Managing Emotions

MANAGING YOUR ENVIRONMENT

 

Sometimes you feel that if you could change the attitudes or perception of those around you, you could be more effective, successful and fulfilled.  Sometimes you may attempt to change other people, telling them how to react.  The truth is, you cannot.  The good news is that you already have everything you need to succeed.  But one of the biggest hindrances is rooted in emotions – yours and those of others around you.

A person’s internal emotions may be the exact opposite of his external demeanour.  Internal emotions will affect performance and the overall effectiveness of the group.  Each individual affects and is affected by the entire organisation culture.  “Reaction” is the absence of “intelligent action”, and a reaction in one individual will affect a reaction in others.

Much of what hinders the peak performance comes from negative emotion.  Negative emotions are usually spawned by broken expectations.  Usually, when an expectation is not met, people tend to look for external reasons to justify the failure.  In order to gain temporary emotional gratification, other are blamed on.

You don’t manage emotions being an emotional being yourself.  You can just manage the environment in order to nurture more intelligent actions, Thus reducing the knew-jerk reactions.  It is important to realise that for every action taken, every decision made, no matter know small, it will affect the group.  Reactions of any individual will affect everyone else.  Thus learn and study your awareness about what you do and how you react to your environment.  Only when you delve into how emotions affect you and those around you, can change happen.  Then you will make progress not only in your work and effectiveness but also in your humanity

                                                                  Shared From:

                                                                  Nurturing Emotions

By Arthur F. Carmazzi

The Star, Wednesday

                                                                  Thursday, 24 February 2011

THE DIFFERENT VIEW OF CRIME

BY AMIN KHAN

There are four (4) things that we normally chat about crime:

1.    The level of crime

2.    The fear of crime

3.    The feeling of safety

4.    The confidence in criminal justice system.

Crime is generally measured as the volume of crime in a given area.  The crime index used only covers property theft and violent crimes.  It does not cover commercial crime, drug-related business crime and cyber-crime.

There is a gap between the reality of the crime index and public perception.  The ‘reality perception’ gap exist because the public tends to over-state the risks relating the crime.  There are two (2) components to this:

1.    The fear of crime

2.    The feeling of being unsafe in the environment.

Fear of crime is actually the fear of possibly being a victim of a crime.  Whereas the feeling of being unsafe is the general feeling and not necessarily that person will be a victim.  The ladies usually pay more attention to the general feeling of being unsafe and have higher fear of crime compared to men.

Risky environment are best described by the signals we get from the environment.  It is important for us to have our desired quality of life and we should minimise our fear of crime.  The authorities cannot be fighting crime and the fear of crime alone.  This is a shared responsibility.  The Public and the police must be united in fighting and bring down crime and the fear of crime.  The crime index can never be zero and neither can the fear of crime.

                                                                                    Shared from:

The Star, Friday, 27 February 2015

THE LEADERSHIP CHALLENGE

BY ONG KIAN MING

Some of the most significant and challenging aspect of corporate leader job are:

·         Having grand vision

·         Having the will and determination to drive the vision to fulfilment.

·         Having “dynamic leadership which can be harnessed to inspire other.

But the greatest challenge to those moving up and at to those of the corporate ranks is DELEGATION.

Life is so much simpler when as an employee, one has to only take instructions and to carry out those instruction to the best of one’s activities.  Of course there will be value-added to some tasks.

Delegation is not merely the task of handing out assignment or a list of things to do for one’s staff.  There are 2 components of good delegation (translate into a good boss):

1.    Parcelling out tasks in such a way as to strike a balance between not overburdening experience and capable staff and slowly exposing new employees to more and more challenging.

2.    Figure out the nature of instruction to be passed down in the process of delegation.

The challenge here is for the non-routine tasks where there is no documented process or instruction.  The person will face additional challenge of figuring out the level of details required.  The quality of the expected output will often depends on the clarity of instruction.

Tips to quality outcome from delegation:

1.    Initial investment in time on the part of the boss can prevent the occurrence of early mistakes.

2.    Boss should not fall in love to much with micromanaging the process such that creativity and capabilities are stifled.

3.    Boss need to resist the temptation of wanting to do many things because they can do it faster and better.

Delegating tasks are part and parcel of having people work for you.  So help people to improve their own capabilities by carrying out the delegation in an efficient and timely manner.  The rewards of delegation is that employees are more likely to learn faster, appreciate their jobs more and quickly take on more responsibilities.

                                                                  Shared From:

                                                                  Financial Daily

                                                                  Friday, 25 February 2011