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The popular adage, “If you want to have a good friend, you must be a good friend,” also holds true for mentoring. The mentor who sets the example of a proper work ethic, steady productivity, and self-care is most apt to develop a protégé who exhibits these traits. A good mentor accepts responsibility for the success of the relationship and the accountability for how it is proceeding.

Effective mentors realize that their protégés will be helpful in reducing the workload, and can be counted on to provide loyalty and assistance. They will also benefit from the increased excitement of working with talented newcomers and guiding protégés to success. Both mentors and protégés can enrich each other’s networks.

An active mentor should also be an active professional who is highly involved in the organization. By demonstrating command of the field and visibility among peers, the mentor mirrors the activity that is expected of the protégé. Such activity also shows the mentor to be a hard worker and innovator, which creates excitement in the mentorship.

Mentors who are proficient at their jobs, knowledgeable about their companies, and aware of what is required in their mentorship roles will produce the best and most confident protégés. They are aware that their influence over protégés comes with responsibility. They must not exploit protégés personally or professionally, and must be honest about protégés’ abilities at all times. It can be difficult to give objective feedback, especially if a mentor becomes friends with a protégé, or if it becomes clear that the protégé is in the wrong field; however, honest feedback is always in the protégé’s best interest.

Mentors should not attempt to turn their protégés into exact replicas of themselves. A successful mentor discovers what inspires the protégé and where his or her dreams and objectives lie, then shows the protégé how to accomplish as many of them as possible. Humble mentors who are comfortable talking about their own limitations and imperfections have been proven to be better models for their protégés.


Eight Ways to Reduce Failures

Diverse and dissenting ideas are the nucleus of creativity and innovation. Group leaders can use these eight strategies to elicit these ideas:

1. Asking questions instead of suggesting outcomes. Leaders should focus less on sharing their own opinions and more on collecting information from others — particularly from those with less influence or who might be less comfortable sharing.

2. Encouraging critical thinking and differing viewpoints. If consensus is emphasized, people are less likely to reveal what they know. Group members who engage in critical thinking do not always get along.

3. Rewarding group success. If everyone in the group is rewarded once there is a successful outcome, members will be more likely to speak up. Cascades will be reduced, and all members will have a stake in reaching a correct group decision.

4. Identifying the unique expertise of each group member before deliberation begins. By ensuring that people have unique roles or tasks, each person’s contribution to the discussion is unique.

5. Changing perspective. Groups are more likely to follow a failing course of action than an individual would. Asking what a new leader would do can create a needed critical perspective.

6. Soliciting sincere differing viewpoints. Studies have found that token devil’s advocacy merely reinforces consensus. Only genuine dissension yields better decisions.

7. Experimenting with contrarian teams. A second team that takes an opposing position can uncover errors or vulnerabilities in a group’s proposal.

8. Collecting anonymous opinions. Group leaders should employ formal methods of obtaining individually held information, such as the Delphi method.

Perhaps the best strategy is to utilize data and analytics as much as possible. Sunstein and Hastie invoke the book Moneyball, by Michael Lewis, which contends that statistical analysis is more reliable than subjective analysis.


Just as a great restaurant experience involves more than just a great meal, a great communication experience involves more than just a great message. Creating a great experience relies on using people’s emotions to create connections. Without connections, messages are lost. Emotionally connective communications are created two ways:


  1. Through behaviors that convey warmth, caring, and interest in others.
  2. Through content that is emotionally appealing, such as stories, analogies, and humor.

The Communicator’s Roadmap provides a way of mapping every communication experience along a four-quadrant matrix, with the goal of moving from self-centered to audience-centered communication and low emotional connection to high emotional connection communication.

The quadrants in the Communicator’s Roadmap include:

  1. Lower left: Inform
  2. Upper left: Entertain
  3. Lower right: Direct
  4. Upper right: Inspire

All communications sit somewhere on the Communicator’s Roadmap, from the smallest interpersonal interaction to the most high-profile presentation.

Intentionality is the foundation for a great communication experience, ensuring all communications make an emotional connection with the audience. The Communicator’s Roadmap brings intentionality and emotion to the communication process, providing a method for creating a great experience every time. The ultimate goal is to intentionally shift all communications along an upward and to-the-right trajectory, making them more memorable, effective, and persuasive.

Being able to deliberately transition between the matrix components is a developable skill and is key to creating intentional communications that engage and inspire others. With work and attention, every communication can be more effective.


pphotoAccording to Nadler, the main reason that executives fail in their leadership role is due to their inability to properly build and lead a team. To illustrate this point, the author features Paulette Jones, Director of Technical and Strategic Business Development of NMB Technologies Corporation and a star performer and leader in teamwork and collaboration. She shares 10 Secrets & Current Practices:

1. Start the Day with “An Attitude of Gratitude.” Jones suggests making a mental list of everything that an individual is grateful for and doing this in the morning. Then, arrive at work feeling uplifted.

2. Focused Greeting of People. Jones always greets people by making them feel she is glad to see them and views them as important.

3. Communication. Everyone on her teams is aware of goals and has accurate and up-to-date information at all times. This creates an atmosphere of ownership and common vision.

4. Red Flag Meetings. All team members attend these short meetings daily. Red flags are identified and resources are quickly allocated to address the concerns.

5. Revenue Gap Meetings. These meetings are meant to identify the current revenue for each customer, the individual customer forecast for that month, and any specific actions needed to close the ‘gap’.

6. BAT Team Meetings (Business Acquisition Teams). Each team of four or five members from different departments is assigned a major strategic account and charged with creating a comprehensive profile and specific actions. The intent is give team members who usually do not deal with sales a sense of ownership and a beneficial learning experience.

7. Team Meetings. These meetings are mandatory for all team members and are held twice monthly to foster collaboration and new learning experiences outside the realm of daily work demands.

8. Continual Process Review. Processes across the company and within departments are documented and subject to continual review and refinement. Teams of employees dealing with a particular process are established when a problem is identified and adjustments are needed.

9. Valuing Staff. Jones believes “in the value of each individual on the team.” She makes it a habit to check in with each member of the team on a regular basis to reinforce the fact that she cares and values each member’s efforts.

10. Humor. Humor relieves stress and creates group cohesiveness.

The author asserts that building teams takes a dedicated leader along with discipline, planning, and practice.

Twittee with @anubhamaurya or visit anubhawalia.wordpress.com


A Balanced Scorecard translates the mission, vision, and strategy into performance objectives and measures in each of the four Scorecard perspectives.
Mission statements communicate the core purpose of an organization, as well as employees’ reasons for engaging in the work of the company. Effective mission statements are simple and clear, inspirational, long term in nature, and easy to communicate. It is not a good idea to assemble a large committee to write the mission statement; Niven recommends a team of two to three individuals.

The vision statement defines where the organization wants to go anywhere from 5 to 15 years into the future. A good vision statement should be quantified and time bound, concise, consistent with the mission, verifiable, feasible, and inspirational to stakeholders. To develop a vision statement, it is essential to interview executives. A well-crafted vision statement makes it easier to create relevant objectives for the strategy map as well as measures for the Balanced Scorecard.

As organizations create a strategy, they must answer four questions:

1. What propels the business forward?

Niven has found that most companies are driven by one of six forces: products and services, customers and markets, capacity or capabilities, technology, sales and distribution channels, or raw materials.

2. What does the organization sell? The goal is to identify which products or services the business will focus on in the future and which ones will be given less attention.

3. Who are the company’s customers?

The objective is to identify which customer groups the business will focus on in the future. This requires a thorough understanding of existing customers and their point of view.

4. How does the business sell?

This question determines the organization’s value proposition, therefore it is essential that teams reach consensus on the answer.
Lay a great business foundation with PRISM


Good customer service is critical to any business.

It is important to respond to customer needs, but customer purpose

goes beyond this. It comes from a deep understanding of the company’s value promise. Companies and employees

who are customer purposed proactively consider how any task delivers value to the customer. Hidden leaders who

demonstrate customer purpose have five key traits:

1. Enthusiasm for the work. Hidden leaders have a passion for their work because they understand how it benefits

the customer. This creates an energetic environment and builds enthusiasm and a positive attitude among


2. Balanced skill/communications proficiency. Hidden leaders have the technical expertise to get their jobs done and

the communications skills to ask good questions and relay information to the customer.

3. A sense of urgency. This is not just moving fast, it is taking action on behalf of the customer and not stopping until

the customer is satisfied. Hidden leaders with a sense of urgency capitalize on market opportunities, address

customer needs, and embrace chances to improve.

4. An owner’s mind-set. Hidden leaders take ownership of their jobs and their organizations’ successes. They define

how they do their jobs based on strategies outlined by their organizations, and they recognize that they make a


5. An ability to lead change. Organizations can get complacent. Hidden leaders understand that change is vital to

meeting customer needs and addressing market challenges. They challenge the status quo to better serve

customers, and their excellent communication skills allow them to collaborate on changes with coworkers and

customers to gain acceptance.

Hidden leaders are naturally customer purposed, but managers must ensure that their company cultures support

them and allow others to develop this skill. Companies can develop customer purpose through two key steps:

*Redefine the definition of customer. Leaders should remember that the customer is the person who pays the bills.

Some companies use the term “internal customer” to remind employees to treat one another with respect. This

should not distract them from the main goal and focus, which is pleasing the external customer.

*Cascade the value promise. Employees at all levels should understand the company’s value to the paying customer.

Each employee should also understand what role his or her job plays in the strategic goals of the company. A clear

message regarding the company’s value promise should be delivered through different media and contexts. These

communications should be timed to support one another and be understood at all levels


Do you get cramps in your stomach before any presentation? Its quite natural. I am sharing with you my own experience of 4T.

Before start of your session PREPARE your presentation by considering 4T i.e

  • Tell what you are going to tell
  • Tell Objective in flip chart and write expectation from participants
  • Tell about body with bullet points in form of Road Map
  • Tell what you have told them in conclusion

For more information or session with Anubha, reach her at anubha@prism-global.org. You can visit website http://www.prism-global.org.

View her video in youtube: http://youtu.be/nIsJhzVJTqQ

Influence : A tool of Persuasion

We all are using persuasion in our life. One of the key is its very important to Show your audience that you have a well-thought-out plan of action.  My question to you reader is, Can you identify your audience. Before you  persuade analyse your audience whether its a PhotoGrid_1431479256461-2

1-Supportive audience: you start with their support,

2- Uncommitted audience: neutral,

3- Indifferent audience: have to get them to pay attention

4-Opposed audience: against you before you start.

Once you determine what kind of audience you are going to deal with, than use Aristotle’s Appeals,  you will persuade your audience. Logic was designed for science “for the purpose of attaining the truth” 

Logos (logic) – Reason which begins with specifics and moves toward a generalization is inductive. Support your reasons with proof i.e

Facts – can be proven,  Expert opinions or quotations,

Definitions – statement of meaning of word or phrase ,

Statistics – offer scientific support,

Examples – powerful illustrations ,

Anecdote – incident, often based on writer’s personal experiences ,

Present opposition – and give reasons and evidence to prove the opposition wrong

Ethos (personal credibility) – convince your audience that you are fair, honest, and well informed.  They will then trust your values and intentions. Citing your sources will help this area, Honesty – Your audience is looking for you to have a strong sense of right and wrong.  If you have a good reputation with this people are more likely to listen to you,

Competency –  Meaning capable of getting the job done,

Energy –  Through non-verbals like eye contact and gestures,and  a strong voice and inflections, a speaker will come across as charismatic,

Pathos (emotions)- a carefully reasoned argument will be strengthened by an emotional appeal, especially love, anger, disgust, fear, compassion, and patriotism, *“feeling” the speech.

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 Anubha Walia is an International Trainer, Facilitator and OD Specialist, founder of Prism Trainings & Consultancy, specialises in Human Process Facilitation carries  15 +  years of rich experience at senior role  in Trainings & Quality. Her expertise includes  Followership & Leadership, Team building and Quality Change Agent specialist.

Action Research in Organisation Development

French and Bell (1995) describe Action Research as a “process of systematically collecting research data about an ongoing system relative to some objective, goal, or need of that system; feeding these data back into the system; taking actions by altering selected variables within the system based both on the data and on hypotheses; and evaluating the results of actions by collecting more data.” The 5th steps in Action Research i.e Planning Change: leading to effect positive change in the organization. Implementation plan was developed after assessment on Team and Leaders. Prism Team is working on participative decision-making process for the intervention.

 For more information, please contact enquiry@prism-global.org. #www.prism-global.org



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