NOTE: The contents herein is the culminating sequel to my earlier posting on EFFICACY Of MODEST WISDOM. The word TACT (in this article) actually sums up the elements manifesting the combination of modesty and wisdom as the enigmatic leadership acumen.

I would describe tact as a careful skill in dealing with others or with difficult issues. This elaboration includes diplomacy. Now, let’s view other sourced definitions:

* Ability to avoid upsetting or offending people by being careful not to say or do things that would unnecessarily hurt their feelings (Collins Dictionary).

* Using judgement to be sensitive to the thoughts, needs and beliefs of others. E.G. if someone has recently received bad news, you’ll need to take it into account when talking with him (https://www.onlinecourseaustralia.edu.au).

A person who exudes efficacious tact for handling issues relating to counterparties manifests positive Intelligent Quotient (IQ) and Emotional Quotient (EQ), the fundaments for wisdom. In essence, tact is about the capability to deal with other people in a composed, non-condescending, diplomatic, sometimes empathetic manner….but yet assertive to reap the desired responses. It is a skill honed by committed efforts to assimilate this characteristic through sufficient exposure to relevant training and work situations.

A tactful protagonist does not necessarily reflect softness in discourse style, neither being too accommodative to recalcitrants who refuse to accept plausible reasoning. Being empathetic to understand the concerns of a counterparty can help to assert the right messge across without creating conflict or animosity. The efficacious tactful approach brings in the right results – that’s demonstration of IQ and EQ.

Here are some ways to enhance tact in our communication demeanour:

* Think before we speak. * Know when and where to talk. * Choose our words wisely. * Mind our body language. * Manage our emotions. (source: https://www.ine.com)

Dr. Donna Thomas-Rodgers (who developed The Theory of Personal Accountability) shares her pointers for the deployment of tact:

* Be polite and respectful. For example, wearing a baseball cap in church is tactless. * Seek to understand, then be understood. * Actively listen when others are talking to you. * Ask effective questions. * Speak calmly. * Solicit feedback. * Be objective and gather facts.

Tactful leaders apply a structured process to win the cohesive support of subordinates and peers. Allow me to share a method in sequential order which I picked up from a leadership programme, as follows:

(1) Structured Communication to draw in…..> (2) Willing Cooperation (from subordinates and peers) to participate in…..> (3) Committed Coordination (by all team members), catering for…..> (4) Interactive Fellowship (on the progress trail to-date) to achieve…..> (5) One Accord toward attainment of the desired objectives.

The key idea of the above cited process is to attain the ultimate ONE-VISION incorporating the US FACTOR!

I conclude this writeup by highlighting a caveat, that deploying tact in interaction does not imply giving in to a recalcitrant counterparty’s inflexible demeanour and disposition. Invariably every organisation may house a few hardcore inviduals. These are the ones a prudent leader has to stand steadfast when dealing with them. If needed so, the leader must plan the best way to resolve the hindrances – by managing out subordinates who are utter deadwoods; and to those who are willing but yet unaccustomed to their respective present role, sincere efforts should be made to re-assign them to more fitting responsibilities via encouragement, not coercion.

Remember: TACT relates to WISDOM, resulted by efforts to groom oneself for enhancement of IQ and EQ.

Quote by revered historical Greek philosopher Socrates……“ I cannot teach anybody anything. I can only make them think.“ Yes, inspiring another person to think proactively and reflect positively is sheer tact. 

Allow me to end with a humorous cartoon regarding tact.

THE EFFICACY OF MODEST WISDOM

(Foreword: This article is aimed at exhorting corporate officers who aspire to be top-echelon leaders. Astute leaders hone in themselves prudence coupled with modesty through proper structured training, sufficient work exposure (varied experiences), and having undergone different life (personal and work) trials. In simpler words, “genuine” leaders exude modest wisdom.)

WISDOM – a short 6-letter word that many individuals know in plain understanding, but without grasping the wide comprehensive perspectives. Sound confusing? Not surprising if you readers feel so.....as wisdom itself is an elaborate mental frame that extends to holistic parameters, encompassing various related elements.

The best definition comes from Aristotle, a historical renown Greek sage (384 BC – 322 BC) revered for his philosophy plus broad knowledge across various fields such as physics, biology, psychology, mathematics, metaphysics, politics etc. (https://iep.utm.edu). His macro narratives of wisdom is ....... knowing the right timing, using the right words, applying the right strategies, making the right decisions, for the right purposes, and for the right reasons. Profound statement, isn’t it? The adjective “right” added to the various elements reminds me of the definition of “efficacy”, which is doing the right things, in the right way, continually.

Interestingly, narratives shared by Collins Dictionary, Wikipedia, and Dictionary.Com complement the enlightenment of Socrates by highlighting wisdom as.........

* Utilising knowledge, experience, understanding, common sense, and insight (Collins).

* The ability to deal with contradictions of a specific situation (Wikepedia).

* Knowledge is knowing what to say. Wisdom is knowing when to say it (Dictionary.Com).

I like to add on to the third pointer with this adage: “Wisdom is knowing when to say it and how to say it in the right way.” In simpler postulation, wisdom much entails discretion and discernment. Wisdom also relates to the following personal attributes:

# Aspire to hone holistic perceptions concerning an important subject or issue that has bearing to the outcome (whether positive or negative), depending on the decided action to be taken based on holism, i.e. covering consideration of all interconnected factors before concluding which aspects are important.

# Notable IQ (Intelligent Quotient) level. IQ can be sharpened via intense work exposure cum undergoing training and guidance.

# A wise person also possesses the disposition of composure and calmness. Simply put, he does not lose his cool despite encountering circumstantial odds. He takes some quiet moments to contemplate on the appropriate action for embarkation.

# Willingness to listen is an added asset. Perhaps a peer or subordinate may have valid information not known to others but pertinent to the particular subject. It is prudent to hear what peers and subordinates feel about a proposal before deciding to implement; also prudent to cascade the impression to the team that their joint contributions in the name of team spirit are important to the project.

# Wise leaders are modest in portraying themselves. They refrain from unnecessary revealing their capabilities – not “blowing own trumpet”, so to speak. They win trust from others they work with via building close rapport. They recognise others’ contribution. It is about prioritising team successs over personal recognition. Modest leaders are not afraid to admit mistakes, seek feedback, and delegate when or where necessary.

Modesty in leadership is reflected by the following ways:

> Enhances team dynamics and collaboration. Valuing inputs or contributions by others lead to teamwork, instilled by a shared sense of purpose. A modest personality realises his strengths and shortcomings, but harnesses the strengths (for positioning forward) in an unassuming manner whilst seeking ways to fine tune the shortcomings. He does not show off his acumen unnecessarily. Rather, he expresses his points across to others in a diplomatic tone. He secures understanding from his counterparts instead of exerting command. He draws in the win-win (“we win together” slogan) situation. Yes, a wise cum modest leader think and act for lasting objectives albeit may be gradual. He knows quick zoom-up results will only be temporary.

An example of a modest wise people’s leader in history is Mahatma Ghandi, who was instrumental in paving the way for India’s independence from British rule. According to John Mattone Global (https://johnmattone.com), Ghandi’s legacy expounds leading change through non-violence. He championed non-violent resistance to the British rule, proving that authentic leadership is about influence rather than control. He believed that a leader must live by example, choosing a service life over material wealth despite being born into a well-off family and a lawyer by qualification. His servant leadership approach was not about personal power but to serve the people, at the same time also empowering others. He was able to inspire unity across religious and social divisions. He was a good communicator who knew his strengths and weaknesses inside out.

I now conclude by sharing some quotes of wisdom by Ghandi and two other sources......

(Ghandi): ** There goes my people, I must follow them, for I am their leader. ** A sign of a good leader is not how many followers you have, but how many leaders you create. ** Strength does not come from physical capacity. It comes from an indomitable will. ** The weak can never forgive. Forgiveness is the attribute of the strong. ** The best way to find yourself is to lose yourself in the service of others.

(BrainyQuote): ** A superior man is modest in his speech, but exceeds in his actions. ** Modest doubt is called the beacon of the wise.

(Socrates): ** The only true wisdom is in knowing you know nothing (meaning – acknowleding one’s ignorance is the starting point for intellectual enquiry on a subject).

PROACTIVITY – KEY ESSENCE FOR ASTUTE PERFORMANCE

Foreword: The contents of this topic are geared for attention of incumbents holding senior management positions, or aspirants eyeing this ambition. First, let us delve into the word “proactivity” to comprehend its efficacious attributes. The nearest elaboration of this word is.....active anticipation of possible upcoming scenarios, issues, needs, developments, changes. It relates to soundness of near-future actions for work purposes that contribute to astuteness. Being astute refers to the ability to vividly notice and understand situations or events, with the ability to plan ahead appropriate actions for reaping coveted positive results. Do you see the strong link of proactivity with astuteness as joint attributes? The link relates to mental sharpness!

Proactive acumen translates to several several advantages, viz.

* IMPROVED PROBLEM SOLVING – Able to address the incoming issues before escalating to become problems.

* ENHANCED PRODUCTIVITY – Planning ahead enables a corporate leader to achieve higher production and efficiency levels.

* BETTER DECISION MAKING – Gather information and consider various scenarios, then make informed decisions.

* INCREASED RESILIENCE – Able to navigate uncertainties, thus implement safeguards.

* CAREER SUCCESS – Better performance by being more innovative.

However, being over-proactive without discretion may cause conflicts due to deviation from set procedures. An over-proactive officer has the tendency to execute on his own accord based on personal knowledge and strengths, thus may be deemed non-compliant when he deviates from the guidelines.

The other possible downsides are:

* WASTING TIME & RESOURCES – Delving too much time in anticipating the nitty-gritty elements of a project will overrun into tasks that are not vital. Being engrossed in meticulously analysing all facts relating to a project, regardless whether crucial or otherwise, may waste time and resources if many are minor factors not bearing much impact to results.

* STRAINED RELATIONSHIP WITH OTHERS – When an officer is bent to prove he is more equipped with knowledge and facts than other counterparts, his actions may likely lead to misunderstanding.

It is thus important that discernment should be exercised when manifesting proactivity.

A proactive mindset entails the following attributes:

* SET CLEAR GOALS AND PRIORITIES – Deploy the practical SMART process. S = Specific. M = Measurable. A = Achievable. R = Relevant. T = Time-bound.

Specific goals are clearly defined with no ambiguity of specific items to be achieved. Goals must be coupled with measurable criteria which facilitates progress to be monitored and assessed. There is no point setting far-fetched targets that are not realistic in relation to available resources or timeframe. What are aimed at for attainment will not be meaningful if not relevant to company’s vision and mission. And proper goal setting must be in accordance with the defined timeframe table. SMART goals are deployed for personal development as well as corporate strategic planning, which support individual and organisational growth.

* ANTICIPATE FUTURE NEEDS/ISSUES & TAKE PROACTIVE ACTION – Take appropriate actions to meet the needs/issues in advance as the preemptive measure. Plan ahead. Take timely actions – do not wait.

* STAY CURIOUS, BE INITIATIVE & ANTICIPATIVE – Eager to learn. Embark to think out of the box; not contended with the “business as usual” scenario underpinned by normal existing work processes. Aware of new developments that may triggeer changes to the business or workflow.

* SEEK FEEDBACK – Inputs from peers and subordinates for their perceptions on the efficacy of the implemented proactive measures. Peruse the feedback for periodic ongoing assessment of progress attained.

Now, we look at the proactive leadership of Alan Mulally, the former CEO of Boeing and Ford. He led both corporations to overcome financial difficulties. For example, at Ford, he initiated a massive cost-cutting plan. He instituted LEAN manufacturing principles. He empowered team members to take initiatives toward problem-solving. He acted before the financial situation took a downturn (to near bankruptcy) by restructuring the company, which then led Ford to its best profitability by 2010. Innovative vehicles were not reduced, including the introduction of the first aluminium body pickup truck. Mulally emphasises on collaboration, open communication and a shared vision. His “One Ford Plan” and “One Team” mission inspired all people in Ford to work together across the company. He put people first before everything else, gave them tools, set clear expectations, and cared for them.

At Boeing, the “maverick” leader led the development of Boeing 777, the first all-digital airplane. The 787 Dreamliner model (launched in 2004) used composite materials, making it lighter cum more fuel efficient, with advanced aerodynamic design, and equipped with the latest technology. Additionally, the model improved cabin air quality, enhanced lighting, as well as reduced noise and air turbulence, hence catering for passenger comfort. Yes, “Dreamliner” was the right adjective description.

Concluding Statements

If a senior officer holding an important position continues to do the same things in his daily tasks and expects different results, that will be wishful thinking!

He needs to proact in order to move forward. Without proactivity, there is no prompt effective activity. Without prompt effective activity, there is no actualisation of coveted productivity. Without actualising the coveted productivity, he has failed in his assigned responsibility.

Confucius, the revered historial Chinese philosopher, penned many words of wisdom on proactivity, including:

* The superior man, when resting in safety, does not forget that danger may come. When all is orderly, he does not forget what disorder may come.

* Study the past if you would define the future.

* He who learns but does not think is lost! He who thinks but does not learn is in great danger!!

Now, let us mull on a few power quotes of another prominent historical Chinese philosopher who also served as military strategist during the late Zhou Dynasty. Though his “Art Of War” manual was for military pursuit advantage, it may be perused to combat business competition. Here are a few relevant advices:

* More planning shall give more chances of victory, while less planning, less chances of victory. So how about totally without planning?

* Confirmation of the terrain is the soldier’s best ally in battle. (Meaning: Understanding the overall business terrain will provide the competitive advantage.)

* ......In war, there will be no constant condition. Thus he who can modify his tactics according to the enemy situation shall be victorious and may be called the divine commander. (Meaning: Competitive environments change from time to time. A corporate leader who can devise varying strategies to suit the changing environment at hand shall gear up the winning edge over competitors.)

* ........A general who treats his soldiers like his own beloved sons will have their willingness to die for him. (Meaning: A leader who puts his people’s interest first will acquire the dedication of his team to ensure success of his mission.)

To wind up this article, I encourage you to click on https://youtu.be/RS72CoeZ6s8?si=EdhZh5I1fY_agsIs for the video recording on “How To Be Proactive” by Brain Tracy. (Brian Tracy is motivational speaker, author, Chairman/CEO of Brian Tracy International.)

Happy Proacting!

Without humility as an inherent personal trait, an individual will not be open to receive inputs from peers, less likely to heed pertinent comments like advice. Without openness in mind, he will not perceive holistic understanding of a subject, issue, or event development. Egoism invariably leads to blind pride, which then culminates to impudent and imprudence arrogance. THE END RESULT: Being blinded to realise realities that occur around him.

Egoistic individuals stay rigid to their mindsets because they remain incalcitrant about their concepts - that they know best what they feel and sense. In short, egoistic persons are obstinate in thought, disposition and countenance. Because of obstinacy, they are not "adaptable" and "adoptable" to change in consonance with realities. 

They are not tolerant to endure listening to the viewpoints of other colleagues, whether expressed by subordinates or superiors. I share my self-coined adage to substantiate why egoistic individuals fail to progress in life: THEY SEE BUT NOT PERCEIVE CLEARLY; THEY HEAR BUT NOT LISTEN TO COMPREHEND THE ACTUALITY......ALL BECAUSE OF MENTAL BLOCK CAUSED BY EGO.

Here is a list of traits reflecting egoistic individuals (from sources across the web):

* SELF-CENTREDNESS. Egoistic individuals prioritise their own needs, desires and viewpoints above those of others.

* LACK OF EMPATHY. They do not bother to understand the opinions of others, often dismissing or ignoring different perspectives.

* OVERLY SENSITIVE TO CRITIQUE. They take inputs that are not in line with their self-views as unfounded criticism. They often become overly sensitive. Often turn defensive when receiving feedback not to their liking. Unwilling to acknowledge their flaws. 

* ARROGANCE. They act in a superior and condescending manner in communication with peers and subordinates. Often overestimate own abilities but underestimate others. Always wanting to be right albeit without knowing whether they are actually correct.

* SEEKING CONTROL. they try to dominate situations and control others to maintain their sense of superiority.

* JUDGEMENTAL. They "look down" on the people who have different viewpoints compared to theirs. People who are different from them are inferior in terms of calibre and personality.

On the contrary, HUMILITY or MODESTY exudes a virtue that casts positive vibes to other people that modest individuals connect with. Here are some favourable traits reflecting humility/modesty (from sources across the web):

* FOSTERING STRONG RELATIONSHIPS WITH OTHERS. They enhance leadership effectiveness by encouraging mutual communication, and willingness to learn. They also foster mutual trust and cooperation. They create positive work environment.

* ENHANCED SELF-AWARENESS. They recognise personal limitations and strengths; heed useful inputs for purpose of self-improvement. They are receptive to new ideas, promoting learning and growth. 

* EMPATHY. By understanding the perspectives of others, they become better equipped to connect with and support people working with them. 

* REDUCED DEFENSIVENESS. They are willing to acknowledge mistakes and work out improvements. 

* CULTIVATE CULTURE OF LEARNING. They encourage subordinates to continue taking up work-related enhancement programmes/courses, research etc. They provide relevant advice and inputs in a genial manner (not condescending).

Common habits of egoistic personalities can be exhibited via the 4 C's manner of communication, viz. Conceit; Command/Control; Criticise; Complain.

* CONCEIT. They express they know best with regard to subjects of their interest and experience, hence inputs from peers or subordinates are deemed irrelevant and therefore ignored. They think they are always right in their dogmatic views, thus shutting off opinions offered by other people. They are fond of abruptly cutting in to pass comments before his counterpart could finish speaking. End Result: They cannot think out of the constricted mental box for exploring potential progress.

* COMMAND/CONTROL. They want others to toe to their line - in other words, to be subservient. They like to issue directives. Subordinates are not granted flexibility in work approach but to always follow the set structured process. Partners will get frustrated. End Result: Subordinates will act according to orders and not do more within own ability, thus stifling progress. Partners will leave due to soured relationship. 

* CRITICISE. When expressions of peers are not to their liking, criticism are leveled spontaneously. When subordinates do not act according to their expectations, they manifest their displeasure, including reprimand. On the other hand, they do not accept inputs from others which contradict their remarks. Their aggressive demeanour mould an unconducive or threatening work environment. Their unwarranted criticism mars their social relationship with peers. End Result: Peers stay away. Subordinates resign. They then fend for themselves without help. Ultimately, they could only grumble alone when others stay away,

* COMPLAIN. Egoistic individuals feel they should rightly be accorded prompt and proper attention from other people to their needs. When any department in their workplace fail to reciprocate within expectations relating to their requests, they will not hesitate to pen their displeasure in writing to the other department head, perhaps cc extended to the higher level. End Result: An air of animosity prevails between them and the other people they interact with. Their counterparts will choose to ignore their outspoken rants after a couple of episodes of handling the complaints. Ultimately, they alone fend for themselves in work without cordial support from peers.....their work progress will be stifled. 

In the work arena, "signals" of an egoistic superior may be reflected by way of their choice of remarks when communicating with subordinates, somewhat like........

"You should be like John, being more proactive!" (in admonishing tone, making comparison with another subordinate)

"Why can't you do it right as expected?!" (condemning remark implying the subordinate is incompetent, which will definitely dampen the subordinate's spirit in respect of career progression)

"This matter is taking away my precious time from other tasks. It should have been settled easily!" (reprimanding the subordinate for wasting the superior's time by not being able to handle the matter expediently)

"Cease citing excuses and trivial issues you are facing - just fulfil as expected!" (reprimand tone to indicate the subordinate's inputs are impertinent. Also showing air of superiority)

An egoistic officer lacks leadership acumen. The narcissist mentality will not attract respect or reverence from subordinates who may either ultimately resign or request for transfer. Neither newcomers may stay long. Work issues will remain unresolves. He will not be able to make headway in performance results as a lone ranger. End Result: He himself will not be able to last as a team leader.

In comparison, the American Psychological Association postulates a humble person imbues low focus on the self. He recognises not only his own strengths but also his limitations, thus keen to learn for improvement. With keen listening attention, he exudes a more authentic nature by focusing on collaboration. By such demeanour the team leader is able to gain influence over subordinates, hence keeping his team intact. End Result: The team reaps further performance progress together. 

Concluding Quotes:

"God opposes the proud but gives grace to the humble." (Book of James 4:6)

"Humility is not thinking less of yourself; it's thinking of yourself less." (Rick Warren)

"Humility is the solid foundation of all virtues." (Confucius)

"Great leaders don't need to act tough. Their confidence and humility serve to underscore their toughness." (Simon Sinek)

+ Simple reason why you should embark on self-development drives: Because "people buy people" - people "buy you" when you can enigmatise your calibre to them. 

+ To leap vibrantly forward, you need to understand your experiences backward. 

+ The best way to build profound self-confidence during your career journey is......Face up to challenges that cross your path by going through the trials. 

+ Three key pillars to kick-start your personal development - Like yourself; Like your work; Like dealing with people. 

+ What you ultimately turn out to be depends on your life philosophy. Do you have one now?

+ Say not "I've done no wrong," but ask "How much more do I need to do right?"

+ We prefer to focus on correcting the wrong, but not sufficiently spend time to pursue ahead what is right.

+ Focus on developing your work prowess by: * See more. * Listen more. * Gather more (information/materials for your file). *Less unnecessary talk. * Mind less (matters not within your job scopes).

+ Mere listening without perceiving will not grasp the correct viewpoint. Mere hearing without listening will not understand the real situation. Only by concerted perceiving and listening can one acquire a holistic approach for executing sound decisions cum actions. 

+ Dynamic performers do not necessarily have the best of everything; they just make the most of everything they have. They do the best they can, with what they have, from where they are. 

+ The easiest way to harness elements for developing your acumen is to surround yourself with people more experienced and wiser than you. 

+ In aspiring to be an astute manager, you must first understand fully your management role, and the roles of your team members, plus an overview comprehension of the roles of relevant peers who have work relationship with you. 

+ The efficacious process toward self-development entails one's ability to learn, unlearn and re-learn whilst undergoing changed roles. 

+ Network with peers who are the "experts" in work functions related (not necessary the same) to yours. Hold fellowship meet-ups over coffee to mutually "pick the brain" of one another for unlearn and re-learn. 

+ Confuscious said: "Real knowledge is to know one's own ignorance."

+ Think holistically and with prudence before you blurt out from your mouth, otherwise you will be like slapping your own checks for expressing the wrong message. 

Now, here is a real story (tweaked by me to cast a similar allegory) relating to the last reflective quote.........

An Asian nation had been immersed in brouhaha between rival political parties on public accusations of its premier siphoning out government funds for his own end. However, this political leader was able draw strong support from his sycophants. During one parliament session, a crony member of parliament (MP) used an allegory to express the outstanding leadership of the premier in nation building. The MP outlined the story as follows: A father (symbolising the ruling party in the government) gave three sons $1000 each and asked them to buy items that could fill up his storeroom (symbolising the small nation). The first son bought loose hay, yet it could not fill up the room fully. The second son bought loose cotton but also could not fill up the room. The third son, being deemed the smartest, bought a large candle for $10, then lit it up, and the light filled the room completely. The MP likened the premier as the third son who was able to serve the nation with the light of prosperity by frugal spending. Immediately, an MP of the opposing political party stood up and questioned: "Where is the remaining $990 - where has the balance gone to?  Disappeared in thin air?" The crony could not answer. Ultimately, the premier was deposed in the next general election whilst the crony MP was not re-elected. MORAL OF THE STORY - THINK HOLISTICALLY AND PRUDENTLY BEFORE YOU SPEAK, OTHERWISE YOU SLAP YOUR OWN CHEEKS.

😂😄

Greetings. I am pleased to share some of my quotes (1st batch) archived by me based on my work philosophies cum past numerous years of experience as an officer in a financial corporation. These are the philosophies dear to me, which have kept me to continue plotting my life journey over 4 decades. Here goes......

* Whatever you assimilate from what you learn now will become part of who you will be in your future. 

* Change, whether positive or negative, is the end result of all learning. 

* Our thoughts are often expressed in our words; our words may lead to our actions; our actions become our experiences; our experiences turn into our beliefs. 

* Feed positive inputs into your mind in order to be imbued with the right beliefs.

* Understand disagreements, not oppose them. By doing so, you will become wiser. 

* You need to know how to learn first before you begin to experience real learning. 

* Making a wrong decision at the wrong time equals a disaster; making a wrong decision at the right time equals a mistake; making a right decision at the wrong time equals a futility; but making a right decision at the right time equals a success.

* Leaders stem from being avid readers - this is the fundamental phase for leadership development. 

* In order to guide other people efficaciously on a specific project, you must first have acquired profound experience on the same subject. 

* A groomed-up subordinate is one who is capable to smoothly execute the functions of his/her upliner when the latter goes on leave or resigns. 

* Do not be contented by being a follower of incoming trends. Instead, be an initiator and setter of a new trend. 

* Be proactive to cross over imminent problems by embarking preemptive actions. Do not be reactive by taking actions only when problems arise. 

* Investing in personal resilience and stress management training can mould up a steadfast character to overcome life hurdles. 

* Being engrossed in long working hours is a symptom of counter-productive work. It signals signs of incapability to manage time, energy and relationship with team members, thus lacking efficiency and effectiveness. 

* Build skill sets that are different from traditional ones already prevalent in peers. If you exercise the same common traits as your peers, you will not churn out different and vibrant results.     

* If you just move around with colleagues akin to your mindset, you will never upscale your mental prowess.

* Innovation does not necessarily get bolstered by an idea; it may start with a problem to solve. 

Happy Reflecting!

😇😇

What is your reaction if I promulgate that stress experiences in your environment - whether work or personal - may not be negative, but on the contrary could be positive feelings? No, I am not out of my sound mental faculty! Truly, some kinds of stress in your endeavours can transpire a positive impact to you if managed positively and effectively.

To most people, facing stress over time likely leads to "distress", which could pose health risks like insomnia and hypertension. Definition of "distress": experience of anxiety, sorrow and mental affliction. When not well managed, this form of utter negative stress may lead to mental depression, possibly culminating to suicidal inclination.

But how does one attain positive elation by overcoming the otherwise negative impacts of stress episodes? Well....it boils down to a person's mind-set. Now, here comes my elaboration of my statement in the first paragraph by introducing the word "eustress". It entails stress that motivates or energises an individual to perform better for delivering goals. The situation depends much on the personal state of mind in responding to challenges. For example, an avid athlete coveting for glory (of winning championship awards) will be prepared to stress himself to the uttermost by undergoing strenuous workouts. To him, his strenuous workouts are a joy as he makes physical progress. When he finally reaches his dream accolades, the feeling of exuberant elation immerses into him with ecstasy. 

To positive-minded individuals who readily assimilate life challenges (whether in the form of problems, issues or trials - including in work, personal endeavours, or environment), the lack of "stimulated"stress can cause boredom. They accept such challenging stress will heighten their senses and improve their performance levels. Despite having to face physical cum mental demands, they envision ultimate achievements as exalted elation. Nevertheless, to sustain the positive mental state, they know how to "unwind" regularly too, like physical burnout exercises and meditation. 

Why many individuals feel emotionally distressed when encountering negative situations in work? Personal development cum leadership "guru" Dr. Steven Covey, in his Greatness Training Programme, listed out three main factors, viz. * No clear purpose or vision. * Under-utilised talent. * Bureaucratic misaligned system. He suggests the following mind-set change as follows:

(1) Soul search for path finding, with the objective of concluding clarity of purpose in personal life.

(2) Unleashing the main talent, in empowering competency to surmount obstacles, issues etc.

(3) Seek alignment - persevere to adapt to the situation. Re-focus both mental and physical energy to manage the situation.

(4) Synergise with others for mutual support. Build relationship.

(5) Formulate an effective strategic roadmap. To efficaciously execute tasks well, it invariably involves planning, prioritisation, time management, adaptability.

Another avenue is to attend courses in instilling positive mental attitude (PMA). Such will serve as bolsters, like:

* Understand the internal and external causes of negative thinking.

* Learn methods/techniques for switching from negative to positive mind-set.

* Creative thinking to convert challenges into opportunities.

* Handle workplace negativity.

* Tips on personal development.

* Problem solving techniques.

* Anxiety control and meditation.

* Neuro-linguistic Programming (NLP), incorporating topics like self-awareness, managing emotions, personal change techniques. 

Now, I cite the life story of Nick Vujicic (although many may already know who he is), the highly sought-after inspirational speaker on positive attitude building. His personal testimonies delivered to packed audiences have touched the hearts of many people. With an extremely rare congenital disorder called Tetra-Amelia Syndrome, he was born 40 years ago without limbs (no arms and legs), except a tiny foot on his left hip to support his ability to stand upright. Yet, he swims regularly, also could surf and skydive. 

He was utterly distressed as a young boy because he was bullied in school. He struggled with depression, so much so that he attempted suicide when he was 10 years old. His thought of his father's agony if he had ended his life, was the factor that prevented him from that. The turning point came when he was 17 years old - in a friendly encounter, the janitor of his high school sowed the seeds of thought into him that he should venture into public speaking. Four months later, he tested by sharing his story to a small group of 6 peers. Then at 19 years old, he addressed to an audience of 300 sophomore students. Thereafter, there was no turning back in his thrust to inspire other people. As one of the top motivational speakers now, he has travelled to more than 74 countries.

To Nick, fear is the real disability, not physical disability. His earlier distress about his physical handicap, and being mocked by other kids, let him to become depressed when he was 10 years old. However, the new insight of his ability at age 17 turned his distress to eustress. He accepted that there were challenges in life, and that it was about doing the best of what he had. It was his choice to define his own ability. In addition, he committed himself to Christianity, now drawing near to God via prayer to guide him in managing his time and making good choices. He declares: "My faith in God and my personal relationship (with Him) has given me the strength to go on, and the humility and grace to ask Him to change my life each day."

More (Nick's) quotes:

* The greater the struggle, the more glorious the triumph.

* I love life because I've seen my purpose.

* I have a choice. I can be angry about not having limbs, or I can be thankful that I have a purpose. 

* I encourage you to accept that you may not be able to see a path right now, but that doesn't mean it's not there. 

* Don't give up on God because God will not give up on you.