When ac­tions match in­ten­tions

In our highly com­pet­i­tive world it is im­por­tant for each em­ployee to be highly pro­duc­tive

Hindustan Times (Chandigarh) - Guide - - WORKSMART -

Prof DC Sharma

o many em­ploy­ees be­lieve that suc­cess be­longs to oth­ers, and not to them. They them­selves sab­o­tage their own po­ten­tial. Once they know that by chang­ing the track of their thoughts they can turn the tides, only sky is the limit to what they can achieve.

To­day no com­pany in­tends to re­tain an em­ployee whose out­put is at low ebb. In our highly com­pet­i­tive world it is im­por­tant for each em­ployee to be com­par­a­tively more pro­duc­tive. The need of the hour is to keep em­ploy­ees who have en­tre­pre­neur­ial abil­ity. They are the ones who make those parts of the com­pany more pro­duc­tive in which they work. A good com­pany at once senses there worth, al­low­ing them full free­dom to utilise their full po­ten­tial to ben­e­fit the com­pany.

Re­search in­di­cates that when em­ploy­ees fail to match their ac­tions with in­ten­tions, they fail to be pro­duc­tive. Keep­ing this in mind all good com­pa­nies en­gage coun­sel­lors to help solve their em­ploy­ees' prob­lems. Even when em­ploy­ees seek coun­selling to get their prob­lems solved, the only hitch such em­ploy­ees have is that they an­tic­i­pate more with doubt. Joseph Roux opines "We dis­trust our heart too much, and our head not enough." The re­wards are al­ways in ex­act pro­por­tion to the con­fi­dence these em­ploy­ees ex­hibit. Only when their ac­tions match their best in­ten­tions, the re­sults tend to be pos­i­tive. To­day ev­ery com­pany wants its em­ploy­ees to ex­hibit high lev­els of en­thu­si­asm and en­ergy.

Ex­pe­ri­ence re­veals that hu­man ac­tions fail to ac­com­plish goals when they are set very high. Good com­pa­nies are now re­al­iz­ing how the same em­ploy­ees suc­ceed, some­times even with dis­tinc­tion, when their goals are set as achiev­able chunks. Even small suc­cesses achieved at fre­quent in­ter­vals, make a grand suc­cess in the long run. The fa­mous lines of HW Longfel­low beau­ti­fully sum up this truth:

Work­ing and suc­ceed­ing in chunks acts like a ther­apy. It helps the em­ployee achieve spe­cific goals in two ways. Firstly, it en­ables him to achieve the set goal eas­ily. Se­condly, suc­cess mech­a­nism once es­tab­lished en­cour­ages the em­ployee, build­ing his faith and con­fi­dence to win and achieve in fu­ture too. His mind­set is thus changed and geared into suc­cess mech­a­nism.

It is im­por­tant to note that suc­cess mech­a­nism once learnt is not ab­so­lutely per­ma­nent. Chances are that cer­tain odd sit­u­a­tions can dis­cour­age an em­ployee again. If some fail­ure once brings him down into the same old rut of con­stant fail­ures, it is again dif­fi­cult for him to come to terms with suc­cess. Hence he has to de­velop his will power. It im­plies he has to keep achiev­ing in spite of heavy odds. He must learn to refuse to ac­cept the limi- tations, even when a par­tic­u­lar sit­u­a­tion im­poses upon him.

If he does not do so he will him­self put a hur­dle in his way to suc­cess. He must keep his ac­tions aliened to his in­ten­tions, and serve the com­pany well.

So be a changed em­ployee. Be pas­sion­ately con­vinced that you have a rare po­ten­tial wait­ing for its re­lease. Know that you are a unique in­di­vid­ual the like of whom there is none else. Gen­er­ate en­thu­si­asm, utilise your hid­den source, ben­e­fit of oth­ers, adding to the name and fame of your com­pany. Your rare po­ten­tial shall come to the fore. Mike Murdock as­serts: “What gen­er­ates pas­sion and zeal in you is a clue to re­veal­ing your destiny. What you love is a clue to some­thing you con­tain.”

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