Author Archives: Subramaniam P G

Mr. Subramaniam is COO of AMNET Systems Pvt Ltd, (www.amnet-systems.com). Before joining AMNET he was CEO of Threads of Excellence LLP. He is a natural trainer and has been consulting in India, South East Countries, Middle East and USA since 1995. He has offered training and facilitation services to companies in varied industry and business sectors. Mr. Subramaniam has trained and certified Black Belts and Green Belts. He has facilitated teams from various organizations to complete Business Process Improvement projects. He coaches and mentors number of CXOs and Managers from different organizations. He provided advisory services to senior leaders and CEOs of Small & Medium Organizations in their growth strategies.

He commenced his career with ITC Limited – Paper and Paperboard Division (then Bhadrachalam Paperboards Limited). Subsequently, he joined Bakelite Hylam Limited, a Pioneer Product company that created HYLAM as generic name. Prior to starting ASAP Management Consultants Pvt Ltd, He was with Kancor Flavours & Extracts Limited. He led the organization to receive best managed company on Environment and Safety from State Government.
Mr. Subramaniam’s areas of specialization include:
Six Sigma/ Lean Principles
QMS / EMS / FSMS/ HACCP
Business Process Improvement Management/ Business Excellence Models / IMC Ramakrishna Bajaj National Quality Award/ CII Exim Award
CMMi (Capability Maturity Model – Integrated)
PCMM (People Capability Maturity Model)
People Capability Development
Mr. Subramaniam is a graduate in Chemical Engineering from IIT-BHU with experience of over 29 years in different Organizations. He is an expert in Food Processing and Hygiene. He is a certified Trainer from TTI, Australia. He is an Intermediate CWA through ICWAI. He is a qualified Six Sigma Black Belt from Motorola Academy through TQMI India. He is a Certified Senior Assessor and Certified Trainer for RBNQA. Kerala Management Association adjudged him Best Young Manager in 1994.
Mr Subramaniam is
Director, VMS Foods and Beverages Private Limited
Director, Fresh01 Limited, UK
Director, IIT BHU Global Alumni Association
Director, Shriram Distribution Services Private Limited

This is the personal blog of Subramaniam P G. The views expressed here are his personal. The content and views are not representative of the views of AMNET or any of the group companies of AMNET.

Learning from Failures

A quote that caught my attention last week was

My best skill was that I was coachable. I was a sponge and aggressive to learn.

Michael Jordan 

A related question that comes to my mind is, “Do we learn from our mistakes or failures?” try to ask yourself how often you have admitted to your failures in a group without justifying it. One who is willing “learn” will celebrate the failures by

  1. Not getting stuck with it
  2. Thinking beyond failure
  3. Learning from the failure by asking a question with  What and How
    • How did I fail?
    • What led to failure?
    • What can I do now and moving forward?
    • How do I work on the factors that led to failure?

We need to accept that

  1. We are not perfect
  2. We do not live in a perfect world
  3. So why hesitate in talking about our failure(s)

One of the most challenging jobs is to accept your failures (including mistakes, errors, etc.) to your team.

I want to leave you to think of another great quote that I was reminded off

It doesn’t matter how much milk you spill as long as you don’t lose your cow.

An Old Saying

If silly things were not done, intelligent things would never happen.

Tom Peter

Is perfect execution enough?

I am sure many of you would have heard this story.

A tight rope walker was performing blindfolded with balancing with bamboo and his child sitting on his shoulder. Spectators were stunned to see that. Everyone was thrilled to see that performance, and the artist was praised for his perfection and confidence. He asked the spectator if anyone wanted to send their kid to sit on his shoulder while he walks again. There was pin-drop silence. No one wanted to risk their kid for this high-risk act.

In the story above, spectators saw a perfect performance, but they were not certain about the outcome while allowing their child to be part of the performance by the tight-rope walker.

I am sure all of you would agree with me if I say that

Mother’s lap is one place you are certain of relief irrespective of your age, gender, time of the day. You can get any amount of stress, but they vanish like magic in your mother’s lap

Do you know why that happens?

It is because your mother knows what you want; when you want; how you want; including what you do not wish to or what is not suitable for you. She knows all this without you telling her.

You might be wondering the link between the two stories/narrative above.

Do you realize that perfect execution does not necessarily give the confidence and peace of mind to the recipient of your outcome?

Can we learn from our mothers to understand the child’s requirement without they telling us? Imagine the peace (and. of course, joy) that the child will have.

This child can be your customers or other stakeholders.

BTW while writing this, I Iearnt a new word. 😊

“funambulism” meaning

Tight Rope Walking

Culture of Excellence is rooted in the Organizational Culture

The Culture of Excellence is discussed in a different context with different expressions. While all experiences and knowledge are valid, the implementation is often complicated, and even if one succeeds, it is not sustainable. Most understand that this is a huge change management process. The first step in bring any change would be to look for the prerequisite for any change management.  

The missing link is rooted in Organizational Culture. Organizational Culture is a widely discussed topic. Most readers of this blog would be knowledgeable and experienced.  The best explanation for Culture is Schien as

“A pattern of shared basic assumptions that the group learned as it solved its problems of external adaptation and internal integration, that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to these problems” (Schein, 1992).

Exploring the underlined words from a realistic perspective brings an exciting and probably real scenario:

  1.  “pattern” implies a design, a way, but it also means that it evolves. This makes the culture dynamic. An acceptable pattern today may not be so tomorrow.
  2. shared” thoughts have always been a dream in the management world. Where does one stop in sharing? Is good enough if one communicates to all? An action of sending an email, using posters are shortlived. Often the sharing begins and ends with a display of values or other artifacts of the culture of an organization.
  3. “learned” implies that the culture evolves as one learns from the experience. Learning from experience needs to move from Primary Learning to Secondary Learning. Primary Learning can only provide us the immediate feel and are often reactive. Secondary Learning enables the absorption of experience that has the potential to change our way of life or subsequent response to the experience.
  4. “external adaption and internal integration” of the Learning would ensure the conversion of what we learn into practice. Adaptation to the external stimulus has been the essence of Darwin’s Theory of Evolution. In the organizational context, experiential Learning needs to be adapted to match the changing business environment. The same experience would require to be integrated with organizational practices. A change in practice with integrating with a larger system in an organization can lead to suboptimal conditions and hence unstable culture. It is necessary to distinguish between change and instability. Change is desirable but not instability. The practice must lead to benefits to internal stakeholders like employees and external stakeholders like customers, vendors.
  5. The experience and Learning must be “valid” enough to facilitate reinforcement of the communication of cultural aspects.
  6.  The culture symbols and practices that represent culture needs to be “taught” to the new employees. This is necessary as every individual comes with his /her own cultural “baggage,” which may not be in sync with organizational culture. It is the responsibility of every individual to showcase the culture and enable absorption of the new culture (at times, it could be a cultural shock) by the newcomer.
  7. The newcomers would need to perceive, think, and feel the culture of excellence. This means the members of the organization would need to walk the talk.

Culture is understood by the Artifacts that represents it. The Culture of Excellence would possibly be indicated by various measures or systems.

For example, the quantum of Innovation may indicate the excellence culture.

Values would relate to the attitudes and opinions regarding reality and how Innovation (in the above example) should be handled. This has to be built into the strategies, goals, and philosophies of the organization. 

In the case of Innovation, one would need to see if Innovation has become part of whatever the organization values. Innovation should be part of the strategy, organizational goal, and the organization must believe in it.

Basic Assumptions about the organization, its people, and the business environment must be conducive to the building culture.

For example, Tolerance to failure would be critical characteristics to fuel the innovative mindset. The reinforcing assumption becomes key to the value system and then becomes an integral part of the culture.

The missing link is rooted in Organizational Culture. Organizational Culture is a widely discussed topic. Most readers of this blog would be knowledgeable and experienced.  The best explanation for Culture is Schien as

“A pattern of shared basic assumptions that the group learned as it solved its problems of external adaptation and internal integration, that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to these problems” (Schein, 1992).

Exploring the underlined words from a realistic perspective brings an exciting and probably real scenario:

  1.  “pattern” implies a design, a way, but it also means that it evolves. This makes the culture dynamic. An acceptable pattern today may not be so tomorrow.
  2. shared” thoughts have always been a dream in the management world. Where does one stop in sharing? Is good enough if one communicates to all? An action of sending an email, using posters are shortlived. Often the sharing begins and ends with a display of values or other artifacts of the culture of an organization.
  3. “learned” implies that the culture evolves as one learns from the experience. Learning from experience needs to move from Primary Learning to Secondary Learning. Primary Learning can only provide us the immediate feel and are often reactive. Secondary Learning enables the absorption of experience that has the potential to change our way of life or subsequent response to the experience.
  4. “external adaption and internal integration” of the Learning would ensure the conversion of what we learn into practice. Adaptation to the external stimulus has been the essence of Darwin’s Theory of Evolution. In the organizational context, experiential Learning needs to be adapted to match the changing business environment. The same experience would require to be integrated with organizational practices. A change in practice with integrating with a larger system in an organization can lead to suboptimal conditions and hence unstable culture. It is necessary to distinguish between change and instability. Change is desirable but not instability. The practice must lead to benefits to internal stakeholders like employees and external stakeholders like customers, vendors.
  5. The experience and Learning must be “valid” enough to facilitate reinforcement of the communication of cultural aspects.
  6.  The culture symbols and practices that represent culture needs to be “taught” to the new employees. This is necessary as every individual comes with his /her own cultural “baggage,” which may not be in sync with organizational culture. It is the responsibility of every individual to showcase the culture and enable absorption of the new culture (at times, it could be a cultural shock) by the newcomer.
  7. The newcomers would need to perceive, think, and feel the culture of excellence. This means the members of the organization would need to walk the talk.

Culture is understood by the Artifacts that represents it. The Culture of Excellence would possibly be indicated by various measures or systems.

For example, the quantum of Innovation may indicate the excellence culture.

Values would relate to the attitudes and opinions regarding reality and how Innovation (in the above example) should be handled. This has to be built into the strategies, goals, and philosophies of the organization. 

In the case of Innovation, one would need to see if Innovation has become part of whatever the organization values. Innovation should be part of the strategy, organizational goal, and the organization must believe in it.

Basic Assumptions about the organization, its people, and the business environment must be conducive to the building culture.

For example, Tolerance to failure would be critical characteristics to fuel the innovative mindset. The reinforcing assumption becomes key to the value system and then becomes an integral part of the culture.

Relationship

Going by www.etymonline.com, the word Relationship in use since the 1640s and had its meaning as “sense or state of being related.” Over time (by about 1944) it was more related to romantic or sexual relationships. While users have continued to use the word in various context, none reflect the complete understanding. Each user has his/her intent of using the word.

Relationships exist all through our life; in personal as well as in business. I cannot even imagine a meaningful and successful life without any relationship. I have been thinking on this word as in recent time, I have come across very strange and varied interpretations of the word. I have tried to create a mind map around the word “relationship.” I am confident it is not an exhaustive representation. At some point, I started having difficulty in drawing the mindmap as there were too many cross-links. I guess that is what a relationship can mean.

The map is self explanatory in most instances. For ease of reading the map, let me explain one dimension. The relation with mother can exist at different levels:

  1. Each one of us is connected with our mother right from the time we were in her womb.
  2. She possibly has a dominant impact on our mind space. She is part of the forming stage of our life. That Napolean said, “Give me good mothers: I will give you a good nation.”
  3. Our soul constantly connects with our mother even after her life.  Spiritually, the Shraddha done in Gaya has special significance for mother.

However, “Purpose” of relationship may not connect with every relationship. For example, any attempt to have a relationship with the mother with “Materialistic” objectives will always end in a bitter experience for both though the bitterness may not be experienced at the same time. However, the devotional and spiritual relationship can exist with anyone. There are several examples of such relationships. Ramakrishna Paramhansa is believed to have worshipped his wife as a goddess.

Any relationship to last, there has to be a two-way component in the relationship, with few exceptions. The two-way component reflects the famous WIN_WIN paradigm. However, that does not exist in some relationship (to the best of my knowledge). for example:

  1. Relationship with mother can never be bidirectional. Our scriptures have stated “माता कुमाता न भवति”. This implies irrespective of what son may do to her, she will always wish her well.
  2. The relationship between Master and Slave will not be bi-directional. The slave never gets anything in return that is useful to him/her.

One dimension which may often go unnoticed is the relationship with oneself. Our attachment with our physical body reflects the permanency of the relationship. The last this any human wants to give up is his/her body. This dimension of the relationship with oneself often a source of all negative emotions like Anger, Pain, etc. The Ethereal relationship reflects the spiritual state of mind of an individual. In this form of relationship, one connects with his/her soul. Most saints and “siddha purusha” are in that state.

Do Entrepreneurs need a Coach (GURU)?

गुरुर्ब्रह्मा गुरुर्विष्णुर्गुरुर्देवो महेश्वरः 
गुरुरेव परं ब्रह्म तस्मै श्रीगुरवे नमः ॥१॥
Gurur-Brahmaa Gurur-Vissnnur-Gururdevo Maheshvarah |
Gurure[-I]va Param Brahma Tasmai Shrii-Gurave Namah ||1||

The Guru is Brahma, the Guru is Vishnu, the Guru Deva is Maheswara (Shiva), The Guru is Verily the Para-Brahman (Supreme Brahman); Salutations to that Guru.

Guru is the Creator or Generator; Vishnu is Manager; Shiva is Destroyer or Terminator. They are called Trinity of Hinduism. In the eyes of the Creator, all his creation is equal. Unfortunately, there are desirable and undesirable in every creation. Managers bring harmony among all creations and provide from everyone based on their merits/demerits. When Undersiarable becomes a sore, Shiva destroys them. Shiva absorbs /destroys all negative forces in the society.

Every Entrepreneur is a Brahma. He converts his dreams and creates an organization to fructify his dreams. With all good intent and positive energies, most entrepreneurs fail. Why do they fail?

  • Do they run out of idea?
  • Do they run out of money?

There are several research papers on the failures of the entrepreneurs. Not sure if anyone of them is conclusive.

One needs to understand the journey of an entrepreneur. All successful and growing organization go through the phases about the size of the organization. In the book Blitzscaling by  Reid Hoffman refers to stages of the organization:

In Family and Tribe stage, Entrepreneur plays all the three roles. He tends to control everything while he is creating. He is the one who is expected to troubleshoot. He is expected to fight against his evil. In a family or tribe, this may work. In family size organization it works. There are pressure points as the organization approaches the tribal size. The entrepreneur continues to think that he can play all the three roles. While he does play at his best, but the best is often not enough. He starts losing his steam and often destroys himself.

If the entrepreneur has managed to pass through the Tribal stage, he has a better chance of success if sheds some of his role as Trinity.  The management of the village should be left to people who can manage it. The entrepreneur should focus on creation and procreation through his organization. The challenge at this stage is his ability to give up his role as “manager.” He puts someone in place but continues to manage in the proxy. This often creates significant bottlenecks in growing. Many start failing here.

Once the organization is more than 1000, the entrepreneur should consider diluting his role as Trinity. The faster he does higher is the probability of organization growing faster. He does not need to give up, but he has to dilute and empower others to create, manage and destroy.

This sounds so simple. But then why the entrepreneur is not able to follow this. Moving from one stage to another is not an easy journey psychologically.

When you relinquish the desire to control your future,
you can have more happiness. – Nicole Kidman

One needs to have someone who will guide him and manage his emotions through the process. This person is a GURU (Mentor/ Coach). AN entrepreneur must choose a Guru for his success. Most entrepreneurs do not invest in coaching themselves. They often consider this an unnecessary and waste of time and money.

Once the entrepreneur has a GURU, his chance of success multiplies.

अखण्डमण्डलाकारं व्याप्तं येन चराचरम् ।
तत्पदं दर्शितं येन तस्मै श्रीगुरवे नमः ॥

Akhanda Mandalaakaaram
Vyaaptam Yenam charaacharam
Tatpadam Darshitam Yena
Tasmai Sri Gurave Namaha.

Guru can guide us to the supreme knowledge of THAT which pervades all the living and non-living beings in the entire Universe. I salute such a Guru.

अज्ञानतिमिरान्धस्य ज्ञानाञ्जनशलाकया ।
चक्षुरुन्मीलितं येन तस्मै श्रीगुरवे नमः ॥

Agnyaana Timiraandhasya
Gnyaana Anjana Shalaakayaa
Chakshuhu Unmeelitam Yenam
Tasmai Sri Gurave Namaha.

A Guru can save us from the pangs of ignorance (darkness) by applying to us the balm of knowledge or awareness of the Supreme; I salute such a Guru.

स्थावरं जंगमं व्याप्तं यत्किंचित्सचराचरम् ।
तत्पदं दर्शितं येन तस्मै श्रीगुरवे नमः ॥

Sthaavaram Jangamam Vyaaptam
Yatkinchit Sacharaa Charam
TatPadam Darshitam Yena
Tasmai Sri Gurave Namaha.

That Guru who can enlighten us about the all-pervading consciousness present in all the three states (of activity, dream and deep sleep state), I salute such a Guru.

 

Samudra Manthan

The Samudra Manthan (Sanskrit: समुद्रमन्थन, lit. churning of the ocean) is one of the best-known episodes in the Hindu mythology narrated in the Bhagavata Purana, in the Mahabharata, and in the Vishnu Purana. The Samudra Manthan explains the origin of Amrita, the nectar of immortality.

The word मन्थन can be understood in two different ways in English –  Churning and Agitating. The process of thinking can have

  1. “churning” effect, that brings our best from us in the same as we get butter from the curd when we churn the curd
  2. “agitating” effect, that brings depression or confusion. One agitates contents in a vessel to mix it well. A good agitation brings out an outcome where the individual entity is not visible,

Our thinking process (intellectual process) should bring out best outcomes

The churning of the Ocean of Milk was an elaborate process: Mount Mandara was used as the churning rod, and Vasuki, a nāgarāja who abides on Shiva’s neck, became the churning rope. The Asuras demanded to hold the head of the snake, while the Devas, taking advice from Vishnu, agreed to hold its tail. Vishnu, in the form of the Kurma turtle, came to their rescue and supported the mountain on his shell.

The churning of supposed to have brought out

table 1Anyone who has practiced some form of meditation would realize that during meditation mind does go through some churning before it settles at the higher states of realization. In this process a lot of ideas, thoughts, visualization does appear. Some of them would be wanted, and some would be unwanted. The terms “wanted” and “unwanted” is one’s perspective. For example, No one wanted Halahala (Poison), but everyone fought for Amrit (Nectar).

I have personally experienced that some good ideas do appear when you are meditating on a particular topic or issue. Churning happens even when one is not performing meditation. When we focus on a subject, churning occurs in our mind.

Next time when you are meditating or focusing on something, remember the story of Samudra Manthan, you would appreciate what goes around your thought process.

Leadership Qualities – from Ramayana

The Ramayana is one of the most important epics for Hindus. Several people are credited with for narrating the epic story of Lord Rama. Ramayana written by Maharishi Valmiki is considered to be oldest and base for all other Ramayanas written later.

A particular section in the epic is relevant for this discussion. After Rama was sent to exile for fourteen years, Bharata (his brother) was to be crowned as King. Bharata refused to accept the Kingship and he goes to meet Rama in exile. He  requests Rama to come back and accept Kingship.

When Bharata meets Rama in his exile, Rama first enquires from him on his Kingship (read Leadership). The verses are provided below.

Verse from ramayana

These verses, in essence, define the character of Good Leaders. The terms used in these verses need to be reviewed in the context of the period of Kingship. For understanding  Leadership Qualities from these verses, the following correspondence should be considered.

Blog Ramayana Table

The lesson is structured by explaining what a leader must not be. Poor characteristics of a leader based on these verses can be represented as below. The boxes in “cloud” shape is explained further after the mind map:

poor-leadership-quality.jpg

Non- Believer

While the word in the verse translates into an “atheist,” it is important to understand that one who does not believes himself or in his/her abilities can never be a good leader. Belief in self is the most important characteristics of an individual from any perspective.

Deciding without consulting

While a leader has to take the final decision, but not involving key people in the process of decision making has a greater risk for the organization. In today’s complex business environment, the knowledge lies with several experts within and outside the organization.

Taking advice from incompetent people

Consulting incompetent people is worse than deciding without consulting. The impact could be worse.

Hunting

Hunting in the Ramayana period refers to the passing time of kings. The practice was to go for hunting. However, hunting can be a big distractor for kings if that becomes a priority. Secondly hunting in a way a destructive approach to the natural resources.

In his advice to Bharata, Rama identified the type of people who should not be considered as Leaders. The mind map below would help one identifying such people.

The boxesin “cloud” shape is explained further after the mind map.:

not-suitable-to-be-a-leader

Criticize Gods and Brahamans (can be read as Brahmin also)

If one ignores the religious and caste context to it, (based on the understanding of the period that the epic corresponds to), God corresponds to Regulatory and Legal authorities. Brahmans represent the Inteligencia Class. One cannot succeed by merely criticizing these sections of the society. Business has to be carried out in a given regulatory environment. One can manage and influence regulatory environment depending on the status in society, but cannot go against it.

Without Armed Forces

Armed Forces for King is same as capable resources for a leader in the organization. A leader’s success is dependent on the follower that he(she) builds.

Penalised by Gods

A convicted person should not be a leader of an organization.

Qualities of Good Leaders

Essential knowledge

  • Vedas

Vedas represents principles of life and its ecosystem. The leaders need to have the understanding of philosophy and principles of organization and business. One must recognize that this is nothing to do with educational qualification. This refers to the maturity of an individual. There are many successful leaders who are school dropouts but have vast knowledge.

  • Farming

Farming also means Operating and Growing. The leader must know how to operate and run his system. A good leader must be able to grow himself, his team, his organization.

  • Cattle farming

Cattle also means  ‘Stocks”.  Stocks in the modern business sense can imply Inventories and the shareholding. A good leader should manage his/her inventory and the shareholding to protect the interests of all stakeholders.

  • Legal/ regulatory

The leader must understand the legal and regulatory of the business in the country of business. Ignorance is not bliss. This knowledge is essential to make effective use of the statutory provision to enhance once business. The regulatory framework is part of the environment. The difference between successful and rest is how one has understood the framework and effectively used.

Essential Abilities

  • Stay connected with the enemy

Read the enemy as a competitor. Keeping a tab on what is happening in competitor space is essential. The ability to get such information is an integral component of the organizational strategy.

  • Engage in battle

The days of monopoly is always short. In today’s context, it is more relevant as one cannot avoid competition in most business. One needs to engage in competition. Engaging in battle here could mean the leader must be able to keep positioning differently in the market and also keep building strategies for creating differentiation internally,

  • Attack enemy

At some stage in the business, one may need to take on the competitor directly in the marketplace.  Price wars in the market space are prevalent. One has also seen the battle in courts between competitors.

  • Wait for opportunity

Patience is a great virtue. One must wait for the right opportunity. Leaders can sight the opportunity and strike at the right time. Untimely initiatives often boomerang.

  • Multipronged startegy

Plan A and Plan B are the most commonly known term in the context of organizational planning.  Looking into different aspects identifies weak spots and hence increase the chances of success.

  • Collaborate with enemy

Coopetition is the norm for many successful businesses today.  This is also known as cooperative competition. However one must be watchful of such practice. It is easy to move from collaborating to forming cartels. Cartels in the most regulatory environment are not permitted.

  • Recognising External threats

The organization who work on Business Continuity Plan understands this well. One needs to be prepared for external threats of nature. The epic lists the dangers that were possibly prevalent then. They are Fire, Flood, Epidemic, Famine.

  • Recognising Internal Threat

The biggest threats are the ones that come from within. Some of them are the acts of greed (seeking gratification) by the Leader, his Officers and his Close Aides. Also, a good leader should be aware of the thieves and enemies person within he / her organization.

Disclaimer: This is my interpretation of the text. This does not be considered as a translation of the Epic Ramayana.

Our head vs universe

I was reading the (though read several times in past) popular story of Vamana (one of the incarnation of Vishnu) seeking three steps from King Mahabali. In one step, Vamana covered the universe. Second step he covered heavens. Mahabali offered his head for third step.

I realised few things from this story.

  • I can give up anything and everything, but till I have not given up “my head” (EGO) I have not given up.
  • EGO is bigger than anything known in the universe and life.
  • When I decide to surrender my EGO, I would be celebrated. Mahabali is celebrated every year in Kerala as part of ONAM festival.

Respecting guidelines 

I play Badminton every day morning with a group of about 8 people. We play doubles everyday.  

I am not a match winner generally. Today I had great experience of winning all the matches along with my partner. 

My partner has always told me a guideline (it usually depends upon the partner) on sharing the coverage of court during play. I had been violating that often. Today I firmly stuck to the guideline. I found myself playing amazing and also winning. I actuality had more satisfaction today not because we won, but the fact that I played better. 

Key  learning from this experience:

  1. Understanding the zones is critical not only for your performance but also for your team member’s performance. 
  2. We must agree and adhere to the guidelines for the team performance. 
  3. We can  break the rules when situation warrants. However it should be discussed and agreed with the team member. 

Sushi – Excellence

I posted this video in my Pinterest Board on Management Thoughts. This explains the journey of excellence. It is amazing to see the rigor in learning process for the members who are going to finally serve Sushi to their customer.

It is apparent that perfection in outcome is directly proportional to the rigor applied in learning process. Often we mixup learning process to training process only. Having said this, I must also mention that it is not easy to get mentor and guide like Jiro in this video.

It is a matter of dedication and patience to reach highers levels of excellence and continue the uphill journey of excellence!