Good afternoon all,

When was the last time you took a really good look at yourself? When was the last time you asked yourself what value do I add to what I do? Am I the best that I can be? Am I the person who people look up to or do they avoid me like the plague?

You may be asking why should you ask these questions of yourself and what is the purpose? Well, my point is that I do not believe many of us receive feedback on a regular basis from our colleagues, peers and managers. Feedback that would allow us to grow and become excellent at what we do and who we are when we interact with people. I believe in the continual growth and without feedback and self-reflection growth is stunted.

Many people believe that they are the "dogs bollocks", and English expression exemplifying brilliance at whatever the subject matter at hand. This type of egotistical thinking can and does lead to lethargy, arrogance and the ultimately failure. Many people are scared to provide feedback even in a constructive way for fear of seen to be critical and hurting someone's feelings. Most of us do not even ask for feedback and in the event that we do get it we become defensive and start arguing with the person providing the feedback. What this does is that the provider of feedback will not be so willing to do so in the future.

Self reflection is another methodology that can be utilized to see where were are compared to where we think we are. To continually grow we must change and to change we must step out of the excessively used cliche of a box and look from without to what is happening within. So when we stand there looking within it may be also beneficial to ask a trusted colleague to look in with you and give you some critical feedback. Questions like, what could I have done differently? What could I have done better? Did I get the result I wanted? If not what could I do differently next time?

Whilst you ask these questions your companion could also interject with thoughts of their own that could add a different perspective. It takes a very big person to be able to do this on a continuous basis, and the bigger a person becomes the more self reflection they need to step up to the next level. Don't get me wrong most people are not up for this challenge, even though they lack no resources to become the best at what they do.

In my opinion everyone has the capacity to draw from within strength, resources, creativity to excel at their vocation and become a true leader, but many fail to do so, and most of them fail because they do not recognize where they go wrong and take corrective action. Corrective action usually comes to late in the form of getting fired or not being hired, losing friends, colleagues and supporters in the process.

Shah Alam

Hey Readers,

What makes you see red? What are the things that really get up your nose and make you lose control? Well I had one of my 'red' moments over the weekend. I had been away for two weeks and I had left my car parked in my private parking space. Let me emphasise 'private', the parking spot is part of the land belonging to my property.

On Friday night I get a taxi in from London City Airport and when I get home I find a car blocking access onto the street for my car. I decide I will stay calm and hopefully the car will be moved. Following morning the car is still there, so I stick a notice on the offenders car windscreen stating "move the car or it will be towed". By 12 noon the car was still there and I really needed to get out and run some errands. I called my brother to see if I could move my car out through a gap between the offending car and another parked car. As my brother arrived in his car I walked over to my parked car and the offending vehicle owner was there. The first thing he said to me was "Did you put this note on my car?" I said yes and explained to him why. He retorted that I should be nice when I speak to him.

I immediately saw red. Firstly, this guy had blocked my parking space on several occassions before and plus he was committing the violation yet asks me to be nice. I continued to explain to him that my space was my property and that the space was marked in white lettering as 'PRIVATE'.

Eventually he moved his car and I drove off.

Upon reflection when I calmed down I realised that I should have stayed calm and made my point more objectively. Even though my incident did not become ugly, how often does it become so?

I then thought how often do we 'lose our rag' in business and professional circumstances where it costs money, hurts people and does long term damage. Upon further reflection I realised that I should be more of a 'peacemaker' and a 'builder of bridges' and relationships. Success comes from who you know, because potentially you can be providing a service or a product to anyone and everyone.

People can open doors or slam them shut, people can make or break your product, people can talk ill of you or praise you.

So when you see red next, what are you going to do? I know what I am going to try and do.

Shah Alam

Hi Readers,

There I was on a weekend trip to the island of Mallorca in the Mediterranean. I was super prepared travelling with a carry-on that contained my sandals, shorts, jeans, fresh underwear and toiletries all adhering to current global airport security requirements.

I checked in online to save the hassle of doing so at the airport, which in this case was Munich, Germany. My flight was via Barcelona, Spain with a two hour layover and then onto Palma De Mallorca.

At Munich the security was as expected, with belt off, watch off, jacket off, laptop out and walk through the scanner. No beeping so all clear and my possessions were kosher too.

However, I was only asked to show my boarding pass to the attendant at the x-ray machine but no passport. I boarded the plane with only the boarding card being scanned with no requirement for the passport.

At Barcelona airport I wandered around the retail malls of the airport and took some refreshments before boarding the flight to my final destination. Again no passport or ID card required only my boarding card. Having only carry-on luggage I walked straight out of the airport in Palma again without any border control.

Having had a wonderful, albeit short weekend on this sunny isle I departed back for Munich. At Palma the only person who looked at my passport was the check-in attendant. At the security checkpoint only my boarding card was requested but my 100ml liquids bag was not checked or required to be out of my carry-on bag. I boarded the plane with only my boarding card being requested.

My return journey was via Madrid Barajas which in my view is a horrible airport for a capital city. The flight from Palma was delayed and thus I had less than an hour to get to my Munich flight. However, in Palma they could not give me a boarding card for the Munich leg.

At Barajas I run to my gate for Munich but the flight is delayed arriving due to Spanish air traffic controllers strike - again. I am told by an attendant that I need to go out and check in to get my boarding card.

I walk out of the departure gates to check-in and get my boarding card (passport shown) and walk right through security without any further need for my passport. The next time I show my passport is at the car rental company in Munich airport.

My story just shows the total lack of security consciousness at European airports, especially when both Germany and Spain have experienced terrorist acts in the past. I could have been anyone and my 100ml liquid containers could have been used improperly.

So my question is, how secure are your business premises, property and people? At the end of the day airports and airlines are businesses. Currently, I believe the security approach at airports is topsy-turvy and a major re-think needs to be executed to offer safe, speedy and comfortable transition for passengers.

I believe security consulting will be a major area where expertise will be required and growth in the future. This is itself will create jobs and opportunities making airports and airlines even bigger employers around the world.

Shah

You know how the saying goes 'out with the old and in with the new'. Well it is a dilemma that is being faced by many organizations as the Baby Boomer generation ages and the Gen X and Gen Y'ers and the Facebook generation enter the workforce. Many a Baby Boomer is uncomfortable with the fast paced, technology driven younger generation snapping at their heels. I see many a clash where the old are being usurped and surpassed by the younger contemporaries.

Should the elders move aside and make way for the energized yeunglings? Well it is and always be a case of debate. Over the last few years I have come across clients whose common phrase has been speed. Speed with quality in all they do and deliver. With instanteous market news and exposure speed is something sought by consumer and supplier alike.

Recently I came across an article where a typical Middle Eastern consulting client wants a project to be delivered in half the usual time taken. I hear constantly here about speed of implementation and integration.

This is an area where there are major clashes between the generations. The wisdom of age and having been through it is denounced in favor of rapid change. The older generation feel that the new generation can do nothing but make mistakes, lose time and re-invent the wheel.

There is great value to be had from people with experience and years under their belt, as mentors, coaches and knowledge bases. yet we must not deny the energy and drive coming from the young stars fo tomorrow.

Shah Alam

Hello Readers,

Do you know when it is time to hang up your hat? Does anyone know when they should walk away and look at a new purpose in life?

I am seeing more and more that the answer is a resounding "no". Over the last few years I have come across numerous individuals both within teams that I have partaken in and client people who just don't know when to quit.

These individuals believe that they still know what they are talking about and have a dogged tenacity in their abilities to deliver. Yet, in reality they fail to give any value either in quality or quantity.

I believe it comes down to the fact that people do not have other interests or are so narrowly focussed that they do not see in what other way they can serve humanity. That service of humanity could be anything, anything that makes use of one's unique talents, skills and passions.

Take Michael Schumacher returning to F1, in my opinion "big mistake". Now he is critisized as a former champ who keeps crashing into other racers trying to jeopardize their efforts. So when he does eventually stop, that is what he will be known for rather than his previous championship status.

My message is evaluate yourself regularly as you reach the top of your game and if it is time to go, do it gracefully and find another purpose.

That's all for today

Shah Alam

Good Morning from my desk in London.

It's a glorious summers day and the ash clouds have abated for some weeks now and flights are resuming normality over the UK, apart from the disruption BA is suffering at the hands of the unions.

My thought for the day is about management inaction and why some companies put people in power who are unable to take the necessary steps to make change happen.

There are some managers who head up organizations but lack any form of leadership. They see the issues in front of their eyes and yet they prevaricate about what the consequences of those isses. When they communicate to their teams they beat their chest and talk tough and demand tough action. Yet, they do this and say it often that people become numb to their chest thumping. The usual comments are "Ah! he's like a dog without a bark".

The only way to overcome this when performance is lacking or actions not taken is to make an example of an individual or two. A leader can only coach, guide and mentor so much. There has to come a time when a clear message has to be communicated that if an individual does not perform then they will be fired, demoted or moved sideways.

In today's tough economic climate such decisions should not be stretched out over a long period of time but a common three strike rule could be used. If no action is taken when performance is below par then the leader will be seen to be weak and over will lose liking and respect.

Senior managers have no time to be caught like "deer in the headlights", they have to be seen to be decisive and action oriented. People look for strong leaders who have the vision, the focus and drive to take them to the next level of corporate success.

Shah Alam

Good afternoon everyone, today I want to talk a bit about change and what it entails.

The implementation of any change program within a business is a serious matter. Many experts will spout soundbites to impress their audiences with "change or you will go the way of the dinosaurs" or "change is the only constant" amongst others, without clarifying what they mean.

One of the aspects of change many do not realize is that it is difficult in the best of circumstances let alone when the parties concerned are happy and willing. The level of difficulty increases exponentially when people are involved and where people have been in the same situation doing the same thing for decades.

Change and the following improvement do not come easy. The basic premise of change is that to improve, we must continuously change.

In physics however, for every action (change) there is an equal and opposite reaction. People by nature resist change, i.e. they will look for excuses, wait and see etc. The reason they do this is that change takes them out of their comfort zones.

Therefore, the more change there is the greater the resistance, the greater the resistance the more difficult it is to improve (change).

This is a vicious circle and can have serious consequences for any business or individual or even a country.

People tend to hide behind excuses such as past practices, politics, procedures etc. rather than change. Within any organization there are also a host of barriers that prevent improvement, such as inconsistent direction, poor management, skepticism, lack of trust and not invented here excuse.

I am going to do my own spouting now;

"there is nothing permanent except change and if you do what you always did, you will get what you always got"

So what can make people change?

• Pain - emotional, financial, tragedy
• Despair - over a long period of time
• Discovery - constructive change is possible

Breakthrough comes when theories, concepts and philosophies are passed on as knowledge, then understanding and finally skills lead to breaking down of barriers.

Paradigms are "rules" we apply to certain situations to let us predict how things will be, that is rules of success. The key message is don't let YOUR paradigm become THE paradigm, because paradigms can CHANGE.

When a paradigm changes everyone goes back to zero. Past success is no guarantee. What is impossible today may be the norm tomorrow.

Change must be driven throughout the whole organization, that is: people, process, product

Managing complex change requires

Vision > Skills > Incentives > Resources > Action Plan > Change

However, many corporate leaders today want change to have happened yesterday. Well, it's a little bit late but not too late. I like the story of the ant and grasshopper, the grasshopper fiddled away the summer months and when winter came starved. Whereas the industrious ant worked throughout the summer and was able to store enough supplies to survive the winter.

We are still in a global recession and many more companies will continue to fall by the wayside, and those that are surviving are implementing cost cutting initiatives, change programs, six sigma etc to counter the effects of the recession. However, just like the grasshopper when good times were had they did nothing to prepare or protect themselves when the economy were to head south.

Now that companies are taking the lead to make a change, they want it to take effect instantaneously. Well, effective long-term sustainable change does not happen overnight. It requires thought, it requires planning, it requires expertise, it requires the inclusion of all within the company and last of all it takes time. Most large scale financial benefits of any improvement may not be realized for six to nine months after the action has been taken.

So my question to businesses is, do you have the patient to ensure long term successful change to take place within you organizations?

A Band-Aid ain't gonna work in todays business environment

Till the next time, I say adieu.

Shah Alam