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Showing posts with label thoughts. Show all posts
Showing posts with label thoughts. Show all posts

Tuesday, 10 February 2009

FW: Fw: [DB64] FW: When a Soldier Comes Home...must look at this one

WHEN A SOLDIER COMES HOME ...





When a soldier comes home, he finds it hard....

...to listen to his son whine about being bored.

....to keep a straight face when people complain about potholes.

to be tolerant of people who complain about the hassle of getting ready for work.

...to be understanding when a co-worker complains about a bad night's sleep.

..to be silent when people pray to God for a new car.

...to control his panic when his wife tells him he needs to drive slower.


..to be compassionate when a businessman expresses a fear of flying.


...to keep from laughing when anxious parents say they're afraid to send their kids off to summer camp.


...to keep from ridiculing someone who complains about hot weather.


...to control his frustration when a colleague gripes about his coffee being cold.


...to remain calm when his daughter complains about having to walk the dog.



...to be civil to people who complain about their jobs.


...to just walk away when someone says they only get two weeks of vacation a year.


...to be forgiving when someone says how hard it is t o have a new baby in the house.



The only thing harder than being a Soldier..


Is loving one.

Thursday, 4 December 2008

LETTER TO PRIME MINISTER

 I am not sure of the author of this letter. But he speaks the mind of common man

 

 

LETTER TO PRIME MINISTER

Dear Mr. Prime minister

I am a typical mouse from Mumbai. In the local train compartment which has capacity of 100 persons, I travel with 500 more mouse. Mouse at least squeak but we don't even do that.

Today I heard your speech. In which you said 'NO BODY WOULD BE SPARED'. I would like to remind you that fourteen years has passed since serial bomb blast in Mumbai took place. Dawood was the main conspirator. Till today he is not caught. All our bolywood actors, our builders, our Gutka king meets him but your Government can not catch him. Reason is simple; all your ministers are hand in glove with him. If any attempt is made to catch him everybody will be exposed. Your statement 'NOBODY WOULD BE SPARED' is nothing but a cruel joke on this unfortunate people of India.

Enough is enough. As such after seeing terrorist attack carried out by about a dozen young boys I realize that if same thing continues days are not away when terrorist will attack by air, destroy our nuclear reactor and there will be one more Hiroshima.

We the people are left with only one mantra. Womb to Bomb to Tomb. You promised Mumbaikar Shanghai what you have given us is Jalianwala Baug.

Today only your home minister resigned. What took you so long to kick out this joker? Only reason was that he was loyal to Gandhi family. Loyalty to Gandhi family is more important than blood of innocent people, isn't it?

I am born and bought up in Mumbai for last fifty eight years. Believe me corruption in Maharashtra is worse than that in Bihar. Look at all the politician, Sharad Pawar, Chagan Bhujbal, Narayan Rane, Bal Thackray , Gopinath Munde, Raj Thackray, Vilasrao Deshmukh all are rolling in money.  Vilasrao Deshmukh is one of the worst Chief minister I have seen. His only business is to increase the FSI every other day, make money and send it to Delhi so Congress can fight next election. Now the clown has found new way and will increase FSI for fisherman so they can build concrete house right on sea shore. Next time terrorist can comfortably live in those house , enjoy the beauty of sea and then attack the Mumbai at their will.

Recently I had to purchase house in Mumbai. I met about two dozen builders. Everybody wanted about 30% in black. A common person like me knows this and with all your intelligent agency & CBI you and your finance minister are not aware of it. Where all the black money goes? To the underworld isn't it? Our politicians take help of these goondas to vacate people by force. I myself was victim of it. If you have time please come to me, I will tell you everything.

If this has been land of fools, idiots then I would not have ever cared to write you this letter. Just see the tragedy, on one side we are reaching moon, people are so intelligent and on other side you politician has converted nectar into deadly poison. I am everything Hindu, Muslim, Christian, Schedule caste, OBC, Muslim OBC, Christian Schedule caste, Creamy Schedule caste only what I am not is INDIAN. You politician have raped every part of mother India by your policy of divide and rule. Some elements of society are trying to divide Mumbai with north and south India. These elements were comfortably hiding last week in their holes like a rat does. Their activities month back were not less than terrorists, the only difference was no bullet.

Take example of former president Abdul Kalam. Such a intelligent person, such a fine human being. You politician didn't even spare him.  Your party along with opposition joined the hands, because politician feels they are supreme and there is no place for good person.

Dear Mr Prime minister you are one of the most intelligent person, most learned person. Just wake up, be a real SARDAR. First and foremost expose all selfish politician. Ask Swiss bank to give name of all Indian account holder. Give reins of CBI to independent agency. Let them find wolf among us There will be political upheaval but that will better than dance of death which we are witnessing every day.  Just give us ambient where we can work honestly and without fear. Let there be rule of law. Everything else will be taken care of.

Choice is yours Mr. Prime Minister. Do you want to be lead by one person or you want to lead the nation of 100 Crore people?

  

 

Friday, 28 November 2008

Mumbai Attacks Geopolitical Implications

Geopolitical Analysis of the terrorist attacks in Mumbai on 26 - 27 Nov, and my comments on them

Summary

If the Nov. 26 attacks in Mumbai were carried out by Islamist militants as it appears, the Indian government will have little choice, politically speaking, but to blame them on Pakistan. That will in turn spark a crisis between the two nuclear rivals that will draw the United States into the fray.

Analysis

At this point the situation on the ground in Mumbai remains unclear following the militant attacks of Nov. 26. But in order to understand the geopolitical significance of what is going on, it is necessary to begin looking beyond this event at what will follow. Though the situation is still in motion, the likely consequences of the attack are less murky.

We will begin by assuming that the attackers are Islamist militant groups operating in India, possibly with some level of outside support from Pakistan. We can also see quite clearly that this was a carefully planned, well-executed attack.

Given this, the Indian government has two choices. First, it can simply say that the perpetrators are a domestic group. In that case, it will be held accountable for a failure of enormous proportions in security and law enforcement. It will be charged with being unable to protect the public. On the other hand, it can link the attack to an outside power: Pakistan. In that case it can hold a nation-state responsible for the attack, and can use the crisis atmosphere to strengthen the government's internal position by invoking nationalism. Politically this is a much preferable outcome for the Indian government, and so it is the most likely course of action. This is not to say that there are no outside powers involved — simply that, regardless of the ground truth, the Indian government will claim there were.

That, in turn, will plunge India and Pakistan into the worst crisis they have had since 2002. If the Pakistanis are understood to be responsible for the attack, then the Indians must hold them responsible, and that means they will have to take action in retaliation — otherwise, the Indian government's domestic credibility will plunge. The shape of the crisis, then, will consist of demands that the Pakistanis take immediate steps to suppress Islamist radicals across the board, but particularly in Kashmir. New Delhi will demand that this action be immediate and public. This demand will come parallel to U.S. demands for the same actions, and threats by incoming U.S. President Barack Obama to force greater cooperation from Pakistan.

If that happens, Pakistan will find itself in a nutcracker. On the one side, the Indians will be threatening action — deliberately vague but menacing — along with the Americans. This will be even more intense if it turns out, as currently seems likely, that Americans and Europeans were being held hostage (or worse) in the two hotels that were attacked. If the attacks are traced to Pakistan, American demands will escalate well in advance of inauguration day.

There is a precedent for this. In 2002 there was an attack on the Indian parliament in Mumbai by Islamist militants linked to Pakistan. A near-nuclear confrontation took place between India and Pakistan, in which the United States brokered a stand-down in return for intensified Pakistani pressure on the Islamists. The crisis helped redefine the Pakistani position on Islamist radicals in Pakistan.

In the current iteration, the demands will be even more intense. The Indians and Americans will have a joint interest in forcing the Pakistani government to act decisively and immediately. The Pakistani government has warned that such pressure could destabilize Pakistan. The Indians will not be in a position to moderate their position, and the Americans will see the situation as an opportunity to extract major concessions. Thus the crisis will directly intersect U.S. and NATO operations in Afghanistan.

It is not clear the degree to which the Pakistani government can control the situation. But the Indians will have no choice but to be assertive, and the United States will move along the same line. Whether it is the current government in India that reacts, or one that succeeds doesn't matter. Either way, India is under enormous pressure to respond. Therefore the events point to a serious crisis not simply between Pakistan and India, but within Pakistan as well, with the government caught between foreign powers and domestic realities.. Given the circumstances, massive destabilization is possible — never a good thing with a nuclear power.

This is thinking far ahead of the curve, and is based on an assumption of the truth of something we don't know for certain yet, which is that the attackers were Muslims and that the Pakistanis will not be able to demonstrate categorically that they weren't involved. Since we suspect they were Muslims, and since we doubt the Pakistanis can be categorical and convincing enough to thwart Indian demands, we suspect that we will be deep into a crisis within the next few days, very shortly after the situation on the ground clarifies itself.



My Comments:-


Well, theoretically all this sounds quite plausible. But when viewed in the perspective of precedence, the possible scenario that emerges is quite different from the doomsday predictions of this analyst.

Firstly, this is one more in an unending series of such attacks, which have been escalating in scale and audacity. One more media tamasha, accompanied by the usual platitudes mouthed by politicians of all hues, as has already been witnessed. Given the size of this one, and the fact that it is still going on, they have so far restrained from finger pointing and scoring political brownie points. But once it is over, the blame game will start. Both the major political alignments will spew venom at each other, while claiming to be the sole saviours of civilization as we know it. And yes, collectively Pakistan will be blamed (and as I am sure all of us are convinced, not without reason or substance). It is another matter that WHICH ENTITY in Pakistan is actually to blame is anybody's guess. In all probability, their government is as helpless and clueless, or maybe just a degree less so, than ours. The genie is out of the bottle, and having granted three wishes, refuses to go back. It is now tormenting its masters and everyone else.

So, while Pakistan will be blamed, and the usual statements and denials will follow, each side pandering to its domestic audience. But it will remain at a slanging match, as both sides know they can not afford to escalate the situation. A very optimistic view is that it might even prompt the Pakistani government to overtly or covertly attempt to tighten the screws on the forces of terrorism (to what effect is anybody's guess).

USA will also make all the right noises, and do everything short of acting against Pakistan. After all, Mumbai is not New York, and the Taj is not the WTC.

Both India and USA are heading for a change of government in the near future, with the same preceded by elections in the case of India. Under such circumstances, it would be foolish to expect decisive, precipitative action by either of them. So, we will declare war on terrorism (yet again!), vow to hunt down the perpetrators (they are dead) and the one's behind them (you have a hope coming!) 'irrespective of their religion'. We will call endless meetings, probably initiate actions to raise new agencies or forces (thereby providing more avenues for babus and policemen to rise in life). That the existing agencies are numerous enough to cause considerable confusion and afford leeway for blame shifting doesn't matter.

Then, life will go on. Till the next time there is another attack and we once again dedicate ourselves to eradicating terrorism from its roots, no matter what the cost.

Sorry for sounding so cynical – maybe optimism will return with normalcy in Mumbai.

Monday, 10 November 2008

The Story of Four Wives

There was a rich merchant who had 4 wives. He loved the 4th wife the most and adorned her with rich robes and treated her to delicacies. He took great care of her and gave her nothing but the best.

He also loved the 3rd wife very much. He's very proud of her and always wanted to show off her to his friends. However, the merchant is always in great fear that she might run away with some other men.


He too, loved his 2nd wife. She is a very considerate person, always patient and in fact is the merchant's confidante. Whenever the merchant faced some problems, he always turned to his 2nd wife and she would always help him out and tide him through difficult times.

Now, the merchant's 1st wife is a very loyal partner and has made great contributions in maintaining his wealth and business as well as taking care of the household. However, the merchant did not love the first wife and although she loved him deeply, he hardly took notice of her.

One day, the merchant fell ill. Before long, he knew that he was going to die soon. He thought of his luxurious life and told himself, "Now I have 4 wives with me. But when I die, I'll be alone. How lonely I'll be!"

Thus, he asked the 4th wife, "I loved you most, endowed you with the finest clothing and showered great care over you. Now that I'm dying, will you follow me and keep me company?" "No way!" replied the 4th wife and she walked away without another word.

The answer cut like a sharp knife right into the merchant's heart. The sad merchant then asked the 3rd wife, "I have loved you so much for all my life. Now that I'm dying, will you follow me and keep me company?" "No!" replied the 3rd wife. "Life is so good over here! I'm going to remarry when you die!" The merchant's heart sank and turned cold.

He then asked the 2nd wife, "I always turned to you for help and you've always helped me out. Now I need your help again. When I die, will you follow me and keep me company?" "I'm sorry, I can't help you out this time!" replied the 2nd wife. "At the very most, I can only send you to your grave." The answer came like a bolt of thunder and the merchant was devastated.

Then a voice called out : "I'll leave with you. I'll follow you no matter where you go." The merchant looked up and there was his first wife. She was so skinny, almost like she suffered from malnutrition. Greatly grieved, the merchant said, "I should have taken much better care of you while I could have !"



Moral :

Actually, we all have 4 wives in our lives


A. The 4th wife is our body. No matter how much time and effort we lavish in making it look good, it'll leave us when we die.

B. Our 3rd wife ? Our possessions, status and wealth. When we die, they all go to others.

C. The 2nd wife is our family and friends. No matter how close they had been there for us when we're alive, the furthest they can stay by us is up to the grave.

D. The 1st wife is in fact our soul, often neglected in our pursuit of material, wealth and sensual pleasure.

Guess what? It is actually the only thing that follows us wherever we go. Perhaps it's a good idea to cultivate and strengthen it now rather than to wait until we're on our deathbed to lament



Thursday, 23 October 2008

FW: 40 Tips for Better Life

40 Tips for Better Life


1. Take a 10-30 minutes walk every day. And while you walk, smile.

2. Sit in silence for at least 10 minutes each day.

3. Sleep for at least 7 hours.

4. Live with the 3 E's -- Energy, Enthusiasm, and Empathy.

5. Play more games.

6. Read more books than you did last year.

7. Make time to practice meditation, yoga, and prayer. They provide us with daily fuel for our busy lives.

8. Spend time with people over the age of 70 & under the age of 6.

9. Dream more while you are awake.

10. Eat more foods that grow on trees and plants and eat less food that is manufactured in plants.

11. Drink plenty of water.

12. Try to make at least three people smile each day.

13. Don't waste your precious energy on gossip.

14. Forget issues of the past. Don't remind your partner with his / her mistakes of the past. That will ruin your present happiness.

15. Don't have negative thoughts or things you cannot control. Instead invest your energy in the positive present moment.

16. Realize that life is a school and you are here to learn. Problems are simply part of the curriculum that appear and fade away like algebra class but the lessons you learn will last a lifetime.

17. Eat breakfast like a king, lunch like a prince and dinner like a beggar.

18. Smile and laugh more.

19. Life is too short to waste time hating anyone. Don't hate others.

20. Don't take yourself so seriously. No one else does.

21. You don't have to win every argument. Agree to disagree.

22. Make peace with your past so it won't spoil the present.

23. Don't compare your life to others'. You have no idea what their journey is all about. Don't compare your partner with others'.

24. No one is in charge of your happiness except you.

25. Forgive every one for every thing.

26. What other people think of you is none of your business.

27. GOD heals everything.

28. However good or bad a situation is -- it will change.

29. Your job won't take care of you when you are sick. Friends will. Stay in touch. . .

30. Get rid of anything that isn't useful, beautiful or joyful.

31. Envy is a waste of time. You already have all you need.

32. The best is yet to come.

33. No matter how you feel, get up, dress up and show up.

34. Do the right thing !

35. Call your family often.

36. Your Inner most is always happy. So, be happy.

37. Each day give something good to others.

38. Don't over do. Keep your limits.

39. When you awake alive in the morning, thank GOD for it.

40. Please Forward this to everyone you care about.


TAKE CARE...... LOVE YOURSELF.... ....

Sunday, 14 September 2008

Terror Attacks






Isn't it a matter of introspection for the Indian authorities that while the US homeland has been free of terror attacks ever since 9/11, India has been suffering them with alarming regularity. Hardly a month passes without a major terrorist incident in one of India's major cities. What are the lessons that we need to take from the US ability to keep terror at bay? What are the factors that make India so much more vulnerable? Following are possibly some.

Although America is a much more open society in terms of freedom from restrictions on civil liberties and imposing on citizens through intrusive checks and balances, the law enforcement and intelligence agencies appear to be doing a better job of preventing any incidents. One aspect is sheer competence, which needs a drastic improvement in our case. The second, I suppose is techincal support available to the US agencies, which is not unachievable for us. The third aspect is the sheer size of our population and the unorganised or disorganised nature of our society at large. Fourth, I suspect is the fact that in the largely anglo saxon population of a country like the US, the perpetrators of such incidencts who would by and large be asian, would stand out, affording better monitoring ability.

Besides, there are some more serious issues in our case. The politician - criminal - police nexus on one hand, and the policy of vote bank politics leading to minority appeasement, or at least exaggerated sensitivity to minority sentiments in dealing with terrorist suspects, on the other, are other factors that facilitate the perpetrators of such hideous acts in India. US, on the other hand, apparently is free from such encumberances when it comes to dealing with terrorism, which it very rightly treats with the severity that it deserves.

It is high time that our political class wakes up, takes a reality check and putting national interest over and above any other considerations, personal or political ambitions notwithstanding. They must strengthen the hands of our law enforcement and intelligence agencies in every way possible. The country must have effective legislation to deal with terrorism, which is nothing short of war on the nation and humanity. The issue of terrorism must be tackled with complete political consensus, rather than playing petty politics on the issue to score brownie points.

The time has come for our country to stand up as one and face the menace of terror in a concerted and decisive manner.


Thursday, 14 August 2008

Considerations

It is easy to fob off kids with irrelevant or non commital answers when you do not want to actually respond to their innocent little queries. You can tell them that they will find answers when they grow up, or that they are too young to understand. Or even with a simple "I don't know". But doing so for genuine queries that childlike curiosity throws up every now and then, and in most cases more now than then, is actaully stifiling a very healthy habit of investigating their surroundings.

It must be our endeavour to be as patient as possible when dealin with our children. The gift of patience and of our time is the best that we can give them. It is the best way of imparting our values to them, the DNA of real life that will see them through the evolution from childhood dreams to the cruel world of adulthood.

Wednesday, 28 May 2008

Balance Your Life

This is so true. But within the glass balls also, I feel family is most important.
When you die, your in tray will not be empty. In your last moments of life, if you get an opportunity to pause and reflect, you would definitely not regret spending some more time in office, or that you are not a couple of KGs slimmer. But you may wish that you had some more time to spend with your family.

Very often, in the rush and press of life, we often forget to pay attention to that which is the most important to us. We keep giving our time and according priority to issues that are, in the overall perspective, of lesser significance. This is because it is very rarely that we pause to think what is important to us, and what is merely pressing. We keep postponing spending time with our spouses and children, reading to them, playing with them, or going out on that vacation with them. We find reasons, pretexts and excuses for this - sometimes genuine, at other times merely out of force of habit. We take them for granted, and that is why we keep neglecting them.

But in the overall analysis, our endeavour should be to squeeze in as much of shared moments with the people who really matter to us in life. I, for one, will endeavour to do so.

Sunday, 25 May 2008

Marine Corps Leadership Secrets Part IV

In this fourth article in my series on applying United States Marine Corps leadership traits and principles to software development team leadership we’ll be looking at the last 4 leadership traits: Endurance, Unselfishness, Loyality, and Judgement.

Endurance

Physical endurance plays a big part in the Marines but mental endurance is also important and that’s what we’ll concentrate on here. Endurance is defined as the ability to sustain a prolonged stressful activity. While you probably won’t be leading any 50 mile forced marches we’ve all heard software development projects referred to as ‘death marches’. Quite often a project can become a stressful mental exercise and, in some cases, a physical one as well as long hours are worked. Your ability to endure this misery will test your team leadership ability.

As a team leader the rest of the team will be looking to you to help get them over the hump on these tough projects. If you slack off, what do you think the rest of the team will do? They’ll follow your lead. If you decide that extra hours or even an all-nighter is needed, you’re the one toughing it out to get the job done, leading by example. I’ve known mid to upper level IT managers who’ve worked through the night and into the next day to fix a problem, helping when and where they could, and I’ve also known some who thought making it to the country club early on a Saturday was more important than being in the office for a weekend release. Can you guess which ones I respected as a leader more?

Unselfishness

It is a Marine tradition that in a chow line the lower ranking Marines are served first, then the squad leaders, then the staff non-commissioned officers. This is unselfish leadership in action. How can you show this kind of unselfish leadership in your role as a team lead?

An unselfish leader doesn’t grab all the perks for themselves. Sure, you’ll get some of these due to your position but you don’t need to flaunt them. One good example would be the computer system you’re using. If you have a top of the line system and the rest of your team is struggling by on poor performing systems, how do you think they’ll feel about that. As tough as it may be to you, make sure that your team is well supplied with the tools they need to do their job before you are. If you shortchange them, they’re likely to return the favor.

Another key area is in giving and taking credit for work. Nobody likes to work for a manager who takes personal credit for someone else’s achievements. You should always recognize the hard work and great ideas of your subordinates both to them and their peers and to your management as well. Not only does this behavior make them look good but it makes you look good as well.

Loyalty

The Marine Corps motto, Semper Fidelis, a Latin phrase meaning ‘Always Faithful’. This phrase embodies the loyalty Marines have to each other up and down the chain of command and even after they leave active duty in the Corps. Loyalty is a two way street and your words and actions should always reflect your loyalty both your team and to your managers. What are some ways you can show loyalty?

One is to back your team when they’re right and tell them they’re wrong when they’re wrong. A poor team lead will tell the team one thing and their management another and thus, show disloyalty to both. Sometimes it takes moral courage to be loyal in a situation. Have the courage to be loyal.

Another opportunity to show loyalty is when you pass on orders to your team, particularly ones that are distasteful. Don’t be disloyal by blaming the person above you for the situation. To do so only weakens your standing with the team. If you can’t change the situation, make the best of it. If it is something you can fight for, do so. Either way, it’s being loyal to your team and organization.

Never criticize your company leadership or your management peers in front of your team and discourage your team from doing the same. Nor should you allow gossip about personal lives be passed around. Stay loyal to your company and to your team by avoiding this trap.

Another way to show loyalty is to help out your team members if they’re having a problem, personal or professional. Hopefully your company isn’t a real world version of a reality show where you get points for throwing team members under the bus when they’re not up to par for some reason. Instead, help them out. By showing your loyalty this way they’ll have greater loyalty toward you, the team, and the company when the situation has past.

Judgement

Our last trait, Judgement, is all about applying the other leadership traits and your experiences to make the best decisions. You should avoid thinking rashly and, instead, think through a situation so that you can make a good decision.

Of course, there will be situations outside your experience. In the best cases, you will have someone else you can rely on to give you the benefit of their experience in your organization. This could even be someone who is technically junior to you within the organization but who has more experience there. If there isn’t anyone available to you, which is not the best of situations, you may have to rely on sources further removed or even a book or article. But, if you need help, seek help. This too is good judgement.

That covers our discussion of the leadership traits. Next in this series we’ll be looking at how to apply these traits. As always, feel free to leave a comment or question if you have one.

Marine Corps Leadership Secrets Part III

In this third article in my series we will continue to take a look at how to apply United States Marine Corps leadership traits and principles to software development team leadership. ( this part I’ll be discussing the leadership traits of Justice, Enthusiasm, and Bearing.

Justice

A sense of justice. What does it mean to you? In the context of this discussion this means fair impartiality, of taking actions that are fair and just to all.

For example, to be just in your day-to-day work, this means that you don’t play favorites. If you always give the best assignments to the same person and the worst assignments to other people on the team, how to you think it would affect team morale? It’s easy to guess that those given the bad assignments would probably not think that highly of your leadership ability and it will impact their attitude and productivity.

Being just also means keeping your emotions and prejudices out of your decisions as much as possible. While this is often company policy when in comes to some groups, such as race or sex, just because a particular type of person isn’t on this protected list doesn’t mean that you’re allowed to treat them unjustly. You should treat all of your subordinates justly. If you don’t like someone on a personal level due to an annoying trait that grates your nerves at an emotional level, don’t take it out on them by assigning them all the grunt work or using them as a pawn for layoffs. Instead, work on getting to know them better or, if you can’t treat them justly, help them find a place within the company where you won’t be their supervisor.

In short, unjust treatment will harm team morale and undermine your leadership while just treatment for all will have the opposite effect.

Enthusiasm

This doesn’t mean that you have to be a rah-rah cheerleader. Software developers typically don’t like phony behavior and such insincere behavior isn’t what you’re looking for here. What you are looking for is showing an interest in the work your team is doing.

Let’s imagine a scenario where a developer on your team wants to show you a new algorithm they’ve developed. Sadly, many a team leader would blow off such a request in favor of other ‘more important’ meetings. This syndrome becomes worse at higher levels where the manager doesn’t have a good feel for the development tools being used and has a tighter schedule. How do you think the enthusiasm level of the developer who’s brushed aside will be afterward? That’s right, not so good. Do this enough and the whole team is in the dumps.

Maintain enthusiasm within your group by being a sincere cheerleader and coach for their efforts. If they’ve worked hard, acknowledge it and applaud their efforts. If they’re struggling, be a mentor and help them find a solution through positive methods.

Also work hard to avoid outside problems from dampening your team’s enthusiasm. While sometimes this is unavoidable, you can do your part by not complaining to them about the direction the company is taking. Try to keep things on a positive note as much as possible in these situations. Doing so enhances your leadership of the team and, at the very least, improves the morale of the team where mutual misery will only weaken it.

Bearing

Everybody knows the look of a squared away Marine in uniform. Movie characters like Jack Webb’s The D.I. or R. Lee Ermey’s Gunny Hartman in Full Metal Jacket or John Wayne in Sands of Iwo Jima have burned in this image. So, do you need to be all spit and polish, tough as nails, cussing and swearing to have bearing as a software development team leader? No, bearing is really deeper than physical appearance, it’s an attitude, a state of mind.

I don’t want to totally discount physical appearance though. If your company has a dress code, live up to it. Being slack in this area will only encourage yourself, and the rest of the team, to be slack in other areas. If you’re lucky and don’t have a formal dress code, consider casual dressing for success. You might be surprised how much a neat look improves your leadership.

But, beyond the physical, what is bearing? It is how you conduct yourself verbally and emotionally. If you rant and rave at your team, you’ve lost your bearing. If you cut down a team member, that’s loss of bearing. If you make a joke out of handing out work assignments, you’ve lost your bearing. If you engage in sarcasm, you will lose it as well. However, if you conduct yourself with dignity, show that you’re more interested in being understood than impressing others, and make yourself approachable, you will develop excellent bearing.

Marine Corps Leadership Secrets Part I

The United States Marine Corps prides itself on many things. One of these is the leadership training it provides to its NCO’s (non-commissioned officers) and commissioned officers. As a software development team lead, what can you borrow from their training to use in your daily activities? How might life and death battlefield leadership methods be of use in a corporate environment? In this series of articles I’ll be discussing the USMC’s leadership traits and principles that I was taught many years ago and how to apply them to your team leadership position.

Integrity

In this context, integrity means honesty, that you mean what you say and that members of your team know that about you. If you lie to them, they will discover it and they won’t trust you at your word again. When you’re talking to your team let them know if you’re giving them a fact or your opinion. Don’t make them guess about it. Also bear in mind that even off-hand statements may be taken as fact by your team so use care in what you say about sensitive topics.

There may be times when you have information you aren’t allowed to pass on to the team. Part of your integrity is keeping confidential things confidential. If you run into a situation like this where team members are asking for information you aren’t allowed to pass on, tactfully decline to answer the question.

Likewise, also show integrity in your dealings with managers above you. Don’t lie to them, because, once again, the lie will come out. Give them the straight facts as you know them and ask for the same from them.

What you should strive for is to be known as a person of their word, someone who can be trusted by both those above and below you within the organization.

Knowledge

Part of your job is to know the tools you’re using. In whatever language you’re developing in, you should not only know it well but you should also know where to find answers to the questions you don’t know. You should be a mentor to the junior members of your team and guide them into best practices and techniques. If you don’t know an answer, admit it and then find it out. Don’t try to bluff your way through. Your team will spot it and this will damage your respect and authority within the team.

Also, knowledge also applies to knowledge of your team. You should know the strengths and weaknesses of each team member. If you don’t know this you will run into problems. People aren’t cogs that you can stick just anywhere and get the best performance. Know how to get the best performance out of each team member.

Courage

While it is unlikely that you would have to demonstrate physical courage in your normal corporate environment, you will probably have multiple opportunities to exhibit moral courage. By moral courage, I mean knowing what is right and standing up for it.

Often this may mean standing up for yourself or a subordinate in a tough situation. For example, if your boss is a office bully it may mean calling them on their antics. If your manager is doing something illegal or violating company policies, it may mean dealing with that in a proper way. If a human resources policy is misguided, it may mean challenging them on it. Standing up for what’s right might cost you your job but the alternative is often much worse.

Another aspect of moral courage is having the courage to admit you were wrong not only to your team but to your management as well. Everybody makes mistakes from time to time. The trick is to not keep making the same mistakes over and over again. Instead, learn from your mistakes. It also means having the courage not to pass the buck or blame your team for the failure. A good team leader fixes the problem, they don’t fix the blame.


On Leadership - Excellent Article from the net

7 Secrets of Leadership Success

From Paul B. Thornton

Part 1: Top Business Leaders Share Their Best Business Success Advice

Fortune magazine once published an article entitled “The Best Advice I Ever Got.” It was a great article that offered wit and wisdom about achieving business success. I liked it so much, that it motivated me to produce my newest book, Leadership: Best Advice I Ever Got, which describes the best leadership advice 136 successful CEOs, coaches, consultants, professors, managers, executives, presidents, politicians, and religious leaders received that most helped them become effective and successful leaders.

Here are seven secrets to leadership success:

1. Leadership is about making things happen.

If you want to make something happen with your life – in school, in your profession or in your community, do it. Perceived obstacles crumble against persistent desire. John Baldoni, Author, Leadership Communication Consultant and Founder of Baldoni Consulting LLC, shared this advice that had come from his father, a physician. He taught him the value of persistence. At the same time, his mother taught him compassion for others. Therefore, persistence for your cause should not be gained at the expense of others. Another bit of leadership wisdom!

2. Listen and understand the issue, then lead.

Time and time again we have all been told, "God gave us two ears and one mouth for a reason"... or as Stephen Covey said, "Seek to understand, rather than be understood." As a leader, listening first to the issue, then trying to coach, has been the most valuable advice that Cordia Harrington, President and CEO of Tennessee Bun Company has been given.

3. Answer the three questions everyone within your organization wants answers to.

What the people of an organization want from their leader are answers to the following: Where are we going? How are we going to get there? What is my role? Kevin Nolan, President & Chief Executive Officer of Affinity Health Systems, Inc. believes the more clarity that can be added to each of the three questions, the better the result.

4. Master the goals that will allow you to work anywhere in today’s dynamic business world.

Debbe Kennedy, President, CEO and Founder of Global Dialogue Center and Leadership Solutions Companies, and author of Action Dialogues and Breakthrough once shared this piece of advice that was instrumental in shaping her direction, future and achievements.

She was a young manager at IBM just promoted to her first staff assignment in a regional marketing office. For reasons she can’t explain, one of her colleagues named Bookie called her into his office while she was visiting his location. He then began to offer unsolicited advice, but advice that now stays fresh in her mind. He mentioned that jobs, missions, titles and organizations would come and go as business is dynamic - meaning it is always changing. He advised her not to focus your goals toward any of these, but instead learn to master the skills that will allow you to work anywhere.

He was talking about four skills:

  • The ability to develop an idea;
  • Effectively plan for its implementation;
  • Execute second-to-none;
  • Achieve superior results time after time.

With this in mind, Kennedy advises readers to seek jobs and opportunities with this in mind. Forget what others do. Work to be known for delivering excellence. It speaks for itself and it opens doors.

More of the best leadership advice ever received by successful people, advice that helped them to become effective, successful leaders:

5. Be curious.

Curiosity is a prerequisite to continuous improvement and even excellence. The person who gave Mary Jean Thornton, Former Executive Vice President & CIO, The Travelers, this advice urged her to study people, processes, and structures. He inspired her to be intellectually curious. He often reminded Thornton that making progress, in part, was based upon thinking. She has learned to apply this notion of intellectual curiosity by thinking about her organization’s future, understanding the present, and knowing and challenging herself to creatively move the people and the organization closer to its vision.

6.

Listen to both sides of the argument.

The most valuable advice Brian P. Lees, Massachusetts State Senator and Senate Minority Leader, ever received came from his mentor, United States Senator Edward W. Brooke III. He told him to listen to all different kinds of people and ideas. Listening only to those who share your background and opinions can be imprudent. It is important to respect your neighbors’ rights to their own views. Listening to and talking with a variety of people, from professors to police officers, from senior citizens to school children, is essential not only to be a good leader in business, but to also be a valuable member within your community.

7. Prepare, prepare, prepare.

If you fail to prepare, you are preparing to fail. If one has truly prepared and something goes wrong the strength of the rest of what you've prepared for usually makes this something easier to handle without crisis and panic. One of the best pieces of advice Dave Hixson, Men’s Varsity Basketball Coach at Amherst College has ever received and continues to use and pass on is this anonymous quote -“Preparation is the science of winning."

Along with this are two expressions from Rick Pitino's book Success is a Choice, which speaks to preparation. Hixson asks his teams every year: "Do you deserve to win?" and "Have you done the work?" This speaks to the importance of preparation toward achieving your final goal. If you haven't done the work (the preparation) the answer to the second question is an easy "no!"

Great advice comes from many sources – parents, other relatives, consultants, bosses, co-workers, mentors, teachers, coaches, and friends. The important point to remember is to stay open, listen to everyone, but also develop your own leadership style.

Paul B. Thornton is President of Be the Leader Associates and author of seven books on management and leadership. His latest book, Leadership: Best Advice I Ever Got, is available at WingSpan Press, amazon.com, and bn.com.

from http://sbinfocanada.about.com/od/smallbusinesslearning/a/leadershippt.htm

Paul B. Thornton presents more of the best advice for achieving business success that seven top leaders ever received on the next page. Click to continue reading about effective leadership.

Wednesday, 7 May 2008

Sail - don't drift


There is a world of a difference between a sailor and a drifter. A sailor is in control of the boat of his destiny. He has a destination or a goal in mind, and has a pretty good idea how to get there. A drifter, on the other hand, is - well, adrift. He knows not where is headed, and often, knows not the folly of this. A sailor has a map, a drifter prefers a nap. He is in a perpetual stupor, relishing his sleep while the going is good. But when the sea gets choppy and rough, he has no means of controlling his craft. It is then that he realizes that it is not always good to take the easy way out and let things drift along.

Tuesday, 29 April 2008

Wisdom from Mahabharat

Advice given to the Pandavas during their exile in the service of king Virata. This is so relevant for staff officers in their relationship with commanders.

When the Pandavas thus decided, Dhamuya blessed them and advised them thus : “those who are engaged in service under a king should always be vigilant. They must serve without talking too much. They may give their counsel only when asked, and never obtrude it. They should praise the king on befitting occasions. All things, no matter how small, may be done only after informing the king, who is a veritable fire in human form. Do not go too near him, nor yet appear to avoid him. Even though a person may be trusted by the king and have great authority, still he should always behave as if he would be dismissed immediately. It would be foolishness to place too much confidence in a king. One may not sit in the conveyance, seat or chariot of the king, presuming on his affection. A servant of the king should be ever active and self-restrained. He should not be excessively elated, nor unduly depressed, by being honoured or dishonoured by the king.

He may not reveal the secrets confided to him, nor may he receive anything in the form of gift from the citizens. He should not be jealous of other servants. The king may place fools in positions of authority, leaving aside the wise. Such waywardness should be ignored. One cannot be too careful with the ladies of the court. There should not be the faintest suggestion of indelicacy in one’s conduct towards them.”

Wednesday, 16 January 2008

Preamble

Everyday I come across a number of 'ponderables' - in emails, on sites, in books, and in conversations. Through this blog, I will attempt to collect them in one place so that I, or anyone else who is interested, can access them easily from any place. I will also upload some of my collection of 'points to ponder' over a period of time.