Why I don't like Powerpoint

Those of you who have observed my presentation these days would notice that I am more comfortable using flip-charts than powerpoint slides.

The reason is very simple.

Using powerpoint slides constrain me, flip-charts give me the flexibility. One of the NLP presuppositions is this: there are no resistant audience, only inflexible communicators.

While powerpoint has its advantages, it usually restrict you during the presentations. I find that using powerpoint, you will often need to adhere to a certain script. That is find if you are presenting a paper to an audience of hundreds and there are no interactions between you and the audience.

However, if you want to connect with the audience, then powerpoint slides don't do it. Instead I find using flip-charts help me connect with my audience and also it gives me the flexibility to customize my presentation according to how the audience respond.

In order to do this effectively, there are five things that you need to do. First, you must have the wealth of information, knowledge, and content to begin with. Only when you have that can you then tailor the presentation accordingly.

Next, you must be able to provide an overview of your presentation in a manner that the audience can visualize. Once you have a visual representation of your presentation, you are already painting a picture of the desired state that you want to lead your audience to.

The third thing is to then go back to current situation and describe what are the existing situation like. With that description, you will now able to bridge the gap between the current and desired state.

And the final thing to do is to "walk" the audience through those steps again; from current, to bridging, to desired state.

Of course, while doing that you must listen carefully to the audience and then offer the content accordingly. That is why your wealth of information, knowledge, and content of your subject matter is the number one thing you must have.

Your friend,
Melvyn
(Sent from my Blackberry Bold)

Work-Life Harmony

I recently spoke to one of my friends working in the financial industry and he was just sharing with me about how stressed up he is.

You see, as his company trimmed the workforce, he is being asked to cover what used to be others' work. As such, being fearful of retrenchment, my friend needs to be effective and efficient in his work. As a result, his workload increases and so does his stress level.

In view of this, it is said that the government is encouraging firms to focus even more on work-life harmony. I believe in Schools, this is even more essential.

My argument is this. There are certain industries, where being stressed up doesn't help. Pilots, surgeons, and education; just to name a few that comes to mind.

If you are onboard a plane, you want to know that the pilot is free from stress and is able to effectively get you safely to where you want to be.

If you are lying on the operation table, the last thing you want to know is that the doctor is not under pressure to meet KPIs that might compromise his performance during the operation.

In Schools, you want to know that your child's teacher is not hard-pressed to do 1001 things that are beyond their classroom duties.

I believe every job has its challenges and the ability (or expectations) to not only cope with these challenges but to excel and perform in a peak state requires a two-pronged approach.

Firstly, the management of an organization must first recognize what they can do to maintain or achieve this state called "work-life harmony". Schools have increasingly adopted the PIES approach, where the Well-Being Committee looks into the physical, intellectual, emotional, and social (or spiritual) domains. Some have similar approaches such as the EPMS (emotional, physical, mental, and social).

With this approach, or how the School defines the domains of Well-Being, the Committee is then able to introduce ways to address these different domains. For instance, we share with Schools that they can use the 4-D Approach (TM) in its deployment and review.

First, they need to Define what are the needs under each domain. What might be the physical needs, for instance? Here, we need to establish what these needs are. Would it be needs in the area of being and staying healthy? Let's say, for physical we are focusing on how our staff can stay healthy and with that what kind of benefits does it accrue to the individual and also to the School?

We may suggest that by being healthy; it not only contributes to the physical well-being of our staff but they also feel more energetic and confident. That way our staff will be better able to relate to the children. Another dimension could be that they become role-model to the students. And also it would lead to them taking fewer medical leave and hence lesser disruption to the classes.

Hence, once these needs are identified we can then look at how to Design programs or activities to drive it. We could adopt a eat-fruits day or having an exercise friday or simply through raising awareness of eating healthier food. Once these range of activities have been identified, we could then open it up for participation.

Recognizing that kicking a ball may not be everyone's cup of tea; with this range of activities we can then allow staff to pick and choose which activities suit them better. With that, the Delivery of our programs will be centered around how each program can best reach out to our audience. And hence giving us the flexibility to integrate some of these activities with existing ones. For instance, some simple stretching exercise or health talks can be integrated with the morning assembly programs.

Finally, after the delivery, it is now time to Determine the effectiveness of the programs and activities and that calls for different tools. It could be feedback, participation rates, outcome indicators, etc. Main point is, we need to know what's good and what can be done better.

Of course all these can be instituted but more importantly is the second-prong that needs further evaluation. The second-prong requires everyone to practice Habit 7: Sharpening the Saw. Unless everyone undertake this habit and adopt it as a way of life; the programs at best will encourage individuals to take this seriously.

So, let's us start the new month with a goal to at least address one dimension a week in the PIES domain. Beginning with week-one for physical, week-two for intellectual, week-three on emotional, and week-four on social (spiritual).

*You may combine emotional (self) and social (engaged) for week-three and allowing week-four for spiritual (meaning address your purpose in life).

Your friend,
Melvyn
(Sent from my Blackberry Bold)

Need to Belong

No man is an island, and for everyone of us, the need to belong is indeed one that can be, for some, insatiable.

Today, I'll like to offer four areas for our consideration as we build teams at work, family bonds, and of course culture in an organization.

The first area is in the area growth. Since the dawn of time, man has always the need for growth. Whether conscious or otherwise, whether we do finally take action or not is another issue altogether. However, we all want to grow, to improve our well-being, and to better ourselves. Hence in any organization, unless one feels that they are growing; be it learning new skills, testing new grounds, or breaking new frontiers.

Therefore, when building our organizational culture, we must provide opportunities for growth. Besides, the intensity of our growth gets magnified through working in teams. You see, it sometimes doesn't matter what the outcomes are but more importantly its what we did together. If in doubt, just observe what people talk about what they get together for gatherings; its about re-living those experiences again.

Another critical area is that of contribution. Ever wonder why when you ask people if time nor money is an issue, what would you choose to do and their answers would almost always be about how they can help or contribute. Hence, being part of any organization, the very least is where people feel that they have or can contribute.

See it in another way, its about how people are being valued. If we value each other as individuals; then we will respect their views, recognize the differences, engage their talents in tasks. The last thing anyone needs is for you to show them their views are not needed, that the fact that they are different is not tolerated, or to have them dig a hole then fill it up.

You see, only when people feel that they are valued, the best you will get out of them is willing compliance. In other words, they will only complete the task because they are obliged to being part of the organization. Well, unless you are running a death camp, you would want your team to take initiatives, to seek creative solutions, and to go the extra mile. That way, you can not only delight the customer, you will also have a competitive edge that your competitors can't copy quickly.

Closely related to contribution; people also want to feel significant. Now, this is not just about rewards or recognition. Though they are important, these are not the sole motivational factors. You see, in one of our previous discussions, we spoke about internal and external motivation. And an added dimension of that is away-towards motivation.

In order for individuals to feel significant, the matrix of away-towards and internal-external motivation must be examined. As such, if we only have motivational factors that are skewed to one or the other, we are then able to look at first are these factors aligned to our corporate values and then re-examine how we can introduce new or refine existing factors to accentuate significance.

The last area is connection or network. You see, leveraging on the power of "network effects", the more nodes a network has, the value of the network increase exponentially. Hence, establishing a well-connected network is extremely critical. Everyone wants to be part of a network that is able to increase their worth. In other words, the above three areas are actually dependent on the last area.

Because in an organization with a well-connected network, individuals in that organization will be better able to grow, contribute, and enhance their level of significance as compared to being part of an organization that does not have such a network.

Therefore, in order for us to build an organization that people want to be part of; these four areas must be worked on. Having said that, in which order do we start off with will depends on the level of the organization and its leadership.
Your friend,
Melvyn
(Sent from my Blackberry Bold)

Engaging Relationships as the Framework for Success

Often times when we are being asked, what is our definition of success, some of us may say, degrees; wealth; achievements; properties.

Today, I'll like to share with you one of my reflections from the book "Leadership Gold" by John Maxwell.

First chapter talks about, its you're alone at the top; you're doing something wrong. It is so true. I used to think about success is about getting things done, achieving certain goals, and reaching the top.

But more and more I am beginning to believe that without engaging relationships, being at the top means nothing. At best, you've friends who only want to be with you, if you're at the top. Now, don't get me wrong, there are friends who would be with you whether you're the King of the Hill or at the bottom of the rock pile.

My point is this. If we begin to see relationship, or for that matter; engaging relationships as the framework for success, we would want to not only reach the top but also bring others along.

First, what we meant by "framework" is essentially the thinking behind it. Its what we called, the approach. In other words, it essentially governs the way we do things or the way we behave. It also establishes the boundaries of what we can do and what we will not do. In a nutshell, it is the "mind-set". With a certain mind-set, we then surface the assumptions in which we hold dear.

Hence, if engaging relationships is the mind-set that we have about success, then many things become clear. We will not choose to achieve a goal at the expense of causing strains to relationships. We will not choose to back-stab another just to get ahead. We will, however, choose to show respect and empathy towards our team-mates. We will choose people before processes. We will also choose to do things together and not to seek glory for ourselves alone.

That said, if we are going from a previous and possibly mis-aligned framework of success to one of "engaged relationships", there will be some transitions to make. And change will come with it. But to win with people, we must first make sure that we can win with ourselves. Meaning, we must convince ourselves first that "engaging relationships" is indeed the framework for success.

Your friend,
Melvyn
(Sent from my Blackberry Bold)

3Ps of Relationships

I have come to accept the purpose of my life is to work with people on how to establish engaging relationships. Today I would like to share with you about the 3Ps of relationships.

I believe that having engaging relationship with self, others in a social context, and others at work is Personal, Possible, and Profitable.

In fact, we've all heard how we sometimes say, well, if he does this, then I will do this. Or he made me do this. He made me this way or that way. Now, the fact is if we really want to have engaging relationships with others it starts with self. It is personal.

Personal, or your relationship with yourself, may seem a little odd to most people at first glance. Some may even question the need to look at self-relationship. Or others may quiz about the possibility.

Well, relationship with yourself goes beyond just knowing who you are (identity) but also what is your purpose (personal mission). I believe and firmly stand by the fact that everyone should have a personal mission statement. It talks about what your life's work is going to be. It is about discovering your purpose. If identity gives you direction, purpose gives you speed. We may see ourselves as a teacher, as a parent, as a friend; but until there is a purpose we sometimes find it had to summon enough energy to press on.

Next, it is possible to have engaging relationships. I in fact had a huge issue with trusting others. Its because of what I went through previously that left me with a bitter relationship with a friend whom I went to work for. Now I can blame him and continue not trusting others. Or I could learn from that episode and see things from a different perspectives. I chose to take on that personal aspect of forgiving myself for all that had happened. I was like, "how can you allow yourself to do that?", "oh well, I forgive you. Let's move on".

Until I was able to re-establish my relationship with self, and trust myself again I will not be able to move on to the "possible" part of relationship. Actually the possible part is simple. There are essentially 4 principles that we need to remember and practice daily. They are leverage, synergy, abundance, and empathy.

Well, I think if I were to ask you what are the essentials of an engaging relationship, you'd probably have your version too. But the thing that we are all guilty of is; "if we know what we know, why do we do what we do"?

I believe, according to the "Rings of Engagement" our behaviors are governed by our beliefs and values. So, unless we feel right or feel good about doing something, we won't do it.

True, I have my challenges. But I am committed to making improvements on a daily basis. Much like investing $1 a dollar, consistently, in good times or otherwise; and allowing the power of compounding work. I once calculated that if you'd started investing with $1,000 and if you had a vehicle that yields you 25% annually; you'd have accumulated $1 million after some 25 years. This is my belief that it is possible and also profitable. It is also aligned to my value of "learning and growth".

In fact relationships are much like investing. Unless you start investing in relationships, it will not happen overnight. Remember those get-rich-quick schemes and how people lose their money? Its probably get-rich-quick for those who promote it.

In relationships, imagine you have one that is strained. One which in Covey's terms, you had withdrawn too much from the emotional bank account. You can't suddenly turn to that someone and say, look, just this once?! Relationships must be invested, it must be nurtured, it must be cultivated.

So, my friends; go out today and start thinking of the 3Ps of relationship and see how you can make this world a better place.

Your friend,
Melvyn
(Sent from my Blackberry Bold)

Leroy Eims III

Imagination - three steps.

Step 1: ask questions like a child. Often times parents are faced with questions from their children and some of us struggle with the answers. Questions like, why is the sky blue? Or why is the celebration of the birth of Christ called Christmas? Or why can't we have pink elephants?

It may seem like silly questions, but these actually do one thing for us and that is it allows us to see things in a different light. As adults, many of us face issues in relationships because we make too many assumptions (so who says Economists are the only ones making assumptions?).

For instance when speaking to a co-worker, we may assume that if we have told them something often enough and long enough they will remember. The underlying assumption here is that repetition works. Or perhaps when we communicate the benefits of our programs to prospects, we sometimes assume that they understood the benefits or worse that they see that as benefits.

What assumptions do for us is that it simplifies things. Imagine every time you need to communicate to your staff, you have to start with the reiteration of the assumptions. This could prove cumbersome. In order not to make too many assumptions but yet not having to repeat them every time you speak actually requires a four-step process (we will discuss this another time).

Therefore to unleash our imagination, we first have to ask questions like a child.

Step 2 involves formulating plausible solutions to address the underlying issue of the question. Hence after you've asked the questions, next is to come up with a whole lot of solutions, ignoring whether they seem odd or impossible at all. This is essentially the brainstorming aspect. Here suspension of the critical thinking is important. The best way to do this with a team. Essentially gather your team and have each person writes an idea to the question on a sheet of paper.

Next, within a short-span of 2 minutes have that sheet of paper rotated to the next person. In this way, you can look at my idea and either improve on it or add a different idea altogether. And then have this process repeated as many times as possible. That way you will have a bountiful of ideas which may or may not work.

And we'll continue with Step 3 tomorrow.

Your friend,
Melvyn
(Sent from my Blackberry Bold)

Leroy Eims II

Seeing further and seeing before others do are two critical elements that a leader must possess.

Following up from our previous discussion about seeing more, to see further one needs to be able to project their end in mind and see it with their mind's eye.

The subtle difference between seeing more and seeing further is this: seeing more requires experience (either through your own or from the experiences of others), while seeing further requires imagination. The ability to imagine is far more important than just experience. While experience is good, it is not great as at best we will just be achieving what others have before.

Imagination is more important than knowledge; as Einstein puts it. It is so true! With imagination you are able to paint a picture of the desired outcome something that only you can see how far it will go.

Lack of that ability is the limitation of the McDonald's brothers. Ray Kroc had the imagination. He saw further than the brothers. Today, the McDonald's branding position is top-notch.

How to develop imagination?

I believe it can be done in three steps. But it requires regular practice just like building up muscles. You have to work out regularly to develop these muscles.

Have reached my stop. Share with you later on the three steps.

Your friend,
Melvyn
(Sent from my Blackberry Bold)

Leroy Eims

"A leader is one who sees more than others see, who sees further than others see, and who see before others do."

Of course a critical element that a leader possess is "vision". Incidentally, vision is also one of the 9 principles of engaged mastery.

Practising this principle calls for us to demonstrate our ability to see more, see further, and see before others do.

Firstly, the ability to see would mean having an end in mind and more importantly, the ability to communicate that end in mind. Even more critical is to be able to have that end in mind written down.

You see, having an end in mind or holding that picture of your vision in your mind is a start. You can see, in your mind's eye, that vision in front of you.

Next, if you have a good coach, she will be able to help you translate that visual image into words that you can describe.

After that, it is to translate that a written form. This should be succinct and concise. That would facilitate communication of that vision to your team, customers, suppliers, and partners.

However a good leader is also someone as Leroy Eims said, "see more, see further, and see before". The question, though, begs how to see more, see further, and see before.

John Maxwell suggests that the answers are found in the Law of Navigation. To see more, one will need experience. Learning from experience will enable you to see more. However that may take a lifetime and possibly one of ups and downs. Learning from the experience of others will allow you to avoid costly mistakes. Better still is to learning from those who are successful. That will not only allows you to know what works but also allows you to focus on more effectively methods.

How to do that will require us to understand the Circles of Engagement. We do not just want to focus purely on what successful people do, in other words their behaviors or the kind of actions that they take. We would also want to know their knowledge, skills, and competencies as well. Knowing that will allow us to learn the same. However, we also know that merely knowing what to do is not enough. What drives our actions depend on our beliefs and values. Which is why we need to understand their beliefs and values. Because understanding these beliefs and values will trigger the respective emotions that will lead us to take action.

We will discuss about seeing further and seeing before in our next discussion.

Your friend,
Melvyn
(Sent from my Blackberry Bold)

Are We There Yet?

Schools are often asked, when they go for external validation; "how would you know when you've arrived at your vision?"

Many Schools struggle with that and the thing is, they are not alone. How people if you asked, would be able to tell you with such clarity and details about their goals in life; or in other words, their definition of success.

The thing is, once we understand the concept of goals setting, that issue resolves itself.

Goals setting, a very fundamental aspect of our lives, is something I feel that everyone should learn. If aligned to our purpose or mission in life; then goals setting will give our lives fulfillment and balance.

The issue of how to set goals, beyond SMART, is a topic for another discussion.

One of the key aspect of allowing us to answer the question of, "are we there yet?" is this; clearly defined indicators.

Before the issue of indicators there is the clarity of "how would our vision look like when we arrive". To draw a parallel, if you are driving to the bird park; then there ought to be signs or landmarks to tell you that you have arrived. It could be a sign that says "Bird Park" or it could be the "Congo Burgers" store in front that let's you know, yes we have arrived.

Hence, unless we are able to describe in detailed how our vision will look like, it would be a case of, I think we have arrived. Its like if you were tracking in Mandai jungle and on the map the spot marked "X" indicates your destination point; unless you are able tell by comparing the spot with the actual surroundings, you really do not know!

Therefore, the first thing you must do to answer the question is to have lots of conversations with staff to determine what it looks like to have achieved our vision.

To your success!

Your friend,
Melvyn
(Sent from my Blackberry Bold)

Do it with all your heart?

Servants do every task with equal dedication. Whatever they do, servants "do it with all their heart" (Colossians 3:23 NIV)

I was reading the daily devotion from Pastor Rick Warren and felt compelled to share this. I know some of you have differing opinions about this. Having said that the message can be seen outside of the context of religion too.

Its basically speaking about how whatever we do, we do it with all our heart, doing it passionately; as the Zen masters would say, "mindful".

Essentially when we have a "mind like water" and focus on the very task we are doing, doing it with absolute focus; that's when we are able to give our best.

Some practical steps I can share.

First, when engaged in any task, give it your fullest attention. The most important thing to do at any moment is that very thing you are doing right now. For instance when reading this if your mind is on the to-do list you've got to complete, then go do that instead. Its like the air traffic controller metaphor of landing one plane at a time. (Reference: Covey's 4 Disciplines of Execution)

How can one be in such a state, as NLP would called it, is simply this. Align it to your beliefs, values, and identity. If you believed that whatever you are doing add value to your life or that of others; then you'd do it with all your heart. Once you have that aligned, it will be in sync with your values, such as adding value to others. And with that it would allow you to live according to the identity that embodied those values and beliefs.

In addition, once you began to do it consistently, others will come to recognise it, appreciate it, and acknowledge it. Then it will further reinforce what you had believed in the first instance hence making you do it more, do it better, and do it effortlessly.

It will become a virteous cycle, my friend.

Your friend,
Melvyn Tan
(Sent from my Blackberry Bold)