From the Editor's desk… - The Sanmar Group

Volume No. 10 September - October 2019 Issue No. 5

From the Editor’s desk…Dear colleagues,

This issue of Scribbles is dedicated to Performance Management. For the first time we are carrying answers to questions posed to heads of businesses on different aspects of our Performance Management process. Don’t miss reading them, as there are many pointers on how to be successful and have you featured as an award winner in the coming years.

We have pictures of all Awards functions organised for recognising people whose performance Exceeded Expectations in the financial year 2018–19. Congratulations to all and may there be more people on this list in the coming years.

Recognition and feedback are not one time activities in a year. These are tools meant to be used continuously, in order to be effective.Recognition need not always end-up in receiving awards/ certificates. There are other effective recognition tools too. Starting with, a ‘pat on the back’ for a good job done – is instant recognition. Instant/ Timely recognition is very powerful and many of us, in my opinion, fail to use it. Don’t know if it is a cultural issue!

Some ‘quick’ and ‘simple’ ideas for recognition… Use sticky notes (Post It) to say thanks

Give an ‘appreciation certificate’

Send a note about the member to others in the team

Greet the member by name every morning reinforcing the message, ‘I am glad you are here’.

Ask him/her to be a mentor to a new hire.

Announce achievements during meetings

When we gave away ‘Good Job’ and ‘Well Done’ cards to participants in the ‘Ethically Ours’ sessions, the joy on the face was reflective of what that gesture (though small) meant.

In the branches and some plants of Chemicals there are periodic recognitions and I hear this has made a difference. Hope to see other locations follow suit.

Some tips for making recognition effective: Let us make it specific – what is particularly good about what the person has done.

Talk about it – take the opportunity to tell the person what he/ she did was good.

Never ‘sting in the tail’ – that is, ruin the recognition by saying, ‘Well done, but…..’

Make it public – let it known to other members in our team/ organisation.

Pass praise on – when someone else recognises a member in our team, let them know.

Let us never miss an opportunity to say a word of congratulations upon our team member’s achievement. After all, as the 19th century American Philosopher William James (called Father of American Psychology) puts it,

“The deepest principle of human nature is the craving to be appreciated”.

Good luck and best wishes.

�

1.Your thoughts onhow the PerformanceManagement Systemsupportstheachievementofyourbusinessgoals.

The business goals arecascaded down theorganisation as theKey Result Areas bothfor individuals as wellas teams. When eachindividual and/or teamachieves their objectivethere is a very goodchancethatthebusinessgoalswouldbeachieved.Aperiodicreviewofhowwearedoingagainstourgoalsalsohelpstocoursecorrectandthisperiodicreview is achievedthrough our quarterlyplanningprocess.

�.WhyisperformanceagainstKRAsand their quantifiable results thekeycriteria for ratings? Whyareeffortsnotgettingrecognition?

Being able to quantify ourobjectives eliminates anysubjectivityduringourassessmentofhowwehaveperformedagainstourgoals.Thisdoesnotmeanthatefforts are not recognised. Thereareinstanceswherethegoalisnotachievedinspiteofputtinginthebest efforts and this is certainlyacknowledged.

B Visweswaran Sanmar Engineering

Technologies Ltd

If the weekly/ monthly/ quarterly reviews are done right there is a very good chance of the

teams and individuals achieving their goals.

3.In your business if you were tolook at those whose performanceexceeded expectations, are thereanycommonfactorsthatemerge?

• Clarity in terms of the goals,means to achieve the goal andthemeasure.

• Workswellwithothers.

• Seek out the information

required in order to achieve

theirgoaliftheyarestuck.

4.Youradvicetothosewhoaspireto

receive an ‘exceeded expectations’

rating.

• Understandtheobjective,means

toachieveandthemeasure.

• Periodically do an honest self-

assessment.

5.Whatisyourexpectationfroma

manager/leaderinfacilitatingthe

team’s performance, particularly

with respect to feedback and

coaching?

The manager must also be very

clear about the goals and the

means toachieve them.Hemust

provide the environment and

tools for the team to perform.

In Sanmar Engineering, if the

weekly/ monthly/ quarterly

reviews are done right there is a

verygoodchanceoftheteamsand

individualsachievingtheirgoals.

6.Your suggestions to further

improve the performance culture

ofyourorganisation.

Amoreuserfriendlytooltomanage

an individual’s performance,

highlighttrainingneedsandtrack

theprogressionoftheindividual.

Business Heads on Performance Management

3Guess Who?! Clue No. 1: This famous personality was born in Hyderabad.

1. Your thoughts onhow the PerformanceManagement Systemsupportstheachievementofyourbusinessgoals.

TheKRAsforthevariousfunctionsanddepartmentsevolve from the broadbusiness goals for theyear.Oncethesegoalsaredetermined, then for thedifferent departments,performance targets aredeterminedwhichwill,ifmet,resultinthebusinesstargets being achieved.From these first-leveltargets are derived thetrickle-down KRAs.Thus, the usefulnessof the PerformanceManagement Systemdepends entirely on howwelltheKRAsreflectthebroad business goals fortheyear.


This is a perennial question thatarises.Thereasonwhyquantifiableachievements take precedenceover best efforts is that it is theformerthatresultsinthebusinessachieving its stated goals for theyear. Efforts, however sinceretheymaybe,have to achieve theRamkumar Shankar

Chemplast Sanmar Ltd and

Chemplast Cuddalore

Vinyls Ltd

desiredresult.Withoutthat,thereis no value to the organisationbecauseoftheefforts.Havingsaidthat, sincere efforts do not alsogo unnoticed - our performancemanagement system also has theprovision to recognise qualitativefactors and it is here that effortscanandwillberecognised.


Exceptionalperformersalwaysgobeyond what is required - theytake initiative, they distinguishthemselves from the others bydoing that little bit more thanwhat their stated KRAs are.Theexceptional performers do notallowthemselvestobeconstrainedby expectations - they reachfurther. They are the few whounderstandtheirroleinthelargercontext of organisational needs,andactaccordingly.

4. Your advice to thosewhoaspire toreceive an ‘exceeded expectations’rating.

LookbeyondyourKRAs.Maketheattempt to understand the largerorganisational goals for the year-donotbefetteredbywhatyourjobdescriptionis.Gobeyondandtakeinitiative. Achieve your KRAs butdo that little bit extra which addsadditionalvaluetothecompany.

5. What is your expectation from amanager/ leader in facilitating theteam’sperformance,particularlywithrespecttofeedbackandcoaching?

A manager should see oneself as aleader. Be task oriented, but moreimportantly, be people oriented.Enable, empower and encourage- excellence will follow.The leadershould also be able to guide theteamintherightdirection-forthat,the leader should have adequateknowledge of the job. Feedbackis important - both positiveand negative. Feedback is oftenmisconstruedasbeingonlynegative- not at all. It is important to alsocommunicatetotheteammemberswhattheyaredoingrightandwell.

6. Yoursuggestionstofurtherimprovethe performance culture of yourorganisation.

TheKRAsneedtodovetailintothebusiness goals for the year - thereshould also be buy-in. Thus, thisshould be a participative processbetween the manager and thereportee. At the same time, thereshouldbeanenablingenvironmentwhichgivestheemployeesasenseofpurposeandidentificationwiththeorganisationalgoalsandencouragestheemployeestogobeyondKRAs.

Sincere efforts do not

go unnoticed.

Business Heads on Performance Management

4

1.Your thoughts on

how the Performance

Management System

supportstheachievement

ofyourbusinessgoals.

In my view it focuses

equally on the process,

aswellastheresult;ina

way it is “Management

ByObjectives(MBO)”

�.Why is performance

against KRAs and their

quantifiable results the

key criteria for ratings?

Why are efforts not

gettingrecognition?

Iagreethisisadichotomy,

butintheappraisal,the

S1/S�musttakenoteof

issueswhichcouldhave

genuinely impacted

performanceagainstthe

statedKRAs,andensure

appropriate grading is awarded.

(Thisreconciliationthatthenext

setting of the KRAs would be

SMART - specific, measurable,

achievable,relevant,timebound).

3.In your business if you were to

lookat thosewhoseperformance

exceeded expectations, are there

anycommonfactorsthatemerge?

Yes, diligent, attention to detail,

focussed,initiative.

C V Subba Rao Sanmar Shipping Ltd

Be focussed, take initiative, care to listen, don’t shy away from difficult roles.

4.Youradvicetothosewhoaspireto

receive an ‘exceeded expectations’

rating.

Befocussed,takeinitiative,careto

listen,don’tshyawayfromdifficultroles-allofthisingrainsasenseoflearningintooneallthetime.

5.What is your expectation from amanager/leaderinfacilitatingtheteam’s performance, particularlywith respect to feedback andcoaching?

This needs to be prompt, notan annual exercise (contrary toexpectations, great jobs donerarelygounnoticed)-itcouldbelong drawn out conversations attimes,butbettertomentorpeopleregularly.

6.Your suggestions to furtherimprove the performance cultureofyourorganisation.

I feel every employee must beencouragedtotakepartinasocial(honorary) activity outside theworkinghours(withoutimpactingone’s work with the company),which gives one a perspectiveof networking, leadership,teamwork, communication,managingpoliticsandconflict,etc.

-insuchroles,hierarchychangesdramatically, eg. a very seniorexecutiveinanorganisationcouldbe a lower rankedTreasurer of aSociety,whilethePresidentoftheSocietycouldbeamiddlerankingexecutive of another company,and in hierarchical terms is notconsidered equal! Equanimity,humbleness and humility come

intoplayhere.

Great jobs

done rarely

go unnoticed

Guess Who?! Clue No. 2: Her parents were national level volley ball players. 5

1.Your thoughts on

how the Performance

Management System

supportstheachievement

ofyourbusinessgoals.

• Goal setting iskey to

the management of

an organisation since

clarity in the form

of quantitative and

qualitative measures

arevital.

• An individual’s goals

havetobederivedfrom

the organisational

goalsplusthereneeds

to be developmental

goalsandassessmentof

individualattributes.

Narayan Sethuramon Matrix Metals Global


• Attheendoftheday,customersatisfaction and businesssustainability decides whethera business survives and growsor deteriorates and ultimatelyperishes. Hence results are theultimatejudgeofperformance.

Results are the ultimate judge of performance.

3.In your business if you were tolook at thosewhoseperformanceexceeded expectations, are thereanycommonfactorsthatemerge?

• Initiative,analyticalskills,focuson results, proactive, teamplayer.

4.Youradvicetothosewhoaspiretoreceive an ‘exceeded expectations’rating.

• Be proactive, speed of taskcompletion,deepdiveintodataandissues,don’tallowemotionsto cloud judgements, be readytolearn,alwaysfocuson“team

success.”

5.What is your expectation from a

manager/leaderinfacilitatingthe

team’s performance, particularly

with respect to feedback and

coaching?

• Bereadytomentorandcoach.

• Don’tjumpintocompletetasks

byoneselfbutsupporttheteam

tocomplete.

• Intensive monitoring and

reviewoftheteam.

• Ask“outofthebox”questions

totheteam.

6.Your suggestions to further

improve the performance culture

ofyourorganisation.

• Resultsaresupreme.

• Timelygoalsetting.

• Frequentreviewsandfeedback.

• Databaseddecisionmaking.

• Consistency in thought, word

anddeed.

Don’t allow emotions to cloud judgements, be ready to learn, always focus on team

success.

6

1.Your thoughts onhow the PerformanceManagement Systemsupportstheachievementofyourbusinessgoals.

I found the below flowchartwhichcapturestheessence of performancemanagementsystems.

Vision

Your Competencies

Department/ Functional Area Goals

Strategic Priorities

Values

Your KRAs and Objectives

Performance Management

Dr Krishna Kumar Rangachari Sanmar Speciality Chemicals and Cabot Sanmar Ltd

Specific objectives help you keep track of your progress.


Objectives are the specific thingsyou need to do and the resultsyou need to achieve in your keyresult areas. They play a criticalrole in an effective performanceplan. Without objectives, youdon’t know what’s expected ofyou. Objectives complete thechainthattieswhatyoudototheorganisation’s priorities and yourdepartment’sgoals.Settingspecificobjectives within your KRAslets both you and your managerknowwhatyou’llworkonduringthe performance cycle. Specificobjectivesalsohelpyoukeeptrackofyourprogress.


a)Takingownershipofissues.

b)Willingnesstorollupthesleevestogetthingsdone.

c)Willing to solve a problemand not just identifying theproblem.

4.Youradvicetothosewhoaspiretoreceive an ‘exceeded expectations’rating.

a)Gotheextramile.

b)Challengethestatusquo.

5.What is your expectation from amanager/leaderinfacilitatingtheteam’s performance, particularlywith respect to feedback andcoaching?

a) Providefeedbackonanongoingbasis (rather than wait for theyearlyappraisalprocess).

b)Bewillingtochangeobjectives(course correction) on anongoingbasisbasedonbusinessimperatives.

6.Your suggestions to furtherimprove the performance cultureofyourorganisation.

Amoreuserfriendlytooltomanagean individual’s performance,highlighttrainingneedsandtracktheprogressionoftheindividual.

Receivinganexceptionalawardisalwaysafeelingofdoingbetterforthegrowthofanorganisation.Thoughtofrewardingboostsmetothinkdifferentlyandmoveinadifferentwaytoexceedtheexpectationofthemanagement.Ihadorganised allmyKRApoints together and thoughtdeeply theways to achieve thisKRA,discussing inadvancewithS1andS�formonthlyvisitsandreviewingthependingenquiriesonfortnightlybasisanddiscussingondifferent strategy tobag the same.Understatingof customerapplicationandbuyingprocesshelpedme inproperplanningofKRA.ReviewingtheKRAseverymonthandtargetingthelaggedareaforimprovementhelpedmeachieveresults.Weshouldn’tdodifferentthingsbutdoingthesamething(FollowingtheKRA)inadifferentwayisthekeyformysuccess.

RajmaniThakur,Sales, Xomox Sanmar, Delhi.

Iamreallyexcitedtoreceivetheperformanceawardconsecutivelythisyear;withoutthesupportofmysuperiorsandcolleaguesthiswouldhaveneverhappened.Thisismy�4thyearinTheSanmarGroupandIhavereceivedthisawardforthe4thtime.Ihavealwaysgivenpreferenceforperfectioninmyworkandcompleteditinadedicatedmanner.Ibelievethatisthesecretofmysuccess.Thishashelpedmetosatisfyourinternalaswellasexternalcustomers.Recognitionisthegreatestsourceofmotivation;theseawardsformyperformancehaveonlymadememorededicatedandstrivetowardsmoreachievements.

VKSaravanan, Purchase, Flowserve Sanmar, Karapakkam.

IalwaystrytogivemybestinwhateverIdo.Eveninmyroleasaproductionsupervisor,IbelieveIcarriedoutmyresponsibilitieswithutmostenergyandenthusiasm.Iwould liketothankMrMSridharaNarayananandMrASenthilMuruganfortheirsupportandmotivation.Iamextremelyhappyanddelightedthatmyeffortshavebeenrecognised.Gettingthisperformanceawardgivesmeimmensepleasureandencouragesmetocontinuemyperformanceatbest.

GVenkatraj,Production, Flowserve Sanmar, Karapakkam.

IfeelproudbeingapartofTheSanmarGroup.Thefinancialyear�018-19wasagreatyear,personallyformeandthebranch.Orderbookingreachedanewmilestoneforgivencustomerbasket.ThismilestonewasachievedbyunderstandingthecustomerneedsandprovidingCompleteApplicationBasedTechnicalSolution,whichledtosatisfyingcustomerneedsandincreaseinbusiness.Regularcustomervisitshelpedtomakeourtiesstronger.I always treated customer’s challenge as our challenge and solved them by technical competency and specificapplicationofProductMix.Finallyeffortsresultedinachievementsandtheseachievementswereappreciatedbytheorganisation.Iamgratefulforthiskindofencouragementandrecognition.

AkshayHaridattMalanker,Sales, AGC Sanmar, Baroda.

Ihavealwayshadadreamofachieving10crorebudgetfigureinasinglefinancialyear.Inthepast�financialyears,Iwasclosebutcouldnotcrossthefigurebeforethedeadline.In�018-19,fromthefirstmonthitself,Imadeupmymindtoachievethe10crorebudgetatanycostandconvincedmyselfthatIhavetodoitwithinthe3rdquarter,elseonceagainImightmissthetargetlikepreviousyears.Withthisfiercedetermination,self-motivationandallthesupportfrombranchesaswellasHO,IachieveditinJanuary�019.IfeelgreatandhopeIwillenhancemyperformanceinthisfinancialyearalso.

GouriShankarMishra, Sales, Flowserve Sanmar, Bhubaneswar.

�Guess Who?! Clue No. 3: Her father won the Arjuna award in the year 2000.

Road to SuccessPerformance Awardees speak

Iamsogratefultoreceivetheperformanceaward.Thisismy1stawardandwiththis,IcompleteayearofservicewithSETL.It’sbothexcitingandhumblingtoberecognisedforthehardworkthatIhaveputin.TheChennaibranchhasalotofenthusiasticandsupportivepeoplearoundmewhoencouragemetodomybest;havingsaidthat,thisrecognitiongivesmegreatconfidencetogivemybest.

DDineshKumar,Support Services, SETL – Products Common, Chennai.

InmyroleasaMaintenancesupervisor,Icarriedoutmyresponsibilitieswithhardworkandfulleffort.ThecreditgoestoMrVSivakumar,whohadhelpedmeachievethisgreatsuccess.ThisworkplacegavemeallthesupportandmotivationthatI requiredtodomyworkwell.Receivingthisperformanceawardmotivatesandencouragesmetocontinueandperformwell.Theencouragementandtheguidancefrommyteammateshelpedmetoachievemygoalandsuccessonacontinuousbasis,andtoreceivethePerformanceawardforthesecondtime.

ARajendran, Maintenance, Flowserve Sanmar, Karapakkam.

Itwasapleasantsurprise.BeingaGET,theexpectationswerehigh,soIfollowedalltheprocesswithoutanydeviationtoensurequalityoutput.ThetraininggivenbySRSTIwasreallyhelpfultomakerealtimedecisionsintoughsituations.ThesupportfrommyS1andcolleaguesfromotherdepartmentshelpedmetopushmylimitsbeyondexpectations.Recognitionwith�+ratingintheveryfirstyearofappraisalisspecialandIhopetoachievemore.

KRajaram,Process Control, Sand, Sanmar Matrix Metals, Viralimalai.

Appropriate integratedmanagement shows thewaytorelatewithpeople in theorganisation.Peopleare thekey tomanagement.Humanrelationsskillistheabilitytodealwithpeople.Whenanindividualreceivesaperformanceaward,it’sanawardmeantfortheentireteam.Theco-operation,supportandcoordinationfromouremployeeshelpedustoachievethedesiredtargets.Itakethisopportunitytoconveymythankstothemanagement,LocationHead,FunctionalHeadandtheentireteamatMettur.

SSivananthan,Human Resources, Common, Chemplast Sanmar, Mettur.

8

Thefinancialyearof�018-19wasafantasticyearforXomoxMumbaibranch.WenotonlyexceededourMRO+OEMbudgetbutalsowereratedasR1inthebranchrating.TheadherencetosalesprocessbyXomoxMumbaibranchplayedanimportantroleinexceedingmanagement’sexpectation.

MohammadFerozHusain,Sales, Xomox Sanmar, Mumbai.

IwouldliketothankmyDepartmentandHODfortheirguidanceandsupporttoworkinPlantIV.This ledmeto achieve theperformance award inmyprofessional career. I amveryhappy andprivileged towork in a reputedorganisationlikeSanmarbecausethemanagementmotivatesandmonitorsdaytodayworkactivitiesofalltheemployees.Thisawardencouragesandmotivatesmetoworkenthusiasticallywithhonesty.

AMichael, Personnel, Hydrogen Peroxide, Chemplast Sanmar, Mettur.

IwouldliketothankmysuperiorsandmyfellowengineersinalltheplantsatMetturwhomentoredandsupportedmeindevelopingmyskillsandknowledge.Thishashelpedmetodevelopmytechnicalknowledge.IalsothanktheSanmarmanagementforbothtechnicalandnon-technicaltrainingtodevelopmytechnicalaswellas interpersonalskills.Thishelpedmetoachievetheperformanceawardinmyfirstyearofappraisal.Thiswillmotivatemetoimproveandtoexceedthemanagementexpectationsintheforthcomingyears.

DSaminathan, Electrical Maintenance, Hydrogen Peroxide, Chemplast Sanmar, Mettur.

IjoinedChemplastinMay�01�.Duringmyinitialmonths,IhadtoputinmoreworkinghoursasIhadtolearnfewthings.Duringthistime,Igotgoodsupportfrommymanagerandmycolleagues.Thisrecognitionisverymeaningfulbothemotionallyandfinancially.IthasstrengthenedmyconfidenceandIwillcontinuetoputmyeffortsindeliveringqualityserviceaspartofmyrole.

PEsakkimuthu, Mechanical Maintenance, Caustic Chlor, Chemplast Sanmar, Mettur.

9Guess Who?! Clue No. 4:Her elder sister is a doctor and a national-level handball player.

Recognitionisthegreatestmotivationtoperformbetterinanyprofession.Toberecognisedandappreciatedformycontributionconsecutivelyforthelasttwoyearsisagloriousmomentofmylife.InSanmar,wekeepsayingthatbarhasrisenaftergetting�+ratinginthefirstyear.Toreachthebarconsecutivelywasthemostsatisfyingandproudmomentofmylife.Thehardworkputinforachievingthisgoal,involvedmeticulousplanning,calculations,theoreticallyandbringingtheoryclosetoreality.Oncetheplanningandcalculationswerecomplete,thedifficultpartwastoconvincepeopleandtoexecuteit.Aplanwithoutexecutionwillbecomejustadream.Thejoyofexecutionisfeltwhenthedesiredresultisobtained.Oncethejobiscompleted,thesatisfactionthatwegetisthereward.Inadditiontothis,therecognitionbythemanagementwasaproudmomentforme.

VSrinivasan, Production, Chemplast Sanmar, Karaikal.

Duringmyschooldays,Ilearnedthathardwork,disciplineinlifeandplanningisalwaysrecognised.Inmy6yearsofexperiencewithTheSanmarGroup,Ihavebeenrewardedthriceformyperformance.IamproudtobeworkingwithTheSanmarGroup,whereperformanceisrecognisedbasedonvariousmeasurableparametersandpredefinedKRAwhichareinlinewithorganisationalobjectives.AlthoughhandlingakeyOEMaccountisalwaysachallengingtask,it ensured learningandalsohelpedme tounderstandvarious requirementsofdifferent industries. Implementationof learninghelpedtoachievetheconversionofenquiries intoorders.TimelyandcorrectresponsetoOEMsensurebusinessopportunitiesandimproveourmarketshare.Developinggoodrapportwithcustomerwasakeyfactorformysuccess.Supportfrompeersandguidancefromseniorshelpedalotinachievingthisgoal.

VivekSSawala,Sales, Flowserve Sanmar, Pune.

WhileworkinginSales,onewill facesomanyexperienceswhichweshouldlearnandreflecton.Thatcanincreasetheefficiencyofanemployee.Whenplanningcomesintoaction,everyonewillhavedifferentactionitemstoexecute,makingwhichonetochoosethetoughestcall.Executingtheplanisthetoughestasoneshouldconsideralltheprosandconsoftheplan.Oneshouldcheckiftheconsarecausingmajoreffectandasateamshouldthinkhowtominimisetheloss.Thustheteammembersshouldworkinsyncandmakeitwork.Whenitcomestorewarding,althoughthewholeteamisrewarded,eachpersonshouldbeequallyrewardedoratleastacknowledgedforthevaluesorideastheyhaveprovidedorfortheworktheyhavedone.Thatwillinspiretheteammemberstokeepupwiththeirgoodwork.

SantoshKumarSingh,Sales, BS&B Safety Systems (India), Baroda.

Growthofanorganisationisdirectlyproportionaltotheperformanceofindividualsworkingfortheorganisation.Duerecognitionandrewardingtheperformancemotivatestheworkforce.Introspectionhelpstoputanextraeffortonanareawhichneedsfocus.Re-groupingstartswithareviewoftheinformationimportanttotheactualorderbooking,collection,callsvs.budget.Themoreideastheteamgeneratesduringthisaspectofthere-groupingsession,themorefruitfulnexttimelineislikelytobe.Planningtomapacalendarofactivitiesgearedtowarddevelopingopportunities,amonthlyplantoretain/increasebusinessfromcurrentcustomersandprospecttoconvertnewones.Executingtheplan,usingsalesprocessesandorganisationaltoolsishowyouareabletoachieveconsistentresultsandscaleefforts.Balancedproportionoftheseingredientsbringsthesweetnessofsuccessandgrowth.

NeeravLakhera, Sales, BS&B Safety Systems (India), Baroda.

WorkingatTheSanmarGroupwithateamofgoodprofessionalsaround,alwaysmotivatesme.Respectingeveryoneandworkingtogetherasateamismymantraforsuccessallalong.Theideas,thoughts,andopinionssharedbymyteamencouragedmetoknowandlearnalot.TherewasatimewhenIfeltthatIwasselfsufficientandthatIcandoeverythingbymyself.Butintime,Ihaveunderstoodtheimportanceofteamworkandrealisedthemagnitudeofachievementpossiblewithteamwork.AsaGroupLeader,itisveryimportanttoknowpersonalandprofessionaltraitsofeachindividual,workwiththeminimprovingtheirskillandtrusttheteammembers.Itisalsoimportanttocreatesynergyfromtheirindividualcapabilities.Itisimportanttokeepfaithinyourselfandlistentoothers,takedecisionthatalignswithorganisationgoalsandpolicies.Bepatient,focusedandremainpositive.Andaboveall,agoodmotivatedteammemberwillmakeasuccessfulleader.

AkhilBhargava,Sales, Flowserve Sanmar, Delhi.

10

Sometimes you have to burn yourself to the ground,beforeyoucanriselikeaphoenixfromyourownashes.Everybody’s life has its own ups and downs, withoutwhich lifewouldbecomemonotonous.There aremanyorganisations, individuals,productswhohave seen theirdownfallandthenhaverisentobemuchmoresuccessfulthanwhattheywerebefore.Hereareafewcasestudiestoinspireyouriseuplikethelegendaryphoenixbird.

Encouraging creativity, taking risks, trying new thingsandbeingopentonewideasareallkeytoorganisationalsuccess. So is a willingness to embrace failure. Failureis not necessarily negative. Instead, it is a fundamentalcomponentof success.Failure can containmany shadesofgrey,butthereisalwaysasilverlining-likethefallandriseofHorlicks.

Setting examples towards success

HorlicksMost of us do remember the boring bottlepacked malt drink, which was a must add-onforallthosewhovisittheirailingfriendsor relatives in a hospital,Horlicks.Horlicksintroduced in 18�3 became an instant hitin India as a health drink and a source ofenergytorecoupforthosewhowereunwell,recommendedbydoctors.

This brand underwent a massivetransformation in �003, when almosteverything about it changed from the tasteandflavourtothepackaging.Italsochanged

itspositioning:itwasnourishing,andtasty.Fromadrinkthatwassupposedtopromoteagoodnight’ssleeptoonethat canhelpchildrengrow taller, strongerand sharper.Another turning point came in �005, when the brandreleasedaclinicalstudywhichclaimedthatchildrenwhoconsumed Horlicks were ‘taller, stronger, and sharper’thanthosewhodidnot.Forthefirsttime,thebrandtriedtocommunicatewithchildren,notjusttheirmothers.

Beginning amajor advertising andmarketing campaignalongthattheme,newvariantssuchasHorlicksLitewerelaunched, followedby the revampof JuniorHorlicks in�006. The latest variant being Women’s Horlicks. Thebrandextendeditselftootherproductslikeoats,biscuitsetc.Thusfromaboringmaltdrink,thisproductroseupsuccessfullyandisshinningbrightamongstallthehealthdrinksintheIndianmarket.

Reliance brothersReliance Industries is one of the largest private sectorcompanies in India. From rags to riches, its founderDhirubhaiAmbanibuilt itsingle-handedlywithavision

StarbucksStarbuckshadestablisheditselfasthebestglobalcoffeehouse brand. They were expanding notonly their product offerings and locations butwere also venturing into a new music business.Starbuckscreateditsownrecordingcompanywhichsuccessfully won eight Grammys in two years. Infact,theyalsobuilttheirown‘entertainment’officein Los Angeles. However, by �008, partially due to thefinancialcrisis,Starbuckswasinacompletefreefallstagewith itsstockpricesdrastically falling, theyhadtoclosedown9��storesandevenlayoff18,000people.

In�009,Starbucksdecided to get thingsbackon trackanddowhattheydobest,makecoffee!TheyteamedupwithacclaimedadvertisingagencyBBDOto launchthemulti-million dollar ‘Coffee Value & Values’ campaign– the largestmarketing campaign inStarbucks’shistory.They changed their branding strategies, but not theirfocus.Asaresult,Starbucksnotonlysavedtheirbusinessbutalsoreinvigoratedtheirbrand.In�014,thecompanyreportedmorethan$16billioninannualrevenue.

toowntheentirechainofproductionfromrawmaterialsto finished goods. After Dhirubhai the brothers AnilandMukeshhad a rift and thebusinesses split.MukeshAmbanihadadeepfocusonhiscorebusinessesandalsoadded energy, retail and telecomover the years, creatinga business behemoth through a disruptive process. Healso surrounded himself with close aides and trustedprofessionalswhichhelpedhimprosper.

The case of Anil Ambani’s RCom, from being one ofIndia’sstarbusinessmentoadefaulterfacingajailterm,hisbusinessdebacleisacaseofambitionandriskybusinessventures gone totallywrong.From investing in telecomto movies, Anil’s ventures went wrong miserably. DidAnil’scompaniessufferbusinessdownturnsorweretheymismanaged? Observers believe both these factors wereinthemix;theyalsospokeofalackofvisionandfocus.Most of the businessesAnil inheritedwere cash-hungryonesanddemandedcompleteinnovationandinvestmentsonaperiodicbasis,verytrueintelecomindustry.

WhenfundingcameeasyforAnil,groupcompaniesraisedhugedebts,buthewasunabletorepaythemasbusinessesfacedslowdowns.Thesecompanies,nowfacingtroubleinallquarters,willsoonbeconsolidatedwithinthegroup.ButprospectscanchangeandAnil,whobrought inhiselder son Anmol as a director at the financial servicesbusinessin�016,willhavetoensurethatheisbothnimbleandcircumspectingrabbingthenextbigopportunitythatcomeshisway.

11Guess Who?! Clue No. 5: She went to Auxilium High School in Secunderabad.

Old SpiceOldSpiceintroducedbodywashformenin�006.However,bythen,withtheincreaseinthenumberofmodern,sleekbrandslikeAxe,OldSpice seemedold andoutdated.In fact, it was often associated with agrandfather’s bathroom cabinet. To turnthings around, Old Spice appointed a new advertisingagency.Togethertheyturnedtheperceivedweaknessintostrength.

In�008,theyre-launchedtheir‘GlacialFalls’deodorantas‘Swagger’andpromoteditwithadvertisingcampaignsincluding print ads, TV spots and even an interactivewebsite, SwaggerizeMe.com. In �010, they started their‘The Man Your Man Could Smell Like’ ad campaignwheretheOldSpiceGuyexplains:“AnythingispossiblewhenyourmansmellslikeOldSpiceandnotalady.”Asapartoftheir‘SmellMantastic’campaigninIndia,theymadeMilindSoman‘mantastic’andthebrandgaineditsoldglory.

MaggiThe next addition to this listis definitely the most nostalgicone. Following a Food SafetyandStandardsAuthorityofIndia(FSSAI)orderthataccusedMaggiofhavingleadandmonosodiumglutamateabovepermissiblelimits,allvariantsofMaggiinstant noodles were banned for about six months.However,muchtoeveryone’sdelight,Maggire-launchedinNovember�015.

Magginever stopped communicatingwith its audience.They used the power of storytelling to capture theattentionofitsloyalconsumers.Theymadetributevideosthankingconsumersforsupportingthem.Theyalsomadeaseriesofvideoshashtagged#WeMissYouTooaddressingvariedconsumersegments—fromboysandgirlslivinginhostelstobachelorsandIndianmomswho’vebeenmakingMaggi for theirkids ever since it’sbeenaround.This ishowMaggireconnectedwiththeiraudiencewithoutevenusingcelebritybrandambassadors.

NintendoNintendowasthemostsuccessfulplayerinthevideogameindustryinthe’80sand’90s.However,afterthelate’90s,Nintendowaslosingmostofitsauraandfootholdintheindustry.Thiswas largelyduetothe launchofPS�and

XBOX.WhilePS�andXBOXsold156millionand�6million machines respectively, GameCube by Nintendosoldonly��millionunitsworldwide.

Nintendo then regained its status in themarketwith thelaunchofWiiin�006,whichsoldover100millionunitsworldwide.ThiswasfollowedbythelaunchofanupdatedversioncalledWiiU,whichwas,unfortunately,theirslowestsellingproductever.ButNintendoneverreallygaveupandthe proof for that is Pokemon Go, which has taken theworldbystorm.PokemonGohasalreadyaddedupto$9billiontoNintendo’smarketvalue.Inadditiontothis,theNintendoNESisalsoexpectedtomakeacomebacksoon.

Thereisnoformulaforsuccessinbusiness.Whatworksforonebrandtodaymaynotworktomorrow.Irrespectiveof how cautiously one chooses to tread in this journey,scandalsandsetbacksmightalwayshaveachanceathittingyouhard.However,itisallinthehandsofmarketerstoensure thatnomatterhowhardthe timesare, it’snevertoolatetostartagainandrebuild.

Albert EinsteinAlbert Einstein is one of the mostcelebratedscientistsofthe�0thcentury.His theories on relativity laid theframeworkforanewbranchofPhysics.Hedidnotreachthezenithinaday;hehadstruggledalotinhischildhood.Fromsuchdepthshehadrisentobeingthemostcelebratedscientist tilldate.Asayoungchildhewasconsideredtobethedopeyone,ashewasslowinlearningandtalking.Hisfamilyshiftedfromonecountrytoanothertomakealiving.EinstenhimselfwasageniusinPhysics,buthecould not clear Maths at school. Despite his brilliance,Einsteincouldn’tsecureanacademicjobaftergraduation.As he could not become a lecturer, he took a positionas a clerk at theFederalOffice for IntellectualPropertyinBerne,Germany-twoyearsbeforeheintroducedhisSpecialTheory of Relativity. Later, Einstein was offeredhisfirstpermanentacademicposition,whichheinitiallyturneddown.Fromthenheneverlookedback.

ThisissueofScribbles -theperformanceissue,ismeanttomakeyouthinkandretrospectonhowyouhaveperformedandtaketheseawardwinnersasyourinspirationandputthemedaltothepedalandkeepridingtodoyourbestandtherestwillfollow.

Leena Bose,Corporate Communications, Head Office.

* Facts collated from internet

1�

Guests

Milestone momentsEvery year, employees are recognised for theirexceptionaleffortswithPerformanceAwards.Sanmarapplauds the employee for his/her hard work, thathad“ExceededExpectations.”

ItisaSanmartraditiontoappreciatethemilestoneyearsoftenurethattheemployeehasputinwiththeGroupwith the Long Service Award. Employees who haveservedfor10,�0,30,35and40yearsarerecognised.

Long Service Awardees:Standing (L to R): K Jagan, R Saravanan, S Saipriya, M Muralidharan, P Sandeep, R Chithra. Sitting (L to R): B Jeba Raja, B Visweswaran, Vijay Sankar, G Sivakumar, R Karthik.

Notpresentinthepicture:P Govindaraj.

Head Office

Performance Awardees: Sitting down (L to R): W Royal, K Dinesh Kumar, S Velu Manikandan, R Kiruthika, Shaik Khaja Nayab Rasool, R Sankar, S Sriram, M Suresh.Sitting in Chair (L to R): S Sankaran, PU Aravind, Vijay Sankar, B Visweswaran, Dr Amarnath Ananthanarayanan, CV Subba Rao, Sarada Jagan.Standing (L to R): P Sandeep, Ramesh Radhakrishnan, Ravikumar Lalgudi Swaminathan, KS Bhavani, GVV Ramesh Babu, Vinay Shah, R Lawrence, S Sujankumar, R Karthik, V Balasubramanian, G Anand, Ramadevi Ravi, G Srinivasan, Jigar Arun Gohil, Rajesh Jagan, R Karthik Srinivas, S Vijayasubramaniyan, R Jeyaseelan, J Saranya, R Monisha.

Congratulations awardees. The Scribbles team is happy to feature the winning moments.

13Guess Who?! Clue No. 6: She completed her B.Com from St. Ann’s College for Women, Secunderabad.

Mettur Long Service Awardees

C Vignesh Kumar R Rajesh

V Easwaramoorthy R Shanmugasundaram

AV Sukumaran S Ganesh

N Saravanan K Sasikumar

14

Performance Awardees: Standing (L to R): RN Srinivasan, R Krishnakumar, Vinoth Prabu Periasamy, M Jayaprakash Narayanan, Gurusaravanakumar S, R Gopi, S Hammad Samsudeen, S Hari, R Selvaraj, P Nethaji, S Shahul Hameed, S Kumar, K Dhandabani, P Manivannan, G Subash, A Lakshmanan, K Ilangkumaran, J Bharathiraja, S Rajagopalan, N Manikandan, P Esakkimuthu, A Muthuraj, L Chirchabesan, SN Venkateshkumar, J Ramasamy, Gunji Ravi, M Babusivaraman, N Sabaa Thanneermalai, GM Mahendran, C Govindaraj, K Anandh, P Sathiyamoorthi, D Ragu Ramachandran, M Pravin, K Karthick, Nisanth Chellamuthu, M Shankar, Vigneshraja Kandasamy, D Saminathan, R Shankar, S Kannan, D Prabu, A Michael, GC Poovarasan, C Vignesh Kumar, A Gnana Arther Raj, A Vineeth, N Selvaraj, P Thillaikarasu, P Karthikeyan, S Sivakumar, P Sankar, M Muthukumar, Dr B Manikandan, Y Suresh Babu, MV Raghavendra Kumar.

Long Service Awardees

G Prabakaran M Muthukumar

15Guess Who?! Clue No. 7: She travelled 56 km every day for practising her sport.

Sitting on Chair (L to R): Suresh Ravindran, M Krishnakumar, V Sriram Kumar, KS Sampathkumar, M Senthil Kumar,

S Gajendiran, Ramkumar Shankar, B Suresh, R Sakkaravarthi, Dr R Palaniappan, S Karthikeyan, Mohith Balakrishnan.

Sitting on Ground (L to R): D Thamizhvendhan, Lakhan Periwal Sunderlal, G Prabakaran, Pradap B, K Manickam,

R Mohanraj, P Karthi, Pandiyan A, R Jijendharsingh, S Vignesh, M Natarajakurumoorthy, K Murali, D Soundarrajan, Thodraj T,

Arun MM, S Sivananthan, Rajesh K, T Dharmarajan.

Notpresentinthepicture:D Thamizhchelvan.

Mettur

K KarthikeyanS Thangavel

16

Long Service Awardees:Standing (L to R): V Mohan, Mohith Balakrishnan, S Mathivanan, Ramkumar Shankar,

S Manivel, R Senniappan, R Sudaroli. Karaikal

Performance Awardees:Sitting down (L to R): V Seenivasan, Srinivasan S, K Manikandan, D Murugesan, Prakash K, D Senthil Murugan, M Kumaran.

Sitting (L to R): S Mathivanan, Ramkumar Shankar, Mohith Balakrishnan.Standing (L to R): K Ravichandran, R Soundarrajan, P Sairam, S Suresh, D Sabarivasan, V Srinivasan, L John Anand Antony, Manikandan B, S Keishore Kumar, R Selvaganapathy, S Manivel. Karaikal

1�Guess Who?! Clue No. 8: She is an employee of Bharat Petroleum.

CuddalorePerformance Awardees:Standing (L to R): V Vedhamaharaja,

S Sivaraman, Mohanakrishnan R,

S Rameshraja, J Krishnaraj, M Surendar,

D Gopinath, MK Sreedhar, A Amuthaselvam,

R Akbar Ali, N Saravanakumar, Mohith

Balakrishnan, N Palanisamy, J Purushothaman,

Ramkumar Shankar, N Karthick,

S Lakshminarayanan, V Kaliraj, PM Anand,

K Kalaiselvan, P Vijayakumar, R Ravichandran,

S Sundararaman, K Rajasekar,

Prabhakaran M, S Srikandan, S Sriraaj,

M Manikandan, C Pugazhenthi, G Raguram,

S Annadurai, A Sandeep Andrew.

18

VedaranyamPerformance Awardees:Standing (L to R): R Raju, C Rajkumar.

Sitting (L to R): T Sankar and K Soundararajan.

19Guess Who?! Clue No. 9: She was appointed as the Deputy Collector by the Andhra Pradesh government.

Long Service Awardees:Standing (L to R):

T Kasilingaperumal,

A Sivalingam, R Subburaman.

Sitting (L to R): T Sankar and

K Soundararajan.

Berigai

Performance Awardees:Standing (L to R): P Sathish,

S Suseelan, J Murugesan,

Yogeeswara Basappa Gowda,

S Manikandan, S Vijayakumar,

J Thangarasu, R Sabarigiri,

P Arun Prasath, R Jayakumar,

Dr Krishna Kumar Rangachari,

G Roch Mathan, C Chandrasekar,

K Anbarasu, G Veeramani,

UK Vasantha Kumar,

M Rajali, Balaji K, V Reeganraj,

Mohith Balakrishnan.

Vedaranyam

�0

Performance Awardees:Standing (L to R): C Chennakesavan, V Abhilash,

KP Chithaarth, KK Kesavan, VP Rajkumar,

S Prabu, S Chandrasekar, K Ramanathan,

D Dinesh Kumar, M Rajesh Kumar, S Kalai Selvan,

VK Saravanan, S Mohammed Sabeek, V Anthony,

A Rajendran, Balaji Jayashankar, G Venkatraj.

Sitting (L to R): B Visweswaran, Ritesh D Shetty,

VS Ramesh, B Jayashankar.

Notpresentinthepicture: Narendra P Nemade,

Gopal Rao R Rawoor, Santosh Kumar Singh,

Vadgama Mayur Kumandas.

Karapakkam

�1Guess Who?! Clue No. 10: Her fitness regime includes 100 push-ups, 200 sit-ups and 6 hours of exercises a day.

Long Service Awardees:Standing (L to R): A John Xavier, N Subramanian,

V Maheswaran, Shinde Jaideep Prasannakumar,

G Arul, G Balakrishnan, Ayanendu Das, Rajesh Gupta,

Rajesh Rana, S Prabu, PR Sasirajkumar,

G Raja Sekaran, M Periyanan.

Sitting (L to R): Ritesh D Shetty, B Visweswaran,

B Jayashankar.

Karapakkam

��

Performance Awardees: Standing (L to R): A Karthik, R Krishnan,

S Arut Jothi, A Vijay Mervin, N Narasimhan,

B Visweswaran, R Parthasarathy, B Prashanth,

MS Prabakaran, M Suresh Kumar, B Narasimhan,

R Srinivasan.

Anderson Greenwood Crosby Sanmar Viralimalai

�3 Guess Who?! Clue No. 11: In 2015, she received the Padma Shri award.

Performance Awardees: Standing (L to R): S Dominic Felix,

M Senthil Kumar, S Nagaraj, C Vengadesan,

R Venkatesh, S Raju, S Thirumoorthy, P Ramesh,

J Lakshmipathi, T Veeraraghava Perumal,

M Kamatchi, S Saravanan, T Govindaraj,

K Manivannan, M Ramalingam,

Narayan Sethuramon, K Arunkumar, K Rajaram,

R Krishnan, M Senthilkumar, B Manikandan,

S Venkatesh, A Vinoth Kannan, KB Biju,

B Shanmugasundaram, Jonathan Israel Abaunza

Villalvazo, B Surendar, R Parthasarathy,

S Sathiamoorthy, SK Kumar, M Mahesh, L Ramesh

Notpresentinthepicture:G Sakthivel

Sanmar Matrix Metals, Viralimalai

Xomox Sanmar, Viralimalai

�4

Performance Awardees: Standing (L to R): J Kannan, V Mathankumar, S Giridharan, N Kannan, N Narasimhan, B Visweswaran,

R Parthasarathy, G Gopalakrishnan, S Hari Krishnan, N Magesh, B Narasimhan.

Pacific Valves, Viralimalai

Performance Awardees: Standing (L to R): S Senthil, P Manivel, J Arockia Praveen Kumar, L Sathyanarayanan, N Narasimhan,

B Visweswaran, R Parthasarathy, B Narasimhan, M Saravanakumar, I Chella Pandian, M Chairman, A Aravindh.

Guess Who?! Clue No. 12: In 2018, she was the flag bearer for the Indian contingent in the opening ceremony of the Commonwealth Games.

�5

Viralimalai Long Service Awardees

Anupam Maiti, AGC

C Sankaranarayanan, SMML G Arul Vadivelan, SMML

Gautam Das, AGC

G Kandhakumar, SMML

T Prabahar, SETL PD Common

K Alagarsamy, Xomox Mohammad Feroz Husain, Xomox

T Sivasubramani, SMML

PN Sathishkumar, SMML

N Ganesan, SMML S Nagarajan, SMML

�6

T Ganesan, SMML

K Manivannan, SMML

K Sivakumar, SMML

MB Jagadeesan, SMML M Jayapal, SMML

M Kamatchi, SMML M Murugaiyan, SMML M Ramar, SMML

P Mohanraj, SMML

ViralimalaiLong Service Awardees

R Chandrasekar, SMML A Vadivel, SMML

J Arun, SMML

Viralimalai Long Service Awardees

��Guess Who?! Clue No. 13: In 2016, she won a silver medal at the Olympics.

P Sankar, SMML P Singaraja, SMML S Sridharan, SMML

S Palanivel, SMML S Ramesh, SMML

S Selvam, SMML S Sankar, SMML S Sivamurthy, SMML

A Panneer Selvan, SMML A Senthil Murugan, SMML C Muruganandham, SMML

DS Eronimus Ravi, SMML

�8

Branches

Standing (L to R): Akhil Narula,

P Aravindan, Akhil Bhargava,

Dinesh Khanna, Rajmani Thakur,

Jayesh Odedara, Alok Tayal,

Gautam Das.

Delhi

Performance Awardees:Sitting (L to R): Gouri Shankar Mishra,

Amitava Bandyopadhyay, Jnanendu Bikash Roy.

Standing (L to R): Amalendu Samanta,

SK Mahiuddin, Amitava Majumder,

Dinesh Khanna, Ritesh D Shetty, P Aravindan,

Harsh Moondra, Ayanendu Das.

Kolkata

V Manohar, SMML V Punniya Moorthy, SMML

“Success is a journey, not a destination. The doing is often more important than the outcome.”

- Arthur Ashe

ViralimalaiLong Service Awardees

Notpresentinthepicture:R Shanmugham, SMML

D Makeshkumar, SMML

Guess Who?! Clue No. 14: In 2019, she became the second woman to win five medals at the world championships.

�9

Performance Awardees:Standing (L to R): Dinesh Muralidhar Sonawane, Dharmendra Sushilkumar Yadav, Gavali Santosh Ramdas, Shinde Jaideep Prasannakumar, Dinesh Khanna, N Narasimhan, Vaibhav C Metkar, Digambar B Sable, Vivek S Sawala, Mohammad Feroz Husain. Notpresentinthepicture:Vikrant Satish Khaparde, Nirav Suresh Vadgama.

Mumbai

Performance Awardees:Sitting (L to R): Santosh Kumar Singh, Akshay Haridatt Malanker, Sankar Maharana, Soni Suketu Mukeshkumar, R Gotecha Chiragkumar.Standing (L to R): Neerav Lakhera, Jha Kunal Anand Maheshnand, Shalin Kiritkumar Parikh, KV Suresh Kumar, Nilesh C Doshi, Hemant S Dave, Vishal Vyas, Dinesh Khanna, Narendra P Nemade, Vinay Shah, P Aravindan.

Baroda

30

Increasingly these days I find that many people areconfused about their priorities at work and dabblewitha lotof things thatarenothighpriorityat thestartofeverydayatwork.The first hours of the work can have significanteffectonthe levelofproductivity.Howwebegin inthe morning sets the tone and attitude of the day.Itcaneitherderailordirectourfocus.Ifweremaincommittedtogoodmorningworkhabits,wewillnotfallpreytofeelingunproductiveanddistractedattheendofthedayortheweek.InthisissueofScribblesIthoughtitfittoponderonwhatsuccessfulexecutivesdoatthestartofeachworkday.Agroupofworkplaceexpertssuggestalistofthingsthat one should do when they get on to work eachmorning. I guess these tips would come in handywhenonebeginstheday’swork.l Firstandforemost–letusarriveontime.Although

thisisobvioustomostofus,wedonotrealisethat

What successful people do at the start of every work?!

showinguplatecannotonlyleaveabadimpressionbutalsothrowoffourentireday.

l Whenweenterourworkplace,letusslowdown,pause for amoment and thengiveourselvesfiveminutestogetsettleddown.Letusnotgetfranticandloseourselvesintheconfusion.Thechallengeis taking a moment for ourselves before divingheadfirstintoourday.

l Let us ensure that our workplace is organised.Clearingoffthedeskandcreatinganeatworkplacesetsatonefortherestoftheday.Itcanalsohelpto avoid confusion. It becomesdifficult to think

clearly,andeasytoforgetimportantremindersifwehavetobattlewithatornadoofpaper.

l Letusclearwhateverisnotneededevenbeforeweturn on our computer systems in the morning.Clearing our desk should take precedence overthings like checking e-mails and chatting withcolleaguesinthemorning.

l Many experts agree that successful people donot rush to check their e-mail first thing in themorning. They do not get distracted by theirinbox.Even ifyoudo,onlyreadandrespondtomessagesthatareurgent.Letushoneourabilitytoquicklysiftthroughwhatmustbeansweredonanurgentbasis.

l ‘Eat the frogfirst thing in themorning’ suggestsBrianTracyintheclassictimemanagementbook‘Eat that Frog’.This simply means, let us finishwith themostdifficult,arduousorweighty tasksfirstthinginthemorning.Thisway,wecangetitbehindfortherestofthedayandnothingelsewilllooksobad.

Special Editorial

31

l We can choose our frog and write it

downonapieceofpapersothatwecan

seewhenwearrivebackatourdeskin

themorning.Ifpossible,wecangather

togetherthematerialsthatwemayneed

to get it done and have that laid out

as well before we go out the previous

evening.

l Wecanplaceimportantcallsifweneed

togetintouchwithsomeonethatday

inthemorning.Ifwewaituntilmidday,

there is greater chance that we won’t

hearbackbeforeweleavetheoffice.

l The first hour of work is the best time to assess

prioritiesandfocusonwhatweabsolutelyneedto

accomplish.Letusmakeato-dolistorupdatethe

onewehadmadethepreviousday,andtrytostick

toit.However,ifourbosshasanurgentneedthen

itisalrighttoshuffleourprioritieswithinreason.

Letususeourpeaktimeeachmorningtodothe

mostimportanttasks.

l For those who work in teams, a quick 5 to 10

minute team huddle can be an effective way for

many people to start their day.This has to be a

shortmeeting,withnochairs,andhaveeveryone

share their top goal for the day, and share any

criticalinformationtherestoftheteamabsolutely

needstoknow.

l Ourmoodswingscanhaveatremendousimpact

andeffect,notonlyonourselvesbutalsoothers.

Letusnotgetmoody.Ourfirsthouratworkcan

setourattitudebarometerfortherestoftheday.

Hence, let us adopt a positive attitude when we

arriveattheoffice.Grabacupofcoffee,ifthatis

whatittakes.Andonemoodymorningcaninfect

our entire team and put everyone on the wrong

footing.

l Many feel that their brains function best in the

morningandthatitisthetimewhentheyaremost

creativeandproductive.Therefore,letusmakethe

bestuseofourbrainpowerandplan ‘highbrain’

activitiesinthemorning.

Ihopethesepracticaltipswillhelpyouinnotgetting

distractedfirstthinginthemorningwhenthereisa

hostofimportantissuesthatneeddealingwith.

Reference: fastcompany.com, forbes.com

Bestwishes,

Guess Who?! Clue No. 15: She was ranked 13th in the Forbes list of “Highest-Paid Female Athletes 2019.”

DesignedbyKalamkriya,9,CathedralRoad,

Chennai600086.Ph:+9144�81�8051For Internal Circulation Only.

Editorialteam:SaradaJagan,RamadeviRavi,ShilpaSenthilkumar,

HariniSekar,LeenaBose

Complete the crossword by giving the synonym of the word in the clues.Across1. Inform3. Contemplate5. Worry�. Brief8. Quandary10.Fascinating13.Exhibit15.Previous1�.Peculiar18.Hazardous19.Accomplish�1.Necessary��.Seize�3.ReplyDown1. Country�. Conclude4. Liberty6. Inspect9. Temperamental11.Choose1�.Meaningful13.Demolish14.Delicious16.Dependable�0.Important

SudokuCrossword

8 4 3

2 7 49 8 68 6

1 3 2 8 55 9

4 8 16 5 4

8 7 1 5

Guess Who?!Pusarla Venkata Sindhu is an Indian badminton player. She is the first Indian to win the World championship in badminton. She started playing

badminton at the age of 8. She created history by entering the finals of the woman’s singles and winning the silver medal at the Rio Olympics in 2016.

Eure

ka

1 2 3 4

5 6

7

8 9

10 11

12 13 14

15 16

17

18

19

20

21

22 23

681492537

325176489749538621458619273193724865267385914534867192916253748872941356

From the Editor's desk… - The Sanmar Group

Documents

Transcript of From the Editor's desk… - The Sanmar Group