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
Friday, August 10, 2012
Friday, March 9, 2012
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.
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
Saturday, February 25, 2012
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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Wednesday, February 8, 2012
" The power of Trust and Mistrust" by Judy Bardwick
Dear Judy,
Thanks for writing an excellent and an inspiring manifesto on "The power of Trust and Mistrust". While reading this manifesto, I felt like reliving my professional life as it brought back memories of actual witnessing of what you wrote. As most of my professional life was spent in turning around struggling and under-perfrming businesses, I had vividly seen the role of mistrust in self-destruction of those organizations. This was quite evident in their compliance culture with heavy handed policies and practices.
In my book "Organizational Turnarounds with a Human touch", I have talked about three mighty anchors of organizational self-destruction which are Failure Addiction, Aesthetic Blindness and Trust Aversion. Without weakening the grip of these self-created anchors, it is impossible to reverse the path of self.destruction. Out of these three anchors, I had experienced that minimizing/eliminating trust aversion is the most difficult, but, also the most rewarding to improve organizational effectiveness. Moving an organization from Trust Aversion to Trust Propensity is covered in my book (Chapter 8,pages129-133 and137-138).
Judy, by exposing the uplifting power of trust and the devastating cruelty of mistrust to individuals and organizations, we can do our part in making other's lives meaningful and worthwhile. I am glad that you will be writing more on this subject. If I can help,assist or participate in any form on this front or in your other e-books , I will be delighted to do that .
Thanks and best regards,
Baldev Seekri
Thanks for writing an excellent and an inspiring manifesto on "The power of Trust and Mistrust". While reading this manifesto, I felt like reliving my professional life as it brought back memories of actual witnessing of what you wrote. As most of my professional life was spent in turning around struggling and under-perfrming businesses, I had vividly seen the role of mistrust in self-destruction of those organizations. This was quite evident in their compliance culture with heavy handed policies and practices.
In my book "Organizational Turnarounds with a Human touch", I have talked about three mighty anchors of organizational self-destruction which are Failure Addiction, Aesthetic Blindness and Trust Aversion. Without weakening the grip of these self-created anchors, it is impossible to reverse the path of self.destruction. Out of these three anchors, I had experienced that minimizing/eliminating trust aversion is the most difficult, but, also the most rewarding to improve organizational effectiveness. Moving an organization from Trust Aversion to Trust Propensity is covered in my book (Chapter 8,pages129-133 and137-138).
Judy, by exposing the uplifting power of trust and the devastating cruelty of mistrust to individuals and organizations, we can do our part in making other's lives meaningful and worthwhile. I am glad that you will be writing more on this subject. If I can help,assist or participate in any form on this front or in your other e-books , I will be delighted to do that .
Thanks and best regards,
Baldev Seekri
Striking similiarities between "Outliers" and "Organizational Turnarounds with a Human Touch"
Hi Baldev,
Couldn't quite get in synch with "Comments" on the blog page.
There does appear to be some striking similarities between Outliers and Organizational Turnarounds,
despite different perspectives.
Outliers looks at primarily individual outlier successes and asks : " How did he get there?".
Answer is: a high degree of latent talent, plus a conducive environment, plus inherited advantages,
plus hard, hard work.
Organizational Turnarounds focuses primarily on a coordinated team and asks: " How do we get there
( forward - looking) ? " Answer is: a high degree of latent talent ( a basic human ability), plus a
conducive environment ( simple mindset ), plus developed advantages, plus hard, hard work .
The organization in need of a turnaround is often an Outlier, on the wrong tail of the bell curve.
Often possessed of a negative self image of its inherent talent, it's set of cultural assumptions are anything
but a conducive environment. Organizational Turnarounds addresses " How do we change that set
of factors ?"
As one hopeful sign, the business organization is a smaller, more contained unit than broader society.
Thus, it's more amenable to changing these factors.
In the past week, we've seen how difficult it is to address the latter.
The relatively poor educational system in the US requires ( among other things) "better parents" to
define the child's culture. The percentage of underweight babies in disadvantaged neighborhoods
remains disproportionately high, even among college-educated mothers, because they often return
to the same culture.
Regards,
Woody
Couldn't quite get in synch with "Comments" on the blog page.
There does appear to be some striking similarities between Outliers and Organizational Turnarounds,
despite different perspectives.
Outliers looks at primarily individual outlier successes and asks : " How did he get there?".
Answer is: a high degree of latent talent, plus a conducive environment, plus inherited advantages,
plus hard, hard work.
Organizational Turnarounds focuses primarily on a coordinated team and asks: " How do we get there
( forward - looking) ? " Answer is: a high degree of latent talent ( a basic human ability), plus a
conducive environment ( simple mindset ), plus developed advantages, plus hard, hard work .
The organization in need of a turnaround is often an Outlier, on the wrong tail of the bell curve.
Often possessed of a negative self image of its inherent talent, it's set of cultural assumptions are anything
but a conducive environment. Organizational Turnarounds addresses " How do we change that set
of factors ?"
As one hopeful sign, the business organization is a smaller, more contained unit than broader society.
Thus, it's more amenable to changing these factors.
In the past week, we've seen how difficult it is to address the latter.
The relatively poor educational system in the US requires ( among other things) "better parents" to
define the child's culture. The percentage of underweight babies in disadvantaged neighborhoods
remains disproportionately high, even among college-educated mothers, because they often return
to the same culture.
Regards,
Woody
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