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Always listen to feedback that may appear initially disagreeable: Myra S White & Sanjay Jha


EDK_2258In the absence of internal awareness, individuals can crumble easily at the first roadblock, Myra White and Sanjay Jhatell Ankita Rai

While it is important for a leader or a start-up entrepreneur to believe in himself, such a belief can also lead to overconfidence and failure. Can this be managed?

Jha: The starting block is always self-belief; it is an inner conviction, a clarity of thought, a mental roadmap backed by self-confidence. In the absence of this internal awareness, individuals can crumble easily at the first roadblock ( and you face many speed-bumps along the way, incidentally) or get distracted by quick success or new alternatives.

Either way, all of it can derail the original plan. There is a wafer-thin line between self-belief and overconfidence; the former keeps you constantly grounded amidst odds, the latter can make you reckless, arrogant and often disconnected with reality. It is important to listen to others, particularly feedback that may appear initially disagreeable or discordant.

White: The confidence exhibited by people who become leaders and achievers is rooted in their knowledge of their mini-strengths, the little things that they do well and an awareness and acceptance of their weaknesses. This latter awareness of their leads them to avoid tasks, which they do poorly and delegate them to others.

The overconfidence that at times leads people to fail is a result of the fact that people are often unaware of their lack of competence in a particular area. Psychological studies have found that participants who score in the bottom quartile on tests grossly overestimate their scores whereas those who receive the highest scores tend to underestimate their performance.

You say, “Superstar aren’t afraid to fail.” But for entrepreneurs, the stakes could be very high. While failure could be a great learning experience, it can also put one’s credibility at risk…

Jha: Steve Jobs and Apple are classic examples of comeback epics. Failure is inevitable at some stage or the other of any business entity or an individual. Life is not a cakewalk, superstars are fully aware of that; in fact this awareness comes mostly at the pinnacle of their success when the world anoints them as superheroes. That is why a Roger Federer could handle the dramatic rise of Rafael Nadal or a Tiger Woods became the world number 1 again despite a horrific personal-life crisis. Often we fail not necessarily on account of personal vulnerabilities or bad decisions but because the marketplace dynamics may have changed overnight. Whatever the reasons, the old saying holds true; failures are the pillars of success, especially in a vibrant consumer-oriented markets of today.

White: today, who receive large infusions of venture capital, are particularly vulnerable to large setbacks because they believe that money insulates them from failure and can solve any problem that arises. In contrast, entrepreneurs who lack funding are forced to be more resourceful and can only afford to take small calculated risks.

Taking right decision is difficult as most of us are bad listeners and not ready to learn and unlearn things. How can we overcome this and take better decisions?

White: People who become leaders in their fields are information seekers. For example, Narayana Murthy’s inspiration for founding Infosys came from his discovery of a US judge’s ruling that hardware companies like IBM could no longer prevent users from running software on their computers that was developed by outside vendors.

Unfortunately the internet has created a culture of “information outputers” rather than “information inputers”. People are now more interested in voicing their opinions and publishing and promoting them on the internet than listening to others or seeking out factual information.

Jha: The paradox is that at the top of the pyramid leaders usually involuntarily insulate themselves from the outer world. The casual stroll in the office, chatting with the new recruits and having informal meetings is replaced by a structural process. Listening is about giving respect to the other person. It is the ultimate weapon of a good manager or a leader.

Courtesy: www. business-standard.com

Read More : http://www.business-standard.com/article/management/always-listen-to-feedback-that-may-appear-initially-disagreeable-myra-s-white-sanjay-jha-113090100683_1.html

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Review Of 11 by Tehelka


11 loraCricket’s Cassandra

Sanjay Jha challenges cricket’s status quo, says SHANTANU GUHA RAY

SANJAY JHA started tracking the willow game— cricketers, umpires, their emotions, idiosyncrasies and outrageous acts — from 2000, the year he hostedhttp://www.cricketnext.com. He instantly brought a voice and character to the portal. My interaction with him was brief — I think it was during my days with ESPN Star Sports — but Jha always rattled those running the game when he wrote his column. In some ways, he is the unsung Busybee of Indian cricket. A senior official of the Board of Control for Cricket in India (BCCI) once said during a meeting in Delhi: “Remember the image of Michael Holding kicking over the stumps in fury during the 1979-80 tour of New Zealand? If Holding had to be replaced (hypothetically) by a cricket writer, it would be that Jha.” Over the years, Jha has earned many titles. He has been labelled a maverick, a go-getter, rabblerouser, and even a Sourav acolyte. But, no one could counter his arguments that — over a decade — produced a perfect rainbow of writing for India’s sports (read cricket) cognoscenti. He continues to rattle the establishment with his excellent columns.

I loved the well-crafted open letters he wrote to both Sourav Ganguly and Greg Chappell at the peak of their slugfest, urging them to end their public spat. And also his list of 10 — distinctly uncomfortable for the world’s richest cricket board — questions that included one on the legendary Sunil Gavaskar and his eyebrow-raising 36 off 60 overs in a Prudential World Cup tie. He wanted answers for all but no one bothered to reply. True to his style, Jha — an executive director at Dale Carnegie Training, India — asked whether there was anything that a common fan had missed. Basically, he asked: Was it deliberate, Sunny? There are other highly controversial posers, including one on why Abhijit Kale shut up after levelling bribery charges on national selectors. I have a feeling that Jha — totally clued into the game — knew the answers but still wanted someone from the board to reply. No one did.

His book, 11: Triumphs, Trials, Turbulence (Indian Cricket 2003-10), is a compilation of his writings that — time and again — highlight his desperation to get into the management of the game in India, even world (read ICC), and change what he calls some big time, basic flaws that are messing the game in the subcontinent. Jha has loads of grievances, the newest being the way the game has been commercialised by former IPL czar Lalit Modi. Expectedly, the BCCI top guns stay away from him.

Jha knows he can be an agent of change only if he is allowed to join a state association and work his way up the greasy ladder. This collection of excellent columns is useful reading for the serious fan of cricket and cricket politics. However, it is not likely to help Jha leapfrog into the BCCI.

From Tehelka Magazine, Vol 7, Issue 23, Dated June 12, 2010

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