When actions match intentions
In our highly competitive world it is important for each employee to be highly productive
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.”