Do not get too busy in doing hard work, have some scope to look around for the way to incorporate smart work 😉
Let’s be real. The best ideas often don’t win. If you’ve ever been in a meeting with senior management, you’re likely familiar with this scenario: A roomful of employees listen to a loud and assertive executive pitch his new product idea—one that he claims will drive sales north. After his spiel, one person agrees “100 percent” with everything the exec says. Two or three people are reluctant to speak, scared to disagree or suggest better ideas, partly because their past ideas have been reprimanded.
Every place you are in has a different impact on the mind. Even in your house you can see that you feel differently in different rooms. A place where there there has been singing, chanting and meditation has a different influence on the mind. Suppose you like a particular place; you may find that a little later it will not be the same.
Time is also a factor. Different times of the day and year have different influences on the mind.
Different types of food that you take influence you for several days.
Past impressions- Karmas- have a different impact on the mind. Awareness, alertness, knowledge and meditation all help erase the past impressions.
Associations & actions, or the people and events you are associated with, also influence your mind. In certain company your mind behaves in one way and with others in a different way.When you do something which you are good at, you feel more relaxed and peace of mind, however if you do things which you do not like, you mind is not focused and energy seems to scattered around.
For better productivity, you can try a place you like, with a group of people you feel comfortable, then try to have some nice food together and try some fun activities, like games, dance, signing, meditation, study or work together.
Most of us have worked with great colleagues, bosses, and employees over the years who we’d be happy to recommend on LinkedIn (or anywhere, really) in a heartbeat if asked.
Problem is, of course, that sitting down and writing said recommendation always takes more time than you think it will. What should you say that will make your contact stand out—but still sound genuine? Should you describe every amazing skill this person has—or keep it short and sweet?
Don’t worry. We’ve turned that daunting task into a five-step (and five-minute) process. Next time you’re asked to recommend someone, follow this template (complete with sample lines to cut and paste—we won’t tell!).
Step 1: Start With a Knockout Line
As with any good writing, you want to start with a line that grabs your audience and makes them want to read more. (After all, what good is a great recommendation if no one reads all the way through?)
Ideally, this line will show right away what an awesome person your recommendee is. Be careful, though, to avoid phrases like “one of the best” or “one of my favorite employees”—while, no, not everyone’s going to be the ultimate superlative, there are plenty of words and phrases that sound just as strong, but less qualified.
It’s rare that you come across standout talent like Mike.”
Few people have the opportunity to report to a manager who is also a coach and mentor—but I did when I worked for Susan.”
‘Ridiculously efficient’ is the phrase that comes to mind when I think about Tim.”
Step 2: Describe Your Relationship
Next, you’ll want to give the reader some context as to how you know the person, including your reporting relationship, what you worked on together, and the length of time you’ve known each other. While you don’t have to give all the details (LinkedIn will show the company and both of your job titles on your recommendation), it’s important to let readers know why you’re qualified to give the recommendation. (And, of course, be sure to note that it was a positive working relationship!)
I had the pleasure of working with Jim for two years at the Smith Company, collaborating on several project teams.”
I hired Carrie as a freelance designer in 2011 after seeing her online portfolio, and she’s completed six flawless projects for me since then.”
Mark expertly filled the role of social media coordinator for my company’s marketing team for just over a year.”
Step 3: Share a Standout Trait
If you’re recommending someone, there’s a good chance you think he or she is smart, talented, organized, wonderful to work with, the list goes on. So, there’s no need to use the limited characters in your recommendation to state the obvious.
Instead, think about one or two things this person does better than anything else—or that really stand out to you above others—and focus your recommendation there. You can also ask the person if there’s something he or she would like you to talk about: For example, if she was your executive assistant but is now applying to her first management role, she’ll likely want you to highlight her experience managing volunteers over her organizational skills.
I was particularly impressed by Kelly’s ability to handle even the toughest clients—and effortlessly. That skill often takes years to develop among customer service professionals, but it seemed to come perfectly naturally to her.”
I was always in awe of Fred’s ability to command a room and get people on board with ideas—even people who were initially on completely different pages.”
Matt’s ability to juggle multiple projects was unlike any I’ve seen before and made a dramatic difference in the productivity level of our team.”
Step 4: Add a Touch of Personality
Let’s face it: Everyone wants to hire someone who not only gets the job done, but who’s also great to work with. So, if you can share a tidbit about what it’s like to work with this person or some insight into his or her personality, do so! (Just, you know, know your audience. “Sophie planned the best office happy hours ever!” might not go over so well with her future employers.)
Oh, and she made sure our Monday morning staff meetings were never without bagels and coffee. Talk about motivating a team!”
And we still miss her on the office softball league!”
No matter how tense a meeting, Annie made sure everyone left with a smile.”
Step 5: End With Your Solid Recommendation
Finally, it’s always nice to seal your recommendation with a final line that makes it clear that you give your contact an enthusiastic thumbs-up. You don’t need to do much here—think short, sweet, and solid.
Allison would be an asset to any team.”
As a team member or a leader, Steve earns my highest recommendation.”
Any employee would be lucky to have Michelle as a manager.”
While we recommend following the steps above to create a new recommendation for each contact, here’s a quick example of how to put them all together (and a template to use if you’re pressed for time!).
[Descriptive phrase] is the phrase that comes to mind when I think about [name]. I’ve had the pleasure of knowing [name] for[length of time], during which [description of your working relationship]. Above all, I was impressed with [name]’s ability to[description of what makes person really stand out]. And, of course, his/her [personality trait]. [Name] would be a true asset for any positions requiring [1-2 skills needed for position] and comes with my heartfelt recommendation.
That’s it—five steps, five lines, and five minutes to a recommendation that will make sure your contact shines.
While doing work there are three types of doers.
1. A Sattvik doer
2. A Rajasik doer
3. A Tamasik doer
You have to see, which category you come into at this moment. It is not going to be the same all the time, it changes.
Who is a Sattvik doer? A Sattvik doer is one who, whether work has happened or not happened, whether success or failure, they have not lost their enthusiasm. Utsaha means Enthusiasm, and dhriti is that something which uplifts you and upholds you. That which sustains life and prana, the presence of that energy is a Sattvik Karta (doer).
The second type of doer is a Rajasik doer, one who is always interested in the outcome. He is so attached to the outcome that if something goes up he jumps up to the ceiling, and if something goes down he goes down along with that. He feels totally destroyed when things don’t happen, and when things happen, his ego gets a boost, ‘See, I did it’. This is a Rajasik doer. Though he does everything with a lot of passion, but along with the passion there is a lot of Rajas. Rajas means, there is a lot of anger, ego, a sense of challenge, etc. Have you had this experience, if someone doesn’t do something and you just challenge them, they immediately get up and say, ‘I take it as a challenge’. That sense of challenge is a Rajasik Karta.
The Tamasik doer is one who is doing it because of some pressure, or simple because he has to do it, not because he wants to do it. He thinks that everything is always bad. One who is always regretting, ‘Oh, I should have done electrical engineering ten years ago, I made a mistake’. My dear, you have already crossed those ten years, what is the point of regretting.
Often you will hear mothers tell their children, ‘Since 10 years I am telling you.’ Or a wife tells her husband, ‘It’s been 30 years of our marriage and you’re still like this.’ So, Vishaadi means regretful or remorseful, and Dhirga Sutri means anything you tell them they would say, ‘Oh, that is not possible. It is very difficult you know’. They beat around the bush so much and then come up and say how things cannot work. They finds everything difficult, everything hopeless. This is Tamasik Karta.
These are the three types of doers. See at this moment, in your mind, what type of a doer is coming up? How do you move from being a Tamasik Karta to a Rajasik Karta, and then to being a Sattvik Karta? This is the challenge and this is the path.
Before I started persistent systems, i was doing research work at HP Labs in Palo Alto. When I came back to India, my ambition was to start a high-end, tech-focussed company that wouldn’t compromise my résumé in some sense. I started Persistent in 1990 and we were working on some interesting projects. The idea was to be very niche. For the first three or four years, we were doing that kind of work. I felt I achieved what I had intended to. And I was doing what I liked doing. After three or four years, some employees told me, “Fine. This is what you are doing for yourself but what about us?” In effect, their question was, “Is this your company or is this our company?”
That question bothered me for a long a time. What would be the implication of seeing Persistent as our company? Besides, we had a high attrition rate around that time. There were a lot of smart people who felt their aspirations in the long term did not seem to match with the long-term aspirations of the company.
Personally, from my point of view, I saw myself as a programmer. I still like writing code, but at that time, I was directly involved in writing programs that we were selling to customers. There is a personal satisfaction when you know how to do the job. The approach was: ‘We have a small team; we want to do cutting-edge work, and we want to do only what we like doing.’ That’s how we were running the company, and when I asked around I realised people did not like that approach. They had questions about the long-term success of the company, about the long-term finance of the company. I did not have a good answer for that.
Around this time, I met a friend with whom I had done a summer job in Pune back in 1983. It was a small company, and had a phenomenal set of people working in it. But this company did not grow at all. It was, in many ways, struggling. The reason why it never grew was that its founder pretty much decided that it was his company, and not a group activity.
I started reflecting on that: Am I doing the same thing to Persistent? Should I stop thinking of Persistent as my company and start thinking of it as our company? And this was the turning point.
Once I realised that I should think of it as our company, a few things became clear. Earlier, all of us were writing programs and selling at the same time. It became apparent to me that if I have to operate as the CEO of the company, I have to stop writing programs because there were other people who could do that. I should become more sales-oriented, someone who will meet customers more frequently and manage the team rather than write code.
This was a major decision and source of heartburn for me because I really liked what I was doing. I spent months trying to figure out a way to break out of that. There was a tendency to go back to writing code. The whole idea of saying somebody else will do it and I am just going to market it was not a very easy decision.
I always believed in working with mentors. Professor Deepak B Phatak of IIT Bombay is one of my mentors. In 1995-96, I also used to go to National Centre for Software Technology and talk to a friend, TM Vijayaraman. He eventually joined Pesistent. Ravi Krishnamurthy, who runs a software company in the US, is another mentor to whom I turn to often. I spend a couple of hours explaining what I am doing with my business, and often by the end of it, my mind gets unclogged in many ways.
Around the time I was trying to make this transition, Ravi was in HP Labs, and they had an arrangement where I could take six weeks sabbatical with them. So, I spent one-and-a-half month in the US with Ravi and his team, trying to do something different. I was helping them out but mostly clearing my mind. I needed to move from programmer to sales manager.
The fact that I was away gave people more room back in Persistence. You believe only you can do certain things, which is absurdly wrong. You may have done it. But if the company has to grow, you should delegate, you should be confident that others will do a good job.
Delegation is easy to talk about but hard to do when you are an entrepreneur. But when you go away for six weeks and let your colleagues take the decisions, you come back only to see that the company has gone forward and not behind in any way. The sabbatical helped me in making the transition easier.
In the beginning when I was doing it as my company, I never thought we would be more than 50-100 people at any time. Now, the aspirations changed. We had hired eight to 10 senior guys and they were telling us that we needed to grow faster. Growth became an important aspect of what we needed to do. We added a lot more senior people; we added more people on the ground. We went to IITs to hire MTechs. We started doing more campus recruitment and started building teams.
Seeing Persistent as our company also changed the way I looked at my own role as a CEO. I realised I can’t say ‘I am the CEO because I want to be the CEO’. On the other hand, I can be the CEO only as long as I am the best person to be the CEO. There’s a subtle difference and life has become simple after that realisation. I resolve the conflicts by telling myself: If I like being CEO of the company, I must do certain things that are good for the company rather than the other way round. I should do whatever it takes. I don’t shirk from that.
The turning point gave me that clarity: That there is a clear separation between Anand and Persistent. Till then, that was not clear for me. As entrepreneurs, we tend to get too attached.
(As told to NS Ramnath)
This article appeared in Forbes India Magazine of 14 June, 2013