as: Western (Caucasians), Western (of Asian origin), Singapoer, Asian (Chinese, Indian, ens).

I’m not saying that all Caucasians in Singapore do better than all Indians and Chinese in terms of income; but the trend is that for the same talent, Caucasians tend to be better compensated that their Asian counterparts. Nothing wrong with that — it’s all about demand and supply, and the perception of value and such economic fundamentals. Behalwe, this compensation scheme has worked well for us so far.

Egter, die plaaslike bevolking begin kennis neem van hierdie asimmetriese vergoedingsstruktuur,,en,Toe ek oorweeg om 'n Kaukasus te huur,,en,my ex-baas het kommentaar gelewer,,en,Hierdie Ang-Mos,,ceb,hulle praat groot in vergaderings en dinge,,en,maar doen geen werk nie,,en,Hy mag oorvereenvoudig wees,,en,Ek ken baie,,en,die Mos,,ceb,Wie is baie talentvol en verdien die hoër-as-plaaslike vergoeding wat hulle geniet, ten volle,,en,Maar hierdie waargenome ongelykheid tussen wat die talent werd is en hoeveel dit kos,,en,soos uitgebeeld in die fliek I Not Stupid,,en,is besig om werknemerslojaliteit so te benadeel dat maatskappye personeelbehoudskwessies ondervind wanneer dit by plaaslike talente kom,,en,Ons sal dalk 'n toenemende aantal Asiatiese burgers sien wat Singapoer as 'n staprol gebruik vir groener weivelde,,en,Ons kan plaaslike inwoners soek wat vlak speelvelden elders soek,,en. When I was considering hiring a Caucasian, my ex-boss commented, “These Ang-Mos, they talk big in meetings and stuff, but don’t do any work!” He may have oversimplified; I know many “Ang-Mos” who are extremely talented and fully deserve the higher-than-local compensation they enjoy. But this perceived disparity between what the talent is worth and how much it costs (as depicted in the movie I Not Stupid) is beginning to hurt employee loyalty to such an extent that firms are experiencing staff retention issues when it comes to local talents.

Die oplossing vir hierdie probleem is nie 'n strenger toepassing van die vertroulikheid van salarisse, maar 'n meer deursigtige vergoeding skema gratis onreëlmatighede wat kan misconstrued as onregverdige optrede. Anders, we may see an increasing number of Asian nationals using Singapore as a stepping stone to greener pastures. Erger, we may see locals seeking level playing fields elsewhere.

Kom ons huur die benodigde talent wat dit ookal kos,en; maar laat ons nie etikette vir talent fout.

Performance Appraisal — Who Needs It?

We go through this ordeal every year when our bosses appraise our performance. Our career progression, bonus and salary depend on it. So we spend sleepless nights agonizing over it.

In addition to the appraisal, we also get our “key performance indicators” or KPIs for next year. These are the commandments we have to live by for the rest of the year. The whole experience of it is so unpleasant that we say to ourselves that life as an employee sucks.

The bosses fare hardly better though. They have to worry about their own appraisals by bigger bosses. On top of that, they have to craft the KPI commandments for us as well — a job pretty darned difficult to delegate. In alle waarskynlikheid, they say to themselves that their life as a boss sucks!

Given that nobody is thrilled about the performance appraisal exercise, why do we do it? Who needs it?

The objective behind performance appraisal is noble. It strives to reward good performance and punish poor shows — the old carrot and stick management paradigm. This objective is easily met in a small organization without the need for a formal appraisal process. Small business owners know who to keep and who to sack. But in a big corporate body with thousands of employees, how do you design a fair and consistent compensation scheme?

The solution, natuurlik, is to pay a tidy sum to consultants who design appraisal forms and define a uniform process — too uniform, miskien. Such verbose forms and inflexible processes come with inherent problems. One problem is that the focus shifts from the original objective (carrot and stick) to fairness and consistency (one-size-fits-all). Mind you, most bosses know who to reward and who to admonish. But the HR department wants the bosses to follow a uniform process, thereby increasing everybody’s workload.

Another, more insidious problem with this consultancy driven approach is that it is necessarily geared towards mediocrity. When you design an appraisal process to cater to everybody, the best you can hope to achieve is to improve the average performance level by a bit. Following such a process, the CERN scientist who invented the World Wide Web would have fared badly, for he did not concentrate on his KPIs and wasted all his time thinking about file transfers!

CERN is a place that consistently produces Nobel laureates. (I once found myself with two Nobel laureates in a CERN elevator!) How does it do it? Certainly not by following processes that are designed to make incremental improvements at the average level. The trick is to be a center for excellence which attracts geniuses.

Natuurlik, it is not fair to compare an average organization with CERN. But we have to realize that the verbose forms, which focus on averages and promote mediocrity, are a poor tool for innovation management.

A viable alternative to standardized and regimented appraisal processes is to align employee objectives with those of the organization and leave performance and reward management to bosses. With some luck, this approach may retain fringe geniuses and promote innovation. Op die heel minste, it will alleviate some employee anxiety and sleepless nights.

hantering Totsiens

Hold on to your pants, your key staff has just tendered his resignation — your worst nightmare as a manager! Sodra die stof gaan lê en die paniek bedaar, you begin to ask yourself, wat volgende?

Staff retention is a major problem in the current job market in Singapore. Our economy is doing well; our job market is red hot. As 'n resultaat, new job offers are becoming increasingly more irresistible. Op 'n sekere stadium, iemand wat jy nou saamwerk met — of dit nou jou personeel, jou baas of 'n mede-lid van die span — is going to hand in that dreaded letter to HR. Hantering bedankings met takt en genade is nie meer net 'n gewenste gehalte, maar 'n noodsaaklike korporatiewe vaardigheid vandag.

Ons het 'n paar algemene strategieë om te gaan met bedankings. Die eerste stap is om die motivering agter die beroepskeuse te evalueer. Is dit geld? As dit so is, 'n teenaanbod is gewoonlik suksesvol. teenaanbiedinge (beide die maak van hulle en neem hulle) word beskou as oneffektief en in swak smaak. Ten minste, Executive Search maatskappye dring daarop aan dat hulle. Maar dan, hulle sou sê dat, sou hulle nie?

As die motivering agter die bedanking is die aard van die huidige of toekomstige werk en sy uitdagings, 'n sywaartse beweging of nuwe bestemming (moontlik gekombineer met 'n teenaanbod) doeltreffend kan wees. As alles misluk, then it is time to say goodbye — vriendskaplik.

Dit is van kardinale belang om hierdie amicability handhaaf — 'n feit wat dikwels verlore gaan op base en HR departemente. Dit is verstaanbaar omdat, Teen die tyd dat die teenaanbod onderhandelinge misluk, there is enough rancor on both sides to sour the relationship. Smeer die gewonde gevoelens opsy en glimlag deur jou pyn, vir jou paaie kan weer steek. Jy kan dieselfde persoon rehire. Of, jy mag beland saam met hom / haar aan die ander kant. Salvage alles min wat jy kan ter wille van positiewe netwerk.

Die vlak van amicability hang af van korporatiewe kultuur. Sommige organisasies is so hartlike met dros werknemers dat hulle byna moedig verlating. Ander behandel die verraaiers as die weermag gebruik om — met die hulp van 'n vuurpeloton.

Beide hierdie uiterstes kom met die gepaardgaande gevare. As jy te hartlike, jou werknemers kan jou organisasie te hanteer as 'n stepping stone, konsentreer op die verkryging van net oordraagbare vaardighede. Aan die ander uiterste, As jy die ontwikkeling van 'n reputasie vir ernstige uitgang struikelblokke in 'n poging om potensiële verraaiers ontmoedig, Jy mag ook vind dit moeilik om top talent te werf.

Die regte benadering lê iewers tussen, soos die meeste goeie dinge in die lewe. Dit is 'n kulturele keuse wat 'n organisasie moet maak. Maar ongeag van waar die balans gevind, bedanking is hier om te bly, en mense sal werk verander. Verandering, as the much overused cliche puts it, is die enigste konstante.