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Thursday, January 24, 2013
Buah Tangan Pada Hari Kelahiran Nabi SAW
Wednesday, January 23, 2013
Steal This Lesson: White Space Enhances Productivity
For some people, it’s hard to come up with ideas, to
think of ways to be more creative, to find time to nurture a passion.For Pick
the Brain readers though, a different type of problem presents itself: how to
regulate the output of all those creative processes going on in your head. Make
it sustainable. Make sure you don’t go crazy. Corral all those voices in your
head before they become a problem. Here’s where borrowing from another
discipline helps. You know, like ballet for football players?The fact is, we all
want to be productive, operating at our peak. When the quantity of work
increases and becomes unsustainable, however, productivity actually decreases.
How do we fix that?White space? I had been hearing about “white space” in
different contexts lately, and I wanted to see what the big deal was. Turns out
its fame is warranted. White space is a concept used by graphic designers that
fulfills several functions, some of which can be turned to good use in other
disciplines, to whit, the following themes culled from
NaldzGraphics:
White Space Creates a Balanced and Harmonious
Layout
If your layout is your life, this is an easy metaphor. You want
action some of the time, but not all of the time. A balance of the yin and the
yang. Give yourself some blank spots in your schedule to allow for your body and
mind to recover from your awesome productive sessions!
White Space
Improves Readability
If you want other people to read your message and
act upon it, white space allows you to better communicate your core purpose,
your driving passion, to others. For example, if you talk a-mile-a-minute to
someone you just met about all your passions, they will leave the conversation
(running!) without understanding what your core message is all about. Edit. Edit
Edit!
White Space Gives Focus and Emphasis to an Object
By setting
apart the colored, active space, you emphasize its importance. Consider a
blackboard that has 4 quadrants of paper on it with writing. Compare that to a
blackboard alongside that has one paper with writing, stuck in the middle. It
makes you lean in to read it, doesn’t it? How much better would that work when
the blackboard is your business, and the paper is your elevator speech, clear
and concise? Another one for the edit pile.
White Space Acts as a
Separator
Are you juggling a lot of balls in the air? Then honor each
project, and instead of yoinking your brain out of one plane and jabbing it into
another, let the thoughts and energies from one conclude and subside before
tackling a different project. Setting aside a specific time slot, where you’re
not rushing in, and you’re not rushing out of it to other responsibilities will
make each activity more enjoyable. Switch it up, but in a civilized fashion!
This will free up more creative engines for getting stuff done during those time
slots.
Overall, making room for white space in your life helps you
achieve your goals, meanwhile giving you balance, clarity, focus, and freedom
from pressure. Not a bad way to organize!
by Margaret Pinard
Tuesday, January 22, 2013
Change is Good—But First, Know What Should Never Change
Fortune by Jim Collins November 1995
Imagine a President of
the United States wrestling with the challenges of a rapidly changing and
increasingly chaotic world—among them, new global competitors rising in both the
East and West, fickle and unpredictable voters, government bureaucracies whose
systems are fast becoming outdated, information technologies fomenting upheaval
in virtually every aspect of the society. At a Cabinet meeting, the President's
top advisers are handed a memo that begins:We no longer hold these truths to be
self-evident. We can no longer afford to hold the belief that all men are
created equal …The Commander-in-Chief then speaks:
"We need to take a
hard look at the Bill of Rights. We certainly can't let those outdated values
get in our way. Nothing is sacred anymore—not freedom of religion, not freedom
of the press, not the right to trial by jury. We're in the third wave now. We
must change."
Of course, this is an absurd scenario. But I've created it
to drive home a point: Reengineering and other prevailing management fads that
urge dramatic change and fundamental transformation on all fronts are not only
wrong, they are dangerous. Any great and enduring human institution must have an
underpinning of core values and a sense of timeless purpose that should never
change.
Give up the bedrock principles—the "what we stand for" and "why
we exist"—of a great nation, and it will eventually cease to be great.The same
lesson applies to corporations. I've found that the best of them—companies like
Hewlett-Packard, Disney, and Boeing, which as a group have outpaced the stock
market averages some 15-fold since the 1920s—have one thing in common. They have
successfully adapted over the decades to a changing world without losing their
core values. They have done so by grasping the difference between timeless
principles and daily practices.
Disney, for example, has almost
religiously preserved a central ideology of wholesomeness and bringing happiness
to people, yet it has continually changed its product strategy—from cartoons, to
feature films, to the Mickey Mouse Club, to Disneyland, to videos. Boeing
resolutely held tight its core philosophy of product integrity and leading-edge
aviation, yet turned its business strategy upside down in the 1950s by betting
the company on commercial jets at a time when 80% of its business came from
military bombers.
At IBM, service to the customer above everything else
was a core value; dominating the mainframe computer market was a business
strategy; and compulsory white shirts an operating practice. IBM stumbled badly
in the late 1980s because it drifted from its core values (which it should never
have abandoned) while remaining too rigid in its strategies and operating
practices (which it should have changed far more vigorously).
So how do
you tell the difference between timeless principles and ephemeral practices?
First—and this is vital—understand that a core ideology does not arise from the
pursuit of competitive advantage. Valuing freedom might be a competitive
advantage for the U.S., but that is not why we embrace this belief. A true core
value is something you would hold even if it became a competitive disadvantage
(although that seldom happens).
HP founders Bill Hewlett and David
Packard didn't make respect for the individual a core value at their company for
strategic advantage. Rather, they believed it was the morally right way to
manage. At one point they passed up significant growth and profit opportunities
by turning down big government contracts that would have forced them into a
pattern of on-again, off-again, "hire and fire" employment. The decision paid
off, though, by fostering greater loyalty among HP's workers.The critical
question to ask is, if the world changed such that you were penalized for this
tenet, would you continue to hold it? If so, then it is probably part of your
core ideology.
You will likely only find a handful of truly basic
principles that you would want your company to hold forever—any more than five,
and you're probably mixing up core ideals and business practices. Answer this
question with clarity, and you'll know what you should not change. That crucial
knowledge, in turn, will then free you to alter everything else.
Monday, January 21, 2013
10 Leadership Tips from Steve Jobs
Steve Jobs, founder
of Apple(NASDAQ:AAPL) and Pixar (NYSE:DIS) was an iconic manager with a zest for
taking on feats deemed impossible. He was able win over an entire planet. His
Eastern beliefs set him apart from Western leaders. With an intense focus on
what should be, he disrupted dysfunctional markets with simple elegant
replacements. His Eastern wisdom encouraged focus and to “Think Different,”
which may have meant to experience the moment.
The 10 Lessons of Steve
Jobs are excerpts from Walter Isaacson’s, “The Real Lessons of Steve Jobs,”
published in the Harvard Business Review, April 2012
(hbr.org/2012/04/the-real-leadership-lessons-of-steve-jobs/ar/1). Isaacson gives
14 lessons.
1. Simplify
For the iPod, Jobs’ Zen simplicity shinned
through when he eliminated the on/off button. The device gradually powered down,
and flashed on when reengaged. Jobs also developed complex systems with
integrated hardware and software so the user devices could be simple and focused
on a few tasks. An ecosystem—an iPod connected to a Mac connected to an iTunes
store—allowed for a division of labor. The MAC could handle system
administration, freeing the portable devices play music or show videos. Later,
Jobs aimed for mobile phones, and he would grab a competitor’s phone and rant
that features could not be navigated, including the address book. His iPhone did
not need a user’s manual. At the end of his career, Jobs rethought the
television industry, so people could click and watch what they wanted. He
dreamed up ways to make television simple and personal.
2. Control the
Experience
Apple took end-to-end responsibility for the user. From the
performance of the ARM microprocessor to the experience in an Apple Store,
everything was tightly linked. Part of Jobs’ compulsion for “the whole widget”
stemmed from his controlling personality. But it was also driven by his passion
for perfection. The strategy set Apple apart from competitors.
3.
Innovate
Innovators don’t have to be pioneers. With the original iMac,
Jobs focused on managing photos and videos, but not music. People were
downloading music and then burning their own CDs. The iMac’s drive couldn’t burn
CDs. Jobs said, “I thought we had missed it.” But instead of upgrading the
iMac’s CD drive, he created an integrated system that transformed the music
industry. The combination was iTunes, the iTunes Store, and the iPod, which
allowed users to buy, share, manage, store, and play music better than any other
way. After the iPod became a huge success, Jobs thought phone makers
might displace it by adding music in the handsets, so he preempted them with the
iPhone.
4. Ignore Reality
Jobs’ (in)famous ability to push the
impossible was dubbed his Reality Distortion Field, after an episode of Star
Trek in which aliens create an alternative reality through sheer will. An early
example was when Jobs was on the night shift at Atari and pushed Steve Wozniak
to create a game called Breakout. Woz said it would take months, but Jobs stared
at him and insisted he could do it in four days. Woz ended up doing it.5. Have
ConfidenceWith the iPhone, Jobs found plastic scratched easily and decided the
face had to be glass. He met with Wendell Weeks, CEO of Corning (NYSE:GLW), who
told him that Corning had developed a chemical process in the 1960s that led to
“Gorilla glass.” Jobs said he wanted a major shipment of Gorilla glass in six
months. Weeks said that Corning was not making the glass. “Don’t be afraid,”
Jobs replied. A stunned Weeks, who was unfamiliar with Jobs’ Reality Distortion
Field, tried to explain that a false sense of confidence would not trump
engineering challenges. Jobs didn’t accept that premise. He stared unblinking at
Weeks. “Yes, you can do it,” he said. “Get your mind around it. You can do it.”
Weeks recalls his astonishment and then called the managers of Corning’s
facility in Kentucky making LCD displays, and told them to convert immediately
to Gorilla glass full-time. “We did it in under six months.”
6. Rethink
Designs
Jobs personally spent time designing the jewel-like boxes for the
iPod and iPhone and listed himself on the patents. He believed that unpacking
was a ritual and heralded the glory of the product. For the iPhone, the initial
design had the screen surrounded by an aluminum case. The problem was that the
iPhone should have featured the display, not the case. The team changed it so
the glass display was the phone.
7. Team with Winners
Jobs’
rudeness was packaged neatly with the diametrically opposed push for
inspiration. He infused Apple employees a belief that they could accomplish
anything. His rough treatment reflected a desire to work with the best and
prevent “the bozo explosion,” in which managers are so polite that mediocre
people feel comfortable staying. Jobs said, “Maybe there’s a better way—a
gentlemen’s club where we all wear ties and speak in this Brahmin language and
velvet code words—but I don’t know that way, because I am middle-class from
California.”
8. Collaborate
Jobs believed creativity comes from
spontaneous meetings. “You run into someone, and ask what they’re doing, you say
‘Wow,’ and soon you’re cooking up all sorts of ideas.” The Pixar building’s
design promoted unplanned encounters around an atrium. He commented if a
building didn’t encourage innovation, you lose the magic sparked by
serendipity.
9. Vision + Details
Jobs’ passion was applied to
issues both large and small. Some CEOs are great at vision; others know that God
is in the details. In 2000 he came up with the grand vision that the personal
computer should become a hub for managing all of a user’s content, and got
Apple into personal-devices. In 2010 he came up with the successor strategy—the
hub would be consumed by the cloud—and Apple began building a huge server farm
to upload and sync content to personal devices.
10. Rebel
Jobs
asserted his counterculture personality in ads, proclaiming his hippie
beginnings. When he returned to Apple, Jobs helped write the text for the “Think
Different” ads: “Here’s to the crazy ones. The misfits. The rebels. The
troublemakers. The round pegs in the square holes…” If there was any doubt that,
consciously or not, he was describing himself, he dispelled it with the last
lines: “While some see them as the crazy ones, we see genius. Because the people
who are crazy enough to think they can change the world are the ones who do.” In
his commencement address to Stanford, he admonished students to follow their own
dreams, and not to get caught up in living someone else’s life.
Communication is a tool
Communication is a tool with which we exercise our influence on
others, bring out changes in our and others’ attitudes, motivate the people
around us and establish and maintain relationships with them. Communication
makes a major part of our active life and is a social activity. This social
activity is pursued verbally through speech, reading and writing or non-verbally
through body language. I want to share something useful in communication to
respond correspondent (email).
1.Dear Mr. /Mrs.
=Dear Sir/Madam.
2.We have received your letter of January 31, 20XX.
=We have
received your letter dated January 31, 20XX.
=I read your letter last week.
3.We have received your letter of March 10 and the product sample.
=We’ve received your mail last day.
4.Thank you for your inquiry
dated June 18.
=I’m so thankful for your inquiry.
5.This is in
response to your letter of February 19.
=This is in reply to your letter
dated February 19.
=This is our reply to your letter.
5.In response
to your letter of April 8, we would like to inform you of the following:
=We
would like to inform you about the product.
6.We are pleased to learn
that you are satisfied with our product.
=We are very happy about your
positive comments on our product.
7.We are sending you our latest
catalog and price list.
=Attached here is our latest catalog.
=We are
pleased to send you our latest catalog and price list.
8.Enclosed,
please find a copy of our company brochure.
=Enclosed is a copy of our
company brochure.
Thursday, January 17, 2013
MAKAN DAGING MENTAH
MAKAN DAGING
MENTAH...
Sedikit renungan dan bermuhasabahlah..
Khairi bertemu kawan lamanya Sufian. Sufian yang dikenali
sejak zaman persekolahan, tetap dengan imej 'imam muda' dengan wajah
berseri-seri dan bersih.
"Apa khabar Pian? Lama kita tak jumpa" ujar
Khairi sambil memeluk sahabatnya.
"Alhamdulillah, aku sihat. Kau
macamana? Dah berkeluarga ke?" tanya Sufian.
"Itu yang aku nak bagitahu
kau ni. Nah in kad perkahwinan aku. Jemputlah datang" ujar Khairi sambil
menghulurkan kad perkahwinannya.
Sufian menyambutnya dengan senyuman dan
membuka sampul yang wangi itu.
"Cantiknya kad engkau. Er.. Kau dah nikah
ke?" soal Sufian dengan wajah berkerut.
Khairi tergelak "Hahaha, mana ada
lagi, kan baru aku jemput ni"
"Oh, aku fikir kau dah nikah gantung, bukan
main lagi gambar kamu berdua dalam kad ni" Sufian menggeleng-geleng kepala
melihat aksi Khairi dan tunangnya dalam kad perkahwinan yang kelihatan romantik
berpegangan tangan dalamnpakaian pengantin.
"Alah, biasalah Pian.
Sekarang kan stail bergambar mcam tu.." jawab Khairi.
"Biasa? Maknanya
kau dah biasa pegang2 ke?" soal Sufian.
"Alah, bukan orang lain pun,
nanti jadi bini aku juga.." ujar Khairi bersahaja.
"Ri aku tahu kau suka
makan daging masak kicap" kata Sufian.
"Masih ingat kau ya" Khairi
tergelak.
"Kau pernah makan daging mentah taruk kicap?" soal
Sufian.
"Kau ni Pian, logik lah.. Kau ingat aku drakula ke" kata
Khairi.
"Faham pun kau. Jadi, samalah dengan berpegangan tangan, bermesra
dan berkelakuan apa saja dengan wanita yang belum jadi isteri kau, dia tetap
bukan mahram kau. Walaupun dia akan jadi isteri kau, tapi dia masih belum jadi
isteri kau. Sebagaimana kau tak makan daging mentah yang belum lagi dimasak,
begitulah kau tak sepatutnya menyentuh yang belum jadi hak kau"
Khairi
terpana "Astaghfirullahalazim... Terima kasih Pian, kau ingatkan aku. Selama ni
aku pandang benda ni sebagai biasa. Aku pandang yang dia akan jadi milik aku
juga"
"Tak boleh Ri... Kita tak boleh kafankan orang sebelum dia mati.
Hidup kita ada sempadannya Ri" ujar Sufian.
Wallahu 'alam~
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