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Communication is Built on Trusting Relationships – Dale Carnegie

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Dale Carnegie. 1993. The Leader in You.  New York: Pocket Books

  1. For years loudness was equated with toughness. Stubbornness was equated with superior knowledge. Argumentativeness was equated with honesty. We should all – supervisor and employee, parent and child, teacher and student – be grateful those days are finally coming to an end. (P26)
  2. The ability to communicate well is what lights the fire in people.  It’s what turns great ideas into action. It’s what makes all achievement possible. (P27)
  3. “I’ve known a lot of engineers with terrific ideas who had trouble explaining them to other people. It’s always a shame when a guy with great talent can’t tell the board or a committee what’s in his head.” Lee Iacocca. (P31)
  4. If you can show your colleagues you are receptive to their ideas, they’re more likely to be receptive to yours – and to keep you honestly informed about the things you need to know.  Show that you care about the future of the organisation and that you care as much about them.  And don’t limit those displays of concern to your co-workers. Communicate the same genuine caring to your customers and your clients too. (P32)
  5. Follow Retton’s advice: “Being down-to-earth and humble is extremely important.  I just try to put people at ease.  Everybody’s the same.  I think everybody is on a certain level, whether you are the CEO of a company or a salesperson.  It’s just a different job.”  That’s what creating a receptive environment is all about: putting people at ease. (P35).
  6. Once people do take the risk telling you what they think, don’t punish them for their openness. Do nothing – absolutely noting – to discourage them from taking the risk to communicating again.  (P37)
  7. “If an employee makes a suggestion that  I don’t agree with, then I have to be very delicate about the way in which I tell them I don’t agree,” … “I want to encourage them to come back to me the next time and make another suggestion.  Now, I told some of the people on my staff that I may disagree with them ninety-nine times out of a hundred, but I want them to keep coming to me with their views. That’s what they get paid for.  The one time out of a hundred is going to be of value, and I’m not going to view them as any weaker because I disagree with them the other times” Fred J. Sievert, chief financial officer of the New York Life Insurance Company. (P37)
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Waging War – Sun Tzu

The followings are not only relevant for war, but they can be applied in your daily tasks.

1. A speedy victory is the main object in war.

2. When your weapons are dull and ardor dampened, your strength exhausted and treasure spent, the chieftains of the neighbouring states will take advantage of your crisis to act. In that case, no man, however wise, will be able to avert the disastrous consequences that ensue.

3. A wise general sees to it that his troops feed on the enemy.

4. In order to make the soldiers courageous in overcoming the enemy, they must be roused to anger. In order to capture more booty from the enemy, soldiers must have their rewards.

5. What is valued in war is victory, not prolonged operations.  And the general who understands how to employ troops is the minister of the people’s fate and arbiter of the nation’s destiny.

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Sun Tzu’s Art of War

Sun Tzu’s Doctrine:

  1. Know the enemy and know yourself, in a hundred battles you will never be defeated.
  2. A sovereign cannot launch a war because he is enraged, nor can a general fight a war because he is resentful.
  3. Attack an enemy where he is most unprepared, and act when you are not expected.
  4. To subdue the enemy without fighting is the supreme excellence.

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Lack of Awareness

Guess what????

In this condition

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When the haze was horrific (API was closed to 200), some students could go for outdoor activities. Hmmmm my Goodness.

The picture was taken at 6.30 pm on 1 October 2015.

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Research Seminar Series 1

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⬆⬆⬆ Hello People. It is already past 10 am, we are supposed to have a Research Seminar Series session and no one is here except for me.  Okay lah if no one is coming, i am going to the Cape Town………… talk. Waka waka it’s time for Africa.

10.15 am. 8 October 2015

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Identifying Your Own Leadership Strengths

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Leadership is needed to help people achieve people what they are capable of, to establish a vision for the future, to encourage, to coach and to mentor, and to establish and maintain successful relationships. – Carnegie, D: 16

Good communication, interpersonal skills, the ability to coach, model, and build teams – all of that requires more and better leaders. – Carnegie, D: 16

The idea isn’t just to identify the most successful leader you can find and then slavishly model yourself after him or her. That strategy is doomed from the start. You are unlikely ever to rise above a poor imitation of the person you are pretending to be. The leadership techniques that will work best for you are the ones you nurture inside. Carnegie, D: 20

Don’t try to imitate others…. Never stop being yourself.

Askyourself the question in a straightforward way: What personal qualities do I possess that can be turned into the qualities of leadership? Carnegie, D: 21

Well-focused, self-confident leadership like that is what turns a vision into reality. Carnigie, D: 23.

 

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Human-Relation Skills for a Winning Organisation

The winners will be the organisations with smart and creative leaders who know how to communicate and motivate effectively – inside the organisation and out.
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“Good human-relations skills have the ability to change people from managing others to leading others” say John Rampey, the director of management development at Miliken & Company.

PeoplePeople can learn to move “from directing to guiding, from competington collaborating, from operating under a system of veiled secrecy to one sharing information as it’s needed, from a mode of passivity to a mode of risk taking, from one of viewing people as an expense to one viewing people as an asset”

They can learn how “to change lives from resentment to contentment, from apathy to involvement, from failure to success.”

Carnegie, D. 1993: 8.