How to make Time your Best Ally

I wish I could have more time!!

If you have not uttered these words often in your lifetime and if you have not heard these words frequently from others, you must not be living on the Planet Earth. In my professional career of over forty years transforming organizations around the globe, I have heard this universal lament from people at all levels. Whether they were trying to lead or follow, they all lamented about the shortage of time. Higher their struggle, louder and longer their lament was.

From the very inception of humankind, dearth of time to accomplish what need to be accomplished has been cited as the key reason for our failures and inadequacies. From time immemorial, there is an ongoing attempt to harness time and make it last longer. Recent techniques (time management, project management, cycle time reductions and others) and evolving experts (time gurus, inspirational pundits and spiritual mystics) have made a fleeting dent, but have not silenced this lament, and so, the agony continues.

The most prevalent method used by individuals and organizations to deal with critical issues/opportunities in a timely manner is to create a list of all items called MUST DO’S (MDO’S), prioritizes them, and organize efforts around those MDO’S. As the highest priority item is completed, the efforts are shifted to the next higher one and so on. Although, this discipline helps us to organize, prioritize, and execute better, nevertheless, the list never ends as more issues/opportunities invade our world and get added to our list. This makes our list of MDO’S endless and we continue to justify our failures by blaming on the cruelty of time.

In order to shrink the list of our MDO’S and accomplish more in our lives, I have successfully used and propagated an uncommon but simple approach called DND’S (DO NOT DO’S). Looks like an alien word, but it has the power of making our lives more fruitful and enjoyable. DND’S are a twist to our habitual conditioning of being completely engulfed with our endless MDO’S. Think for a moment, all of our time and energy is expended in  working on our must Do’s, but we do not make an  earnest effort to identify and discontinue our habitual activities and practices which do not add any value to our goals and aspirations, and they continue to rob us of our precious asset- the time.

Let us do a simple exercise. On a piece of paper, on the left side, Please write down 5 most critical things you have to do in the next 5 days and also write down 5 things on the right side which you should not be doing as they add no value to your priorities and goals. If you are like most people, it will take you approximately 3 to 5 minutes to write down 5 critical items to do and it will be a real struggle and will take hours for you to identify (if you are lucky) even one of those 5 non-value adding things you keep on doing habitually and robotically.

Why it is so?  Because, firstly, our mind is all focused on what is urgent (MDO’S) at that moment and we do not have motivation to think about anything else how important it may be. Secondly, we have not conditioned our mind to continuously identify and evaluate those non-value adding activities because they have become a part of our system. The fact of the matter is that until and unless, we identify and eliminate those DND’S (non-value adding activities/practices), we can’t have adequate time to accomplish to our full potential.

 "DND’S are a twist to our habitual conditioning by encouraging us to undo part of what we are cultured and ordered to do
 

To emphasize the importance of DND’S, let me share with you a true episode of my professional life as follows:

 Effective immediately, I am discontinuing my weekly staff meetings and will let you know when we will need our next staff meeting.

My above message to all of my direct reports was nothing less than an earthquake as it initiated speculations and concerns. This declaration of mine came just a few months after I took charge of an extremely large, but a very struggling organization.

In all organizations, weekly staff meetings are mandatory rituals like going to the church, temple, mosque or shrine on a fixed day of the week. Managers at all levels of organizational hierarchy have to conduct these meetings. In all organizations (with very few exceptions), any disregard of this ritual may lead to reprimand or outright removal of a manager/leader from his/her assignment.

Well, the earthquake and its aftershocks subsided, and eventually disappeared. For the next two and a half years, I led that struggling organization through a transformational journey without those formal weekly staff meetings, and that organization became the envy of its counterpart organizations. 

In the case of the above-stated practice of weekly staff meetings that I discontinued, what I discovered was that the harm done by that ritual far exceeded the benefit it was providing for the organization. Let us look closely at the mechanics of those weekly meetings:

· Each member of my staff presented his/her state (progress), most of which I had already known. They overstated their accomplishments (to impress me and their peers).

· They focused on excelling through presentations (mostly excellent presentations of their lousy performances).

· They provided an update on the actions generated in the last staff meeting (mostly dictated by me).

· They listened and made notes of the actions for the next weekly meeting (again mostly dictated by me).

What was really happening in those staff meetings (mandatory ritual)?

· I was being told most of what I already knew (a waste of a precious asset- time).

· I was managing their processes by telling them what to do (stifling creativity).

· I demanded their progress update on actions mostly imposed by me (fostering compliance).

· I was giving them solutions and subsequent actions for their issues and opportunities (creating dependence).

· I was allowing them to make presentations-a mesmerizing act to impress me and their peers (encouraging exploitations and manipulations).

Now you be the judge!  By conducting those staff meetings (a mandatory ritual) in a structured and formal way, I myself (the so-called esteemed leader of that organization) was wasting organizational assets, stifling creativity, fostering compliance, solidifying dependence, and promoting exploitations and manipulations!

By all standards of fairness, for the first few months, I was not the savior or the leader of that organization, but a meek puppet or a blind follower of organizational formalities. Most leaders following harmful, structured, and formal practices deserve to be fired, but in the realities of organizational functioning, they get applauded for discharging their responsibilities faithfully.

By eliminating the formality of that ritual—the weekly staff meetings—we created better avenues of utilizing our time and energy in a more helpful, creative, and facilitating way. Although on rare occasions, I used to conduct meetings with my staff (not formal, not structured) to discuss some critical issues, but, I initiated more personal interaction with them on a one-to-one basis by going to their land of action (their areas) and sincerely encouraging them to see me if they needed to. This way, our relationship became more open and honest without my authoritative ego and their fear of authority. The miraculous transformation of that organization in a short span of time was due to many strategic and tactical movements of the turnaround journey, but the removal of that harmful practice (DND) was a significant catalyst for the momentum of that transformational journey.

By narrating this episode, I am not advocating that all staff meetings should be  discontinued to enable any organization to achieve the pinnacle of success,   but the fact of the matter is that in our individual and organizational lives,  there are countless habitual and formal activities that do more harm than good and we are neither cultured nor disciplined to question, evaluate, and refine/eliminate them. DND’S provide us the courage and discipline to undo all or parts of those harmful habits and formalities.
 

Institutionalizing DND’S Challenging and discarding long-established habits/practices is like daring to
touch the sacred cow! So, the most critical question before us is: How can we institutionalize DND’S in the very psyche of an individual or an organization so that it becomes a part of their day to day functioning?. Since our mind is not conditioned to even think about DND’S and we are also laser focused on our MDO’S, it may look like a titanic task or a mission impossible! But, in reality, yes, it is hard, but not impossible. It can be done. Take my word for this. I have done it and have made many individuals and organizations to do it. What is required is the humility to accept its need, sheer determination to get started, and a firm discipline to practice and follow through.

 

 “What lies in our power to do, it lies in our power not to do”

Aristotle

 Let us briefly look into the following process to institutionalize ND’S into an individual or organization’s psyche:

Process to institutionalize DND’S: It is all about conditioning your mind and broadening your focus. To start with, first thing in the morning, please write down five critical things (MDO’S) you have to do that day on the left side and one non- value adding thing (DND) on the right side which you need to stop doing. Keep all these six things in your focus as you devote your efforts during the day. Next morning, evaluate the whole list, strike down the completed items on the left side (MDO’S) and add more items but keep the total to five MDO’s again. Evaluate and reflect on your progress for the one item (DND) you wrote on the right side, but keep it there and do not add any more item to the list on the right. Repeat this process honestly and faithfully every morning for the next three weeks. After three weeks, if you evaluation makes you feel confident that you have made significant progress in not doing the one item on the right, add one more DND to the right and repeat the process again for the next three weeks with your daily evaluation and reflection for the five items on the left (MDO’S) and two items on the right (DND’S).

At the end of the second three week period, evaluate your progress on the two DND’S and make a determination if you are ready to add the third one. Do not force yourself if you are not comfortable with the results. In that case, let it go for next three weeks period with your focus on the five MDO’S and two DND’S and then re-evaluate. Continue the process till you have four DND’ on the right. From that point onwards, for the next six months, you do not add/delete any DND and keep on focusing/not doing those four DND’S along with focusing on deleting/adding but total five MDO’S.

In this whole process, you are going to experience five roadblocks  engineered  by your tricky mind. The following are those five natural roadblocks and the helpful advice to overcome them:

1. Ego: Your mind will try to convince you that are too smart and you should not waste your precious time on something which is not urgent at the moment. Curb your ego and remind yourself that openness to new ideas is the only path to sustain and enhance smartness.

2. Inertia: Despite your sincere desire to identify and discontinue your DND, you keep on procrastinating and putting it off for another day. Remind  yourself that the only way to transform intentions (sincere desires) into intended outcomes (desired results) is to act now.  

3. Identification: Identifying your first DND can be the most difficult part as your mind is not conditioned for this. Most people find the first identification very hard and give up and thus rob themselves of a precious opportunity for their progress and accomplishment. Be persistent, patient, and   optimistic, and you will be able to pinpoint that jewel. Process mapping by writing down every component of your daily activities for a few days and assessing them with the yardstick of value (benefit/harm) can help you to identify the first habitual non value adding activity (DND) and you should start with that. Remind yourself that this is a personal discovery and not something you can copy, borrow or steal from others.

4. Temptation: After identifying and focusing on the first DND, you will be tempted to add more DND’S prematurely without being reasonably comfortable with not doing the first one. Avoid this tendency at all costs by reminding yourself that you cannot start walking till you have learned to stand up.

5. Setback: It is not uncommon that after becoming reasonably proficient in identifying and discontinuing a particular DND, you start doing it again. This failure should make you feel bad, but it should not dissuade you and you must start over again by not doing it with increased resolve. Remind yourself that failures are essential stepping stones of any learning and improvement process.

During the six month period of your daily reflections and not doing those four DND’S, you will be pleasantly surprised to notice that your ability to complete your must do’s (MDO’S) has started to increase dramatically and your lament for not having adequate time to meet your priorities and obligations has started to subside significantly. What has happened to you! Is it a rare coincidence or a divine miracle? None of these two, but it is the result of a simple and deliberate process of your mind habituation. By following this process in a disciplined manner, you have broadened your focus and have conditioned your mind to look at both sides of the coin (the value added as well as the non- value added aspects of your activities) and have thus learned the secret of optimal time management.

In conclusion, curb your ego of being too smart, take a pause from your overindulgence with your MDO’S and start embracing and executing DND’S with equal vigor and passion. By doing so, not only your lament for inadequacy of time will be quelled significantly, but, you will also make time your best ally. Additionally, you will experience a mysterious thrill in discontinuing your DND’s which is far more powerful than the satisfaction received from completing your MDO’S.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Inspiration made Simple

Inspiration is the most used and abused word in our daily existence. Whether it is business, politics, sports, or any other endeavor of life, inspiration is considered to be the panacea or silver bullet which can transform personal lives and propel organizations to unbelievable heights.
No wonder, everyone (individuals and organizations alike) is constantly seeking this transformational wonder and are expending an enormous amount of money and time in this search. It has come to such frenzy that a large number of experts have surfaced as inspirational gurus and are having a brisk commercial business by offering their expertise to inspire individuals and organizations. However, despite this obsession to master the art of inspiration, most individuals and organizations do not achieve their desired goals and keep on guessing what went wrong. Read more by clicking on the this link:  http://changethis.com/manifesto/show/113.05.InspirationMadeSimple?utm_source=MadMimi&utm_medium=email&utm_content=ChangeThis%3A+Issue+113&utm_campaign=20140129_m118953709_ChangeThis%3A+Issue+113&utm_term=Inspiration+Made+Simple

DND’S

I wish I could have more time!!

If you have not uttered these words most of the time in your life and if you have not heard these words frequently from others, you must not be living on the planet earth. In my professional career of over 40 years transforming organizations around the globe from struggling to benchmark status, I have heard this universal lament from people at all levels. Whether they were trying to lead or follow, they all lamented about the shortage of time. Higher their struggle, louder and longer their lament was.  

From the very inception of humankind, dearth of time to accomplish what need to be accomplished has been cited as the main reason for our failures and inadequacies. From time immemorial, there is an ongoing attempt to harness time and make it last longer. Recent techniques (time management, project management, cycle time reductions and others) and evolving experts (time gurus, inspirational pundits and spiritual mystics) have made a fleeting dent, but have not silenced this lament, and so, the agony continues. 

The most prevalent method used by individuals and organizations to deal with critical issues/opportunities in a timely manner is to create a list of all items called MUST DO’S (MDO’S), prioritizes them and organize efforts around those MDO’S. As the highest priority item is completed, the efforts are shifted to the next higher one and so on. Although, this discipline helps us to organize, prioritize, and execute better, nevertheless, the list never ends as more issues/opportunities invade our world and get added to our list. The net result is that the list of our MDO’S remains endless and we continue to justify our failures by blaming on the cruelty of time. 

In order to shrink the list of our MDO’S and accomplish more in our lifetimes, I have successfully used and propagated an uncommon but simple approach called DND’S (DO NOT DO’S).  Looks like an alien word, but it has the power of making our lives more fruitful and enjoyable. DND’S are a twist to our habitual conditioning of being engulfed in dealing with our endless MDO’S. Think for a moment, all of our time and energy is expended in working on our must Do’s, but we do not make an earnest effort to identify and discontinue our habitual activities and practices which do not add any value to our goals and aspirations and they continue to rob us of our precious asset- the time.

 

Let us do a simple exercise. Please write down 5 most critical things you have to do in the next 5 days and also write down 5 things you should not be doing as they add no value to your priorities and goals!! If you are like most people, it will take you approximately 3 to 5 minutes to write down 5 critical items to do and it will be a real struggle and will take hours for you to identify (if you are lucky) those 5  non- value adding things you keep on doing habitually and robotically.  

Why it is so?  Because, firstly, our mind is all focused on what is urgent (MDO’S) at this moment and we do not have any motivation to think about anything else how important it may be. Secondly, we have not conditioned our mind to continuously identify and evaluate those non- value adding activities because they have become a part of our system. The fact of the matter is that until and unless, we identify and eliminate those DND’S (non- value adding activities/practices), we can’t have adequate time to accomplish to our full potential.

“DND’S are a twist to our habitual conditioning by encouraging us to undo part of what we are cultured and ordered to do

To emphasize the importance of DND’S, let me share with you a true episode of my professional life as follows:

 Effective immediately, I am discontinuing my weekly staff meetings and will let you know when we will need our next staff meeting.

My above message to all of my staff (direct reports) was nothing less than an earthquake as it initiated speculations and concerns. This declaration of mine came just a few months after I took charge of an extremely large but very struggling organization.

In all organizations, weekly staff meetings are mandatory rituals like going to the church, temple, mosque or shrine on a fixed day of the week. Managers at all levels of organizational hierarchy have to conduct these meetings. In all organizations (with very few exceptions), any disregard of this ritual may lead to reprimand or outright removal of a manager/leader from his/her assignment.

Well, the earthquake and its aftershocks subsided and eventually disappeared. For the next two and a half years, I led that struggling organization through a transformational journey without those formal weekly staff meetings, and that organization became the envy of its counterpart organizations. 

In the case of the above-stated practice of weekly staff meetings that I discontinued, what I discovered was that the harm done by that ritual far exceeded the benefit it was providing for the organization. Let us look closely at the mechanics of those weekly meetings:

·Each member of my staff presented their current state (progress), most of which I had already known. They overstated their accomplishments (to impress me and their peers).
 

·They focused on excelling through presentations (mostly excellent presentations for a lousy performance).

·They provided an update on the actions generated in the last staff meeting (mostly dictated by me).

·They listened and made notes of the actions for the next weekly meeting (again mostly dictated by me).

What was really happening in those staff meetings (mandatory ritual)?

·I was being told most of what I already knew (a waste of a precious asset- time).

· I was managing their processes by telling them what to do (stifling creativity).

·I demanded their progress update on actions mostly imposed by me (fostering compliance).

·I was giving them solutions and subsequent actions for their issues and opportunities (creating dependence).

·I was allowing them to make presentations a mesmerizing act to impress me and their peers (encouraging exploitations and manipulations). 

Now you be the judge ! By conducting those staff meetings (a mandatory ritual) in a structured and formal way, I myself (the so-called esteemed leader of that organization) was wasting organizational assets, stifling creativity, fostering compliance, solidifying dependence, and promoting exploitations and manipulations!

By all standards of fairness, for the first few months, I was not the savior or a leader of that organization but a meek puppet or a blind follower of organizational formalities. Most leaders following harmful, structured, and formal practices deserve to be fired, but in the realities of organizational functioning, they get applauded for discharging their responsibilities faithfully.

By eliminating the formality of that weekly ritual—the staff meeting—we created better avenues of utilizing our time and energy in a more helpful, creative, and facilitating way. Although on rare occasions, I used to conduct meetings with my staff (not formal, not structured) to discuss some critical issues, but, I initiated more personal interaction with them on a one-to-one basis by going to their land of action (their areas) and sincerely encouraging them to see me if they needed to. This way, our relationship became more open and honest without authoritative ego and fear of authority. The miraculous transformation of that organization in a short span of time was due to many strategic and tactical movements of the turnaround journey, but the removal of that harmful practice (DND) was a significant catalyst for the momentum of that transformational journey.

By narrating this episode, I am not advocating that all staff meetings should be  discontinued to enable any organization to achieve the pinnacle of success, but the fact of the matter is that in our individual and organizational lives,  there are countless habitual and formal activities that do more harm than good and we are neither cultured nor disciplined to question, evaluate, refine/eliminate them. DND’S provide us the courage and discipline to undo all or parts of those harmful habits and formalities.

Individuals and organizations alike can do themselves a great favor by incorporating formalized practices and policies to treat DND’S with the same urgency as the MDO’S. By sincerely doing that, they will be pleasantly surprised how quickly the endless list of their MDO’S is going to shrink and their arch enemy (time) is  going to become their friendly ally. Which DND’S to focus on depends upon the situational realities of a particular individual or an organization. This is a discovery and not a standard list which can be copied, borrowed or stolen from others. An objective and a honest evaluation of all habits/ practices/policies with the yardstick of value can lead to the identification of those DND’S which are specific to a given individual or an organization.

 

 

Challenging long established habits and practices is like daring to touch the sacred cow.

Since our mind is not conditioned to even think about DND’S and we are laser focused on our MDO’S,  it may look like a titanic task or a mission impossible! But, in reality, yes, it is hard but not impossible. It can be done. Take my word for this. I have done it and have made many individuals and organizations to do it. What is required is the humility to accept its need, sheer determination to get started, and a firm discipline to practice and follow through. As you move on this path and your journey becomes difficult at times, remind yourself of the following:

“What lies in our power to do, it lies in our power not to do”

                                                                                                 Aristotle

 

In conclusion, curb your ego of being too smart, take a pause from your overindulgence with MDO’S and start embracing and executing DND’S with equal vigor and passion. By doing so, not only your lament for the inadequacy of time will be quelled significantly, but, you will also experience a real boost in your self-confidence to achieve much more than what you have ever imagined.

 

 

   

Inspiration made Simple

 

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Inspiration made Simple- Proposal #376

Like Leadership, inspiration is the most used and the most abused word in our daily existence. Whether it is business, politics, sports or any other endeavor of life, inspiration is considered to be the panacea or silver bullet which can transform personal lives and propel organizations to unbelievable heights. No wonder, everyone (individuals and organizations alike) is constantly seeking this transformational wonder and expend enormous amount of money and time in this search. It has come to such frenzy that a large number of experts have surfaced as inspirational gurus and they are having a brisk commercial business by offering their expertise to inspire individuals and organizations. However, despite this obsession to master the art of inspiration, most individuals and organizations do not achieve their desired goals and keep on guessing what went wrong. This manifesto will highlight the precise anatomy of true inspiration and will help individuals and organizations to achieve rewarding, lasting and joyful self-sufficiency.

---

About Baldev Seekri: | Baldev Seekri is a retired General Manager of Texas Instruments Inc. with over 40 years of management experience in many countries with diverse cultural philosophies. Mr Seekri is the author of "Organizational Turnarounds with a Human Touch"and is currently advising a prestigious think tank to turnaround critical situations. Previously published manifesto: "How perceptions shape Realities"
Web site: http://www.baldevseekri.com

"How Perceptions shape Realities" by Baldev Seekri on changethis.com

On August 8, 2012 changethis.com (800-COE-Read) has published the above said manifesto. Please open the following link and click on download. Will appreciate your comments on this manifesto.

http://changethis.com/manifesto/show/97.05.ShapingRealities

Perceptions shape Realities

                                                      

In our daily existence, we are constantly on a trip-going from one place to another. It is true when we are faced with a situation threatening our survival or an unprecedented opportunity to thrive. Unfortunately, for most of us, our journey is a needed activity and we view it as obligatory and forced. We thus make our journey a monotonous routine and deprive ourselves of the blissful experience and enjoyment which we really deserve. This happens as large majority of us do not understand that our perceptual view of our journey has a powerful influence on our enjoyment (or lack of it) and our accomplishment (or lack of it) received from our journey. The variety of that perceptual view and its consequential impact on our focus during the journey is outlined below.

 We have a choice!! we can perceive our journey of challenge/opportunity either as a forced trip or a learning opportunity or an essential mission or an adventurous quest for a meaningful purpose. Whatever mindset we establish at the very beginning will define how we are going to think,act,relate and achieve.

 If the journey is viewed as an unavoidable necessity or a forced trip, our mind will focus only on compliance. In this mode we will do only what someone is asking us to day. There will be no initiative or interest from our side. We will be impatiently waiting when this dreaded journey is going to end. This will lead to sub-optimal results and broken spirits.

If the journey is viewed as a learning opportunity, our mind will stimulate our interest. In this mode, we will be excited to learn and add to our skill-set. We will be more inquisitive and more participative. This will lead to improved results and increased self-esteem.

If the journey is viewed as an Essential Mission, our mind will demand commitment. Since commitment is an integral blend of desire,determination and discipline, we will treat the task at hand as urgent, necessary and worth perusing. Our interest will quickly change into a keen desire to get involved, demonstrate a winning attitude and act to contribute. This will lead to the desired and consistent results.

If the journey is viewed as an Adventurous Quest for a meaningful purpose, our mind will unleash the power of our inspiration. Unlike commitment which is reflective of our mindful acceptance of the cause(goal), inspiration  encompasses both mindful acceptance of the cause as well as a passionate dedication to the cause. Whereas the mindful acceptance makes us to embrace the cause logically, the passionate dedication makes us a true believer in the worthiness of the cause. In other words, the inspiring view get its full power from both mind and the heart. The net result is thrilling and lasting success.

In my professional career of over 40 years in turning around many struggling organizations in many countries, I have universally seen the lack of this basic understanding in the operating modes of most leaders. Whenever they were preparing their teams to face critical situations or unprecedented opportunities, their starting emphasis was always on the methodology, milestones and measurements . By doing so, they made others(as well as themselves) to perceive their problems/opportunities as a critical must-do.  Since perceptions shape realities, the net result was- a  mindset of compliance, dependence and fear for their team members.

Whereas methodology, milestones and measurements are extremely important for any journey of  achievement and they have their place in the execution stage of the journey, what is required in the earliest stage of the journey is to make the participants of the journey perceive the worthiness of the task at hand. This is here where the true leadership skills are put to a test. How effective the leader is in forging the right perceptions at the very start will shape the realities (results) of the efforts.

Making leaders understand this simple truth and educating them to develop skills to forge inspiring perceptions in their teams has been the most thrilling experience of my professional life. Not only it made my job of turning around organizations easier, but it also made a meaningful difference in the lives of many.

For more information on the journey of excellence leading to a rewarding and lasting self-sufficiency. please read my book "Organizational Turnarounds with a Human Touch" available at Trafford Publishing. Amazon.com, Barnes&Noble and other retailers.

For any clarification or additional information, please contact me at seekri5@comcast.net

Learn Proven Secrets to Successful Restructuring

Business expert shares years of experience in effective organizational turnarounds

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Attleboro, MA (PRWEB) May 24, 2011

Making something more complicated does not necessarily make it better. In point of fact, in business, as with many other endeavors, the simplest solution is often the best solution. This is the first element of the simple mindset outlined in the new book Organizational Turnarounds with a Human Touch (published by Trafford Publishing) by Baldev K. Seekri.
With an apt storytelling style, Seekri outlines a three-prong strategy for organizational turnaround success: simplicity first, complexity last; leadership – a basic human ability; and the theory that there is always a human solution. Seekri applies this logic to the world of business, and shows how this mindset has been applied to real world scenarios with remarkable results.
Business, regardless of what aspect one is focusing on, is all about people. Without people, whether employees, clients, consumers or partners, there can be no business. Therefore, any business plan regardless of its focus, setting or scope, must begin and end with the people involved. Organizational Turnarounds with a Human Touch concentrates on implementing simple solutions that utilize individual talents and attributes and thereby strengthen the whole.
Organizational Turnarounds with a Human Touch is as much a tool about how to utilize one’s human resources as it is a book on restructuring an organization. Using proven methods and systems, real world examples and countless success stories, Organizational Turnarounds with a Human Touch distinguishes itself as an indispensable resource on navigating the rocks and shoals of business restructuring for business professionals, management students and even individuals for self-development.
About the Author
Baldev Seekri was educated in India and the United States. He spent over forty years of his professional life turning around struggling organizations operating in diverse cultures around the globe. He retired from Texas Instruments Inc. in 2005 as general manager and lives with his wife in Attleboro, Mass.
Trafford Publishing, an Author Solutions, Inc. author services imprint, was the first publisher in the world to offer an “on-demand publishing service,” and has led the independent publishing revolution since its establishment in 1995. Trafford was also one of the earliest publishers to utilize the Internet for selling books. More than 10,000 authors from over 120 countries have utilized Trafford’s experience for self publishing their books. For more information about Trafford Publishing, or to publish your book today, call 1-888-232-4444 or visit trafford.com.
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