Never Say Die! Really???!!

Yesterday I finally finished a book that I have been reading for over a year!  And I felt relieved.

Why did I take over a year to read one measly 578-page book? Well.......it was boring, dragged on and on, had bad grammar, used more words than were needed, sloppily attempted to bring modern science and technology into a mythology-based fantasy story, making me wonder if the author was paid by the word.

While I read many other books in the months it took me to finish this one, why did I stick with it? Why did I not stop reading it when I started to get bored?  Why did I carry this book with me all the time - reading it whenever I had a few minutes free - on flights, outside doctors offices, waiting at the parlor or bank?  I lugged the weight of this not-at-all-interesting book with me hoping that there would be enough time in all the waiting I do, to actually finish the book.

And.......I am still asking myself why I stuck to this book for so long when I could have given up.

Here are my reasons - or what I think they can be - 'coz I gotta be brain dead to have stuck with it.

1. It was the 3rd book of a trilogy.  I enjoyed the first 2 books and hence this one should have also been enjoyable.  I waited in vain, hoping for the enjoyment to start on each subsequent page I turned.  Hope truly springs eternal!
2. I had been advised by a voracious reader-friend, that the book was "not as good" as the prior two. But I went ahead and bought it.  I made a commitment.  So I had to live up to that commitment of money and time.
3. There is only one book that I have left in the middle - The Satanic Verses.  I got to page 75 and could not take any more. "The Oath..." was not that bad.  I had to see if I could "beat" it.  And I did!!! As if it were alive and challenging me.
4. I had to know the end of the story.  Every story has an end and so did this one. The first 2 books built up the momentum. The third was supposed to end the story, and it did.  Unfortunately, not neatly tied-up, pretty with a bow, alas!

I finished it.  I have closure.  The weight has been lifted.

Finally!!

Whether it is a book, or a relationship, or a project

The reasons to finish something I have started are pretty much the same.  

Overwhelmed at Work? What's Worked For Me.

From coachingmums.com

I admit. I have been overwhelmed at work. And, in the process of coaching many entrepreneurs and leaders, I have learnt that I am not alone in feeling overwhelmed at work. I have come to realize that any new project / role / job / M&A, will have days if not weeks or months when we feel overwhelmed.  Overwhelmed with the quantum of work that needs to be done. Overwhelmed with the pressure to succeed. Overwhelmed with the responsibility.

Here is my list of what can be done to help when we are feeling overwhelmed. I have tried these myself as have my protégés and colleagues. Not all at the same time, of course, but a few, based on the situation.  It has worked for me more often than not.  So I hope these will help you too.

1.  Urgent vs Important? There's More

We have all learnt Eisenhower's Decision Matrix (popularized by Stephen Covey in 7 Habits). It encourages us to spend time to manage Quadrant 1, focus on Quadrant 2 for our future, avoid Quadrant 3 activities, and limit time spent on Quadrant 4.

I have added to this by categorizing Quadrant activities into three - "Me" vs "Team" vs "Others".  All Quadrant 1 activities, especially, do not have to be done by me and me alone.  Determining who can do these, whether they are on my team or not, can help reduce the number of crisis that need to be dealt with immediately.  

2.  Seek Peer Help

I believe that my peers are my best support system / group. I have worked in intensely competitive environments, full to the brim with type A personalities. Even in these environments, there are many people who are willing to help.  Willing to take on some of the load. Often, I have reached out to people in my "nurtured" network, and I have not been let down.

3.  Supervisors Can Be Your Best Friends

Yes, they can! When you and your team are in crisis, is not the time to try to make your supervisor a friend.  The best time to become friends with a supervisor is when they need help with something and you take on some additional work to help them. They appreciate it.  You also get dedicated time with them to form a bond while working on something that is critical to their success.  When your time to seek help comes, they will be there for you. All you need to do is ask for help - but remember - be very specific.

4.  Announce What You Cannot Do

If you have shared your goals with the larger organization, and you need to re-prioritize to manage something critical, go back and re-announce to them that some goals / deliverables will be delayed. It takes away the pressure of having to work on things that are not "important" today.  It also helps them understand changed priorities and hence they are able to offer help with what is "important" / "urgent" now. Before you do this, always, tell your supervisor and peers that there are actions / deliverables that will be postponed, and get their buy-in.

From newslaundry.com

5.  Make The Time To Think 

Drowning in urgent and important tasks is very easy. It takes conscious thought and effort to break away. I have often blocked-off time on my calender to think (much to the amusement of people who I share my calendar with!). Yes, THINK! I close the door, put my laptop to sleep, turn on the silent mode of my mobile phone and place it face down on the table, and pull out a sheet of white paper, sharpened pencils, and an eraser.  And just Think! And write.

6.  Make Meetings Count.  Say "No" To Those That Don't

Have you noticed that when there is a something really critical to be done, with many moving parts, there also seem to be many more meetings? These meeting are more to provide status updates (something that can be done on the phone or email).  And meetings can swallow whole days when there is no time to eat lunch. If a meeting is not going to be useful, then tell the meeting organizer that you are not attending the meeting and why.  

7.  It's OK To Take a Break

I know that this sounds ludicrous, specially when you are drowning, working 18 hour days. But, it is critical for you to function with some semblance of normalcy.  Take a break.  Go out for lunch or away for a day. Exercising / meditating helps. I know someone, who during a complicated financial transaction, halted meetings for 15 mins multiple times during the day. While others wandered around, continuing to talk about legal contracts, he would meditate.  And he signed a deal that was great for the organization.  

8.  Get A Full Night's Sleep

One of the first things that happens when I am overwhelmed at work is that I sleep less, and I sleep badly.  It impacts my concentration.  It makes me irritable - making my team not to want to work with me.  So when overwhelmed with work, allocate time to sleep.  It is a goal and a deliverable that you need to make non-negotiable. There are many times when solutions have just popped into my dreams! I keep a pad and pen on my bedside, so that I can jot these down. Of course, it breaks my sleep cycle, but I get a new idea, so it is worth the loss of sleep. But really nothing else is.

Dedicated to my protégés and peers, entrepreneurs and managers, across genders and levels who have helped me understand and deal with being overwhelmed

What I wish I had known :: Lesson 3 :: Nurture a Network of Those You Add Value To

I became conscious of the terms “Networking” / “Create a Network” / “Leverage your Network” very late in life.  My initial take on networking was negative.  It seemed to be all about getting to know people who could help me at a later date.  To network, I was supposed to do things that I necessarily did not like.  If the targeted-person-for-my-network enjoyed doing something, then I was supposed to do the same to help me “network” with them.  This ranged from the traditional “learn to play golf / send a specific type of Diwali gift”, to the ridiculous “befriend subordinate X, as they are the blue-eyed boy / girl” of the target-person-for-my-network.

This networking was supposed to help me make the right / best career move, or help me handle difficult situations, or help me make a sale, or overcome a roadblock.  I rebelled against this as I did not want to use my friends in this way.  How can I ask my friends to do something for me, just because I ask it of them?  That was not what our friendship was based on – it was based on the fact that we enjoyed doing things together, both serious and silly. I can’t  and don't befriend people for the sole reason that they will be of use to me at a later date.

I have many friends, and of many hues.  They range from “I enjoy talking with” friends, to “I can help you with that” friends, to “I want to be silly with you” friends.  Our relationship is based on fun, respect, experience, and understanding. They are my network. They are my support group.

• Did I go out to build a network?  No. I just stayed in touch with people I studied with, or worked with, or was related to.  I wished them on occasions. I called them just to say “Hi”.  I asked them if I could help when they were going thru a bad patch. I was just there. Today, I still meet with people I went to school / college or worked with.  I am there for them when and if they need me. They are there for me when I need them.
• How did I add to this network? Part of this is easy.  I moved schools and colleges and hence met more people.  I moved companies, and in a company, worked in different teams.  I met new customers and partners. So I naturally got to work, learn, and have fun with a lot of people.  Part of adding to my friends circle was deliberate.  I eat lunch with different people at office. I drop an email, with a request for expertise.  I start a conversation at a conference.  If the initial conversation is beneficial to both of us it leads to more conversations and then friendship.
• Did every interaction add a new person to my network? No. Every interaction with a person cannot result in recognition of visible “value”.  Many times it is so subtle, that it takes time to see and recognize.  I try not to drop these people from my circle.  I just look for other occasions, or groups to meet up with them. Are there people I do not want to include in my circle of friends? Definitely!  I just drop them – make no effort to reach out to them.  But, I commit to being there for them when they want. 
• How do I keep in touch with my network? I believe that if I want to stay in touch there is always a way. Today technology helps me stay in touch.  There is LinkedIn, Facebook, Twitter, Whatsapp, SMS, etc. There is also the simple phone call.  I travel 2-4 ours a day, to and from work.  I use some of this time to call a friend to say “Hi” (via bluetooth connection to my car stereo). I go out for lunch, or meet for coffee.  I drop an email.
• Should a network be full of people who are higher-up in the hierarchy than me? Definitely not! Hierarchy has nothing to do with who adds value to you and your interactions.  The best support group I have, is my peer group.  They are my friends.  Then there are the fantastic people in my team.  My team adds value to me.  They have perspectives I don’t, they challenge me, ask tough questions, and force me to think differently.
• Did I make a special effort to create a network? Yes. If I look at the bigger picture, I would say that some of this came naturally to me.  My friends are my network.  My network consists of people who are my friends. They have been there for me when I needed them as I hope I have been there for them when they needed me.

Can I stay in touch with everyone?   No, of course not.

Can I reach out to anyone when I need to?  Definitely.

 

More importantly, do I add value to them?  Must be, because the tribe is growing.

Recovering from a Project Gone Horribly Wrong ......

From overcomingpoopyelearning.com

Projects by their very nature will go wrong.  Project teams will also recover from bad projects. 

I do not think that there is a formula for recovery like a 9-step program. What I can share with you are our “Learnings” in our journey of recovering from “delivering crap.” (ref my earlier blog)

When Paul told me that we delivered crap, I promised to fix it.  I took responsibility to fix it, even tho’ the entire project team did not report to me. I promised to fix it at our expense, even tho’ I did not know how much it cost. Paul calmed down immediately.

Learning 1: Accept openly that there is an issue, and than, deal with it!

There is no use trying to defend a project that is failing in a customer’s eyes.  If it is failing, it is failing.  Accept it and move on to fixing it.  Best to keep this period as short as possible.

In this project there was an onsite team that did not report to me.  They did the analysis, design and scripting, we did the media, programming, integration and testing. So here I was, committed to fix something that I did not have control over.  

Off I went to meet the onsite project leader, OPM, to seek his buy-in.  All I got was his driving me to meet Paul.  How?  Well, I told him what Paul had said (OPM already knew, as office gossip travels at the speed of light!).  I told OPM how I was embarrassed, and how I needed him to help me interpret what Paul wanted.

Learning 2: Let all stakeholders hear problems. They then become party to the need to solve them.

OPM and I met with Paul.  As OPM thought this was a problem with the development team, he kept quiet. So did I, after asking Paul to freely tell me all the issues.  Paul spoke non-stop for 45 mins.  I wrote down each complaint, categorizing as I went.  Separating data from feelings.  When he stopped, I said, “To ensure I have understood the issues, let me recap these.  Do feel free to correct me if I am wrong.” And I went thru the categorized list with him, starting first with the feeling and then the data.  It went something like this:

“Paul you are irritated that your reading flow is interrupted when you see English grammar and edit errors.  There has not been a single topic that has not had errors.”

Paul said, “Yes”.

I went thru the full list, getting acceptance after each one, and many times, clarifications on feelings and data.

Learning 3: Data is important.  But feelings are more important, especially when a project fails

At the end of a marathon 3-hour meeting we had a long list of issues.  And of course feelings.

I also asked Paul, to help me identify the critical issues, as tackling all of them at one go, would be like boiling the ocean. So he listed what he wanted fixed immediately, and what he could live with. 

Then I told him, “The urgent and critical issues, we will fix.  If you see even one of these in the next deliverable, throw it across the seven seas, and we will get it back to you fixed.  I don’t want to waste your time on these issues.”  In the process we bought a little time.

Learning 4: When a customer prioritizes actions, they are invested in the solution.

So back I came to India, with a long list of issues.  I got the managers into a room.  Asked that they hear what Paul had to say.  Without any reactions. They heard the data on the issues faced.

Then I asked them, how they would feel if they were Paul.  And they repeated all the “feelings” that Paul had shared.  They were spot on.

We then went back to the data.  We agreed that tho' data may be different, it did not matter. For example, whether the average edit errors was 1 in every 5000 words or 1 in every 7500 words did not matter.  What mattered was that there were edit errors.

I asked that they meet with their teams and run the same session. The teams all felt the same as Paul!

Learning 5: Project teams can really put themselves in a customer’s shoes and feel the pinch.

We then wrote down what we thought would make Paul happy. And that became our team goal sheet.

Then we started solutioning, with a large part of the team in one room. We just listed all their ideas on how to solve the issues. 

Then we categorized them into short / long term solutions, on an easy to hard scale. Teams implemented the short term (immediate) easy fixes.  The managers brain stormed the long term hard fixes.  We then went out and requisitioned, commandeered, & acquired the resources we needed. We pulled in OPM for those that concerned him; after all he heard the issues from "the horse's mouth".

Learning 6: Its worth every minute spent with the team finding solutions.  They are in the thick of things and often know better than managers how to get something done.

Then we went out and implemented the solutions. 

When the next deliverable had to go to Paul, I insisted that I review it.  But before I reviewed it, I asked the team if they were submitting something that they were proud to sign their name on.  Some were ready and some wanted to do one last review.

Interestingly, when the people who wanted more time, came back with their work product, I asked if they had found errors. Most said no.  My response, “Have more faith in yourself and your team!  Also, remember, I am a part of the project team even when I am pretending to be the customer.” Most of the “want one more review” brigade never asked for more time again after that.

Learning 7: An unsuccessful project can wither away confidence, our job is to bring it back.  Self- confident people deliver better.

The next deliverable went to Paul with no critical errors.  As did the next and the next.  Also, we chipped away at the prioritized list till we had them all fixed.  What helped was the QA Independence program run by the QA team.  The recognition program was built such that anyone / any team, who delivered a zero error product to QA a certain number of times were certified to deliver to the customer without a QA round. The entire organization wanted this recognition.  The recognition that they had done it right the first time!

Learning 8: Pride in work, big or small, delivers quality.

One person does not make or break a project

One person does not create success or failure

But, one team can sure change anything!

What I wish I had known :: Lesson 8 :: Roll with the Punches to Ride like the Wind

Boxing Gloves from breathofoptimism.com

In life there will be times when the whole world seems to be falling apart. Projects will fail, you will be abandoned, politics will work against you, you will be cheated of what you want, you will be lonely, defenseless and vulnerable.

At times like this I have 2 reactions pretty much simultaneously.

Run Away, as Far and Fast as I can: The first thought is to call in sick. After all, aren't casual leave days meant for just such times? For times when I do not want to face the day.  For days I want to hide from everyone. For days when I know, just know, that nothing will be right.

Say Sorry and Fix It: The second thought is, "I'm damned if I am going to let this keep me down".  I can not accept defeat.  Defeat is when I say I am beaten and there is no way to recover.  I am always looking for a way to recover.  I find that when something goes wrong, I would rather admit that it's gone wrong, and then, spend time thinking about how to recover.

Over the years, I have learned to have a Plan B and often a Plan C.  So when something goes wrong, I can switch, to the next plan.  But there are only so many plans I can have. And not all eventualities can be "planned for".

I have found that most corporate teams appreciate it when a person accepts that something has failed.  Also, that if we truly want to fix something, there are many people willing to go out of their way to help.

"You Are The Guys Who Deliver Crap"

Within months of joining GECIS, and many presentations later, I was invited by GE's CLO, Bob, to serve on the Learning Board of Directors (LBOD). I was overwhelmed and proud. I spent over a month, getting to know the nitty-gritties of each project. Not just from Program and Project Managers, but also from members on their teams including trainees. I knew who our supporters were, where projects were performing well, where there were new projects and teams to be signed up.  I also prepared for the bad. My refrain was, "Tell me all the issues.  Tell me all the bad feedback. I don't want to be caught unawares."  I then prepared recovery plans and responses. I was ready.

I reach Crotonville, well prepared. Bob introduced me to other members of the board, saying, "This is Sangeeta, the Operations Head of the team we have in India". We go half-way around the circle of people, till we reach Paul.

Paul, shakes my hand and says, "So you are the guys who have been delivering crap to me!"  I wanted the earth to open up and swallow me.  I was embarrassed and only my natural color, prevented people from seeing the blush on my face.

My response? "Hi Paul.  Sorry you feel that way.  I will stay here in the US, till it is convenient for you to meet me. And, I will fix the crap."

I did extend my stay in the US.  I did meet Paul.  And I heard from him the issues; real issues. I told him that I would do what it took to fix the issues (they were not all errors / bugs).  Also, that all new programs would be of the highest quality.

It took us months to fix issues, and at our cost.  It did not matter who created the issues. The whole organization, not just the project team, chipped in.  We got extra resources, changed processes, redesigned the organization, increased communication, created a QA-independence program, etc. Paul slowly became an advocate and supporter of the team. I knew we had won him over when he started to take calls from home at 5:30 am EST or come into the office at 6:30 am EST.

Finally, nearly a year later, in one of my one-on-one sessions with Bob, he told me that he was happy that I had managed to win over Paul. Also, that when he heard how Paul greeted me on day one, he was worried that he would need to work hard to get our relationship on even-keel. He was happy to see how we "got our act together" without active intervention from him.

If you want to make God laugh, share your plans with him 

(attributed to Woody Allen, adapted from a Yiddish saying that translates to "We plan, God laughs")

India's Daughter : My Take on the Outrage

Image from NDTV

4th March, 2015: There is huge outrage on the airing of the documentary called India’s Daughter. We have not seen it, and without seeing it, we are ready to condemn the release of the documentary. My personal take:

1. If we truly want to address the issue of rape, abuse of women, & gender inequality in India, than we need to understand where the perpetrators of these crimes come from, what are they thinking, what is the context and drivers of their behavior.  We will then be better equipped to address these issues. Is a documentary the best way to do this?  I don’t know.  But it is better than doing nothing, changing nothing since Dec 2012.
2. I wonder why people are more disgusted with the interview of the convicts, than with the open, strident, call-to-violence-against-women of the defence lawyers. Upholders of the law, the defence lawyers themselves, have openly made statements that are in violation of our constitution (gender bias and inequality) and our laws (burning alive a daughter - murder). And there is nothing that our government or law enforcement agencies are doing to punish them.
3. The documentary shows the common views about women.  Let all those who see themselves sharing the views of the convicts and defence lawyers, know that they are themselves rapists and criminals.
4. We have to bring attitudes of people – men and women - out in the open.  If seeing the documentary, opens a few minds, disgusts someone enough to teach respect for women, scares someone enough to prevent a crime against a woman, helps people speak out against atrocity and oppression, then it is worth it. This is the reality of the country I live in.  This is the reality we face every day.
5. I love my country.  And loving my country does not mean that I cannot confront the reality of living in India.  I don’t care if other countries have more rape cases than mine.  I do not care if in other countries there is more violence against women than in mine.  If cases like this need to be brought to the forefront, then so be it. I want my country to be one where I can truly live free as a woman, because I love my country.  

   

   Image from NDTV

6. Should we not respect the wishes of Nirbhaya’s parents, themselves, who have pretty much endorsed the documentary?  Would it not be shameful if we let our anger, disgust, and hurt become bigger than that felt and lived, every minute of every day, by Nirbhaya’s parents? So should we not respect what they want, and let the documentary air?
7. So I ask

·    direct your hurt and anger towards the lack of progress on making India safer for women

·    direct your outrage at the lack of convictions and punishments of rapists

·    direct your voice towards demanding for better laws and implementation of laws

·    direct the power of your vote to demand of your MPs and MLAs that they push forward bills in parliament

Thank You for Your Wishes on My Birthday - 11 Feb 2015

I wanted to thank my many friends for thier thoughtful wishes on my birthday.  But I wanted my thank you note to be out-of-the-ordinary. I also wanted them to have a little chuckle.  

So I shared an interesting info-nugget on my birth date.

I was born under the Hindu Nakshatra Uttarashadha.

My Nakshatra’s symbolic tree (that defines the Nakshatra’s connection with eternal nature) is the Jackfruit (फणस) tree.


On a lighter note, here is the "Jackfruit" letter, supposedly written by Okhil Chandra Sen in 1909. It is said that the subsequent investigation into the affair by the British Raj resulted in the introduction of toilets in all trains in the country; something that had been absent since the formation of Indian Railways in 1857

Code of Conduct and Certification Needed Urgently For Our Politicians

Over the last few days, I have read, with a sinking heart, the letter Jayanthi Natarajan wrote to Sonia Gandhi, responses and questions that parties and politicians have raised, counter-allegations and commentaries made by party spokes persons, journalists, et al.  In all this noise of Rahul-Gandhi-and-Congress haters, we seem to have forgotten to demand:

1. Where is the defined Code of Conduct for elected officials?
2. How can we prevent undue influence in conducting the business of government?

There is no excuse for doing something wrong

I find it disgusting that any Government official can state that they did something wrong because they were asked to by a supervisor / superior.  Ask anyone in corporate India if this is a valid reason. No, it isn't.  It is not an acceptable excuse.  If a supervisor asks you to jump off the roof, would you?  No. If something is wrong, it is WRONG.

Anyone who has been through Compliance Training and Certification knows this.  One of the best Compliance Trainers I know, tells batches of learners, to listen to their inner voice, to their feelings. He says, "If you feel something is not correct, or something makes you uncomfortable, or you can not openly talk about what you are doing / not doing (other than company secrets), then the chances are you are that you are doing something that is not compliant with the Code of Business Conduct of the company. DON'T DO IT!"

Where is the Code of Conduct for Elected Officials?

Try Google-ing "code of conduct for politicians in India" and all you will get is the code of conduct defined by the Election Commission.  This code of conduct covers what political parties and politicians can and can not do during an election campaign. After they are elected, it seems that there is no code of conduct.

From what I can see, elected officials fall back on the oath that they take when they are appointed to an office. The oath is a long one liner, with no specifics, guidelines, rules, etc. I believe that just swearing to bear allegiance to the constitution of India is not enough.

Why can we not have a code of conduct for our elected officials? One that they must be trained and certified on before they take responsibility and accountability of any office?  Why can we not have them sign a Declaration of Compliance to this Code of Conduct as we do in corporate India?

Mr / Ms Politician, Allegiance to Country Trumps Allegiance to Party

Given that we are a democratic country, I am disgusted that political parties are autocracies.  What the party head wants is what is done, even if the party head is not an  elected and appointed member of government.  Where is the debate?  Maybe this is done behind closed doors, maybe not.  But to me, the ordinary not-so-political Indian, it seems that all parties are run like small fiefdoms.

Elected officials, seem to have forgotten that they are here "for the people".  What seems to be more important is to keep the autocrat happy vs do what is right for the country.  If the county was more important, then all it takes is for the elected official to refuse to do what is incorrect, to fight for what is right, face down the dictator. Become the whistle-blower.

There is no role of  30 years of service to a political party or loyalty to the high command.  It fades into nothingness, if what is done hurts the country.  For it is disloyal to the country.

I believe that the issue of undue influence of party on governance exists in all parties.
I believe that we need a code of conduct for all elected members of government.
I believe we need strict action against violators, irrespective of age, seniority, party.

Try taking a page out of Corporate India.  We do have some good practices.

What I wish I had known :: Lesson 7 :: It's NOT ALL About The Money, Honey

In all careers there will be times when we are asked to take on additional tasks, projects, assignments, or maybe even move to a location to start an office. If your reaction to a request to do something more is, "How much more will I earn?" or " How much more will you pay me?" then, let me tell you here and now, the chances are that, these opportunities will die as fast as a fish out of water.

It's The Opportunity !!

Opportunities to do something different at work, don't all come your way by chance or because you are lucky (take what you read in the weekly horoscope and throw it out of the window).  Opportunities come your way because someone, somewhere, in your organization, thinks you have the capability to take on more, or they believe that it is worth taking a risk with you.  That is an honour.  Asking "How much more will I earn?" is quite an insult to the person who wants to give you this opportunity to learn, grow,  and add value. 

If you prove yourself, you will not only get the rewards that are due to you, but will also establish yourself as someone who is worth taking a risk with. 

Do Your Best, The Money Will Follow

I'll be honest with you, I never really asked for a specific raise or compensation amount.  This was because I trusted my company to pay me what they thought was just, and that they would, in all fairness, pay me based on the value I brought to the table.  I was more worried about the ratings I got (increment %s are a by product).  I was known as someone who was always ready to do something new, out of the way, experimental. And I got these opportunities by the ton.

Image from moneycontrol.com

And I stayed with the company for 17 years.  Was my compensation at market median?  No, of course not.  I knew this for a long time before I decided to move.  But I got so much more value from the roles than just the money.  And, I was a little scared to move.

When I finally did move, I needed help to negotiate my salary.  I just did not know how to do it. Even then, after I joined the new company I realised that I was well below the median pay.  I worked hard.  I got promoted.  I got great ratings and increments.  But, lo and behold! I was earning less than some of my subordinates.  So one year, I courageously went up to my supervisor and shared with him my concern, along with my thoughts on how I added far more value to the company than my subordinates. My supervisor agreed and I did get a nice bump in salary.

Its Hard To Put a Number To People and Learning

 Image from TOI 

I have even made a move for a lower salary.  WHAT????? I hear you all say in your minds.  And I say, Yes. I have.  "Pray why?".  Well, I got the opportunity to work with people I liked, in a role that leveraged my business acumen and expertise in training and talent development. I was going to look at businesses from another angle, work with entrepreneurs, and a whole host of things. 

There was a plan for a pot of gold at the end of that rainbow.  But I slipped between the cup and the lip.  And recovered from that slip.  Not because I negotiated hard.  But because someone believed that I would add much more value than what I cost to the company.  And I did; add more value, much more.

There is a Bottom-Line

I'm not saying, don't negotiate to get paid more.  I'm saying that there is much more to working than the money we are paid.  We need to see, feel, live the much more.

For, Everything Can Not Be Converted To Rupees & Paise; Dollars and Cents

What I wish I had known :: Lesson 6 :: Be a Culture Chameleon

There is a lot said about organization cultures and how we need to learn and adapt to them to be able to fit in to deliver peek performance.

What is this thing called culture?

Culture is a way of life, whether at home or at office; whether on the street or in a boardroom.  It encompasses behaviors, languages, religions, customs, art, architecture, food, history. Organization culture is really no different from societal culture.

How can we understand organization culture when we join the workforce?

Understanding organization culture is not something that you start on your first day of work like responding to a starter gun at a race.

Culture and understanding of culture is built on a daily basis and from childhood.  It depends heavily on how aware you are of what is happening in the world around you, and how open you are to new experiences and ways of thinking.

It Starts In Childhood

I was born to parents who were from different states & different economic backgrounds, tho' they were both Madhavas, a small sect of Hindus. We lived most our childhood in New Delhi and Port-of-Spain. So as a child I learnt to adapt to different languages, cuisines, and customs.  Carnival and Diwali were both just as important as studying and going to the beach. Though we were strict vegetarians, when we went to the West Indies, my father insisted that we learn how to eat non-vegetarian food, to help us integrate with Trinidadians.

Don't Pretend

When we came back to Delhi, adjusting was difficult as people were less open, customs were different, languages were new.  I had to learn Hindi and Sanskrit in school vs learning Spanish.  I was told not to ask questions vs being encouraged to ask questions. People frowned when I wore shorts or talked with boys.  But, even as a teenager, I knew that I could not pretend to be something I was not comfortable being.  So I did attempt to learn Hindi and Sanskrit, but spoke only in English.  I did get to stand on chairs and outside the classroom by asking questions when I wanted to.  I did wear shorts and play outdoor sports. And, oh yeah, I had more boys as friends than girls. And still do.

Do What Others Do

As a teenager, tho' I already had a reputation of being a rebel, I was never the rebel leader.  I was a follower; not sure if what I wanted to do was the right thing or not, specially given the many, many restrictions that existed in the 80s.  So I followed people.  Did what they did trying to fit in with the crowd.  I went to my first dance party at 11.  Had a boyfriend at 16. Learned to cook somewhere in between. I copied what others did.  I experimented. Waited to see how the cookie crumbled. If I did not like something, I just let it go. And I continued to ask questions of myself and of others.

Study Culture

In the early 90s, when IT was a nascent industry in India, I had the opportunity to travel overseas on training assignments. I knew that I would need to work with people whose language, eating habits, music, way of life was completely different from my own.  And I would have to do this while alone in a strange land.  I was scared.  So I studied.  Both their and my country's history, geography, religions, customs, basic words etc. Both when I was in India and in their country. I learnt how to avoid questions (on religion), how to be diplomatic, evasive, firm, specific in my responses and how to flex my style based on what was needed.  And this was all grounded in knowledge. In my mind, I was my country's ambassador.

Don't Let It Change Your Value Systems

But in all this, don't let anything change your value system. Don't copy for the sake of copying.  Like acquiring an American accent just because you want to sound good when you are speaking English.  If something does not feel right, makes you uncomfortable, then drop it.  It probably is not right.   

Culture is really all about first understanding yourself; your anchors. Then truly understanding, appreciating, and embracing the norms of the society or organisation you wish to be a part of. All built on a foundation of your values.
 

Culture is what we create.  Culture is what we absorb. Culture is who we are.

Understand and Adapt

But be true to yourself