When life gives you lemons (a)Stop counting them & (b) REMEMBER !
Use them as opportunities to demonstrate resilience and adaptability.
Embrace challenges, learn from setbacks, and turn them into valuable experiences for personal and career growth.
Adjust your strategies, set new goals, and keep moving forward with a positive attitude.
4 Oct 23 - Sea Strand @ Singapore
This is called applying marketing concepts at the grassroot level!
Looking deep inside the real you !
Though wanting more that what you desire can help you to put in more efforts and energy as it shows your zeal to succeed.. But there is a fine line in understanding this versus misunderstanding this!
The desire and want got me here.. as somewhere deep inside I believe I deserved this after the struggle, pulls, pushes, pressures I underwent !
This has been no longer a destination but a sincere journey to succeed the race and competing with rats, rodents, mouse, donkeys, tigers, sheeps, bisons,elephants and many more different kinds from this human jungle
Realized that this is how important is quality in Aero industry, hence its paramount to ensure
The Managing Diversity and Equal Opportunity clause should not be a fad but should be considered as a need.
Managing diversity is about recognizing the differences between people and celebrating them, and utilizing those differences effectively in the workplace. Equal opportunities are about treating people equally, irrespective of their individual characteristics. Managing diversity is inclusive, as it has a broad focus across the whole range of individual or group characteristics: for example, flexible working practices benefit many people from many different situations. The equal opportunities approach has been interpreted by some as an ‘exclusive’ approach, as it tends to concentrate on specific groups, such as women, minority ethnics, disabled people and so on. Managing diversity is about bringing benefits to all by ensuring that everyone maximizes their personal potential and their contribution to the organization. Equal opportunities are heavily reliant on laws and regulations. Clearly, equal opportunities and diversity are interdependent; as an organization needs to emphasize both if it is to create an environment that nurtures the creativity of all employees. Equal opportunities without diversity is treating everyone the same, potentially leading to ‘political correctness’ without common sense. Diversity without equal opportunities is the complete survival of the privileged to the exclusion of others.
Neither can be truly effective without the other.
.... a journey that was outstanding with lots of pleasure, connects and interests. I owe big time for this experience i got thru Rotary and supreme thanks to Dr. Dipak Kulkarni, Dr. Deepak Purohit, Dr. Girish Gune and the entire RID 3131 for selecting me as a team member for the Outgoing team of 2009-2010 to RID 7040 to Canada & United States
It was an wonderful experience to meet the Incoming team led by Anna with team members Tom, Jess, Lianne, Marie-Claude, seeing them so comfortable with people around was amazing. The team really has made a mark the lives of the individual host families and which is what i could see from the way they interacted and said good byes while moving to new host families.
A year of excitements, disappointments, rush, learnings, achievements together making it a year of composite experience.
What a week ! hectic to the core and pressure to te optimum BAR ! but ZOOM it was an experience ! Loved it ! THIRSTY THIRTY !! Need such more weeks to make REAL Leader !
This year and the years ahead are gona be exciting n more exciting n interesting ..... i forsee .... trying to gauge if the aplomb which i am moving helps me to move from being an factotum to turing this year into an copacetic year of my life ! The more i think whats success means to me ...the more i feel i have lot to achieve...
ater bottles ever thought that this might happen and lead business to situations ?
Golden Rules for Career SuccessBusiness is made up of ambiguous victories and nebulous defeats. Claim them all as victories.
Keep track of what you do; someone is sure to ask.
Be comfortable around senior managers, or learn to fake it. Never bring your boss a problem without some solution. You are getting paid to think, not to whine.
1) Focus On The Future 
Using online networking sites could land you your next jobAn employer may accompany its offer with an added motivator, such as a special call or visit from the vice president or CEO and other flattering gestures. Or it may try to manipulate a departing employee by heaping on a sense of false guilt. The Prevailing View Now suppose that after months of interviews and negotiations, you accept a position with a new employer. When your current company makes a counteroffer, you decide to renege and stay where you are. The popular notion is that you're the winner. After all, you'll be paid more money, keep your tenure and possibly receive a promotion.Obviously, the jilted company loses. It must restart its search from scratch. Other good prospective candidates, who might have jumped at the job earlier, have long since accepted different positions or lost interest. The company has lost months of productivity and perhaps millions of dollars in unrecoverable revenue because the position has remained unfilled for so long. Any executive recruiters involved in the search lose as well.
Counteroffer sare a headhunter's nightmare. A recruiter can lose face with a client company, a substantial amount of time and allocated resources and possibly income when a candidate backs out after accepting. What Really Happens If you're considering a counteroffer, why should you care about the jilted company or the headhunter? Aren't you still so far ahead of the game that their misfortunes are just a small setback? Not really.
In business, your reputation can be your most valuable asset. By backing out of a commitment to a prospective employer, a candidate loses all respect from the firm's leadership.
Consider the experience of a Seattle-based pre-IPO software company, which had recruited an executive for a Midwest regional manager's role aftermonths of searching. After the candidate accepted the offer and committed to a start date, the firm stopped its search and announced the hiring to its staff, customers and alternate candidates, says Sterling Wilson, chief financial officer of the company. The finalist then reneged on his acceptance."It was devastating to our organization and our progress," says Mr. Wilson. By reneging, the candidate seriously jeopardized the company's relationships and credibility, and the alternate candidates were no longer available."The search had to start over," says Mr. Wilson. "It caused a serious momentum loss for us, and didn't reflect well on the candidate personally." Candidates who renege after committing to start dates are called "no-shows."One spurned vice president was so angry with a candidate who reneged that he shredded the person's resume, The Wall Street Journal reported recently.Another hiring manager complained of how draining it had been to lose a candidate at the final hour.
Why should a candidate care what a recruiter thinks, especially if they had never met previously?
The value of a good search professional shouldn't be underestimated. He or she can do more for you during a career lifetime than you might realize. But out of concern for client companies, reputable recruiters avoid candidates whose word can't be trusted. It's Never the Same Again The current employer who gains back its staffer may seem to be the big winner. Initially, it may appear to lose ground because of the pay increase or promotion it extends. However, these costs are minimal compared to the loss of momentum on a project or the expense of recruiting a replacement.Still, winning back an employee is only a short-term fix, and the move mayultimately cause worse personnel issues. First, the company's relationship with the employee is never the same. Most employees who accept counteroffers leave within six to 12 months, merely deferring their inevitable replacement. "We know the person is mentally 'out-the-door' and it's probable that he or she will leave in the not-too-distant future anyway," says a Dallas-basedformer partner of a Big-Five consulting firm. "We never quite trust them,and immediately begin contingency planning for a replacement-on our time frame.
"Second, the line of previously loyal employees threatening to leave to gain a raise begins forming at the door. "If someone isn't committed to being here, it compromises our team and causes broad, negative ramifications far greater than losing that person," the former partner says. Ultimately, the integrity of the employer, manager and indecisive recruit can all be irreversibly damaged.Perceived Blackmail Does the "no-show" really win? He or she may earn a bit more money, but the increase is borrowed from future earnings. An employer may make or attempt a few improvements, but will rarely change its culture for one employee. The employee's integrity, loyalty and commitment are forever in question after this perceived blackmail tactic. He or she will never be trusted or considered a member of the inner circle.Grudges will most certainly be held, whether overtly or covertly. Future advancement becomes more difficult, and the company will begin to seek a replacement. A former division president of a major software company relates the consequence of accepting an employment counteroffer. "After receiving and accepting a competitive offer, I announced my resignation," he says. "The response from more-senior executives was, 'you can't leave, you have too much to offer the company.' " The firm offered him a sizable compensation increase, a promotion to corporate officer and multiple stock options to stay, which he accepted.Nine months later, after a major project was nearly finished and his replacement waited in the wings, he was fired without explanation."I'm sure they thought that I was no longer a 'company man,' " he says. Cathy Norris, president of the Norris Agency, a Dallas-based search firm,says a candidate who accepted a counter offer called three months later to say he regretted the decision."Despite all the promises, none of the things that caused me to want to leave in the first place have changed," he told her. "And the big raise they gave me has since been cut back, due to budget problems. Once I'd made the decision to leave, I should have followed through."What Should You Do? It's naive for executives to be surprised by counter offers these days. Infields where talent is at a premium, the offers are a popular retention tactic. But why would a company wait until the eleventh hour to keep someone it claims to value so highly? Obviously, the move is purely defensive. You may feel flattered, but don't be fooled. A counter offer isn't about what's best for you; it's about what's best for the company.
If you expect to receive an offer to stay with your firm, how should you deal with it?
First, don't allow a counteroffer discussion to occur. Leaving the door open for discussion induces the company to invest time and resources into enticing you to stay. This can make you feel guilty, which makes it more difficult to stick to your decision to leave, even though you know you should honor it.
Take an active part in your own career management. If your company is interested in your progression, you'll know it before you decide to resign.If you change your mind and stay, your motives and methods will always be suspect. Keep a steady course and don't look back.
Submit a courteous, positive and final resignation letter that leaves no room for discussion. By behaving honorably, you may have the option of re-employment with the company or to join a former boss elsewhere later on.You'll also have the chance to start a promising new role with additional challenges, an expanded network, an untarnished reputation and a clearconscience.
Everybody wins.
