- 7 months ago
চাকরি জীবনের প্রস্তুতি 1-10 by সুলাইমান সুখন 10 min school
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00:00:00Why Corporate Grooming is Necessary?
00:00:06Do you want Salary Increment?
00:00:08Do you want Promotion?
00:00:09Do you want your colleagues to have a good perception about you?
00:00:14Perception is created by Proper Corporate Grooming.
00:00:19And that's why in the corporate world,
00:00:21Corporate Grooming is very important to create a good perception.
00:00:28Let's go back a little.
00:00:29Do you remember the words of the school?
00:00:30New School, New Class, New Teacher, New Colleague.
00:00:34One week of instruction.
00:00:35You have to come to this class on time.
00:00:37You can't talk much in this sir's class.
00:00:39You have to talk at the end of this madam's class.
00:00:42You can't miss even a little deadline in this assignment.
00:00:45These rules are culture.
00:00:48If you can follow these rules,
00:00:50you will have a positive perception in front of that school, that teacher, that colleague.
00:00:57And you will get good results.
00:01:00Similarly, do you remember the college?
00:01:02In the beginning, the seniors used to say,
00:01:04You have to talk to me at the same time.
00:01:08You can't go to this corridor for a long time.
00:01:10You can't go to the opposite corner for a long time.
00:01:12There are so many rules like this.
00:01:14If you can follow these rules,
00:01:16Everyone will speak well.
00:01:18The days of college will be good.
00:01:19And what if you can't follow these rules?
00:01:21If it is too much, it will be a little difficult.
00:01:23Or it will reduce one or two points of CGP.
00:01:25But in the corporate world,
00:01:27If the perception is not right,
00:01:29If you don't follow these grooming etiquette,
00:01:32It will have a direct impact on promotion or salary.
00:01:36Only if the boss thinks for some reason,
00:01:39That the boy is not kind,
00:01:41Your promotion can go back two or three years.
00:01:44Once someone remembers,
00:01:46In the corporate world,
00:01:48That you can't rely on him for a job,
00:01:51Then you can see that the percentage during the salary increment
00:01:54It can go down to zero.
00:01:56So to properly manage this whole thing,
00:02:00It is very important to keep your perception positive.
00:02:04Let me make one thing clear.
00:02:06This perception is not what I think about me.
00:02:09It doesn't matter what I think or you think of yourself.
00:02:12It matters what others think about yourself.
00:02:16And so you have to look at yourself with a different perspective.
00:02:18In the corporate world,
00:02:20Starting from dressing,
00:02:22Dress-up, personal hygiene,
00:02:24Personality traits,
00:02:26All these things together,
00:02:28To create a perception in a groomed-up state.
00:02:30From a positive perception,
00:02:32A trustworthiness, dependable image is created.
00:02:35Everyone wants their employees to be dependable.
00:02:39If there is a positive perception about them,
00:02:41This positive perception,
00:02:43Only if there is a confidence,
00:02:45From this confidence,
00:02:47There is a result.
00:02:48And the organization or supervisor knows very well that,
00:02:51If someone goes to handle a business deal with confidence,
00:02:57There is a higher chance of success.
00:02:59And that's why when there is a time for promotion,
00:03:01Or salary increment,
00:03:03Or for a big responsibility,
00:03:05When there is time to decide or decide,
00:03:07Then this principle is based on corporate grooming.
00:03:11Because at the end of the day,
00:03:13Perception matters most.
00:03:15What the other person thinks about you,
00:03:17That matters the most.
00:03:19And this perception,
00:03:21Together with the culture of the organization,
00:03:24Being able to adapt and change yourself,
00:03:26That is called corporate grooming.
00:03:28Various points of corporate grooming,
00:03:32In the next video,
00:03:34I will try to explain elaborately.
00:03:36So that,
00:03:38After hearing these stories,
00:03:40Knowing from many years of experience,
00:03:42That time can pass,
00:03:44This course is to reduce that time.
00:03:47In the next videos,
00:03:49We will talk more elaborately about the various aspects of grooming.
00:03:51See you soon.
00:04:02Adjusting to new corporate culture.
00:04:04In the field of work,
00:04:06Many times the branch,
00:04:08Office location,
00:04:09Portfolio,
00:04:10Organization,
00:04:11Many things change.
00:04:13But how do we adjust to the new corporate culture?
00:04:16Commonly asked question.
00:04:18I will share some basic tips and techniques.
00:04:21First thing,
00:04:23While you are trying to adjust to a new corporate culture,
00:04:25Do not compare your previous job with the current one.
00:04:30Never.
00:04:31It's a no-no.
00:04:33Earlier, this was good.
00:04:34The office location was good.
00:04:35The boss was good.
00:04:36The food was good.
00:04:38The coffee machine was good.
00:04:39No.
00:04:41Never ever compare your current job and position and organization with the earlier one.
00:04:47And,
00:04:48Do not complain.
00:04:50If you come to a new place and start complaining,
00:04:54You will be creating a very bad reputation.
00:04:57So do not compare,
00:04:59And do not complain.
00:05:00Remember,
00:05:01First three months,
00:05:03Can make or break you.
00:05:05Yes?
00:05:06In the beginning of the interview,
00:05:07Or in the beginning of taking the portfolio,
00:05:09The things you said,
00:05:10The promises you saw,
00:05:12The potential you saw,
00:05:14After starting the job,
00:05:15After coming to a new place,
00:05:17Everyone,
00:05:18Unknowingly,
00:05:19Unintentionally,
00:05:20Thinks about your every move.
00:05:22So these first three months,
00:05:24Actually can make or break your future in this new organization.
00:05:28So how do I adjust?
00:05:31How do I make it,
00:05:33Not break it?
00:05:35You have to figure out,
00:05:37To find out things at your own.
00:05:46Yes,
00:05:47Common HR orientation programs will be there.
00:05:51But you have to remember,
00:05:53You have to find out things at your own.
00:05:55And how to do that?
00:05:57By asking a lot of educated questions,
00:06:01And showing genuine, honest curiosity.
00:06:04You have to ask people questions.
00:06:07You have to go there,
00:06:08Hey, I am new.
00:06:09Hey, I just came to this branch.
00:06:11Hey, I am just absolutely new to this organization.
00:06:14How are you?
00:06:15I am just hoping,
00:06:16What is this?
00:06:17How do you do that?
00:06:18May I get to know it?
00:06:19People actually like,
00:06:21To show honest curiosity to those people.
00:06:24To ask educated questions.
00:06:26Honest curiosity is a very critical thing.
00:06:30If you go to show curiosity,
00:06:32And start bragging,
00:06:34We used to do like this.
00:06:35We do like this.
00:06:36I used to do like this.
00:06:37No, that's bragging.
00:06:39That is not honest curiosity.
00:06:41Honest curiosity comes with politeness.
00:06:44Excuse me,
00:06:45Hi,
00:06:46Can I just get to know little more about how you do that?
00:06:49What is the process?
00:06:50People will love it.
00:06:52And they will take you in too fast,
00:06:56If you show these things.
00:06:58And in order to do that,
00:07:00You need to have one very critical skill.
00:07:02That is,
00:07:03How to unlearn.
00:07:05Yes.
00:07:06We can't forget our previous experience,
00:07:09Previous norms and customs.
00:07:11We can't unlearn,
00:07:12If we come to a new place.
00:07:14And if we can't unlearn,
00:07:16If we come to an organization with a very,
00:07:18You know,
00:07:19Congested mindset,
00:07:20And a very full sled,
00:07:23Then you will not be able to learn new things.
00:07:26So please unlearn,
00:07:27And then make space and room for new learning.
00:07:31That's how you will gradually become part of this organization.
00:07:36And it won't take you so much time.
00:07:39So you showed honest curiosity,
00:07:41You unlearned,
00:07:42You did not complain,
00:07:44You never,
00:07:45You know,
00:07:46Compared,
00:07:47Everything is going fine.
00:07:49And all these things will come with an open mind,
00:07:53Flexible mindset,
00:07:54And thought process.
00:07:56Are at the advantage,
00:07:58To mix with corporate culture.
00:08:01As a newcomer,
00:08:02As a fresh person,
00:08:04You will have a very fresh perspective,
00:08:06To all the process and problems.
00:08:08So you can actually come up with innovative solutions.
00:08:12Yes.
00:08:13These first three months,
00:08:14If you can show,
00:08:15From a different perspective,
00:08:17If you can show innovative solutions,
00:08:19And if you do that with genuine,
00:08:22Curiosity and politeness,
00:08:25People will love it.
00:08:26Your new organization will make sure,
00:08:28You become one of them very fast.
00:08:31So,
00:08:32Going to a new place,
00:08:33In a new culture,
00:08:35Eating Haburubu,
00:08:36It's a very natural thing.
00:08:38But all these things that I just said,
00:08:41From my previous experience,
00:08:42And all the books and research,
00:08:44These will actually help you to adjust to a,
00:08:47Absolutely new corporate culture.
00:08:50Adjust and grow.
00:09:01Communication in corporate world.
00:09:03Just like anywhere else in the world,
00:09:05In the corporate world,
00:09:06Two things are very important to keep in mind.
00:09:09One is,
00:09:10In my organization,
00:09:12How exactly,
00:09:13In which channel,
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00:17:19How exactly,
00:17:20How exactly,
00:17:21How exactly,
00:17:22How exactly,
00:17:23How exactly,
00:17:24How exactly,
00:17:25How exactly,
00:17:26How exactly,
00:17:27How exactly,
00:17:28How exactly,
00:17:29How exactly,
00:17:30How exactly,
00:17:31How exactly,
00:17:32How exactly,
00:17:33How exactly,
00:17:34How exactly,
00:17:35How exactly,
00:17:36How exactly,
00:17:37How exactly,
00:17:38How exactly,
00:17:39How exactly,
00:17:40How exactly,
00:17:41How exactly,
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00:17:44How exactly,
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00:17:48How exactly,
00:17:49How exactly,
00:17:50How exactly,
00:17:51How exactly,
00:17:52How exactly,
00:17:53How exactly,
00:17:54How exactly,
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00:17:56How exactly,
00:17:57How exactly,
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00:18:01How exactly,
00:18:02How exactly,
00:18:03How exactly,
00:18:04How exactly,
00:18:05How exactly,
00:18:06How exactly,
00:18:07How exactly,
00:18:08How exactly,
00:18:09How exactly,
00:18:10How exactly,
00:18:11How exactly,
00:18:12How exactly,
00:18:13How exactly,
00:18:14How exactly,
00:18:15How exactly,
00:18:16How exactly,
00:18:17How exactly,
00:18:18How exactly,
00:18:19How exactly,
00:18:20How exactly,
00:18:21How exactly,
00:18:22How exactly,
00:18:23How exactly,
00:18:24How exactly,
00:18:25How exactly,
00:18:26How exactly,
00:18:27How exactly,
00:18:28How exactly,
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00:18:33How exactly,
00:18:34How exactly,
00:18:35Corporate Communication
00:18:37First rule
00:18:38First impression matters
00:18:41How you look,
00:18:42How you speak,
00:18:43What's your body gesture
00:18:46Everything matters
00:18:48In the first meeting,
00:18:49in the corporate world,
00:18:50there should be a discussion
00:18:52about one person
00:18:53So,
00:18:54everyone's first request
00:18:56is to be able to
00:18:57organize yourself
00:18:59before your communication
00:19:01reaches others
00:19:02Now,
00:19:03the question
00:19:05How do I communicate
00:19:06in the corporate world?
00:19:08Simple rule
00:19:09Kiss the numbers
00:19:11Keep it short and simple
00:19:13and speak numbers
00:19:15It's very important
00:19:16to remember these two things
00:19:17I always try to do this
00:19:18in my personal life
00:19:19Whether it's an email
00:19:21or in a conversation
00:19:22I keep it short,
00:19:23simple and precise
00:19:25Email,
00:19:26couple of paragraphs
00:19:27Even if it is one paragraph,
00:19:29better
00:19:30and always give numbers
00:19:32The subject I'm talking about
00:19:34should be proven
00:19:36with the appropriate number
00:19:38of what I'm trying to say
00:19:40And,
00:19:41when we usually communicate,
00:19:43we say what more
00:19:45What happened?
00:19:46What's wrong?
00:19:47What, what, what?
00:19:48We don't talk about
00:19:49why and how
00:19:50So, if I ever
00:19:52try to take what
00:19:54along with it
00:19:55Why?
00:19:56and how to get rid of it
00:19:58I have to say that too
00:19:59Now, the words I'm going to say
00:20:01Where will I say it?
00:20:03Many people can say
00:20:05I'll say it in an email
00:20:07I'll say it in a meeting
00:20:08But, here's the twist
00:20:10What I've learned from Ravikota
00:20:11all these days
00:20:12is that
00:20:13not necessarily
00:20:15email is the most effective
00:20:16communication
00:20:17Maybe,
00:20:18through each organization's
00:20:19communication
00:20:21through effective communication
00:20:23one thing is recognized
00:20:24Maybe someone
00:20:25gives a lot of attention
00:20:26in an email
00:20:27to some organization
00:20:28Maybe someone
00:20:29gives a lot of attention
00:20:30to instant messaging
00:20:31WhatsApp, Team,
00:20:32or Google Hangout
00:20:34Maybe someone
00:20:35discusses
00:20:36one-to-one
00:20:37informal discussions
00:20:38with the boss
00:20:39That's the most effective
00:20:40communication
00:20:41So, after joining an organization
00:20:43before mixing with the culture
00:20:45one has to understand
00:20:47in this organization
00:20:48one's voice
00:20:49has been raised
00:20:51and heard
00:20:52then,
00:20:53which method
00:20:54should be used?
00:20:56It can be like this
00:20:57You've sent me
00:20:58all the details
00:20:59in an email
00:21:00Maybe,
00:21:01the email is not
00:21:02shown here
00:21:03Maybe,
00:21:04in a casual discussion
00:21:05with the boss
00:21:06or in a lunch meeting
00:21:07or in a coffee
00:21:08meeting
00:21:09where I was
00:21:10eating
00:21:11that's where
00:21:12effective communication
00:21:13happens
00:21:14So, one has to
00:21:15quickly decide
00:21:16where and how
00:21:17to communicate
00:21:18according to
00:21:19the corporate culture
00:21:20Very important
00:21:21I've seen a lot of people
00:21:22on the cricket field
00:21:23playing cricket
00:21:24have such a good
00:21:25relationship with the boss
00:21:26So,
00:21:27it's very important
00:21:28to think about
00:21:29this
00:21:30There's a request
00:21:31for everyone
00:21:32Okay
00:21:33Before doing
00:21:34all these things
00:21:35back to basics
00:21:36You have to be
00:21:37very good
00:21:38in your native language
00:21:39You have to be
00:21:40very good
00:21:41with the business
00:21:42partner
00:21:43the language
00:21:44Bangla
00:21:45English
00:21:46If it's RB
00:21:47or French
00:21:48the language
00:21:49you're going to
00:21:50do business with
00:21:51it's very important
00:21:52to be fluent in that language
00:21:53Crisp
00:21:54precise
00:21:55very important
00:21:56Public speaking
00:21:57Presentation skills
00:21:58These kind of
00:21:59basic things
00:22:00you have to
00:22:01definitely
00:22:02keep in mind
00:22:03In the whole
00:22:04corporate communication
00:22:05one place
00:22:06almost
00:22:07young corporate
00:22:08executors
00:22:09miss is
00:22:10full circle
00:22:11not understanding
00:22:12the full circle
00:22:13of the business
00:22:14to speak
00:22:15or communicate
00:22:16If you have
00:22:17a 360 degree
00:22:18business
00:22:19what's the whole
00:22:20business
00:22:21where
00:22:22why
00:22:23when
00:22:24do
00:22:25you
00:22:26do
00:22:27your
00:22:28homework
00:22:29before
00:22:30any
00:22:31meeting
00:22:32any
00:22:33business
00:22:34discussion
00:22:35any
00:22:36email
00:22:37writing
00:22:38any
00:22:39introduction
00:22:40homework
00:22:41do your
00:22:42homework
00:22:43before any
00:22:44meeting
00:22:45any
00:22:46business
00:22:47discussion
00:22:48any
00:22:49email
00:22:50writing
00:22:51any
00:22:52introduction
00:22:53do your
00:22:54homework
00:22:55before any
00:22:56meeting
00:22:57any
00:22:58email
00:22:59writing
00:23:00any
00:23:01email
00:23:02writing
00:23:03any
00:23:04email
00:23:05writing
00:23:06any
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00:28:00writing
00:28:01any
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00:28:03writing
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00:28:06writing
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00:28:09writing
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00:28:13writing
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00:28:16writing
00:28:17any
00:28:18email
00:28:19writing
00:28:20any
00:28:21email
00:28:22writing
00:28:23any
00:28:24email
00:28:25writing
00:28:26any
00:28:27email
00:28:28writing
00:28:29any
00:28:30email
00:28:31writing
00:28:32any
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00:28:34writing
00:28:35any
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00:28:37writing
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00:28:40writing
00:28:41any
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00:28:43writing
00:28:44any
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00:28:46writing
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00:28:49writing
00:28:50any
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00:28:52writing
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00:29:01writing
00:29:02any
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00:29:04writing
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00:29:07writing
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00:29:10writing
00:29:11any
00:29:12email
00:29:13writing
00:29:14any
00:29:15email
00:29:16writing
00:29:17any
00:29:18email
00:29:19writing
00:29:20any
00:29:21email
00:29:22writing
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00:29:25writing
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00:29:28writing
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00:38:22to place yourself in front of them as a very professional, hard-working, honest
00:38:27person. And you have to show that you have a lot of people skill. What's people
00:38:32skill? We will come to that. But politics is all about people. So
00:38:37someone who has a better people skill will have a better chance to become
00:38:41politically powerful. People skill combines your listening capacity, your
00:38:47honesty, your ability to mix with people quickly, and most importantly, are you
00:38:53emotionally intelligent? Can you regulate your emotions?
00:39:17Because politically tight-knit groups, they'll take someone in and they'll share
00:39:21confidential information and if they have a slightest bit of doubt that you
00:39:25might leak that, you are done. They'll not take you. So people with tremendous
00:39:30people skill will be accepted by these politically powerful people. As I
00:39:35mentioned, it's all about people. And in order to do that, again, you have to be
00:39:40very professionally, very, very sound and honest so that they will feel all these
00:39:44guys new. He is very hard-working and honest and he has tremendous people
00:39:49skill. If we take him in our team, then he will be an asset. So you just cannot
00:39:54barge in. Hi, knock knock. I want to be in your team. Please, can you guys take me in
00:39:58your group? They'll not take it. So show a lot of people skill, present yourself in
00:40:02front of them and present yourself as a very dependable and reliable individual.
00:40:08So they will take you in. So two steps done. One, trying to figure out what is
00:40:12that informal, you know, politics and influence map. Second is, go and present
00:40:19yourself. Hey, I want to be in your team. I have a tremendous people skill. Third,
00:40:24once you have got inside that tightly-knitted, politically powerful
00:40:29group, you have to prove that you are worth it. Do bring tremendous business
00:40:35results. Do promote them and speak good about them in meetings and in front of
00:40:39management. It will go to their ears that you are speaking good about them. So
00:40:44they'll feel dependent on you. And once you have done that, using that political
00:40:49power and influence, try to grab projects. Those are close to business results and
00:40:56deliver business results. And by doing so, uplift your and your team's profile and
00:41:03weight. Using that network, third step done. Remember, once you have utilized
00:41:11this whole political ball game and enhanced your profile and your team's
00:41:16profile, and you have enhanced your personal branding to a certain level, you
00:41:20are now accepted. But what can I do? That is a common question. Can I be in
00:41:26multiple groups at the same time? Very tricky. Very tricky. But in order to do
00:41:31that, you kind of be liked by all. If you are not in every group, you can at
00:41:36least try to be in different, different mindset as an assertive person. What is
00:41:41an assertive person? Someone who does not, you know, someone who gives feedback
00:41:48politely, someone who uses polite words for disagreement, someone who doesn't
00:41:54complain about this or that. An assertive person is someone who tries to
00:42:00solve problems using a neutral mindset. So, these four steps, the last one is win-win
00:42:09situation. So, these four steps might give you a good balance to manage corporate
00:42:16politics. One thing is very important. It is often seen that there are all qualities,
00:42:20everything is there, but it is not promoted. Right people are not promoting it in the
00:42:24right place. This is exactly why many do not progress in their careers. That's why,
00:42:29as I mentioned, corporate politics is kind of, it is there and it's not, politics
00:42:35is always bad, it is not true. Sometimes good politics can give you the much-needed
00:42:40boost in your career. There is another saying, keep your friends close, enemies
00:42:47closer. So, in order to do the entire thing to manage corporate politics, you have to
00:42:53be emotionally very, very intelligent. Please remember your qualification, hard
00:42:59work, honesty, dedication will take you to a certain level, but this corporate
00:43:05politics, informal power and influence mapping and this corporate networking
00:43:10will probably take you to much, much higher. But, practice good corporate
00:43:16politics. Be an assertive person, do not backbite, do not beat around the bushes,
00:43:22do not do bad word of mouth. If you are honest, dedicated, if you are an influential
00:43:29person, you got it absolutely right. And if you think you can avoid corporate
00:43:33politics and survive, probably that's not true. So, follow these steps and try to
00:43:39be successful in corporate world. Politics, not bad all the time. Take care.
00:43:54Email causes work-life stress. 60% worker, the sheer amount of email they receive
00:44:04every day causes them tremendous stress. So, before sending any email, please think
00:44:11twice. Please do not send too many emails. Before sending any email, ask yourself,
00:44:18the subject, about the subject that I am sending the email, is it necessary or can
00:44:23it be resolved via instant messaging or a quick chat or a face-to-face discussion or
00:44:28over a phone call? If that can be done, please do not send email. Lot of us, we
00:44:34take it as a symbol that I am very professional, that's why I am sending
00:44:38emails. Wrong. So, try not to send emails. If you have to send emails, please
00:44:45consider the following things. Number one, who are you sending the email? That too,
00:44:52CC, carbon copy, BCC, blind carbon copy. So, who are you sending the email? Often,
00:44:59from whom you need a definite answer, reply or an action is the tool. CC, carbon
00:45:06copy, is very important. I would rather say this is a strategic tool. So, use it
00:45:11wisely. Carbon copy is often to show who are following this subject, who are
00:45:17actually stakeholders, to whom it matters, the subject that you discussed or will
00:45:23be discussing in the email. They should be in the CC. Why CC is important? Sometimes
00:45:27or often, the recipient decides how fast to reply, how fast to take the action
00:45:34described in the email based on who are in the CC. So, please use that carbon
00:45:40copy very carefully. Blind carbon copy, BCC, is often, it's interesting, it's often
00:45:47used to keep your team members informed about what's going on. The two in CC
00:45:54people cannot see the BCC guys and the BCC guys cannot reply all. He can only
00:46:00reply to you. So, it's quite interesting. Often, it is used to coach, to mentor,
00:46:06FYI or keep a record. So, use it properly. So, the first thing done. Now, comes the
00:46:13subject line. Absolutely important. I would say rather most important. Think
00:46:18about the newspaper headline. What it does? The headline, it grabs the attention,
00:46:23also summarizes what is the news about. So, email subject line does the same thing.
00:46:28That's why, please give good amount of attention while drafting subject line.
00:46:33For example, if you send an email saying meeting, it creates confusion.
00:46:39What's meeting? Who's meeting? What is the meeting about? When is the meeting?
00:46:43You might say, okay, I'm gonna explain that in the body line, but no. In subject
00:46:48line, you can also write like this. Meeting on subscriber acquisition cost
00:46:55date 17th April 2 p.m. meeting room 101. Yes, you can put that in subject line.
00:47:02Even in many emails, the entire message can be in the subject line. That project
00:47:08was done. EOM, end of message. Something like that is also used as a subject line.
00:47:15So, please use the subject line properly. Then comes salutation. How you can
00:47:20address that person? Miss, Mr., Mrs., by name, Bhai, Sir. So, in order to do that,
00:47:27keep it absolutely professional. Whatever is your personal relationship with the
00:47:30recipient, try to remain very professional in the salutation. Please don't misuse the
00:47:34personal relationship by keeping a very, you know, unprofessional salutation.
00:47:40So, once you have done this, then the important part of the body of the message.
00:47:46First thing, please do not sum up too many agendas, different agendas in one body line,
00:47:51in one body of the message. Do not do that. Keep one particular agenda or relevant
00:47:58agendas in body. And in order to form the body, please remember one basic rule,
00:48:04KISS. Keep it short and simple. Whatever you are trying to tell, please be very
00:48:10precise about it in the subject line. What action, when it is required, from whom it
00:48:15is required, what is the number, what is the deadline, when you are expecting,
00:48:19what kind of reply or action, be very precise about it in the whole body.
00:48:25And in the body, as I mentioned at the very beginning, please do not sum up too many agendas.
00:48:30Many of you say, I don't want to send too many emails, that's why I want to put too
00:48:34many subjects inside the body. Don't do that. If needed, keep it short and simple.
00:48:41Use other emails or other methods to communicate. The body should be very precise.
00:48:47And the fourth thing I would mention, the tone of the entire body of the message.
00:48:53The tone is very important. When you face-to-face communicate with someone or we call over phone,
00:48:59our tone, body language, smile, eye contact tells how emotionally connected we are with the other person.
00:49:06In the email, the tone sets the mood. It is the reflection of your professionalism.
00:49:13What kind of language, how long was your sentences, what kind of punctuation, what kind of emojis,
00:49:19what kind of abbreviation, jargons you use tells a lot about your personality and professionalism.
00:49:25Do not bombard people with jargons. Do not bombard people with abbreviation.
00:49:29Do not use emojis. It's not professional. And sometimes people, the person whom you are sending the email
00:49:38might print that and circulate that. So if your write-up is little unprofessional,
00:49:43it looks like little text message type, your professionalism will be questioned.
00:49:49So please be very careful about the tone of the entire message, how you write that.
00:49:53It's very important. And while doing so, kiss. Keep it short and simple.
00:49:59Then comes the often forgotten tip, proofreading.
00:50:04We kind of write, we make everything nice and clean, but we do not proofread.
00:50:09We just send the button. Please, every time make it a habit, it's a cognitive habit,
00:50:15that before I hit the send button, I will proofread the email for grammatical mistakes,
00:50:20abbreviation, jargons, emojis, long sentences, or the feel and tone of the message.
00:50:28It has to feel personal and professional. And be very polite at the end of your email.
00:50:35Please end it with yours sincerely, best of regards, this kind of polite gestures.
00:50:43Please finish your email with that. And do use your entire designation name and portfolio.
00:50:50Please remember, email is the reflection of your professionalism.
00:50:56One more thing, we often send attachments. Please, if you are sending too many attachments,
00:51:03warn the recipient. I'm sending these, these, these attachments.
00:51:07One thumb rule, do not send more than two attachments. And never send big attachments.
00:51:13Don't do that. It's not professional. So keeping it clean, proofreading, checking out for the tone of it,
00:51:19salutation, being very professional, subject line is very precise, and two, carbon copy,
00:51:25blind carbon copy, keeping everything necessary and neat, hit the send button.
00:51:32Going back to the first rule, email causes work-life stress.
00:51:37So if you can handle that over a phone call or instant messaging or a quick face-to-face chat,
00:51:42do not send emails. If you have to send it, follow this.
00:51:55In corporate world, often when you call someone, after they reject the call,
00:52:00we get a message, I am in a meeting, can I call you later?
00:52:03Or even in our smartphone, there is a template saying, I am in a meeting, we'll call you back later.
00:52:08So corporate world is kind of synonymous to meetings.
00:52:12Now the question is, is meeting necessary? Is it a time waster?
00:52:17A lot of people actually question the efficacy of meeting. And they do so for proper reasons.
00:52:24We often call meetings for silly causes.
00:52:28Even one of them is just to prove how important I am.
00:52:32So why should we call meetings?
00:52:34Here are a few things that you can actually call meetings for.
00:52:37Otherwise, you can just send an email.
00:52:39Number one, are you trying to make a decision? You can call a meeting.
00:52:43Or are you trying to solve a problem? Call a meeting.
00:52:46Are you trying to get feedbacks? Or you're trying to generate ideas?
00:52:51Or you just want to reflect and improve?
00:52:53These are the five things commonly you can call a meeting for,
00:52:56because you need all the experiences and all the feedbacks, constructive ones.
00:53:00But if you just want to prove that you are very important, do not call a meeting.
00:53:05If you're not sure how to collaborate, you're not sure how can I collaborate with everyone,
00:53:10or you're lost, do not call a meeting.
00:53:12If you just want to share information, you can just drop an email.
00:53:16Or if you are like just trying to, you know, build relationship,
00:53:22please do not call a meeting. There are other methods for it.
00:53:25So please, before calling a meeting, think of all those things.
00:53:29Now coming to the formal meeting thing.
00:53:31If you want to actually call a meeting, you have to start the formal invitation
00:53:34at least 24 hours before via an email.
00:53:37And you have to clarify what is the meeting objective, who are the recipients,
00:53:42when is the meeting happening, how long is the meeting,
00:53:45what kind of resources the meetings will require, background data and information,
00:53:49and where it is happening 24 hours before.
00:53:54Please do that.
00:53:56And before the meeting starts, arrive early, 5 to 10 minutes.
00:54:02And if you are the meeting organizer,
00:54:05your responsibility is to make sure the meeting logistics are in place.
00:54:09Saying that, I mean, meeting room is spacious enough?
00:54:13Is the temperature okay? Seats are enough?
00:54:15As for the recipients, is the multimedia okay?
00:54:18If there has to be a presentation, is everything in place, synced or not?
00:54:22These are, as an organizer, your responsibility.
00:54:25As a participant, you are supposed to come early, 5 minutes.
00:54:28Please remember, coming early is a basic corporate etiquette.
00:54:33And please, while entering the meeting,
00:54:36turn your cell phone in silence or airport mode.
00:54:41Please do not start opening your laptop
00:54:44and start doing something just before the meeting starts.
00:54:47Or in the meeting, do not start taking so many notes.
00:54:50We often try to prove that I'm very attentive in the meeting by taking a lot of notes.
00:54:55Please do not multitask in a meeting.
00:54:58There is a meeting minutes that will be sent after the meeting.
00:55:01So, taking notes sometimes, or often I would say, unproductive.
00:55:05It doesn't show that how, you know, professional you are.
00:55:08So, how do you look professional in a meeting?
00:55:11Listening and taking part.
00:55:13Yes, you have to listen.
00:55:15You have to take part in that meeting.
00:55:17So now, coming back, once everybody is there,
00:55:20logistics in place, all things are done,
00:55:23the first thing in the meeting, please be on course.
00:55:28Follow the agenda.
00:55:30It's often seen that a meeting starts for A, ends with W, Y, Z.
00:55:37The meeting was supposed to how we can go north,
00:55:40and it starts discussing south, east, west.
00:55:43So, people go here and there with the meeting.
00:55:45The first common gross mistake in a meeting.
00:55:48Please follow the agenda.
00:55:51The person who is responsible for the agenda has to steer the meeting in course.
00:55:56That is absolutely necessary.
00:55:59Now, about the meeting environment,
00:56:03it has to be an open, creative environment.
00:56:07People need to be able to, you know, participate.
00:56:10They need to listen.
00:56:11They need to be able to give constructive feedback
00:56:15without being afraid of what others are thinking.
00:56:18If in your organization people are not talking in the meeting,
00:56:22if there is an authoritarian environment,
00:56:25dictatorship is there in the meeting.
00:56:27If only some senior people are talking for hours and hours on,
00:56:31something is grossly wrong.
00:56:33Please analyze the organizational behavior
00:56:36and all those, you know, inner influential negativity.
00:56:42In the meeting, we come to listen, process, collaborate,
00:56:48give constructive feedback,
00:56:50and then take the entire team towards the end goal.
00:56:55Do not interrupt people in the meeting.
00:56:57Even if you have to interrupt, be very polite about it.
00:57:00Please do not turn meeting into inter-department turf war.
00:57:04Often we find that in meetings it becomes personal attack.
00:57:09Please do not attack people.
00:57:11Attack ideas.
00:57:12Question ideas.
00:57:14Ask questions.
00:57:16Share opinions based on historic data, research,
00:57:19backed up data, your experience.
00:57:21We want to use all the brain in the room.
00:57:24That's why we call meetings.
00:57:26Otherwise, we could just have sent an email.
00:57:28That would do.
00:57:29So that's the very basic fundamental rule of any meeting.
00:57:32Now, in your organization,
00:57:34if meetings are taking way too much time,
00:57:36two hours, three hours, then something is wrong.
00:57:39Nowadays, it is encouraged to even call stand-up meetings
00:57:43for a very limited period of time.
00:57:45Yes, there are some meetings, for example,
00:57:47brainstorming, generating ideas, new product ideas,
00:57:50consumer campaign designing.
00:57:52You might need time.
00:57:54But if most of the times the meeting is taking too much time,
00:57:58something is wrong.
00:58:00So please don't do that.
00:58:02It's a melting pot of all the experiences
00:58:04from senior to junior to different departments.
00:58:06So allow that to happen in a meeting.
00:58:08Now, there are a few basic etiquettes in the meeting.
00:58:10We often start, you know, fidgeting with our pen,
00:58:13looking at our smartphone, opening the lid of our laptops,
00:58:16we start yawning,
00:58:18we start talking to the people beside me,
00:58:21and side talks.
00:58:23We start meeting within a meeting.
00:58:25Don't do that.
00:58:27And while everything that is happening,
00:58:29while everything is going on,
00:58:31remember, steer according to the objective of the meeting
00:58:34and the agenda of the meeting.
00:58:36If some participants of the meeting is going north and south,
00:58:39that meeting coordinator needs to bring everybody on course.
00:58:44So please remember, meeting is very important.
00:58:47Meeting is not only your time.
00:58:49If 10 person is joining the meeting,
00:58:51and the meeting is one hour,
00:58:53you did not waste one hour of the organization.
00:58:56You wasted 10 man-hours of the organization.
00:58:59So calculate in that fashion.
00:59:01Keep it very precise and short.
00:59:03Keep it open.
00:59:05Maintain, you know, all the etiquettes.
00:59:07Let everybody speak and call meetings
00:59:10only if it is absolutely necessary.
00:59:13Otherwise, you are wasting the precious man-hour of your organization.
00:59:17So having said that,
00:59:19in a meeting,
00:59:21it's an absolutely great opportunity to prove your worth.
00:59:27Whenever you are speaking,
00:59:29please use numbers, business data,
00:59:31your experience, and future predictions.
00:59:34Blend all those things in.
00:59:36Meeting can be a fantastic platform
00:59:39to uplift your perception and image
00:59:43among the entire management.
00:59:45Use it wisely.
00:59:55Your supervisor can make or break you.
00:59:58Like it or leave it.
01:00:00Boss management,
01:00:02I would rather say supervisor management is very important.
01:00:05Supervisor might be difficult.
01:00:07You have to adjust it.
01:00:08He might be introvert.
01:00:10You have to adjust it.
01:00:11He might be extrovert.
01:00:13You have to adjust it.
01:00:14So how to do that?
01:00:15The very first thing I would like to suggest is to gain his trust.
01:00:19Your supervisor has to deep inside feel that he can trust you.
01:00:24He can trust you with numbers,
01:00:26sensitive information,
01:00:28strategic deliverables,
01:00:29commitments with other team members.
01:00:32He needs to feel that he can trust you.
01:00:35So once he starts feeling that he can trust you,
01:00:38he will start promoting and guiding you better.
01:00:41And how do I gain that trust?
01:00:44How do I become and manage my boss properly?
01:00:48You need to understand what your supervisor has to deliver in the organization.
01:00:52What is his goal?
01:01:04Your supervisor will definitely feel the traction.
01:01:07And then he will start building a proper relationship with you.
01:01:12And in the middle of all this,
01:01:14first of all,
01:01:15you have to do your job well.
01:01:18If you have to beg your supervisor for a long time,
01:01:21to spoon feed you,
01:01:23he will not like it.
01:01:25So, first thing first,
01:01:26build a trust and do your job properly.
01:01:29And while doing all this,
01:01:31you have to maintain a healthy boundary.
01:01:33Please remember,
01:01:34we all have a friendly and easy-going boss or supervisor.
01:01:38So we start taking advantages.
01:01:41Don't do that.
01:01:44Please use your boss's network.
01:01:47Please use your boss or supervisor properly.
01:01:51Then, please respect his time.
01:01:55You need to respect his time.
01:01:57Do not go to your boss with tiny problems
01:02:01that you could solve by yourself.
01:02:03If something happens, go to your boss and complain.
01:02:05If something happens, go to your boss and complain.
01:02:08Please don't do that.
01:02:10Go with constructive feedbacks and suggestions.
01:02:14People love it
01:02:15when team members come up with constructive feedbacks,
01:02:19honoring his time.
01:02:20Those who come with complaints.
01:02:22And as I was saying,
01:02:23if you can understand the goal of your boss's portfolio,
01:02:26you can anticipate what he will do next week.
01:02:30And you can start planning your own work according to his needs.
01:02:34Even now, when I or many senior managers start their week,
01:02:41when they see that their team member is very clear,
01:02:44they have a word's eye view
01:02:45about what we are going to do this week,
01:02:47they love it.
01:02:48You become their very favorites.
01:02:50Though playing favorite is not advisable,
01:02:52but still, you become.
01:02:54So please trust healthy boundary,
01:02:56do your job well,
01:02:57understand his goal,
01:02:59anticipate his moves,
01:03:00and start working according to that.
01:03:04And while doing everything,
01:03:06please adjust with your boss's work style.
01:03:10Somebody may be very internet savvy.
01:03:13Somebody may like face-to-face.
01:03:15Somebody may be calling you middle of the night.
01:03:18Somebody may be sending you instant messages constantly.
01:03:21You have to adjust it.
01:03:23Every boss's information format,
01:03:25information needs,
01:03:27and information requirements are different.
01:03:30You have to adjust with it and live with it.
01:03:33So that's how you become very close.
01:03:35One important thing,
01:03:37whenever you are interacting with the upper rung of the authority,
01:03:41or the management in the organization,
01:03:43do not upsell yourself too much.
01:03:46Do not just avoid your boss or bypass him and start selling yourself.
01:03:50Everyone is ambitious.
01:03:51Everyone wants to grow.
01:03:52But please remember,
01:03:53going through proper channel,
01:03:55keeping your boss in the loop,
01:03:57making him look good in front of others
01:03:59will help you grow faster and better.
01:04:02So do not bypass the chain of command ever.
01:04:06These are few things will definitely help you manage your boss.
01:04:10Show genuine interest and curiosity
01:04:13that you want to learn from him.
01:04:15Please be very genuine about it.
01:04:17Go to your boss,
01:04:18show the genuine curiosity.
01:04:20And if his management style permits,
01:04:23also offer polite reverse mentorship.
01:04:26Tell your boss about new tricks,
01:04:28email, software,
01:04:31new technology.
01:04:33It's very important.
01:04:34People like it.
01:04:35But while doing so,
01:04:37be very assertive about it.
01:04:39Do not show that boss I'm teaching you.
01:04:41Rather boss, I'm here to support you.
01:04:43So this kind of creates that healthy information
01:04:48on, off, pass on feel and aura.
01:04:53It definitely helps.
01:04:54Do spend time off office with your boss.
01:04:58This will also help you to build a better relationship.
01:05:01Please remember,
01:05:02in every occasion you are greeting him,
01:05:04you are asking about his friends, family,
01:05:07if his management practice and personality permits.
01:05:11This will build a personal relationship also,
01:05:13which will help.
01:05:15Never make excuse.
01:05:17Please.
01:05:18And whenever there is a crisis happening in the team,
01:05:21please stay calm.
01:05:23People love employees
01:05:25who can stay calm when everything is falling apart.
01:05:28If you can stay calm in the midst of crisis,
01:05:32you will earn that reliability badge.
01:05:34So when you are that much reliable,
01:05:36trustworthy,
01:05:37your name will be forwarded.
01:05:39Please be a great team player.
01:05:41Do not be a problem solver and do not be a...
01:05:44Just don't gossip everywhere.
01:05:46Please do not complain about team members.
01:05:49And whenever you,
01:05:50whenever you are interacting in different meetings
01:05:53where participants from other departments
01:05:55and other organizations are there,
01:05:57please never ever backbite your boss
01:05:59or question his working style,
01:06:01his knowledge,
01:06:02or do not try to prove that you know better than him.
01:06:05Please.
01:06:06There are a few things your boss knows better.
01:06:08You have to accept that
01:06:10and work around that particular format.
01:06:15Finally,
01:06:16please remember once again,
01:06:18a good supervisor,
01:06:19a trustworthy supervisor,
01:06:21a healthy boundary-wise,
01:06:23if you can interact with him,
01:06:25he will promote you.
01:06:27If you think you can do better,
01:06:29if you don't like your boss,
01:06:31please do not make it very public.
01:06:34This will only cause problems.
01:06:36So what I did in my entire life,
01:06:39I tried to understand,
01:06:40how is my boss?
01:06:41What's his objective?
01:06:42What is he trying to achieve?
01:06:43Can I add value to that?
01:06:45And whenever I tried to do that,
01:06:47people did accept me.
01:06:49So they will do it for you too.
01:06:52The last word,
01:06:53managing your boss is utmost important.
01:06:56No matter how good professional,
01:06:58honest you are,
01:06:59sometimes just because your supervisor is not promoting you,
01:07:01your growth will be hampered and hindered.
01:07:04Gain the trust,
01:07:05maintain healthy boundary,
01:07:06make him look good,
01:07:07don't be a problem solver,
01:07:08don't be a problem creator,
01:07:10be a problem solver,
01:07:11do not complain,
01:07:12do not criticize,
01:07:13do not go to him with tiny problems,
01:07:15which you could solve by yourself.
01:07:17And finally,
01:07:19make sure your boss can trust you.
01:07:22That's how you manage your boss.
01:07:24Oh, one more thing.
01:07:27Never keep your boss blind zoned.
01:07:30Don't do things bypassing your boss.
01:07:33Don't do things and say things,
01:07:35that your boss has no clue about.
01:07:37And,
01:07:38do not be a habitual bargainer.
01:07:40Whenever he is assigning a task,
01:07:42don't keep on bargaining.
01:07:44Can I not do it?
01:07:45Can someone else do it?
01:07:46Don't be a habitual bargainer.
01:07:48So, no blind zoning,
01:07:50no habitual bargaining.
01:07:53Manage your boss properly,
01:07:55you grow faster.
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