Monthly Archives: April 2011

Along with the increased flexibility and the zero-time commute, working from home presents some special challenges. It takes some thought and effort to create a work environment for yourself that will benefit you, your family, your boss, and your coworkers. Explore this collection of links to articles, websites, and products that can help you get started and work better.

Realizing Your True Potential

If you know that you are doing what your mind and heart say and excelling at it, this blog is not meant for you. You have realized where your potential lies; and you enjoy doing it.

However, if you feel that you are languishing for a while now in the position you are in right now, I think you need some soul searching. You may not have realized your true potential yet and may be leading a mundane life. It is time for a change.

Many of us get inspired by people with amazing achievements and character. And we try to be like them. We try and make several changes to the things we do and the way we do them in order to suit them to their way of doing it. Finally, we end up giving up, with no hope of success. This happens because of the simple fact that we are “different from those people”. We are different in our innate abilities, thinking and passions. The first step towards maximizing our true potential is to realize this fact.

Stop Trying To Be Someone Else: God created you as a unique human being with unique abilities and potential. So do not imitate anybody. If you imitate others, you lose sight of what you really are and are capable of.

It does not however mean that you cannot have role models. It means that you acknowledge their greatness and underline the important qualities that made them great. Observe how they realized their potential but be yourself.

Keep Looking into Yourself: Be aware of what you do, what you enjoy doing and what you do well which others struggle to do. This self analysis gives you an idea about your innate abilities and talents. Look at your hobbies; they too shed light into your hidden talents. For instance, you may sing well without much effort, which means you have the potential to become a great singer.

At times, what others say about you can also help you know what you are good at. But do not get carried away. Have an objective look at these comments and know the truth for yourself.

Take Action: Only thinking about what you are best at can take you nowhere – putting it into practice is what counts. So take action. Set achievable and measurable targets. You will move ahead towards your aspirations. Soon you will realize that you have what it takes to achieve success in life.

When your passion becomes your profession or ambition in life, you not only enjoy your actions but also face setbacks, if any, with vigor and enthusiasm. This will enable you to scale new heights and make your life more and more fulfilling. Look at people like Sachin Tendulkar – and the kind of passion and commitment he shows towards his game. Though he has the inborn talent for the sport, he practices hard. This is what makes him realize the full potential of his God-given abilities. Show the same kind of commitment to your life’s purpose and the sky will be the limit for your achievements.


As the authors reveal in Being the Boss, becoming an effective manager is a painful, challenging journey. It’s trial and error, endless effort, and slowly acquired personal insight. Many managers never complete the journey. At best, they just learn to get by. At worst, they become terrible bosses.

  •  Manage yourself: Learn that management isn’t about getting things done yourself. It’s about accomplishing things through others.
  • Manage a network: Understand how power and influence work in your organization and build a network of mutually beneficial relationships to navigate your company’s complex political environment.
  • Manage a team: Forge a high-performing “we” out of all the “I”s who report to you.

Source: Harvard Buiness Review

No one likes to be an underperformer. It can be embarrassing, discouraging, and bewildering. Yet, many of us have at times failed to meet expectations. The good news is that poor performance isn’t incurable. It’s possible to turn it around and save your reputation with awareness, a sincere approach, and the right support.

What the Experts Say
“Usually a person doesn’t realize that he or she is the underperformer,” says J. Richard Hackman, the Edgar Pierce Professor of Social and Organizational Psychology at Harvard University and author of Leading Teams: Setting the Stage for Great Performances. Sometimes a boss, teammate, or HR representative will tell you you’re not up to snuff, but according to Hackman, it happens less than it should. No matter how your underperformance is identified, by yourself or another, owning up to it is an important first step. “If you’re underperforming, chances are that everybody knows it. If everybody knows it, let’s acknowledge it because at least then we are all living in the same world,” says Jean-François Manzoni, Professor of Leadership and Organizational Development at IMD International and co-author of The Set-Up-to-Fail Syndrome: How Good Managers Cause Great People to Fail. Once you’ve done this, follow these guidelines to improve your situation.

Accept and understand it
“We all have an amazing capability for retrospective sense-making, which allows us to rationalize difficulties as ‘not my fault’,” says Hackman. It’s easy to be defensive about not pulling your weight, especially because the underlying reasons are rarely straightforward. There is often a complex set of causes. You may be managed poorly or have inherited a weak team. Whether there is concrete data, such as sales numbers, or consistent feedback from your boss, peers, or direct reports, it’s important to balance the information. “For someone struggling, the tendency is to attribute too much to external events,” says Manzoni. This is largely because of self-serving bias. For example, you may believe you have a tougher sales territory or a more difficult team.

While those things may be true, there are probably aspects of your own behavior contributing to the failure too. Manzoni recommends taking a hard look at your performance and distinguishing between what you can change and what you can’t. Hackman suggests asking colleagues for their input to better understand how you are missing targets. But don’t just ask: “How am I doing?”

“It’s generally much more constructive and helpful to seek confirmation and disconfirmation of one’s own assessment than to ask someone to respond to an open-ended question about one’s performance,” Hackman says.

Ask for help
“If you’re screwing up, you should be open with your boss,” urges Manzoni. Many bosses respond better to “I need help” than they do the various rationalizations and explanations that often accompany poor performance. Be concrete about what you ask for. “Others will be more open to helping you if you show them how they can help, and you show them you are taking responsibility for what’s in your control,” says Manzoni.

Involving others — peers, mentors, even direct reports — can also be helpful. Ask for feedback about how you are performing and advice on how you can improve. These discussions serve two purposes. One, they help you gain useful insight into your own behavior. Two, they also let people know you are working on the issue. If they know that, they are more likely to give you the benefit of the doubt in assessing your future performance.

Decide what to focus on
Hackman recommends using a three-part checklist to assess the underlying causes:

  1. Effort. Am I putting enough time and energy into the work?
  2. Strategy. Am I working smartly rather than relying on routine?
  3. Talent. Do I have the skills, knowledge, and capabilities to do my job well?

“Just asking one’s self those three simple questions often will surface some concrete things one can do to improve,” says Hackman. Use the answers to decide where to focus your efforts.

Restore your reputation
As you begin to turn your performance around, you may realize that your reputation has been damaged. “The most telling and valid signal is whether you are actively sought out for the most challenging and important work, or whether you are overlooked when something comes up that really counts,” says Hackman. If this happens, you need to pay careful attention to how you appear to others. “You not only need to perform better, but you need to be seen to perform better,” Manzoni says.

Once you’ve made some progress, share your success with others. Ask for feedback to confirm they see improvements. Hackman recommends saying something such as, “I’ve been doing some work to improve the degree to which I do X. Have you noticed any changes? Are there additional things you might recommend I consider?” He cautions, “There always is a reputational lag. It will take some time before improvement is noticed, and even more time before people actively seek you out for the important work.”

If all else fails, consider a change
There are occasions when you might find it too difficult to restore your reputation. Even if you make objective progress, others may not recognize it as such. It’s also possible that you realize that you are underperforming because you are disengaged or uninterested in the work. In both these situations, consider moving on, either to a new team or a new employer. As Hackman says, “Sometimes withdrawing really is the best option.”

Principles to Remember


  • Recognize what is in your control to change and what isn’t
  • Sincerely ask for advice and feedback
  • Include others in your improvement efforts so they can see and appreciate your progress


  • Be defensive about your underperformance and try to blame it on outside events or other people
  • Assume that just because you are improving, others recognize it
  • Stay at a job where you’ve become permanently labeled an underperformer

Case Study #1: Asking for help
Kelly Brown* had been an analyst at a global accounting firm for six months when she was assigned to a strategy project analyzing the company’s divisions. The analysis was done using compound annual growth rates and projections and Kelly was responsible for pulling the right information together in the spreadsheet. She had previously gotten feedback that she wasn’t learning Excel quickly enough and that tasks often took her much longer than her manager expected. “I was very disorganized in how I approached my work,” she admitted. When her manager requested a meeting to review the spreadsheet she was currently working on, she was nervous.

After just a few minutes, he began pointing out numerous mistakes. He made clear to her that she was not meeting expectations and that she needed to quickly demonstrate that she could gain the Excel skills she needed. Kelly was panicked. She didn’t know how to do what was asked of her, and she felt that she was being managed poorly. She thought that perhaps she was in the wrong job and should resign.

Instead, she asked a colleague for help — a peer who had been at the firm a year longer. He patiently helped her identify the mistakes and make the spreadsheet functional. However, the experience made Kelly realize that this type of analysis was not one of her strengths and that the manager was not helping her acquire the skills she needed. Kelly got through the project but when it was finished, she asked to be reassigned to a manager who was better matched to her style — more relational and hands-on. She ended up staying with the firm for five years and eventually became a high-performing manager herself.
Case Study #2: Demonstrating that you’re willing to change
Grant Miller* was working as an engagement manager in the education practice of a large strategy consulting firm when he took on a new high-stakes, high-stress project. Sam*, an associate who had been labeled an underperformer, was assigned to work on the project. Grant had two options: he could assign Sam busy work to keep him occupied until he was assigned elsewhere, or he could give him the coaching and support he needed to do real work and succeed. To decide which course to pursue, Grant sat down with Sam and asked about how he viewed his own performance. Sam said he knew he had been underperforming and expressed a genuine desire to get better. “He was articulate and self-reflective which made it clear there was room to improve,” Grant said.

Because Sam had asked for help and showed a willingness to change, Grant was willing to invest his time and energy in helping him. He gave Sam a very specific project, matched to his skills and interest, and set out clear expectations. Grant was also more aggressive than usual about giving feedback. He asked Sam to check in regularly so they could work together to identify what was working and what wasn’t. With Grant’s support, Sam was able to contribute to the project in a meaningful way. Six months later, Sam was asked to leave the firm — “At the end of the day, it wasn’t the right fit for him,” Grant explained — but he has gone on to be a high performer in a different field.

Source: Harvard Business Review

If you spend Monday through Friday doing what you have to do and Saturday and Sunday doing what you enjoy, Sunday nights can be a real downer. Instead of getting anxious about going back to work, find ways to make the weekend last all week:

  1. Find purpose. Work holds little worth if you don’t believe what you do matters. Almost all organizations create some social value. Don’t get lost in the humdrum; look up and remember that what you do has a purpose.
  2. Stop the meaningless tasks. Mind-numbing activities can make work torturous. Look out for tasks that don’t add value and stop doing them.
  3. Keep it fun. Work doesn’t have to be boring. Look for opportunities to engage in friendly competition or make your work more social.

Source: Harvard Business Review

នាពេលបច្ចុប្បន្ននេះយើងឃើញថាទីក្រុងភ្នំពេញ យើងមានការរីកចំរើនយ៉ាងខ្លាំង យើងឃើញមានអាហារដ្ឋាន ភោជនីដ្ឋាន និង កន្លែងលក់អីញ៉ាំនៅតាមដងផ្លូវជាច្រើនដែលមិនបានវិចខ្ចប់
កាកសំនល់ទុកដាក់អោយបាន ត្រឹមត្រូវនោះទេដែលធ្វើអោយបាត់បង់សោភ័ណ្ឌភាពទីក្រុងយើង។
យើងគួរតែជួយគ្នាក្នុងការរក្សា និងសំអាតទីក្រុងយើង អោយបានស្អាតផង ដោយខ្ញុំបានដឹងថា“ទីក្រុងស្អាតចាប់ផ្ដើមពីអ្នក”( Let’s Do It) ប្រព្រឹត្តិ ទៅនៅថ្ងៃទី ២៣ មេសា ដោយនឹងមានអ្នកចូលរួមស្ម័គ្រចិត្តពីនិស្សិតនិងមហាជនជាច្រើន។ នេះជាការអះអាងរបស់តំណាងក្រុមការងារនែគម្រោង Let’s Do It។

មិនត្រូវយកសំរាមទៅចោលពាសវាលពាសកាលនោះទេ ត្រូវយកទៅចោលនៅក្នុងធុងសំរាមណា!!


If you’re like a lot of us, you get so much email every day that you might spend as little as 15 seconds scanning a message to determine how it applies to you. Now, imagine that other people are reading your email the same way. If they can’t quickly identify the purpose of your message, they’ll probably delete it or leave it in the Inbox for “later”— if later ever comes.

In this article, I give 6 tips to ensure that your email messages are read and get the attention they deserve.

1. Make the purpose of the message clear

When recipients receive your email message, they should be able to see at a quick glance how the message relates to them and why it’s important. They may be looking at a preview of your message in Microsoft Outlook or on a Windows phone or Windows Mobile device, such as a personal digital assistant (PDA). Or they may see only Subject lines in their Inbox. If your Subject line is confusing and irrelevant, your email will surely get deleted in a hurry. Here are some examples of what can be included in Subject lines to make sure the reader opens your mail:

  • A standard subject heading such as “Action Requested,” “Response Requested,” “FYI,” or “Read Only,” depending on the action indicated in the body of the message.
  • The meaningful objective or supporting project that the message relates to, for example, “FY ’05 budget forecasting.”
  • The required action if applicable, for example, “Consolidate departmental budget spreadsheets.”
  • The due date if applicable, for example, “Due by July 7.”

An example of an effective Subject line is “Action Requested—Consolidate all department spreadsheets for FY ’06 budget and return to me by June 15th.”

2. Tell recipients what action you want them to take

Be completely clear about the actions you want the recipients to take. Be specific and put all the material that is related to an action in one place. To get even faster responses, talk about how the action relates to the recipient’s objectives, and always give due dates. It’s also important to clarify what type of action you want the recipient to take. There are basically four types of actions you could request. If you make this level of detail clear, the recipient will be most likely to read the email and take the action right away. The four actions include:

  • Action: The recipient needs to perform an action. For example, “Provide a proposal for a 5% reduction in Travel & Entertainment expense.”
  • Respond: The recipient needs to respond to your message with specific information. For example, “Let me know if you can attend the staff meeting at 9:00 A.M. on Friday.”
  • Read only: The recipient needs to read your message to make sure they understand something. No response is necessary. For example, “Please read the attached sales plan before our next staff meeting on August 12th.”
  • FYI only: The recipient should file your message for future reference. No response is necessary. In fact, even reading the message is optional. For example, “Enclosed for your records are your completed expense reports.”

3. Provide the proper data and documents

Make sure you give recipients all of the information they need to complete an action or respond successfully to your request. Your co-workers shouldn’t have to come back to you asking for information, whether it is a supporting document or a link to a file on a shared website. You can include supporting information in the body of the message, in an attached file, or in an attached email. In Windows Live Hotmail, you can use the Quick Add feature, which lets you search for and insert content such as images, video, restaurant details, maps, and movie times into your email messages, without ever leaving Hotmail. In addition, if you want recipients to fill out a form, it’s a good idea to attach a sample copy of the form that shows how it should be filled out.

4. Send the message only to relevant recipients

Target your message to the appropriate audience. Only people who have to complete an action on the Subject line should receive your message. Be thoughtful and respectful when you enter names on the To line. People observe your thoughtfulness and the results are more effective. Here are two simple questions to help you filter the To line recipients:

  • Does this email relate to the recipient’s objectives?
  • Is the recipient responsible for the action in the Subject line?

5. Use the CC line wisely

It’s tempting to put loads of people on the CC line to cover your bases, but doing so is one of the fastest ways to create an unproductive environment. Here are some things to consider when using the CC line:

  • No action or response should be expected of individuals on the CC line. The recipient needs to only read or file the message.
  • Only those individuals whose meaningful objectives are affected by the email should be included on the message. If you are not sure that the information is related to a co-worker’s objectives, check with that person to see if they want to receive your email on that topic.

6. Ask “final questions” before you click Send

The final thing you want to do is check your work to be sure you are supporting meaningful actions. Sending clear, well-defined messages can reduce the volume of email you send and receive, encouraging correct action, saving time, and limiting email trails. Make sure you ask the following questions before you send the message:

  • Have I clarified purpose and actions?
  • Have I included supporting documents and written a clear Subject line?
  • Did I write the message clearly enough that it does not come back to me with questions?
  • Am I sending the message to the correct recipients?
  • Have I run the spelling checker and edited the message for grammar and jargon?

Bonus: Don’t send junk email

One of the quickest ways to get onto your recipients’ “delete radar” is to overwhelm them with meaningless email. Responding to email with “I got your email, thanks,” or sending out lots of irrelevant data that you think they might want to know about is a quick way to create a track record of sending unproductive mail.

To summarize, it is incredibly easy to create an unproductive culture using email. Follow these guidelines and you can be sure you and your team are able to keep focused on meaningful objectives and don’t create email overload.