Saturday, August 31, 2013

សកម្មភាពអហិង្សាជាប្រវត្តិសាស្រ្តនិងជាគំរូ របស់មហាត្មៈគន្ធី

សូមទស្សនាភាពយន្តឯកសារស្តីពី សកម្មភាពអហិង្សាជាប្រវត្តិសាស្រ្តនិងជាគំរូ របស់មហាត្មៈគន្ធី។

Part I

video

Part II

Tuesday, August 27, 2013

Manage your phone


How many times a day do you look at your phone and check your email?
Don't become a slave to technology - manage your phone, don't let it manage you.
By . Founder of Virgin Group

Tonle Sap Phnom Penh



Monday, August 26, 2013

4 Unique Working Styles: What's Yours?


To get more out of your team, first figure out how your employees (and you) work best--and then assign tasks accordingly.
There is nothing more frustrating than listening to people haggle over different definitions of what constitutes "work." Catty conversations about who's working harder, who's working smarter, or who's not working at all are more about judging others than solving inefficiencies.
I'd like to steer you away from this all-or-nothing dialogue ("I work all the time and you never work") to a more robust conversation about what work really is. And, in the process, help you to appreciate not only your own unique working style, but also the working style of others on your team.
As my thinking has developed over the years, and after perusing many, many personality tests, I believe that there are four basic working styles: Doing, Leading, Loving, and Learning.
The best teams have a balance of all four styles. And the best organizations have many well-balanced teams who are confident in their working style and understand the necessity of divergent types or work. So, what's your style?
Doing
Doers execute. They come alive when tasks are complete, lists are checked, or projects are tackled. They typically have intense focus and are detailed in their efforts.
Doers are usually so focused, however, they may forget to look up and communicate whatthey're doing. Doers also tend to dive into work with little forethought. They believe that everyone should "Shoot, Fire, Aim" and tend to devalue the important work of planning.
Leading 
Leaders create the vision and inspire others to believe in it. You can't help but listen to, admire, and follow the Leaders. Without Leaders, we would be spinning in a hamster wheel with no real vision.
Leaders can be detached from others, not completely understanding all that goes into executing their vision. Because they're out in front, they sometimes forget to check in with the people following them. 
Loving
Lovers are relationship-builders. Believing that we're stronger together, they thrive in harmony and work hard to manage relationships and build consensus.
People strong in the Loving working style are sensitive and empathic. They have an unconscious finger on the pulse of every other person on the team. If you want to know how others on your team are really feeling, ask the Lover.
But Lovers can suck at follow through and more detail-oriented work. Left to their own devices, they can out-empathize anyone and make people feel great, but not provide "tangible" work.
Learning 
Learners are the researchers. These engineer types love learning and meticulously understanding the nuances of a problem.
They are deliberate, disciplined, and tend to think more strategically than most people.
Without others, however, Learners wouldn't get much done. In order to execute their best-laid plans, they need a team ready to act. Their strategy is only as good as the problems they actually solve--not in theory, but in reality.
Theologian Howard Thurman says, "Don't ask what the world needs. Ask what makes you come alive, and go do it. Because what the world needs is people who have come alive."
So, let's get over the notion that all work looks one way. It does not. Nor should it. You need many people doing many things to accomplish many goals.
Everyone has unique strengths that become super-charged once they're aligned with other people's strengths. Rather than critique someone who you believe "isn't working," make sure you're living out your unique contribution in a powerful and sustainable way. Just do what makes you come alive.
Resource: inc 

5 Essential Skills for Successful Coaching


A big part of coaching is being a good listener--and not everyone knows how to be one.
As we argued in one of our previous columns, coaching has become an essential component of leadership in the work place.
Pragmatic leaders--those interested in the practical aspects of execution--understand that the key to success is enhancing the capacity, competence, and skills of those they work with. They appreciate that they have to be there for the people they lead. They have to be more than directors, supervisors, or even visionaries. They have to be partners--genuine partners. They understand that success is embedded in the accomplishments of those they work with.
As such, pragmatic leaders grasp the critical importance of coaching. They are aware that the coaching partnership is highly dependent on how they interact with those they lead. Nothing is more important than how they listen, take in, reflect, question, and give feedback in the context of the coaching dialogue.
Successful pragmatic leaders are aware of the five key rules that are essential to a coaching dialogue. They are:
1. Listen with Curiosity
When we speak about listening with curiosity, we're talking about conveying a genuine interest in what others are saying. This is of particular value in the coaching dialogue. All too often we listen with impatience and a lack of attentiveness, which in turn hampers dialogue. We are focused on our next argument or our own agenda. Be genuinely curious. Don’t do all the talking, and keep interruptions to a minimum.  Pace the conversation, and don’t be afraid to keep it focused and on-target.
2. Take in What You Hear
Sometimes you can project all the necessary nonverbal cues to give the other person a sense that you're listening with curiosity, but you could still not be taking in any information. While projecting a sense of curiosity, don't forget to absorb and register what is being said. You need to hear the words, read the gestures, and take in the thoughts, ideas, and emotions of the other party. To take in what you hear, you need to pace the conversation and put yourself in the shoes of the other party.
3. Reflect with Accuracy
Reflecting back with accuracy shows the person you’re really listening and confirms that you have digested the right information. It also allows the person to hear back what he or she has said and to check within him or herself: Is it exactly what he or she meant to say?
You can reflect back by:
a. Paraphrasing Restate the essence of what you heard in your own words, or repeat what you heard using the same words the other party used.
b. Summarizing When you hear a lot of information, you may want to summarize the main message into short and concise sentences. When people have conversations, sometimes information doesn't emerge in an orderly way. You want to help your protégés focus on what seem to be their most important issues.
c. Repeating meaningful words When you repeat meaningful words, you let the other person know that you heard what is really important to them. It enables them to sense that you're listening and understanding them.
4. Questioning for Exploration
Asking questions extends the conversation and allows for a more proactive dialogue. Ask open-ended questions that allow more exploration to occur. By asking open ended questions, you give your protégés an opportunity to find answers within themselves.
When protégés discover the answers for themselves, it empowers them. When you question for exploration, you reinforce in their minds that you believe in them and that their opinions, knowledge, and experience are worthwhile. You build their confidence.
5. Provide Feedback for Development
Feedback is often thought of as being inherently critical, but that need not be the case. Successful coaches are careful and discriminating about how they employ feedback, knowing that poor or incomplete feedback could stifle their protégés or even cause feelings of inadequacy in them. The successful coach avoids the common mistake of using feedback as a vehicle for asserting expertise. Unclear, arrogant, or dismissive feedback can drive your protégés into defensiveness and destroy the trust so critical to your relationship.
When providing feedback, coaches should strive to make it clear, make it relevant, make it non-evaluative, make it helpful, and make it positive.

If you listen, reflect, question, and provide the right feedback, you can easily build trust in the coaching relationship.
Resource: inc

5 Ways to Build a Better Team


These tips will help you build teams that deliver better results for your company and your customers.
The only way to move mountains for your business is by leveraging the collective brainpower (and, sometimes, muscle power) of a group of employees. But it can't just be any old group. To truly move mountains, you need to build your teams wisely.
Here are five ways to turn a ho-hum team into one that's engaged, productive, and consistently getting results:
1. Get the Right People on Board 
Not necessarily the smartest people, nor the people with the thickest resumes -- you want the right people for the particular team you’re putting together. If, for example, you’re working on a new internal process for tracking customer orders, then be sure you’ve got some of your top salespeople on the team, not just your accounting or shipping staff. Your salespeople are the ones who know your customers best and who understand the pain your customers feel when orders are delayed or lost.
2. Delegate Real Authority
There’s been a lot of talk in recent years about the need to empower employees and to get them engaged in their work, but the truth of the matter is that in many organizations, true empowerment is still just talk, not action. Research clearly shows that empowered employees are happier, they’re more creative, they’re more effective, and they produce more than their unempowered colleagues. So when you give a team an assignment, make sure they have the authority they need to complete it. 
3. Shake Things Up
If you’re only seeing familiar faces in all of your meetings, it’s a sure sign that you need to shake things up. Jumpstart your teams by pulling together diverse groups of people drawn from different parts of your organization. Former Walt Disney Company vice chairman Roy Disney told this story about his famous uncle Walt: "There’s an old story about Walt from the early days when we were making short subjects -- really just a collection of gags. Every week, Walt had a gag contest and everybody was free to enter -- the winner got $5, which was a lot of money during the Depression. And who kept winning, week after week? The janitor. You see, it’s not about who’s the boss. It’s about who’s got the best ideas."
4. Get Out of the Office
Instead of meeting in the same old tired conference room, drinking the same old tired coffee and eating the same old tired donuts, take your meetings on the road. Meet in a courtyard outside of your building, a local park or Starbucks. Better yet, meet at a key customer’s facility and work with them collaboratively on a problem of mutual interest.
5. Celebrate Your Successes
When your team accomplishes the goals you set for it, then take some time to celebrate. Encourage members of the team to create awards for one another, and set a small budget to pay for inexpensive mementos of the occasion -- such as coffee mugs or T-shirts with your company logo -- to hand out at the final team meeting to each team member, along with your sincere thanks.
Employee teams are an extremely powerful and important tool for getting the most out of the most important resource you have: your human resource. But effective teams don’t just happen by themselves. The time you put into building great teams now will be rewarded many times over down the line.
Resource: inc