Saman

Aku singgah di seven eleven sekejab aje..lebih kurang 5 minit. Bila keluar, aku nampak seorang polis sedang menulis saman. Aku pun pi kepadanya dan berkata.. "Alahai bang..takkan singgah 5 minit pun kena saman". Dia tak pedulikan aku dan terus menyambung tulis saman. Aku pun kutuk dia ..... (9+*6@..99&..&..&/@!$%^&*). Dia merenung aku lalu tulis saman untuk tayar botak pula. Aku pun sambung kutuk dia lagi *..)(*X@!..$%%^%&)&. Sehabis tulis saman kedua, dia letak kat windscreen dan mula tulis saman ketiga pulak. Tiap kali aku kutuk dan sumpah, dia tulis saman itu dan ini. Hal ini berlanjutan selama 20 minit. Tapi aku tak peduli. LAGIPUN itu bukan kereta aku...

101 menepis penolakan mantap -06- “awak cerita kejayaan orang, awak dah berjaya?”

Penolakan:

"Awak cerita kejayaan orang, awak dah berjaya ke?"

Menepis Penolakan:

Maaf, saya masih baru dalam bisnes ini dan saya tak dapat tunjukkan bukti kejayaan saya dan secara jujurnya saya masih merangkak dan masih belajar. Saya yakin dan percaya bahawa mereka yang dah berjaya dan bergelar jutawan pun waktu mula mula dulu menyertai bisnes ini juga seperti saya.

Tak ada orang yang berjaya di hari pertama menyertai bisnes ini, mereka juga perlu berusaha dengan gigih, sabar menghadapi dugaan dan cabaran, terus belajar dan tidak mudah kecewa dan berputus asa.

Saya juga yakin dan percaya bahawa satu hari nanti saya juga akan jadi seperti mereka, walaupun you tak join bisnes ini. Saya percaya kepada diri saya kerana sebab utama untuk berjaya bukan disebabkan oleh orang lain tapi adalah diri saya sendiri. Saya yang pilih dan tentukan samada untuk berjaya atau gagal, bukan orang lain.

Eliminate Fear-Overcome Procrastination

By Dennis Harting Everyone knows what procrastination is. All of us have experienced this at certain points in our lives. We all put off some activities until we were “forced” into acting. Usually, this happened only after the impending pain of doing nothing outweighed the pain of taking action. We suddenly feared the consequences more than the activity. At this point overcoming procrastination is rather easy. The question is how can we get ourselves to move forward before reaching the point of impending doom? Before we can answer this, we must first uncover where all of this resides. Fear is an emotion that many will swear is real. Nevertheless, fear does not exist. It is something that our mind conjures up to control a situation. Of course, there are instances where fear is an ally: those circumstances where we are physically in danger. The mind uses fear to create the “fight or flight” response. This sets off a physical reaction that gives the body the added resources to preserve itself. Ultimately, preservation is the goal of the mind. It will do whatever it can to avoid those situations it deems harmful. This is true even if the danger is based solely on perception. Fear is a tool of the mind. It is not present in the physical world. There are certain physical responses that occur as a result of the mind using fear. However, it is not real. There is no way to touch fear. It is not present or residing anywhere in the body. Fear exists only in the mind. That is the first important realization. Eliminating fear is a mental exercise since that is where it is found. There is not a physical way to remove fear. The second realization is that it is impossible for fear to exist in the present moment. When one is focusing exclusively on that which is present right now, there is no fear. Fear can only arise if one is focusing upon a time either in the past or in the future. If fear is forcing one to procrastinate, typically that person is looking into the future. The mind sees a situation as potentially causing some pain, so it instills fear in an effort to stop you from moving in that direction. This is a way of preserving itself. Avoidance of pain is what the mind is after. When one procrastinates, basically the mind looks at the activity that needs attention and foresees an unenviable outcome. Of course, to achieve this end, it focuses attention on a time in the future. This outlook is not based in reality since it is impossible to know what will occur. Nevertheless, the mind takes it as fact. A result that is positive is never considered by the mind. Only the negative is given any weight. Thus, seeing a negative outcome to taking action causes one to procrastinate. The main objective becomes avoidance of the situation. This occurs until the pain of not acting outweighs the pain of taking action. How do we overcome procrastination? It begins by being honest with ourselves. Anyone who allows fear to cause procrastination is falling prey to something that is not real. Would you hold back because of the Easter Bunny or Santa Claus? Fear is as real as those two figments of the imagination. When you “feel” fear arising within you, tell yourself that what you are experiencing is not real. Also, focus your attention on what is directly in front of you. Fear ceases to be if you concentrate your mind on the present moment. If you want to test this, try to experience fear while remaining present focused. It cannot happen. When you are sensing fear, it is only because your mind moved to a different time. The Nike slogan “Just Do It” is accurate. Procrastination breeds an atmosphere of inactivity. Taking action instantly smashes this revolting habit. Realizing that we fear the outcome of our actions is what frees us from that grip. The fear we experience is something that our minds made up. Moving forward without regard to how things will turn out is often the solution. The key to success is action. Therefore, remove fear as your jailer. Make a list of things you need to do and get busy. The universe likes to rewards those who take action. Dennis Harting is one of the leading authorities on success, motivation, and overcoming procrastination. For the past 15 years he has studied some of the most comprehensive techniques used in personal development. He leads a company that offers speaking, training, and individual coaching which helped thousands achieve maximum success in both business and personal affairs. All his programs can be found at http://www.yourrichlifeinc.com.

101 menepis penolakan mantap -05- “takper la, jumpa aku bila ko dah berjaya!”

Penolakan:

"Takperlah, kalau engkau dah berjaya, baru engkau jumpa aku"

Menepis Penolakan:

Ini pada saya penolakan yang biasa dan datangnya daripada orang yang rapat dengan kita, misalnya kawan kawan kita. Orang yang memberi alasan penolakan sebegini memang patut kita berikan kata kata yang TAJAM kepada mereka. Kita jangan ada perasaan simpati kepada spesis manusia seperti ini. Percayalah cakap saya, sebelum inipun juga alasan yang mereka berikan dan mungkin kalau anda tak hentam mereka "kaw kaw" mereka ini tak akan sedar sampai bila bila. Mereka join tak join itu belakangk ira, kalau join alhamdulillah.. tak join pun anda tak rugi apa apa dan apa yang penting ialah anda dah "sekolahkan" mereka.

Cakap je kat mereka:-

"engkau ingat kalau aku dah berjaya aku nak jumpa engkau?"

Ingat! Kita bukan sombong, bukan riak dan bukan takbur tapi inilah cara untuk sekolahkan mereka. "Kalau aku jumpa engkaupun bukan pasal bisnes ini tapi nak belanja engkau minum" "aku mintak satu je dari engkau.... doakan kejayaan aku...."

Everything is Negotiable

By WebMarket Reports Most job-seekers get into a "locked mindset" about compensation negotiation, with all sorts of assumptions, pre-formed notions and "myths." The truth is that everything is negotiable. Yes, EVERYTHING! There are four things I know about salary negotiation, from all my years of experience in career consulting: 1. The first salary offer the employer makes is usually the LOWEST offer they can mention without feeling embarrassed. 2. The employer is fully expecting candidates to negotiate the offer, and will think twice about making you an offer if you DON’T know how to "play the game" of negotiation. 3. 80% of the outcome of your negotiation will be determined by your attitude and assumptions about this subject. 4. Anyone can learn to negotiate compensation effectively! You just need to learn a specific set of behaviors and phrases. Items You Can Negotiate:
  • SALARY (always finalize this one first!)
  • Job Title
  • Job Responsibilities
  • Insurance (life, medical, dental, disability)
  • Vacation Time
  • Office Location
  • Retirement Plans
  • Parking
  • Relocation Assistance
  • Training Allowances
  • Work Space
  • Bonuses (sign-on and performance)
  • Commission Rates
  • Expense Accounts
  • Memberships and Dues
  • Accelerated Reviews
  • Stock Options
  • Profit Sharing
  • Company Car or Auto Allowance
  • Home Purchase or Mortgage Assistance
  • Tuition Reimbursement
  • Non-Compete agreements
  • Outplacement Assistance
  • Consultant vs. Employee Status
  • Flex-Time
  • Commuting
  • Job-Sharing
  • Free Lunches (meals)
  • Company-Sponsored Child Care
  • Severance Settlement Package
  • Legal, Tax, or Financial Assistance
  • Discount on Purchases
  • Computer Equipment, Laptop, etc.
  • On-premises Health Club
  • And whatever else is important to YOU!
Obviously, you would not attempt to negotiate ALL these items - only the ones that are of most importance to you! Most candidates will select 3 to 5 items to negotiate. The Real Value of an Offer Before you can begin negotiating the elements of any offer, you must first determine the REAL VALUE of that offer. To make an accurate assessment, don’t forget to factor-in the non-salary dollars that go into a compensation package! For example: Base Salary - $50,000 -plus- Health Plan, Vacation, Retirement Plan, Training & Development, and Auto Allowance - $17,500 (35%) -plus - Bonuses, Commissions, etc. - $7,500 (15%). Total Compensation = $75,000 At first, the offer above seems to simply be a $50,000 base salary. But when you incorporate all the "extras," you quickly see that it’s actually a much more attractive offer, totaling $75,000! Remember to get the whole story before you judge the compensation! There may be much more to the offer than meets the eye. Once you understand the scope of the entire offer, you can go back to the hiring manager and negotiate those items that are most important to you. Enjoy the process! Copyright 2008, Career Potential, LLC. All Rights Reserved. About Author: Ford R. Myers, President of Career Potential, LLC, helps companies and individuals achieve maximum results through career development! He is also author of "The Ultimate Career Guide," the only comprehensive manual for career management and job search. For free career resources and assessments, please visit www.careerpotential.com

101 menepis penolakan mantap -04- “bukan tak minat tapi.....”

Penolakan:

"Bukan tak minat tapi beban kerja tak mengizinkan"

Menepis Penolakan:

Saya faham situasi you, saya dahulupun macam ni jugak. Bangun pagi ingat kerja, nak tidur ingat kerja, boleh dikatakan setiap saat saya ingatkan kerja. Tension gila dibuatnya, cuti pun ingat kerja tapi saya berfikir sampai bila nak selesai problem ni?

Nak berhenti kerja komitmen banyak, hutang rumah nak bayar, installment kereta lagi, kredit kad dok menghantui, belanja dapur lagi, isteri pulak tak kerja, anak anak nak sekolah, duit buku, duit belanja hari hari ...........ahhhhh.......tensionyerrrrrrrrrrr....! duit pulak tak pernah nak cukup cukup.

Akhirnya saya buat keputusan yang mudah... iaitu saya perlu lakukan sesuatu. So saya join bisnes ni manalah tahu, ditakdirkan saya berjaya, selesai juga sebahagian masalah saya walaupun tak 100% daripada dok tension tak habis habis, masalah makin datang datang tanpa henti... selepas satu satu...........!

Saya percaya rezeki pasti datang jika kita bertindak untuk berusaha dan melakukan sesuatu untuk mengubah kehidupan kita. Janji Allah tidak pernah mungkir dan sebab itulah Allah berfirman, "berusahalah kamu- berusahalah kamu- berusahalah kamu- pasti ganjaran yang menanti kamu...."

Jadi janganlah jadikan beban kerja you satu penghalang untuk you bertindak untuk mengubah kehidupan dan keluar daripada bebanan kerja you.

Building Your ''Dream Team''

By Gina Gardiner Any organisation is a strong as the team of people they put together. Each person brings with them a unique set of skills, knowledge, intelligences, attitude and …baggage. Bring a team together and the resource grows potentially to provide not just the individual set, but the huge benefits that interaction between people can create. Organisations where people pool their knowledge, skills, imagination, ideas and experience have so much more resource to draw upon. If you unpick the elements that make any organisation successful one of the core reasons is the quality of the people within it and the way in which they inter-relate. . Successful organisations offer regular opportunities for brainstorming, collective solution finding (rather than the usual problem solving), and explore the possibilities for unleashing creative interaction within the organisation and with the outside world. They encourage a professional curiosity and demand professional responsibility. For this to work well they must create a culture where development is celebrated as part of the journey rather than blame and failure being apportioned when things don’t work the first time. So how can you create our “Dream Team?” There is no magic solution, however creating the best team for your organisation is achievable with some thought and care and an open mind. Follow the 10 steps to achieve your “dream team.” BUILDING YOUR DREAM TEAM Step 1 Define your dream Each organisation will need something rather different. You would not hire rugby players to play basketball for example. Remember one person’s dream is another’s nightmare. Be careful what you wish for as first thoughts are not always the most appropriate – think of Midas. Take the time to consider: What does your organisation need? How do you know? Step 2 Create The Vision Think of a lighthouse providing a beacon of light to keep a ship on course and safe from harm whatever the weather and state of the sea. Your vision should sustain your organisation in good times and when things get rocky or through changes of personnel. All those involved with your organisation internally and externally should know what your vision is where you are ultimately aiming for and why. Consider: What do you want your organisation to look like in 2 or 5 or 10 years time? What are the core values you want to live by? What are your ultimate goals? – personal and corporate How are you going to create that vision – by yourself or with others? What elements are negotiable and which are set in stone? Identify the people you need to involve to make your vision a reality. Step 3 Create The Culture It is important to create the right culture for your organisation, ensure that it matches your core values. Consider the reward system you have, does it encourage collaboration? Collaboration between your team rather than cut-throat competition can provide long-term benefits for your organisation and your customers. Successful organisations are built on a culture of development rather than blame. Where honest, constructive feedback is given regularly, leading to growth and change. People are encouraged to evaluate their own performance and that of their team, where they strive for excellence and have high expectations of themselves and others. You must show by example and be consistent in approach. Articulate your vision, purpose, core values to all involved - regularly, it should be an integral part of your organisations daily living rather than a dog eared poster somewhere in the reception area or on your notice board. Step 4 Consider your existing situation: AUDIT – Where are you now? What is your decision making process? People – what are their current roles and responsibilities? What are your lines of communication? - through the organisation both formal and informal and with your customers and other stakeholders. Current performance – how do you know how well things are going and people are doing? Don’t forget to consider your own performance. Be honest with yourself and encourage others to be professionally honest. Ask others from both within the organisation and outside. Step 5 YOUR VISION vs. CURRENT SITUATION Compare things as they are with how they would be if your dream was a reality. As yourself the following questions: What needs to be put into place to achieve your goals? How can you achieve those things? Start with: What is going well? How do you know? Identify your strengths – celebrate, and protect them, share the best practice within your organisation and within your industry. What are the areas which need to be changed / developed? Remember if you always do what you have always done - nothing will change. It is possible to become very successful at failing Step 6 Create Your Road Map Consider your existing staff Identify their current roles and responsibilities. Think about their potential for professional growth and their training, coaching and mentoring needs to achieve that potential. Create a ‘perfect team’ plan on paper Consider the roles and responsibilities needed within your ‘Dream Team’ to deliver your goals Map your existing staff onto your Perfect Dream Team Plan Match skill set/ experience / future potential of existing staff Identify what is needed in the short, medium and long term Step 7 Appoint Future Staff Be clear about what you need to bring your dream closer and the role each person is to play within your organisation both as an individual and as a team player. Consider the type of people you want and think about how they will live your dream. Ask yourself the questions: “Will they complement m ‘Dream Team’? – What impact will they have on existing staff? What needs to be done to ensure maximum benefit from the team? When you appoint new staff have: Clear expectations and boundaries right from the outset. A detailed person specification which includes the skills needed to interact positively with the rest of your team and with all stakeholders. Make sure your advert reflects your needs and expectations. Create an interview process which will ensure you have the opportunity to see the candidate in different situations e.g. watch the candidate relate to others. Step 8 Induction and Training All staff need on – going training to ensure that they continue to develop their professional curiosity. Maintaining your “Dream Team” is a continuous process, it requires nurturing and supporting. This can be supported very successfully through the training and development of: Individual – new and existing staff Departmental Whole organisation Use of mentors Preparation for delegation / promotion If you are introducing a different culture or approach induct all staff as if they were new to the organisation. Better still involve them in the creative process. It engages people and gives them a real sense of ownership and motivation if done well. Step 9 Making Time For Team Building A team will become a cohesive unit if it is given the opportunity to form a positive professional relationship. Would you simply put a collection of individuals together and by simply calling them a football team or a choir expect winning results or a balanced harmony? In both contexts they need time to understand each other, their ways of thinking, working and learning. To maximise their potential they need time and structured opportunities to recognise their collective strengths and accommodate their weaknesses. In exactly the same way as groups of singers learn to listen to one another, to harmonise and to adjust volume, pitch and tone by rehearsing on a regular basis or footballers learn which foot their team members favour and who is best equipped to take each position on the field, your team must learn to interact successfully with each other. There are lots of ways of providing the opportunity for team building: Tandem Time: ongoing - integral to the daily activities Specific team building activities: Training / Social Ongoing development I have always been incredibly impressed where the responsibility has been given in part to the team itself to create and run activities to enhance the team building opportunities. Offering a budget or in-house time even a relatively small one can pay real dividends. Step 10 Creating And Maintaining Effective Communication The continued development and success of your “Dream Team” is dependent on the ongoing articulation of your organisational vision, core purpose and goals. The importance of a shared understanding is of paramount importance. To achieve this be aware of the importance of listening and being open to the feedback given verbally and in other ways by your team. Consider both the formal and informal communication within the organisation – across and through and with stakeholders. Offer opportunities for everyone to have their say, and to feel that their views have been listened to and acknowledged. That does not mean that everyone has to get their own way, rather that they need to understand their position in relation to the shared vision and the needs of the organisation. The best teams value all contributions. It is often a chance remark which will trigger someone’s imagination leading to a creative solution. The Benefits Of A Successful “Dream Team” The benefits of having a highly effective team who work well together in the best interests of the organisation are far reaching. The cross fertilisation of ideas, the support mechanism which allows both the individual and the group to grow in confidence and competence are well documented. Having a pool of talented people who are capable of taking responsibility can be an enormous boon to the boss. One of the huge benefits if having a wonderful “Dream Team” is the opportunity to delegate. (See the article on Effective Delegation”) Effective Delegation, Why delegate? By delegating effectively it will leave the Senior Management of the organisation time to really lead into the future: Delegation offers: Leaders the time to plan strategically The chance for a shared responsibility and work load Truly distributed leadership Progression/ succession development What is delegation? So often you hear busy bosses say “If you want anything done properly you have to do it yourself”, or “I’m overloaded” or “I haven’t got time to do what needs to be done let alone time to think!”. “I have no work life balance – no time to myself” As a boss you have to make conscious decisions are you prepared to spend all your time fire fighting or do you want time to think strategically? Do you want to create a dependency model or a delegation framework. Which one do you want? Why does it fail so often? Effective delegation will only happen if there are a number of elements in place. It requires thorough preparation before hand. You would not expect or indeed want a surgeon to operate unless they were well trained and knew what they were doing, had all the necessary equipment in a suitable, sterile environment. Delegation requires the person who delegates to prepare the way, an investment of thought and time in the first instance will pay huge dividends in the medium and long term. Preparing for delegation: Set out clear parameters of each delegation: desired outcome, time scale, budget, Be clear about roles & responsibilities – of them and others. Accountability – what will they be accountable for? And to whom? Parameters of authority for decision making – this is the area where delegation often crumbles. Consider the consequences if the person doing the job constantly has to pass things up the chain of command for even the simplest decision. Conversely if the person has no terms of reference and is left entirely on their own it can be overwhelming or they can easily take decisions that are well beyond those you expect. Act as a resource to your team, offer to be at their disposal as a resource rather than being seen as the decision maker. Advice can be self- limiting, far better to ask the right question to further their thinking. It is now that having a culture of development really adds value to the process. Questions are then seen as supportive to the learning process rather as a way to limit and control. Firstly and finally if you want to maintain a “Dream Team” which is constantly striving to improve and develop, you need to consider your own role in creating and managing the team. No room for ego. The best leaders do not need to be the best at everything. They have the confidence to employ the most gifted and talented people they can find. They have the skill to identify good people and to help them grow. Moreover they create a team where one person’s success builds the success of the team. Model the behaviours and attitudes you want to encourage. Give credit where it is due Be generous in your praise where it is deserved. Acknowledge others ideas and contributions and take time to thank people for their contribution. Often a heartfelt thank you is worth a fortune, however thanks must be heart felt and genuine, paying lip service will very quickly backfire. Celebrate success We all respond well to positive reinforcement. If people know what success looks and feels like, they are much more likely to reproduce the conditions which make it happen. Think of successful dog trainers. They only reward good behaviour, but look for small increments – if these are rewarded behaviours are quickly changed for the better. A celebration can take many forms, involve your team in determining how they would like their success to be recognised. Going through the motions will be quickly exposed for being false. Rewards in line with core values Think about your organisation’s core values with your team, consider the needs of your organisation and those of your team. The ideal is to create a win- win situation where the individual has a vested interest in the organisation and their colleague’s success. Gina Gardiner has led a wide range of team building, training and facilitation activities with individuals, and organizations including Microsoft, CAPITA, The National College of School Leadership, DFES, schools and The Cabinet Office. She works as Independent Consultant and as an Executive and Life Coach and leadership mentor. She is a Neuro Linguistic Master Practitioner and a qualified coach www.graduatesolutions.co.uk