Reinventing You provides a step-by-step guide to help you assess your unique strengths, develop a compelling personal brand and ensure that others recognize the powerful contribution you can make. Branding expert Dorie Clark mixes personal stories with engaging interviews and examples from Mark Zuckerberg, Al Gore, Tim Ferriss, Seth Godin and others to show you how to think big about your professional goals, take control of your career and finally live the life you want.
Small, tangible signals are only part of the battle, however, the biggest challenge is changing your behavior to reflect your new goals and reality. For over a decade, Dan had worked at a large, international technology company, ascending to the rank of engineering director. But when he decided to leave for a newer tech company with a hip reputation, he realized his résumé had some baggage attached. His previous employer was well-known and respected by the public, but in tech circles, it was viewed as an old-line behemoth, resistant to change and full of stuffy bureaucrats, not exactly the image he wanted to project to his new colleagues. “I had to work to get other people to understand I was comfortable in the new environment,” he says. “It’s a grassroots culture, so I had to start building relationships and trust. It was lots of time ‘managing by walking around,’ being as visible as possible. With anything that smacked of a big company, like having a standing staff meeting, I overreacted against it.”
Dan realized he had to make connections quickly to shape his colleagues’ perception of him, but he was starting at a disadvantage. “I discovered my entire personal network was at [my previous employer],” he recalls. “I decided I shouldn’t be in that situation again.” So he embarked on a networking campaign to deepen his connections both inside and outside his new company, and in the process, build a reputation as a forward-thinking, connected executive who understood industry trends. But there was only one problem: his personality.“I’m a fairly introverted guy,”Dan says.“I hate taking these meetings with strangers, the idea of a meeting that’s not going to help me get the job I have in front of me done, or getting to know people without an action item.”
But he forced himself to persist. “I realized it was important, that by the time you need connections, you can’t suddenly make them. You have to be ready.” These days, while his night-owl engineering team is sleeping in, Dan has a steady regimen of breakfast meetings including “people in my industry at other companies, executive search people, leaders at small companies, venture capitalists, a guy who works on corporate turnarounds.” When it comes to making connections, Dan says, “the biggest change is my default answer used to be no, and now my default answer is yes. I’ve focused on reasons to say yes.”
His networking has paid off. He’s now on the pulse of start-ups to acquire and knows which ones are going down (and from which he can poach talent). He’s made himself indispensable to his company and the furthest thing from an old school, bureaucratic manager. In fact, he’s found ways to play with his background and upend expectations. When he discovered his new company required receipts for all travel expenses above $25, whereas his old firm’s threshold was $75, he shook up his colleagues by letting them know it was less bureaucratic at his old company and suggested they change the policy. He recalls with pleasure: “I could use negative branding to my advantage.” And he knows that if he wants to change jobs in the future, he’s positioned himself with the contacts and branding he needs to land securely.
Find this book: Reinventing You
Tag: Business
5 Facts About Sonu Bhasin You Might Not Know
Sonu Bhasin has devoted a considerable time to management of family businesses..
As a banker, she has helped many family business owners work their way successfully within the family related complexities.
Bhasin’s newly released The Inheritors explores the growth of inheritors in business, and how they take business to a new high.
Here are 5 things you should know about the author.
How many of these facts did you know about her?
Three Families Who Show Why the Sindhi Way of Doing Business is Successful
Sindhis have braved adversities like Partition, fled from one nation to another and weathered ups and downs in the economy and have yet set up some of the biggest companies in the world with the help of their sharp business acumen.
In Paiso, Maya Bhatija captures the stories of five companies, built painstakingly by many generations by five Sindhi families.
Here are three families who show how the Sindhi way of doing business has led them to success:
Harish Fabiani, Americorp Ventures and India Land Properties
Jitu Virwani, Embassy group
Ramola Motwani, Merrimac Ventures
Aren’t these stories inspiring?
5 ‘Consolidators’ You Should Know About
Prince Mathews Thomas is a renowned journalist who has written various reputed national dailies such as Economic Times, Business Standard, Dow Jones Newswires and Forbes India. In his book The Consolidators he tells the success stories of seven second-generation who turned around the companies they inherited from their fathers with their imagination, foresight, and gumption.
Here are five success stories from the book:
Ajay Bijli, Chairman and Managing Director of PVR Ltd.
Mithun Chittilappily, Managing Director of V-Guard Industries
Rituraj Sinha, Chief Operating Officer at SIS
Vikas Oberoi, Chairman and Managing Director of Oberoi Realty Ltd.
Priya Paul, Chairperson of Apeejay Surrendra Park Hotels
Aren’t these stories inspiring?
How to Become a CEO?
Sandeep K. Krishnan crafts a way for aspiring youth to become a CEO in his book Making of a CEO. The book explores nuances of leading in different contexts like start-ups, large corporations, family businesses, educational institutions, not-for-profits, public sector and the government.
Making of a CEO is an illuminating culmination of interviews and analysis of top-level CEOs across various sectors.
Here are a few tips you can employ to climb the professional ladder.
Inspiring, isn’t it?
How Sindhis do Business, An Excerpt from ‘Paiso’
Guided by their sharp business acumen and adaptability, Sindhis have braved the Partition, fled from one nation to another and weathered ups and downs in the economy to set up some of the biggest companies in the world. In Paiso, Maya Bathija chronicles the journey of five Sindhi families and the business empires they have established.
Here’s an excerpt from the book.
Sindhis are a community originally from Sindh, which is now in Pakistan. Even in the earliest references, Sindh has been known as a beautiful land, rich in natural resources. Since thieves can only steal from lands of abundance, the inhabitants of this area had their peace and harmony disturbed from time to time by plunderers. From the Mohenjo Daro and Harappa excavations, archaeologists discovered the city structure that ran with underground drainage, and dug up bricks and jewellery, proving that 5,000 years ago a full-fledged civilization lived in Sindh, on the broad plains and valleys of the Indus River.
The Sindhis were predominantly Hindu by religion, but some later converted to Islam and Sikhism. There was a time when some Sindhi families promised their eldest sons to Sikhism, who wore turbans in the same way as Sikhs.
A lot of the Sindhi heritage and history was destroyed by invaders. Chach Namah,the oldest known historical account of Sindh, was written by an Arab historian accompanying the forces of Mohammed bin Qasim, who attacked Sindh in 711 ad. It has also been established that there existed Sindhi Hindu dynasties, such as the Samma, Samra, Khairpur, Kalhore and Talpur.
Sindhis were primarily businessmen and traders. Their skills did not naturally allow them to take part in warfare, but they were known for their perseverance and business acumen even centuries ago. The main trading castes were the Lohana, Bhatia, Khatri, Chhapru and Sahta. These castes were occasionally divided into occupational groups, such as the Sahukars (merchants) and the Hatawaras (shopkeepers).The most affluent Sindhis were the merchants who owned trading firms (kothis4) in the major towns of Sindh. Eventually, the name Amil5 was given to any Sindhi who was engaged in government service.
Post-Partition, many of them who moved to India, having left everything behind, experienced much poverty and hardship. And there has been many a proverbial rags-toriches story in the community.
The early perception of the Sindhworki who had moved to India and lived in Bombay in the post-Partition days was that a Sindhi would do almost anything to make even a small amount of money. If the shops around sold sugar for Re 1 a kg in bags of 50 kg, Sindhi businessmen would buy 50-kg bags of sugar and sell the commodity on the streets for 99 paise a kg. Their price being 1 paise cheaper per kg, they sold hundreds of bags of sugar, making a loss of 50 paise per 50-kg bag. This amazed others and made them wonder why a person would work so hard to lose money. What they failed to realize was that every time a Sindhi businessman sold an empty bag for Re 1, he made a net profit of 50 paise on every 50-kg bag of sugar.
Sindhis were known to sacrifice profit margins for a large turnover. With the exception of the Seths of Karachi, the Sindhworkis of Hyderabad and the Shroffs of Shikarpur, most Sindhis were local shopkeepers and moneylenders. They specialized in the hundi, or bill of discount, with Chennai, Madurai, Tamil Nadu, and Karnataka being some of the main banking hubs. They even became financiers for industries and filmmaking in Bombay. The Shikarpuri Shroffs were dependent on commercial banks for their trading. The rest went on to become traders, cloth merchants and businessmen, some of them in faraway countries.
Sindhi families have been known to migrate to countries all over the world or to send their children overseas for education. After one lot migrated, they would then encourage their relatives to join them, not only so that the relatives could better their own prospects but also so that they could help the family business grow. Sindhis moved far and wide, to the Far East, the Middle East, the Caribbean, Europe, the Americas and Africa. Over the years, their businesses have evolved from trade and finance to export/import, retail, entertainment, computers, property/real estate, etc.
In most Sindhi families, the heirs were—and sometimes still are—exposed to the family business from childhood itself, creating in them business aspirations at an early age. Sons were expected to earn even while they were studying—what is now known as ‘to shadow’. They happily learnt the ropes of their family business, but sadly, formal education was never encouraged among the community, as it was thought it was not in the ‘Sindhi blood’ to excel in academics. Most Sindhi families felt that the time spent on acquiring an education could be better spent on earning money. They believed that inherent business sense could be cultivated by practice and experience and not necessarily through formal education.
The Story of Amit Burman, An Excerpt from ‘The Inheritors’
Sonu Bhasin is one of the early and senior women professionals in the industry and has led businesses in senior leadership positions during her corporate career. In her book ‘The Inheritors’ she provides a behind-the-scenes look at what goes behind big family business brands like Dabur, Marico, Dabur, Keventers, Berger Paints, Select Group, Max Group and many others. It also gives an account of the inheritors who play a pivotal role in making or breaking huge business empires.
Here’s an excerpt from the book.
I am confused. Did I not have an appointment with Amit Burman, vice chairman of Dabur India—the 133-year-old company known for iconic products like Hajmola, Dabur Chyawanprash and Dabur Amla Hair Oil? Amit had asked me to come to his office for the meeting. As I walk into the building, I see posters of well-known brands. But to my knowledge, none of these are Dabur’s. I walk up the stairs with posters of Café Delhi Heights, Zambar, Fres Co, Punjab Grill, Street Foods and Baker Street accompanying me. Am I in the wrong office? I begin to wonder. I turn back and ask the guard at the gate, ‘Yeh Amit Burman sa’ab ka office hai? Sa’ab hain kya office mein? (Is this Amit Burman’s office? Is he in the office?)’ The guard merely nods in a bored manner. Shaking my head in confusion I go back up the stairs to the office. The receptionist, with a bright smile, confirms that I am expected and guides me to Amit’s office. Phew! At least I am in the right place.
Amit laughs out loud when I ask him why no Dabur brands are displayed in the office of the company’s vice chairman. ‘This is my personal business, with my own money, and Dabur has nothing to do with it,’ explains Amit. He is certainly the vice chairman of Dabur India Limited, but that role is a quasi-non-executive one.
‘Dabur is in the hands of professional management, so my role is to guide them to follow the Burman family’s vision for the business,’ says Amit. As a person who finds it difficult to sit at home even on a weekend, Amit certainly needed something to keep himself occupied once he moved into the non-executive role at Dabur. ‘Food has always been a passion with me,’ he says. With time on his hands and unwilling to lead a life only of leisure, he decided to follow his passion and set up a food business in the mid-2000s. Today, his real passion and real business, no pun intended, is Lite Bite Foods, the food company set up by him. His business has the dineout brands that I saw on my way to his office. Punjab Grill, Fres Co, Zambar, Asia Seven and Hahn’s Kitchen have very quickly become the restaurants of choice for the customer segment targeted by Amit. ‘But running a restaurant business is extremely hard work, and people don’t realize it,’ says Amit.
Hard work is something Amit has never shied away from. In fact, it energizes him. He comes from a family that has worked for more than a hundred years to get Dabur placed among the largest fast-moving consumer goods (FMCG) companies in India. ‘I grew up in Delhi. I was used to seeing my dad come back home from work and talk about his day, while we had dinner,’ remembers Amit. The business of Dabur, hence, was very much a part of his growing-up years.
His father, Gyan Chand Burman, was the head of Dabur. G.C. Burman was a pharmacist but he had transformed into an operating businessman when he took charge of the family business. Amit was born in Calcutta, where his family, along with four other Burman families across three generations, lived in their ancestral home. The mansion was called Dabur House and the business at Garia was just a stone’s throw away.
The families had their own living quarters, but they shared a common kitchen and dining area. G.C. Burman used to go to the factory every day. During a labour unrest in the city, he was gherao-ed by his own workers at the factory and the situation turned unpleasant. This prompted Burman’s decision to move to Delhi. He set up a factory in Sahibabad. Over time, G.C. Burman’s brothers relocated to Delhi with their families as well. The new factory, along with the business, thrived and
Dabur became a company headquartered in Delhi. Calcutta’s loss was Delhi’s gain.
Early years in Delhi and the US
Amit studied at St Columba’s School in Delhi while his cousins went to other schools in India and abroad. While he did not go to the factory during his schooldays, he soaked in details about the business at the dining table. These discussions also helped him understand his father’s decision-making processes. For any young boy finishing high school in the mid-eighties, the norm was to become either a doctor or an engineer. Amit’s father also wanted him to study engineering as he believed that it was the future. Amit chose to study industrial engineering in the US. ‘My dad was very happy when he heard about it,’ he says. The days spent at Lehigh University in America gave him an opportunity to understand the theory behind the manufacturing business—his trusted dinner-table companion during his childhood and adolescence.
‘A Checklist For God’s Own Office’, An Excerpt
What happens when a vacation turns into a business opportunity? James Joseph, an NRI professional decided to take a family vacation in Aluva, Kerala where he stumbled upon a business opportunity in the form of jackfruits. Today, he is the founder of a successful entrepreneurial venture called Jackfruit365, an initiative to create an organized market for nutrient-rich jackfruits in India.
His book, God’s Own Office is a part-memoir, part how-to on how to integrate with the local community and set up a home office alongside nurturing your entrepreneurial ambitions.
On October 14, 2017, James is going to share his wisdom in a TedX Talk on how to set up God’s own office. He’s also going to dedicate the book to the late President APJ Abdul Kalam.
Here’s an excerpt from the book God’s Own Office, it’s a checklist of what you need to have to set up your own home office in a remote part of the country.
A Checklist For God’s Own Office
1.Do you have an unwavering conviction to return home?
2. Do you have a constant focus to return home? Does that keep you awake?
3. Have you earned the right to return? Can you pass the Mohammed versus Mountain test?
4. Can you still uproot your family? Can you still pass the inchworm test?
5. Do you have the right location for God’s Own Office?
a. Easy travel connectivity to your base office
b. Reliable digital connectivity
c. Constant source of positive energy to work alone
6. Can you arrange enough backup to avoid disruptions?
a. Power
b. Broadband
7. Do you or your employer have the right technology for remote working?
a. Digital presence information
b. Instant messenger
c. Online audio/video conferencing
d. Desktop sharing
e. Remote access to corporate network
f. Cloud services to store and share data
8. Can you make your home office sound proof?
9. Do you have the discipline?
a. Work without supervision
b. Handle interruptions by family and guests
10. Can you still stay on top of the mind of your colleagues and management?
11. Can you be a local ambassador for your employer?
12. Do you have options to adopt start-ups near your home town?
13. Can you ensure the safety of your family when you are away from home?
14. Can you allocate sufficient time to help your children remain globally competent in a small town?
15. Can you help your children integrate well in a regular school?
16. Are you willing to help people around you?
17. Are you happy to reconnect with extended family back home?
18. Can you find enough activities to recharge yourself in a sleepy village?
a. Adopt a farm
b. Participate in cultural activities
19. Do you have the resilience to stomach the dark sides of a small town?
a. Avoidable deaths around you
b. Bureaucracy
c. Need for extra humility, patience and tolerance
20. Will the economics of God’s Own Office work for you?
Can Emotional Intelligence Be Learned?
FOR AGES, PEOPLE HAVE DEBATED if leaders are born or made. So too goes the debate about emotional intelligence. Are people born with certain levels of empathy, for example, or do they acquire empathy as a result of life’s experiences? The answer is both. Scientific inquiry strongly suggests that there is a genetic component to emotional intelligence. Psychological and developmental research indicates that nurture plays a role as well. How much of each perhaps will never be known, but research and practice clearly demonstrate that emotional intelligence can be learned.
One thing is certain: Emotional intelligence increases with age. There is an old-fashioned word for the phenomenon: maturity. Yet even with maturity, some people still need training to enhance their emotional intelligence. Unfortunately, far too many training programs that intend to build leadership skills—including emotional intelligence—are a waste of time and money. The problem is simple: They focus on the wrong part of the brain.
Emotional intelligence is born largely in the neurotransmitters of the brain’s limbic system, which governs feelings, impulses, and drives. Research indicates that the limbic system learns best through motivation, extended practice, and feedback. Compare this with the kind of learning that goes on in the neocortex, which governs analytical and technical ability. The neocortex grasps concepts and logic. It is the part of the brain that figures out how to use a computer or make a sales call by reading a book. Not surprisingly—but mistakenly—it is also the part of the brain targeted by most training programs aimed at enhancing emotional intelligence. When such programs take, in effect, a neocortical approach, my research with the Consortium for Research on Emotional Intelligence in Organizations has shown they can even have a negative impact on people’s job performance.
To enhance emotional intelligence, organizations must refocus their training to include the limbic system. They must help people break old behavioral habits and establish new ones. That not only takes much more time than conventional training programs, it also requires an individualized approach.
Imagine an executive who is thought to be low on empathy by her colleagues. Part of that deficit shows itself as an inability to listen; she interrupts people and doesn’t pay close attention to what they’re saying. To fix the problem, the executive needs to be motivated to change, and then she needs practice and feedback from others in the company. A colleague or coach could be tapped to let the executive know when she has been observed failing to listen. She would then have to replay the incident and give a better response; that is, demonstrate her ability to absorb what others are saying. And the executive could be directed to observe certain executives who listen well and to mimic their behavior.
With persistence and practice, such a process can lead to lasting results. I know one Wall Street executive who sought to improve his empathy—specifically his ability to read people’s reactions and see their perspectives. Before beginning his quest, the executive’s subordinates were terrified of working with him. People even went so far as to hide bad news from him. Naturally, he was shocked when finally confronted with these facts. He went home and told his family—but they only confirmed what he had heard at work. When their opinions on any given subject did not mesh with his, they, too, were frightened of him.
Enlisting the help of a coach, the executive went to work to heighten his empathy through practice and feedback. His first step was to take a vacation to a foreign country where he did not speak the language. While there, he monitored his reactions to the unfamiliar and his openness to people who were different from him. When he returned home, humbled by his week abroad, the executive asked his coach to shadow him for parts of the day, several times a week, to critique how he treated people with new or different perspectives. At the same time, he consciously used on-the-job interactions as opportunities to practice “hearing” ideas that differed from his. Finally, the executive had himself videotaped in meetings and asked those who worked for and with him to critique his ability to acknowledge and understand the feelings of others. It took several months, but the executive’s emotional intelligence did ultimately rise, and the improvement was reflected in his overall performance on the job.
It’s important to emphasize that building one’s emotional intelligence cannot—will not—happen without sincere desire and concerted effort. A brief seminar won’t help; nor can one buy a how-to manual. It is much harder to learn to empathize—to internalize empathy as a natural response to people— than it is to become adept at regression analysis. But it can be done. “Nothing great was ever achieved without enthusiasm,” wrote Ralph Waldo Emerson. If your goal is to become a real leader, these words can serve as a guidepost in your efforts to develop high emotional intelligence.
This is an excerpt from HBR’s 10 Must Reads (The Essentials). Get your copy here.
Credit: Abhishek Singh
Managing ADT (Attention Deficiency Trait)
D Overloaded Circuits by Edward M. Hallowell DAVID DRUMS HIS FINGERS on his desk as he scans the e-mail on his computer screen. At the same time, he’s talking on the phone to an executive halfway around the world. His knee bounces up and down like a jackhammer. He intermittently bites his lip and reaches for his constant companion, the coffee cup. He’s so deeply involved in multitasking that he has forgotten the appointment his Outlook calendar reminded him of 15 minutes ago.
Jane, a senior vice president, and Mike, her CEO, have adjoining offices so they can communicate quickly, yet communication never seems to happen. “Whenever I go into Mike’s office, his phone lights up, my cell phone goes off, someone knocks on the door, he suddenly turns to his screen and writes an e-mail, or he tells me about a new issue he wants me to address,” Jane complains. “We’re working flat out just to stay afloat, and we’re not getting anything important accomplished. It’s driving me crazy.”
David, Jane, and Mike aren’t crazy, but they’re certainly crazed. Their experience is becoming the norm for overworked managers who suffer—like many of your colleagues, and possibly like you— from a very real but unrecognized neurological phenomenon that I call attention deficit trait, or ADT.
Caused by brain overload, ADT is now epidemic in organizations. The core symptoms are distractibility, inner frenzy, and impatience. People with ADT have difficulty staying organized, setting priorities, and managing time. These symptoms can undermine the work of an otherwise gifted executive. If David, Jane, Mike, and the millions like them understood themselves in neurological terms, they could actively manage their lives instead of reacting to problems as they happen.
As a psychiatrist who has diagnosed and treated thousands of people over the past 25 years for a medical condition called attention deficit disorder, or ADD (now known clinically as attention-deficit/ hyperactivity disorder), I have observed firsthand how a rapidly growing segment of the adult population is developing this new, related condition. The number of people with ADT coming into my clinical practice has mushroomed by a factor of ten in the past decade. Unfortunately, most of the remedies for chronic overload proposed by time-management consultants and executive coaches do not address the underlying causes of ADT.
Unlike ADD, a neurological disorder that has a genetic component and can be aggravated by environmental and physical factors, ADT springs entirely from the environment. Like the traffic jam, ADT is an artifact of modern life. It is brought on by the demands on our time and attention that have exploded over the past two decades. As our minds fill with noise—feckless synaptic events signifying nothing—the brain gradually loses its capacity to attend fully and thoroughly to anything.
The symptoms of ADT come upon a person gradually. The sufferer doesn’t experience a single crisis but rather a series of minor emergencies while he or she tries harder and harder to keep up. Shouldering a responsibility to “suck it up” and not complain as the workload increases, executives with ADT do whatever they can to handle a load they simply cannot manage as well as they’d like. The ADT sufferer therefore feels a constant low level of panic and guilt. Facing a tidal wave of tasks, the executive becomes increasingly hurried, curt, peremptory, and unfocused, while pretending that everything is fine.
To control ADT, we first have to recognize it. And control it we must, if we as individuals and organizational leaders are to be effective. In the following pages, I’ll offer an analysis of the origins of ADT and provide some suggestions that may help you manage it.
This is an excerpt from HBR’s 10 Must Reads (On Managing Yourself). Get your copy here.
Credit: Abhishek Singh