I was amazed listening to Marshall Goldsmith on Voice of America business net work for over one hour. There were loads of common sense and simple talks done in a very pleasant way in a radio show by Susan Reece and Andrea Chilcote. I love his coaching process.

Reading Marshall Goldsmith, one of the sixty world guru who has influenced the world for the last 80 years is a must for any leader. Besides Marshall is an incredible generous person as he give out free of charge on the web plenty of material. Personal development is the essence of Marshall’s work.

Marshall Goldsmith

My mission is to help successful leaders achieve positive, long-term, measurable change in behavior. The following process is being used by coaches around the world for this same purpose. When the steps in the process are followed, leaders almost always achieve positive behavioral change – not as judged by themselves, but as judged by pre-selected, key co-workers. This process has been used with great success by both external coaches and internal coaches[1].

The 29th  June was the solemn feast of St. Peter and St. Paul. I read the homily of Pope Jean Paul II made on this feast in 2000, which shred lights of the missions of these saints and serve as models to us.

The naming of the two saints at the same time, as far as I am concerned, from my little knowledge, is the contrasting elements of their characters and behaviours. Just like there might be many means to one end, the stories I have of the different paths of those 2 saints indicates to me that God sets different ways to each person to reach Him.

I have in mind the comparison given the biblical comparison given by the personality profiling D.I.S.C.

St. Peter is classified in the ‘i’ category – out going, people. He needed as fuel ‘recognition’ to thrive and hungers for relationships. Whilst being impetuous, St Peter was big hearted, compassionate and friendly, he was also carefree and outgoing. Enthusiastic and impetuous Peter was sometimes over eager and saw things bigger than the reality. Influencers and inseminators are main of the traits the ‘I’ categories.

St. Paul on the other hand is classified in the ‘D’ category- outgoing, task. D category people need challenge and control, they thrive on conflicts. Strong willed leaders like St. Paul could me unemotional yet optimistic. Determined they drive forcefully with great innovations. The mission is to break the status quo and venture in unchartered area.

Confidence consists of positive expectations for favourable outcomes. Failure and success are not events—they are self-fulfilling pathways.

To every action that we take, there is a corresponding outcome. Failures and successes are judgements given to outcomes in relations to our intents. There may be outcomes that appear which have no relation to our intents, however, we could learn from as they may things we have not thought of. It is in this sense that I read Rosabeth Moss Kanter’s self fulfilling pathways.

Confidence is the word. One of the elements I found that  probably is the cause of so much pain suffered by the poor of the poorest of the Mauritians society, after working for a couple of years with the ONGs is precisely the lack of self esteem and self confidence in the capacity to progress. The poor of the poorest nurture the self fulfilling prophecy of their inability to get out of their conditions.

At Caritas, with a team,  we worked out schemes to enhance the self esteem of the poor by starting a listening service. On a second phase we then slower worked towards  enhancing their self confidence.

We would be far from the winning streaks titled by R Moss Kanter but surely we would be heading in the right direction.

Winning Streaks

ROSABETH MOSS KANTER

How do winning and losing streaks begin and end? Using research and case studies, I came up with a surprising answer—confidence. Confidence is the pivotal driver behind high performance, successful relationships, and teams that consistently win. I use the expression “water walkers” to describe people with high potential who are destined to gain top positions.

Confidence consists of positive expectations for favorable outcomes. Failure and success are not events—they are self-fulfilling pathways. Each decision, each business quarter, each school year may seem like a new event, but the next performance is shaped by what happened last time—unless something breaks the streak.

Three Critical Behaviors

My investigation of success and failure in companies, nonprofit institutions, athletic teams, and political races discerns three critical behaviors in people who work in cultures of confidence at high-performing organizations:

· They are accountable. They want to share information, take responsibility, and seek feedback and self-improvement because they are committed.

· They collaborate. They want to work together, help others, and feel a sense of belonging that makes them committed to the success of the entire enterprise.

· They take initiative. Since they believe that what they do will make a difference, they offer ideas and suggestions and feel empowered to foster innovation.

Moreover, these confident leaders institutionalize confidence by giving people a chance to tackle projects, succeed at those projects, and feel that they have made a major contribution. That makes people feel valued. It makes them feel that their contribution is worth something. And that feeling gives them the energy and motivation to go forward. It provides leaders with an opportunity, grounded in reality, to recognize and applaud people. Positive accomplishments lift everybody’s spirit.

And yet many performance evaluations tend to be based on personality and chemistry rather than on achievements. That’s a problem in terms of building confidence, because it makes too many things dependent on favoritism—who happens to be liked by whom. On losing teams, coaches tend to play favorites. On the winning teams, you get what your performance merits.

Of course, some leaders try to project external confidence to cover up problems. They resort to bravado or swagger to hide problems—usually when confidence has slid into that danger zone of overconfidence or arrogance.

Real confidence is grounded in three cornerstones—accountability, collaboration, and initiative. If accountability starts to slide because leaders cover up the facts or manipulate the numbers, then they are not being accountable. And if they don’t admit it and solve the underlying problems right away, they are not being accountable. So, whatever appearance they project to others is not true confidence grounded in the substance that would make success likely. It’s a false presentation of self, and I don’t think it’s the self-confidence of a leader anyway. The projection of charisma on the part of the leader who makes the difference is whether the leader creates a system that is accountable, that allows people to get together quickly to solve problems and take initiative to act on potential shocks or surprises. That’s what Enron lacked—they started to hide certain information.

I talk about confidence as the “sweet spot” between despair and arrogance. It’s that sweet spot that says, “We’ve got to work for a positive result; and when we do the work, we are confident we’ll succeed because we’re confident in the data, confident in the responsibility people take, and confident in each other. We have a collective goal, and people are not making side deals behind the scenes.”

Many people tell me that they feel that they are on a losing streak—losing people, losing capability, and losing viability. They are sliding away from confidence toward insecurity and feeling that “there is nothing we can do about it.” Leaders must guard against arrogance and over-confidence on one hand, and the feeling of hopelessness and helplessness on the other.

In my study, I found many examples of successful turnarounds. Turn-around leaders tend to be one of two types: 1) people who slash to the bone and save the organization financially, but leave nobody standing; or 2) people who realize that cost-cutting is a temporary solution and start rebuilding. Turnaround leaders must make tough decisions, but also believe in the potential of the organization and give people a vision of that potential.

One of my favorite leaders is Jackie Jenkins-Scott, former president of a community health center (she is now a college president). She came in to turn the center around when it was in bankruptcy. A receiver appointed by the court was busily trying to cut costs; morale was low; and the quality of the service was getting worse. First, Jackie convinced the judge to get rid of the receiver. She saw potential where he had only seen things to cut. She saw a way to raise revenues. For example, the center had historic buildings, and so she got those designated as historical landmarks and reached out to new donors. She believed in the people, so she gave the people a better work environment. They returned her faith by boosting productivity and by finding new sources of revenue—people who could pay for services, for example.

You either find somebody who cuts costs and slashes to the bone and just accepts the fact that sales are declining and plans around a smaller organization, or you find somebody who says, “There is great potential here. There are new services we could offer. Yes, we must get costs under control, or we won’t survive; but we’ll do that against a vision and long-term goal, because I have confidence in our future.”

Leaders build confidence and advance to victory. They see the potential and get other people to see the potential while they are making tough moves. But when they make a tough decision, they have the support of the people, because it’s done with a vision of success in the future.

Consistently successful leaders treat losses as temporary events rather than descents into downward spirals. They have resilience, and resilience separates winners from losers, because even winners lose games, have bad quarters, see temporary slips in sales.

Resilience is the ability to deal with those issues. If confidence is not just a belief in the minds of the people but also the culture of the organization, you can bounce back quickly. If people are communicating, sharing performance data, and knowing the facts of the situation, they can solve problems faster because they are collaborating. Everybody can do their part if they trust and respect people in other departments, and they have an experience of taking initiative through small projects and new ventures that build an ovation. Such people spring into action and make a difference—often without being told to do it.

When power went out in the Northeast for two days in August 2003, and every other airline canceled hundreds of flights—thereby losing millions of dollars—Continental not only kept flying but ended up making money in the disaster. Their employees rallied together to do whatever needed to be done to keep the airplanes flying. That freed up top executives to ask, “Are there any other services we could provide during this period?” They offered extra flights for all the stranded passengers and ended up making money.

That is a dramatic example of where a company wins because they had created a culture of confidence.

To the extent that the organization succeeds, it’s easier to attract and retain exceptional talent, because they want to be associated with success. Make sure they understand that their success and reputation are enhanced when the team wins. Show these stars that they will gain more and have more impact if they also support other people, build stronger relationships, and help the team win consistently.

December 2008

The above text from Leadership Excellence,  is an article which would summarise  her 2004 book: “Confidence: How Winning Streaks and Losing Streaks Begin and End”.

I obtain the following article from UCT graduate school of business where I had the opportunity in my earlier days (1987) to hone my skills in Marketing. UCT I consider as one of my Mater Almas, if it was ever possible to talk of several Mater Almas.

I found the content of Elaine Rumboll’s writings very fitting as far as my career is concerned. As much as you may think that entrepreneurship as a science, I had always considered my entrepreneurship skills as an art. Psychological profiling I had undergone pictured me as a right brain thinker and placed me in the box of a creative artist. Have I been the business savvy artist?

Early in my business life career, I was lucky to have had a serious assessment of my psychological traits and preferences determined. I knew where were my strong hands and perhaps more importantly where were located  my weaker hands. I had learned to bank on my strengths whilst acknowledging on my weaknesses and delegating some of my unressourceful  duties and tasks. Later as I climbed the ladder of the corporate world, I made sure that I was supported by a team that made up for my deficiencies. I have always been a wholesome person or if you prefer, a big picture person, performing tiny detail tasks pumped up my energy. I make sure that my direct assistants were detailed and sequential oriented persons. Susan, a thorough and precise operator was always at hand. Cynthia another orderly organiser assisted me for years. I thus manage with a two brains tandem: my rightful own right brain and the left brains of my associates.

I also learnt early that success comes faster with creativity. I spend a fair amount of my time in observing changes that was operating on the business scene and anticipate speedily ahead of the trend. I often with a bout of humour asked: Whilst may be you know what you know, how do you know what you do not know? The answer came in often by asking the question: what if? I have to bless my parents, my educators for having instilled in me this craving for creativity. These creativity skills were later improved by the NLP training I had the opportunity to follow.

I would recommend to you to read: Enjoy your inner artist- Improving your Creativity with NLP by Luis Jorge Gonzalez.

The art of entrepreneurship

It’s often been said that there is an art to doing business, but conversely not much has been raised on the business of being an artist. That’s not surprising given that the words “artist” and “profit” have never traditionally been associated with each other. In the 21st century, however, things are beginning to change.

There is an increasing attention on the concept of artists as entrepreneurs emerging globally – artists are becoming more business savvy and finding new ways of sustaining their artistic livelihood. Artists of all kinds are applying their creativity in new ways as businesspeople, and proving that it is possible to leave the “starving artist” notion behind in favour of the “business savvy artist”.

In the US, the New York Times recently picked up on this trend, and in a feature presented some successful artists changing the game. According to Elliot McGucken who teaches the course Artist Entrepreneurs at the University of North Carolina, the advancement of business skills “rests on the principle that those who create art should have the skills to own it, profit from it and protect it”.

“It’s about how to make your passion your profession, your avocation your vocation, and to make this long-term sustainable,” he says.

This business imperative to the world of the arts has become all the more important in the past year, as the recession has not left the art world unscathed – while most of the media attention is on corporates, the plight of the arts is an important issue that needs addressing as well.

A study conducted by Arts & Business in the UK, for example, found that many UK arts organisations are already feeling the pinch of a shrinking economy. Released in April, the survey, titled Market Trends 2009, found that the majority (63%) of respondents are “experiencing a substantial decrease in business investment”.

In this tougher market context, the need for artists to become more self-sustaining and business savvy, and to find new ways of sustaining their artistic livelihood in the long-term, has become much more critical. It’s a realisation that has begun to permeate many individual artists and educational institutions.

Pioneering the way for artists as fully-fledged entrepreneurs are several leading business schools and universities. In many of these business schools, business and the arts are no longer mutually exclusive, but in fact mutually dependent disciplines that need each other to survive – and thrive.

With this in mind, the University of Michigan recently announced plans to offer a dual programme that will combine a Master of Fine Arts and Master of Business Administration degree later this year. New York University and Yale University already offer similar joint programmes.

This trend of two worlds merging, from a business point of view, also highlights a growing realisation that success in the 21st Century will depend on creativity more than ever before. This increasing link between business and the arts was massively popularised by author Dan Pink and his bestseller A Whole New Mind, in which he argues that people with right and left brain skills, or creative and analytical abilities, will be very much in demand in the years ahead.

As businesses globally seek to now be more creative and innovative in their search for increased market share, creative people are in turn learning that it is possible to make a sustainable living out of their talents with a little business savvy.

While there is a lot of untapped potential for success for South African artists of all kinds – painters, designers, writers, photographers and performance artists – many are not yet astute enough in business matters to move into the entrepreneurial realm with confidence. New innovative courses will help to close this gap.

Here in South Africa, the UCT Graduate School of Business’ Executive Education unit has for the past two years offered a Business Acumen for Artists programme to help local artists step into the world of business by teaching subjects like marketing, negotiation and intellectual property, as well as financial skills and presentation techniques – the course has been described as a revelation by many artists who have attended.

Simon Taylor of Periphery Films, who completed last year’s Business Acumen for Artists, described the course as a profound learning opportunity and a chance to connect with other artists experiencing similar difficulties.

“I went into the programme feeling like I was on an island. I felt really lonely as a creative entrepreneur, so to connect with people feeling the same way was amazing. It was almost like a support group and the experience was on the level of mind and heart adjustment, it was not just about learning new things.”

Tracy-Lee Scully, a freelance graphic designer, illustrator and writer, also from the 2008 programme, agreed.

‘I went to the course expecting to learn some basic business skills, but I finished having learned so much more than that. I learned the value of my work and to let go of my creative insecurities. I gained a whole new perspective on my reality – largely as to what was holding me back from following my dreams to succeed as an artist in a commercial world.”

As these statements demonstrate, artists need to find inventive ways to market themselves and price their goods competitively, without underselling their services and products. This is where marketing know-how and negotiation skills, as well as a good grounding in financial management, for example, could make all the difference.

I am so pleased that I picked up an article where  my old friend Jay Owens is mentioned.  I have not seen for over 5 years: since my last visit to South Africa.

It looks like Jay is still active in training and running seminars and conferences.

Before retiring, Jay was running the Covey Leadership center in  Park Wood ,South Africa. He was of great help to me, he was sorting out the profiling of the participants of the Covey week end seminars I was conducting for a number of years. The center in South Africa was very convenient, the processing was faster and cheaper that sending off the documents to Utah, USA.

Thanks to Jay that I was given the opportunity to run a Covey seminar in Guinea Conakry. I took up the challenge of conducting a seminar with half of the audience speaking English and the other half speaking French. The Malaysian Telekon had taken over the national telephone company in Guinea and wanted to train all its managers on time managment the  Franklin Covey way.

Resolving business issues through crucial conversations

There are crucial conversations that we all tend to avoid. Our lives are poorer and our businesses less profitable because of it.

The need for crucial conversations in business covers a wide area of possibilities. They are the many topics we would rather avoid. In your place of work they could look something like this:

• Issues that involve gender, racial, cultural or other controversial factors
• Dealing with the poor performance of a subordinate, like giving an unfavourable performance review
• Talking to a co-worker, perhaps a manager, who behaves offensively or makes suggestive comments
• Disagreeing with a management decision
• Dealing with a serious disagreement between two or more departments in your business
• Resolving a serious disagreement between business partners
• Critiquing the work of an equal or someone senior to you
• Confronting a partner or manager who is contravening the company’s financial code
• Talking to a colleague who is hoarding information or resources
• Dealing with a difficult BEE or employment equity decision.

Most of us would rather avoid this sort of thing altogether. That is the comfortable route to take, but we follow that path to the detriment of our businesses and our relationships with other people.

The authors of Crucial Conversations – Tools for talking when stakes are high, say that no more than 10% of our daily conversations cover crucial issues. These are the pivotal issues, which if handled well make an immense difference to any organisation.

When facing difficult issues people react in one of three ways: we avoid them, handle them poorly or face them and handle them well. Jay Owens of The Human Edge, who will be hosting a Crucial Conversations workshop later this year, suggests three factors in which crucial conversations are most necessary. They are: high stakes matters on which results depend, differing opinions on which the parties involved feel strongly, and other matters that produce high emotions.

“Powerful emotions are the cause of most inability to communicate well,” says Owens. “Physiologically we don’t handle strong emotions well. To overcome this inherent human weakness a distinct skills set is needed. There are a few people who have it naturally. Most of us have to learn it.”

Owens teaches that our ability to influence other people, and therefore important outcomes, depends on how well we hold our crucial conversations. “Too often when crucial matters are raised people go over to silence, not contributing to the group’s understanding of the problem.”

Some endure the silence until eventually they can no longer contain themselves. Then they go over to violence, trying to control, compel and coerce others into their way of seeing things. “Silence and violence are the twin enemies of the productive sharing of information,” says Owens. He talks about the silence in the meeting room, followed by the violence in the corridor – people who do not contribute in the meeting, gossiping about the resultant decisions in the corridors.

The objective of Owens’ training is to create an environment where the best ideas can be put forward without fear. And fear is the fundamental problem when trying to get to the core issues that are holding back a company. People are afraid that the ideas they raise may meet with ridicule, tarnishing the image they have. Some may not want to leave a meeting to attend to something else that may have arisen for fear of being blamed while they are not in the room. Everyone may hold back on suggesting a new project for fear of it failing. Better for someone else to go first – in case it turns out to be a disaster. Under these conditions when people do not feel safe enough to air their views an environment exists in which people do not contribute towards the development of the company.

“An environment has to be created in which people feel free to put forward their best ideas,” says Owens. “We must guard against the reasons for silence in any staff member. This is the barrier that stops him or her from contributing.”

According to the authors of Crucial Conversations, two vital elements in resolving any issue are mutual respect and mutual purpose. Without the former, any sort of dialogue will be artificial and without the latter there is no point in even resolving the issues.

Owens’ first step towards holding a crucial conversation is to identify where you are stuck. Ask what the issue is that you are dealing with, that you also had to deal with yesterday and the day before yesterday. Once you have identified it, step away from the issue and ask yourself what the conversation is that we are not holding.

Once you have stepped out of the issue and into the process of dealing with it, three hard-hitting skills are recommended.

1. Apologise when appropriate. When you have made a mistake that has hurt others, start with an apology.
2. Contrast to fix misunderstanding. When someone may feel disrespected, but that was not your intention, step away from the argument and use a skill called contrasting. In it, you confirm your respect for the person and clarify your real purpose.
3. Employ CRIB:
   • C – commit to seeking mutual purpose
   • R – recognise the purpose behind the strategy
   • I – invent a mutual purpose
   • B – brainstorm new strategies.

In all of this the word purpose comes up again and again. Without a mutual purpose, there is no point in resolving anything.

If agreement exists on a mutual purpose, you will almost certainly need crucial conversations to deal with the issues that are bound to arise among human beings. Even the most talented among us need the co-operation of others.

Source: Succeed Magazine, www.succeed.co.za

A lecture, last month from Thierry Garcin, a commentator on the French Radio, boasted my interest in world affairs. We listened daily to world news; perhaps we may tender a soft ear to these world occurrences. As I am quite keen on world affairs, I need to document more on the subject. With the internet, it is possible and convenient to read the worldwide media there on.

Much like a jig saw, the small pieces of news diffused everyday fit in a larger frame that in time draws the world wide trends. More so, in the globalised economies of different countries and the speed of transmission of news, geopolitical events and for that matter any large events affect any country fast. Thus an entrepreneur cannot turn a deaf ear to world news and needs to constantly updated and analyse the impact of ourselves.

As we are not on the fore front of world economics, we have the time and more interestingly the advance knowledge of seeing the impact of world happenings reaching our shore. We saw few months ago, the impact of the financial crisis and its delayed effect on us. The crunch on world travel and its repercussions on Tourism are now felt.

I have to deplore the reaction time of us Mauritians to deal with these situations. I must admit that in the case of the tourism sector, the industry reacted reasonably well. A smart operator will thus be able to bank on the slot of the changing time to maximise on his profits. I must admit that I was not smart enough to review my portfolio of investment the last time to minimise my book lost.

The wish and deployment of China in building their infra structure of their country in the last decade has put on pressure on the price on building material, petroleum products, coal and even shipping chartering. As a businessman, the strategy deployed on your market is different depending the way you perceive the trend of the market. In a recession, whilst demand is on a decrease and the prices are going up, the entrepreneur needs to readjust his actions. As recently as 2years ago, an entrepreneur who was in building material in Mauritius, was in a euphoric expanding market with the depression in prices of materials. It was possibly to maximise his profits in turning around his stock fast. The global scene has suddenly changed now, a quick readjustment is required.

Thank you Thierry Garcin for opening my mind and giving my tips on analysis world happenings.

Watching the interview of AMY Chua in the Berkeley series ‘conversations with history’ was a delight for me. The over one hour listening absorbed me intensely and provided some insights which I could relate to in my working career.

First let me set the scene. What Amy Chua ‘Day of empire: How hyper powers rise to global dominance and why they fall’ has to do with the business of Rogers aviation of the 80’s and 90’s? To me, Amy Chua is dealing with dominating your sphere with hyper powers.

Here are some reviews on her book to have a brief view of Amy Chua’s thesis.

This analysis of world-dominant powers …

… from ancient Persia to the modern United States yields an intriguing set of common traits and progressions. Chua’s bestselling World on Fire: How Exporting Free Market Democracy Breeds Ethnic … more » Hatred and Global Instability (2002) led the pack in sizing up the backlash against global free-marketers. Now she examines hegemony and the handful of entities worthy of the title “hyperpower,” which extends to the earliest civilizations: Persia, at its peak under Darius, the Macedonia of Alexander the Great and, of course, imperial Rome. There are also some surprises: Ghenghis Khan’s 13th-century Mongolian domain, for instance, eventually extended from Vienna to the Sea of Japan, far exceeding any before or since in contiguous territory. And the Mongols did it without original technology or literacy, absorbing both from cultures that came under their dominion. Likewise, the Dutch Republic of the late 17th century, a midget among Europe’s giants, became so dominant in world commerce that it eventually exported a king, William of Orange, to England. The commonality among these empires, says Chua, was tolerance. They were diverse societies, harbouring—and exploiting—a wide range of ethnicities and unrestricted religions. The enduring model is Rome, which handed its adversaries a bloody defeat and proffered full citizenship the next day. The author notes that even China in its day of empire, the eighth-century Tang Dynasty, was a far more open society than it would be 1,000 years later. Tolerance alone won’t create a hyper power, though, says the author; the United States needed the collapse of the Soviet Union to achieve its status. Chua concludes that hyper powers ultimately tend to come “unglued” as a result of resistance to their own diversity. She cautions that the global rise of anti-Americanism today, which stems from attempts to export democracy in the service of self-interest, could be a negative sign. The author gives short shrift to forces introduced by petro-politics or the nuclear threat, but still an illuminating exploration of what makes a superpower.

Put positively, such hyper powers practice tolerance. As far as it goes, this is hardly an original observation, and while Chua attempts to offer solid examples from history of how tolerance helps build empires and how intolerance leads to their downfall, she is ultimately unsuccessful.

Translating back to my then work situation in business: Rogers Aviation was a super power in the field of commercial aviation in Mauritius in the 70’s through to the 90’s. Rogers aviation occupied 80 percent of the passenger ticket sales and over 99 percent of the air cargo sales in 1970. In a sense within its sphere I extrapolate, that Rogers was a super power. Just like any super powers of history, at a stage the super power must ask himself; “ how do I maintain my dominance forever?” I must admit that in the case of passenger sales I had no say in the formulation of the strategy. When I came on the scene in early 80’s, Rogers had lost on the passenger side its supremacy as a Super Power, the market share dropped to approximately 65 percent but on the other hand on the air cargo front it was different with a market share of over 90 percent.

With the strategic planning department of Rogers in the 80’s the team at air cargo took time to study the issue and devise strategies for Rogers to maintain a role of super power and continue to reap extra monetary benefits from this position. I was one of the proponents that pushed the thesis that our super position as super power is doomed not to last and that we had to look at enlarging our sphere by looking to conquering other areas. So there was a distinct, two legs strategy: on the local scene maintaining supremacy by joint ventures association and on the overseas scene conquer the regional areas. A smaller share of a bigger cake is better that defending our share of a small cake.

On the local front knowingly, we planned to reduce your dominance as the apparent super power by diluting our market share. One of the thoughts of that time was: the thousand of freight forwarders in the world will surely come in the Mauritius market to have their share. Will we fight them or make it easy to penetrate the market whilst retaining a fair share of the conquered market? Having experienced the fate of the passenger market we opted to control the market by making easy for our opponents to enter whilst taking a large chunk of their profits in the supply of other services. We were strategically tolerant would have been a Chua definition.

On the international scene, as we were not a super power, we had to use other strategies. We had to build our strength by working differently. In the hind sight, I have to admit that today, after listening to Amy Chua I came to realise that the strategies and mind set of our people on the international scene were not appropriate. More Guerrilla warfare strategy should have been utilised.

This strategy defined in 1980’s bored the fruits that we seeded up to 1997. Thereafter, the market situation changed and the new leaders at the helm of the company did not seem to have a clue of the strategic thinking needed to sustain the position of super power to collect the premium that the status gave you.

This phase of my working career will always be cherished. Thank you Rogers for these fabulous years.

Times seem difficult these days. We may be in recession but definitely business is getting tougher in most sectors. The turnovers are decreasing whilst the costs are increasing. I had a chat this week with my cousin who looks after gas distribution. Bottle gas is supposed to be a commodity that is most resilient to drop in consumption- the people need to use energy for cooking. It looks that even in this sector there is a lull in spite of the subsidies fed by the government to alleviate the burden of the population. On the other hand, operating the distribution is costing more with the escalating cost of Diesel and  with the mandatory increases to be allotted to the work force.

What are the possible solutions in this juncture?

Costs cutting will some say! Work smarter will others vouch! Indeed whilst increasing sales or turnover seems less likely, squeezing the costs is obvious. It is more easily said than actually implementing the cost squeezing strategies. Reducing the level of costs with the least pain and to work on the optimum means going through the costs elements, analysing them and determining the right level. I rather work on the elimination of waste. I recall during my past career that in some department when we were faced the need to increase our productivity, we utilised lean management techniques and Gemba Kaizen.

Lean Management I believe stems from Lean production systems. Lean production systems provide principles and practices to reduce costs through the relentlessly removal of wastes and the simplification of all processes. The introduction of Gemba Kaizen, particularly the 5 S I am pretty sure will provide some solutions. Sort, Straighten, Sweep, standardize and self discipline are the key words.

Let us all be reminded the vast campaign led a couple of years ago by the National Productivity Council NPCC: the Elimination of Muda.

Avoir quelqu’un pour faire le sale boulot à votre place. N’est pas chouette. Dans ce temps apparemment difficile, les sans emplois ont trouvé le moyen d’inventer des boulots, jus qu’a maintenant inexistants.

Vous avez du mal de gronder vos enfants. Maintenant vous pouvez employer une personne pour le faire a votre place. Peut être souhaiterez vous tester la fidélité de votre conjoint  ou la mettre à l’épreuve? Des services pour répondre à vos besoins existent.

Un site web propose les services pour vos sales boulots.

Marrant n’est ce pas ?

Peut être devons nous commencer ces services à Maurice?

Tomorrow, the 4^th June will be the twenty years since the Tiananmen Square Massacre occurred according to the western world press. China recorded the happenings of this incident as the June four incident. Is it a euphemism on the part of the Chinese? Or is it the naming of this event according to one’s view and reading?

Twenty years since the much reported incident with hind sight view what can we deduct? The proponents and defenders of Human rights, the western world press definitely has a different view of the killing of unarmed student protesters by the Chinese army to the reading of the Chinese authorities who then ordered the end of the protest.

What were the reading of the Chinese government of the situation of this protest and the impact of it on the state?

I read with keen interest the back ground atmosphere leading to the killing of these protesting students and I invite you to do so, on Wikipedia.

The Party elders believed that lengthy demonstrations were a threat to the stability of the country. The pressure on the Chinese from within the country as well as from other nations was mounting to become unbearable by the authorities.

How many persons were killed? 5000 or 7000 persons were eliminated according to different sources.

This 4^th June Tiananmen Square event has certainly impacted the course of history in China. Foreign loans to China were suspended and tourism to China decreased and embargo on arms were reactivated. The Chinese economic reform as planned by Deng Xiaoping was delayed.

I read through this event the fundamental cultural difference between the intrinsic values of the western and Chinese. In the west, the individual rights are primary whilst in China the nation’s rights override all. What is good for the community is good for all.

Tiananmen June 4^th was a mere incident in the very long history of China; it may well be one of the many massacres perpetrated. The killed individuals were collaborators of the history.

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