The main parameter of success for any person is the effort that one puts in, and it’s important to feel that you can make an impact feel that your own life as that gives you a sense of control and more so confidence. This confidence in your own self would ensure desired results. If you fee that in spite of your best effort, you are not able to achieve desired results, this can have a negative effect on you. This will ensure that you are not able to give your best shot, as the fear of failure will always haunt you from achieving big in life. So, I would suggest that you should not let your beliefs affect your academics, and focus on your abilities and efforts.
There is much more to an individual’s personality than the way one speaks a particular language. Also, there is no given way pronunciation, and nature of speaking can be defined as being correct, as different people may speak differently. You need to totally ignore this criticism and focus your abilities. Each individual is unique and so are you. You should ensure that you do not let self-beliefs. Prepare well, for your examinations and you would definitely do well.
You have been scoring well in earlier examinations, which suggests that you can do well in future too. If moreover, you have a desire to do well, and if you maintain your focus and efforts in the right direction with sincerity, you would definitely do well. You have mentioned about good support from family, and that should help you to achieve your goals. You should not think about the results, and what you need to focus only your efforts, as that’ the only thing that you can directly control.
In the transition from childhood to adolescence, several changes take place. These include the child having different thoughts, questioning the conventional things, and desire to leave his own mark on life. What you need to do is to help him verbalise in detail so that he feels heard and do not criticize his views, instead help him evaluate what he says. You should just help him without being authoritarian. Help him focus on the present and things would work out for him.
STAYING POSITIVE- WITHOUT THE ILLUSIONS
HOW TO ADD FLEXIBILITY AND ACCURACY TO THE WAY YOU ASSESS PROBLEMS
John Pierce was managing director of Merrill Lynch’s retail brokerage office in Philadelphia
Nevertheless, the natural optimism of his highest performing brokers “ made it easier for them to ignore all the belief that the dark clouds would soon be gone and that there was little they could do about the situation in the meantime, some brokers were “ not as aggressive as they could have been in insisting that clients? Many of whom were slow to acknowledge that the rapid rise in NASDAQ stock values was over-either change their asset allocations or find another investment adviser.” Says Pierce.
Recongnising that the brokers ungrounded optimism was not going to produce the best results. Pierce put the brokers through training that addressed their tunnel vision and helped them see their situation in a more pragmatic light so that they could make better decisions. The training taught the brokers how to generate a wider range of possible causes of their situation, bring evidence to bear on them to determine which ones were the most realistic, and then craft plans for addressing the causes that they could do something about.
Of course optimism is vital to high performance-It fuels the ability to make creative connections between ideas, to convince others to take calculated risks and give their all to a project, and to persevere during sustained periods of corporate belt tightening. But optimism is truly effective only when rooted in reality. As Pierce’s group discovered, you teach yourself to temper your optimistic-and your pessimistic-tendencies to improve your problem solving ability.’ The operative skill here is resilience, which adds accuracy and flexibility to your habitual way of thinking about problems. Resilience is an inside-out skill; as you enhance your own personal resilience, your ability to apply it to such business situations as strategic planning and risk assessment also improves. The key to enhancing resilience is to develop a deeper appreciation for how beliefs influence emotions and behavior.
Beyond Motivation
Optimism’s ability to stimulate innovation and enhance perseverance is well understood. But if you just try to instill a positive attitude in people without giving them the tools that will enable them to survive and thrive on their own, explains Cynthia Swall, an executive coach who works at Sprint’s University of Excellence (Overland Park, Kans), then you’re in a situation of continually having to reenergize their perspective. “We’re not just looking for interventions that will help employees solve a particular problem, we’re looking to help them continually adapt,” she says. “Motivation and optimism alone are not going to create the sustainable change we’re looking for.”
So what is that vital other ingredient? An acknowledgement of reality. Noted management author Jim Collins highlights this in a psychological duality he calls the Stockdale Paradox in his book Good to Great (Harper Collins. 2001). Named after Admiral Jim Stockdale, the highest ranking in U.S.
Everyone has a distinct explanatory style says University of Pennsylvania psychology professor Martin Seligman, author of the recent book Authentic Happiness: Using the New Positive Psychology to Realise Your Potential for Lasting Fulfillment (Free Press, 2002). Styles vary along the three dimensions of personalization, permanence and pervasiveness- an optimist, for example. Possesses a “ not me, not always, not everything” perspective.
An optimistic sales manager, therefore, would view a negative event such as a 20% drop in sales during the most recent quarter as not being her fault-she would point to the macroeconomic climate instead. She also wouldn’t view the decline as being permanent (never going away) or pervasive (infecting all areas of her life). Instead, she would find temporary and specific causes: “ The problem is the company’s new pricing policy.”
All explanatory styles have their Shortcoming and distortions.
For example, the sales manager’s “not me” tendency can cause her to minimize or ignore her own contribution to the problem. “The decline in sales is not a reflection on my management style of skills, I just need keep plugging away and things will turn around,” she might conclude. By contrast, a manager with a stronger tendency to personalize “would be more likely to identify steps she could take to improve the situation,” says Dean Becker, president and CEO of Adaptive Learning Systems (King of Prussia ,Pa.
Teaching Resilience
Everyday distinctions between optimism and pessimism lack the nuance required to capture the dynamics involved in effective problem solving, Becker maintains, which is why Adaptive emphasises the concept of resilience instead. According to Adaptiv’s vice president of research and development, Andrew Shatt, resilience involves seven factors:
Ø Realistic optimism (which is born of an accurate identification of causes)
Ø Causal analysis
Ø Self-efficacy (having a conviction that you’re able to solve problems)
Ø Empathy
Ø Emotion regulation
Ø Impulse control
Ø Reaching out (the ability to enhance the positive aspects of life)
Shatt co-author with Karen Reivich of the Resilience Factor: Seven Essential Skills for Overcoming Life’s Inevitable Obstacles (Broadway Books,2002), says that by teaching people to be suspicious of their explanatory styles,” we help them develop greater flexibility in identifying and handling the causes of their problems.” How? The work begins with a close examination of the connections linking adversity, beliefs, and consequences.
“We all have thoughts or beliefs that constantly run through our minds like ticker tape,” Says Becker. “These beliefs directly affect our emotions and behavior.” When adversity strikes, an initial lack of information about its causes and likely outcomes tends to activate our explanatory styles and also any thinking traps we may regularly fall prey to. (The tunnel vision exhibited by the Merrill Lynch brokers is one example of a thinking trap: others include assuming that we know what other people are thinking and rushing to judgment before we have all the facts.). In the face of adversity, Becker says, explanatory styles “can fuel ticker-tape beliefs that are simply not accurate, and therefore cause us to feel and act in inappropriate, no resilient ways.”
Slow down the ticker tape and identify both the why beliefs that have to do with the causes of the adversity and the what-next beliefs about its implications, advises Shatt. At Merrill Lynch, the training focused on improving brokers causal analysis by bringing to light and then challenging the why beliefs that led the brokers to overlook steps they could take to regain a measure of control over their situation. Key elements of this process included teaching the brokers to capture their initial beliefs about what was causing their problems and then coaching them in consciously going against their explanatory style to generate alternative why beliefs. A final step was training them to use evidence for and against all their why beliefs to see which had the strongest factual basis.
The best way to deal with what-next beliefs is to map out the likely consequences. Case in point: A fairly young division president of a medical products company whose explanatory style was deemed by his boss and peers alike to be overly optimistic. To help the client gain greater perspective on potentially adverse situations, Minneapolis-based executive coach Chuck Bolton had him list the possible negative implications of situation he was facing and assign likelihood to each. Next, the client fleshed out the most likely outcomes of these negative possibilities and developed solutions for them.
The same techniques that work for a person who minimize adversity can also work for someone who habitually overreacts to it. The goal says Adaptiv’s Becker, is not so much to replace one explanatory style with another, as it is to increase the flexibility and accuracy of your explanatory style. No matter what you’re experiencing emotionally, it’s important to ask, what is this belief buying me, and what is it costing me? If it’s leading you miss areas in which you have a measure of control but aren’t exercising it, to burn resources on situations that you can’t control,” he says, “then you’re missing a problem-solving opportunity.”
COMMUNICATION; A TWO-WAY STREET
KEEP THE CHANNELS OF COMMUNICATION OPEN AT OFFICE MEETINGS, SAYS PALLAVI JHA
Leaders and managers have to ensure that people listen to them and respect their ideas and opinions. The key endeavor must be to ‘gain’ or ‘win’ this respect. We cannot impose our opinion on others. It is said that people support an environment they help create. When people respect your ideas and agree with you, they will support your initiatives.
Everyone has his/her ideas, which he/she wants to put into operation at the workplace. Getting others to listen to and consider others’ perspectives open-mindedly can be a difficult task. However, there are techniques to promote open communication:
SEE THINGS FROM THE OTHER PERSON’S POINT OF VIEW
Your colleagues may be comparing your ideas to theirs. Try to see your proposal from their perspective. Imagine the questions that your co-workers may have, and how you would answer those questions.
BE SYMPATHETIC
Understand that your colleagues can be just as enthusiastic about their work as you are about yours. Being receptive to their opinion can bring in a new perspective you may not have considered, and will also help your colleagues accept to your ideas. Perhaps you can even incorporate each other’s suggestions into your projects.
SHOW RESPECT FOR THE OTHER PERSON’S OPINION
Never say “You’re wrong.” Your colleagues have their own views and ides and want to be hears as much as you do. Their views may differ from your own but that doesn’t necessarily make those ideas incorrect or useless. Negative comments will create defensive walls, give rise to arguments, and essentially cause others to tune off. Be attentive to what your colleagues are saying, and do consider all their proposals.
DRAMATISE YOUR IDEAS
Be enthusiastic about the work you’ve done and back up your with facts and examples. Your colleagues will appreciate your well-researched plan and your enthusiasm and give it the credibility it deserves.
Finally, export staff must be carefully selected and adequately paid. They must be allowed and encouraged to travel. They must be given the equivalent rank, status and pay of other similar executives in the company. They must be consulted on company policy, and made to contribute.
Testing Products
While the risk of failure in export markets can be minimized by the intelligent use of research, one never really be sure whether a given operation will succeed until it has been tried. Before committing to a large-scale operation in overseas markets, it is sensible to try things out on a small scale, with the intention of selling on a national scale. If the test is successful, many overseas markets are so huge that to sell everywhere would be asking a great deal at the outset.
Initial Attack
Use the initial attack on a market as a test, and any mistakes can then be corrected without much harm having been done. While the test campaign may appear to cost more initially than research, remember that some of the cost will be repaid by sales, so that test marketing often turns out to be cheaper than too intensive a research programs.
Attitudes
If possible some indication of the attitudes towards the product should be established, both negative and positive. This is required of any sales operation. Even if a product is successful always try to obtain reactions from the customers, because it might be that with certain minor modification one would have in fact sold a great deal more.
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