Tuesday, January 17, 2012

Managing a HOT head

Managing an anger person-


It's never fun to deal with an angry person, whether we're talking about a hothead who's quick to anger or a chronically angry grouse. It particularly difficult to act without an emotion, when you are handling a foolish Head.



On top of that unfortunately, none of the natural reactions that an angry person inspires -- defensiveness, fear, or getting mad yourself -- tend to be productive



I faced hard times in managing the angry person, but my experience thought me few interesting facts which I collected over the time from management books and websites from MSN, Google etc. They made me better equipped and helped me in various situations. I am sharing for benefit of all and these following tips can help you.



1. Let the angry person know you understand that he's upset.

What this sounds like: "I understand that you're really angry right now that I missed our appointment." "Oh, wow, you seem really mad that the doctor's office never called back." "You're mad that I ate that last brownie -- is that it?"

It's important to be specific, to hit home the message to the other person that he or she is truly understood. Don't just say, "I understand what you're saying."

Keep the focus on the other person's emotions. Don't say, "I understand because I've been there, too." The upset person doesn't care; in the heat of the moment, he feels like his experience is unique.

Why it helps: The tactic known as "reflective listening" or "active listening" is a basic building block to all kinds of effective communication, says psychologist Steve Sultanoff, an adjunct professor at Pepperdine University. Especially with someone who's seething with anger, it's not enough for you to realize that he or she is upset (which tends to be pretty obvious). You need to demonstrate that realization to the upset person by saying so.

The effect of simply stating what's behind the anger is like pouring cool water on a fire. "As humans, we have a tendency to feel connected when another person gets us," Sultanoff says. "Repeating back what you're hearing the angry person say is both connecting and calming."

2. Solicit what the angry person wants from you.



What this sounds like: "What is it you want or need right now?" "How can I help you?" "How do you envision the outcome of this in terms of what I could do?"

Why it helps: Most anger develops when the person perceives the world (or situation) as unfair, according to Sultanoff. "Anger is generating energy to get the unfair thing fixed," he says. Sometimes the anger stems from a perceived wrong: You or someone else did (or is perceived as having done) something upsetting -- forgot a birthday, broke a prized possession. Sometimes, though, the anger stems from a bigger sense of being wronged -- the person lost a job, his or her partner left, or he or she has a tough medical diagnosis, for example.

But nobody wants to listen to endless ranting. So cut to the chase by moving the conversation (even if it's mostly one-sided barking, so far) to a more proactive realm. Basically you're saying, in a nice way, "So what do you want me to do about it?"

3. Offer what help you can -- or say clearly what you can't do.




What this sounds like: This can take several forms. You may be able to fill the desire: "Let me see if I can call the doctor for you and find out what the delay is." You may hear that an apology is desired, if you accept some fault for the situation: "I'm sorry, I didn't realize the snack I ate was something you were saving for yourself. Please accept my apology -- I'll buy you a replacement."

Or you may decide that it's not within your power to help. If so, express that clearly: "I wish I could stay longer today to help, but I can't." Or, "I know you're mad about being fired and want your old job back, but I can't do anything about that. It is what it is."

Sometimes it's within your power to help, but you choose not to -- that's setting a boundary, and it's perfectly OK. Express it as a "can't" rather than a "don't want to": "I'm sorry, I wish I could help you with that, but I can't today."

Why it helps: You want to keep moving the situation along in a productive way. After the person expresses what he or she wants, decide what, if anything, you're able do, and say so.

Tuesday, January 10, 2012

Very interesting new testing tool from HP


Indeed a very exciting Hp tool, for all my folks in software testing. I see that ALM 11.0 together with QTP, other integration's  is going to storm the development world.

I see great potential for ALM 11.0 along with Agile accelerator and its ability to integrate Project Management and Multi platform distributed developments teams to very very effectively plan, manage, trace and deliver future applications.


Monday, January 9, 2012

Dealing With Localization- Localization- project development, localization testing


While organizations started localizing for multiple countries, it had led to emergence of accepting and handling the applications in  multiple language dimensions. In this write up, I am presenting some steps which worked well in  mutli country project I managed, I hope it will equip you to  perform to handle localisations effectively.

Target Locales
First and foremost understand the target locales, countries your customer/ business is targeting. It may not be a bad idea to find out the extensibility of the product to other countries that your business may want to take it in near future. So even the future locales are considered and handled during current validations.

Special Handling
Identify the areas that need special attention. Review the glossary to be localised. **Remember that RTL and countries and LTR countries will need a separate and full-fledged handling independent of each other.

Resourcing
Identify the resources and SME’s who can help and provide you the inputs. Document the time and telephone numbers, when they can be contacted. Take a Secondary owner for each and every stake.

Avoid Pitfalls
Identify and create a Check list of all items that needs localization based on the need before for an example, a Image makes no difference between countries but a currency sign will. SO make a list of countries that need to be accounted and list of countries that do not need attention. Cross check your check list with business owners and country manager, SME’s for each locale separately.

Heuristic Data
Apply heuristic data on the check list to arrive at realistic estimates for development and validations.

Reverse integrate
Try to get as much data as possible . With potential failure in mind, chalk out all possible areas of failure and mitigate the risks

Plan
With a Well-defined check list and come out with detailed project plan. Review your plan with various stake holders from each locale and publish your plan .
Create a detailed  validation plan and risk mitigation plan. Involve stake holders and make newer team members as responsible for limited locale.

Execution
Automate as much as possible for different locale. Automation helps you to control the wastage and helps in accelerated lifecycle.

Localization will expand more as businesses are expanding foot hold to other countries gear up will and customise your check list. I hope the points I mentioned here will be handy for your localization assignments. Good luck

Friday, January 6, 2012

How to describe yourself to a Client


There you are dressed your best and being interviewed for new assignment of your dreams and the dreaded question gets asked, "Describe yourself for me." This question is almost always asked and almost always answered with a resounding uuuuuh… Knowing how to describe yourself in an interview can mean the difference of landing your new assignment or going back to the want ads.

It helps if you come to grips with the fact that this question will be asked and you prepare for it ahead of time, but be careful that you don’t some off sounding like you memorized a script the night before. When getting ready to describe yourself in an interview you should consider the following:
  • Don’t tell them what they already know: Don’t start out with your name and age, they have that on the application and repeating it sort of makes you sound silly. Instead of saying where you went to school –also on the application- tell the interviewer what you got out of your schooling or who influenced you along the way. Get into any activities or hobbies you have that may not be listed on the application. This is your time to let the interviewer know everything about you that is not on the application already.

  • Give your strengths AND your weaknesses: First off all when giving your strengths, never come off too cocky. Be proud, but be careful not to toot your own horn too loudly as this can be a major turn-off to the interviewer. Besides giving what your strengths are, also mention your weaknesses, but do it in a way that makes you look good. ‘I have no patience for those that do not want to go the extra mile to help a co-worker,’ or ‘A big fault of mine is that I tend to pay too much attention to detail when it may not be needed.’ Statements such as those show the interviewer that you don’t think you are perfect, but that your faults are good ones to have.

  • Try to relate how your strengths and accomplishment can bring value to the new assignment or clients business.

  • Be honest: This is most important of all. If you are not being honest many prospective employers can see right through your bologna and besides, you are who you are. If the job isn’t meant to be, then that is life. Never pretend to be somebody you are not.

  • Speak clearly and don’t stammer: This goes back to the whole practice thing. If you are constantly stammering or saying ‘uh’ then you give off the impression that you are searching for words to say. This gives a bad vibe off because if you don’t know who you are, then who really does?

  • Show your conviction.

While there are no magic words to speak that will guarantee you a new assignment, you should be prepared to adequately describe yourself at an interview. Again, you know the question is coming, so you may as well prepare for it. 


Wednesday, January 4, 2012

Tips to make your networks WORK.


Now a day’s most successful businesses are driven through networks. In this blog, I am trying to list out some tips to ensure that you can improve your networks.

Please note that it’s not the number of people in Facebook, Twitter, Yahoo Im, linkedin etc who it really matter, but the quality of network you maintain that really matters.


When a Top executive switches, the very intangible benefit he carries is his network and ability to influence the future businesses. The more networked an organization is, the more successful, powerful, influential it will be. There are millions of people who believe in networking as one of the best ways to improve their businesses. 


To be a successful networker you have to make people show interest in your companionship. Remember - if you want to be interesting, be interested.


1. Attitude :

The first and foremost important factor to decide your success in networking is your attitude. If you are out there for networking to just collect some bunch of cards and thinking it will be a mere waste of time and something you are particularly dreading, you soon will get frustrated about it. Get encouraged with a fact that 75% of US property companies businesses from 2008 to 2010 came from networking activity alone.
Love people. Love to be in a crowd. Love to make more friends. Love to have win-win relationships.


2. First Impression is undoubtedly the Best Impression :

Dress appropriately. If your profession does not require a professional business suite, then smart casual is fine. Dress according to the situation. You may want to dress according to the majority target networking people. Don't be too enthusiastic while wishing and giving a hand shake. A hand shake can tell you what kind of feelings you carry. Have a pleasant smile while wishing and more importantly wish with heart not with mouth.



3. Research :

Research shows your seriousness. Do a little research about the event, the place and more important the profile of the people who will be at the event. Look for synergies with your business. This helps you in not meeting every person and wasting your time and effort. You can smartly network with only the people who can be helpful for you.

If you are not sure of the event or the people who will attend it, you can always ask the person who invited you for the event or the event coordinators.

4. Ask Open Ended Questions :

You have to ask open ended questions most of the times. This gives you more specific answers and hence solves the purpose of networking more. It also creates a better impression about you. To ask more appropriate open ended questions, you have to do research about that particular industry or company or their products/services.


5. Talk Less, Convey More :

Give a clear message. Do not give prolonged explanations in the first meeting itself. Long conversations can make them bore, short and clear talks can create enthusiasm. The goal is to make the other person remember you as person with knowledge, not of words.


6. Be Ready with Elevator Speech :

Elevator Speech is something you have to convey entire message in less than a minute (with in time to reach 6 floors in an elevator). Be prepared. This can really make a great impression if you can clearly tell about your business or company or products/services within a minute.Again, you should not look like hurried or tensed. Practice the elevator speech in front of mirror till you feel comfortable.



To summon up I have seen the following  qualities of Successful networking people.



1. Attitude (Self Belief & Passion towards growth, creating Win-Win )

2. Creating & Maintaining Relationships

3. Ability reach out & touch any one

4. Ability to ask proper questions

5. Ability to give and be responsible. 


Monday, January 2, 2012

When you have to say NO to your Boss…..Tips



As we grow in IT , we develop our own individuality and thinking, there will be instances to debate your point with peers and Boss. Saying no to your Boss is quite tricky, our colleagues might have advised against it countless times, every bone in our body might say that you shouldn’t do it and you might try to avoid it with utter sincerity but at some point during your office life, circumstances are such that saying No to your boss becomes absolutely unavoidable.

You might have the most rational explanations for turning down instructions from your boss but unless you put forth your denial in a proper way, it is highly unlikely that you can wriggle out this situation without harming your reputation.
Better take you case and put your point for debate, than denying the instructions later stage denting your repute.

Use the following tips to ensure your rational logic doesn’t make a serious dent in your reputation with the boss:

Present yourself like a Victim! getting most effected
Try to look slightly helpless when putting across your reason or excuse for turning down the boss’s instructions. For these few moments, shed the confidence in your strut. Don’t carry yourself into the boss’ cabin with the usual air of confidence that you exude at work. This is one of the rare situations in a workplace when looking vulnerable is more likely to help. If you can act a bit, it would be of great help. Try to look a bit dejected, as if this moment is a burden on your soul and is weighing you mdown. Try to exude the helplessness associated with a victim. Looking victimized means that any excuse/reason you will put across will seem more convincing.

Choose your moment
Bosses are like any other person at work, i.e. they are likely to have bad days where anything that seems to challenge their authority or sensibilities can lead to an outburst. Thus, be guarded in picking the day and the moment when you confront your boss.
Try not to interfere between meetings or when the boss is busy on the phone or some other work. Try to gauge the boss’ mood. Search for a moment when the boss looks a bit relaxed and doesn’t exude that typical killer looks that he/she is known to carry.
It is better to choose a time which assures that the boss isn't stressed or apprehensive. This includes the period just after a tea break or after a celebration in the office.

Drown your Defiance
You can be extremely polite and respectful even when saying No to somebody and this is particularly applicable when communicating with the boss. Ensure that your choice of words doesn’t border upon starting an argument. It shouldn’t seem like you are defying the boss’ authority.
The aim should be to emerge from this situation with your dignity and reputation intact. So, don’t engage the boss in an argument. Don’t try to present so many reasons that the boss’ decision-making ability is challenged. Stress your reason for saying No in a clear voice not with emotional tone . You can be a bit assertive too but ensure that you choose a low-pitch tone that doesn’t engage any kind of confrontation.

Use your appearance to win sympathy with the Boss
If you have the liberty of planning the moment when you are going to refuse your boss, ensure that you wear dull, sober-colored clothes. It is better to be devoid any party-like accessories that otherwise seem to get you lots of compliments at work. In fact, a one or two-day stubble, is ideal to be worn for this situation, so plan accordingly.

Being prepared can save you the Day
Talk to yourself before your approach the boss. Make yourself understand that this could have implications like the boss getting angered and grilling you or it could be surprisingly, trouble-free. This will help you to cope with the situation in case the boss unleashes a verbal assault on you. Be on your safe zone, Being prepared ensures that such offensiveness will not challenge your tolerance and you won’t lose your anger.

Sunday, January 1, 2012

Negotiating at work: Tips

Like any other skill, negotiation requires learning and practice. The better prepared you are with factual data before heading into a negotiation, the more effective you will be.



In an office, as in a war, negotiation is won much before the first battle is ever fought. But unlike in a war, successful negotiation has both parties walking away as winners. What is negotiation at work? It's the skill of reaching an agreement, be it with the boss and colleagues in office, or clients and vendors outside the organisation. In the first part of this sub-series on negotiation, we deal with the latter.

Like any other skill, negotiation requires learning and practice. The key issues often boil down to reaching an agreement that is mutually beneficial and seeking a working relationship that permits the benefits to flow. The following diagram gives 5 Qtrs of negotiation areas.




This process can be made profitable and enjoyable for all concerned if some basic steps are followed. The first step is the same as for any other process-preparation. The better prepared you are with factual data before heading into a negotiation, the more effective you will be.

Thereafter, the most important requirement is to honestly, logically and accurately identify the real needs and goals. Though the most obviously stated need is money, it can be a proxy for other physical or more refined needs (shelter, reputation, self-esteem). In the case of a vendor/client, people are often simply seeking understanding and attention rather than money.

Once you prioritise the needs of both parties, you can plan towards a mutually advantageous solution, wherein you can give away low-ranked needs in return for high-priority ones. Also, identify the stakeholders whose interests or needs are affected by the outcome of the agreement or negotiation. If you can -list out multiple stakeholders and their various interests, you are probably analysing well. Use the matching needs to come up with multiple solutions that may work.

Carry your analysis into the communication with the negotiating party. The communication process is the second critical step in arriving at an agreement. It is important to realise that the words used, emotions, as well as the non-verbal attitude, will have an impact on people, and, hence, on the outcome. Listen with an open mind, focus on receiving and communicating with maximum clarity, and maintain sufficient emotional distance in order to be successful. Simultaneously, you can continue to receive factual data, with both parties  following the give-and-take principle, and building trust gradually. It is important to have persistence and respect for the other person in order to be successful.

Finally, remember that you should care for the outcome, but not too much. You can negotiate well only if you have the ability to walk away from an unfavorable agreement. To build this strength, create a credible alternative to failure. So, a successful salesperson, for instance, can negotiate the best deals on his products if he has a potential back-up customer. You should also factor in the fallback options for the other side. If you do this, it will be clear that the final agreement will necessarily fall between the back-up options of the parties concerned. However, do not exercise your option to walk away; make your final offer and let the other person go first-if need be.

While negotiating with a client/vendor, enter the discussion with a win-win mindset. Understand that both the parties need to walk away with gains. So, if you are looking for a higher price, perhaps your client wants the peace of mind that comes with an extended warranty. If you think of it as a win-lose deal, you stand to lose both the deal and the working relationship. Irrespective of the outcome, do not take words, requests or denials personally.

A lost deal does not mean that you have failed. It simply implies that at that moment, the client could not afford to accept your offer. Do, however, take time to help the client understand what he stands to gain from your offer. Listen carefully to make sure you understand what he really wants.

Also remember never to lose your cool or emotions. Your friends may accept you as you are, but your clients could run scared. Try and be the first to make an offer. It will help anchor the client to your view and the final agreement is more likely to end closer to your proposal. Do not compromise on your ethical standards. Most clients/vendors would be happy to work where they perceive the other person to be fair. While the client has the right to ask and know before paying, both parties are entitled to take time to think through their reactions.

At the end of the day, every interaction with a client/vendor teaches us something new that adds to our negotiation experience. It is a skill that takes years to master. Know that negotiation with clients is often focused on money. Add to it the amorphous nature of relationships and negotiations can become very complex.


Reproduced from  www.businesstoday.in