SAGAR BUSINESS BUZZ

Issue - February 2016

1FEBRUARY 2016

Home & Decor EXPOSagar Business Private Limited participated in a Home & Decor EXPO - 2016 organised by REDA and G S Marketing at Janta Maidan, Bhubaneswar from 13th -17 Feb 2016. Our stall was complete with samples and pictorial depictions of most of our products and services we offer and their benefits relevant to the target audience

A total of 55 contacts were collected with contact numbers. They have been circulated to all department heads and hopefully after their contact and follow up they will convert in business over a period of time.

Special thanks to Debasish Das, Pritam and our Office Boy Sangram for initial help and support in setting up the stall.

expected as a footfall in the exhibition. The stall was managed by the Structura Team, Debasish Mishra, Pankaj Chaudhary, Srujjan Manglam Badatya, Chitta Ranjan Samal, Jayanta Kumar Nayak, Manoj Kumar Tarasia and others.

IN THIS ISSUE

Philips Lighiting

Supplementary Page - I

Birthday and Anniversary

Editorial

QUIZ of the Month

2

From the Director's DeskLeadership

HOW DO YOU get leaders, employees, customers—and even yourself—to change behaviors? Executives can change strategy, products, and processes until they're blue in the face, but real change doesn't take hold until people actually change what they do. I have reviewed research on this topic. Here is my list of io approaches that seem to work.

1. Embrace the power of one. One company I worked with posted eight values and 12 competencies they wanted employees to practice. The result: Nothing changed. When you have 20 priorities, you have none. Research reveals that we're not good at multitasking. Focus on changing one behavior at a time.

2. Make it sticky. For goals to be effective, they need to be concrete and measurable. The same is true for behaviors. "Listen actively" is vague and not measurable. "Paraphrase what others said and check for accuracy" is concrete and measurable.

3. Paint a vivid picture. When celebrity chef Jamie Oliver wanted to change the eating habits of kids at a U.S. school, he got their attention with a single, disgusting image: a truckload of pure animal fat. When Oliver taught an obese kid to cook, he showed how cooking can be "cool"—walking with head up, shoulders back, and a swagger while preparing food. This gave the boy a positive image he could relate to. As Herminia Ibarra outlines in her book Working Identity: Unconventional Strategies for Reinventing Your Career (Harvard Business School Press, 2003), imagining new selves can be a powerful force for change. Use stories, metaphors, pictures, and physical objects to paint an ugly image of "where we are now" and a better vision of a glorious new state. This taps into people's emotions, a forceful lever for (or against) change.

4. Activate peer pressure. As social com-parison theory shows, we look to others for guidance on acceptable behaviors. Peers can set expectations, shame us, or provide role models. When a banker was told by his boss that he needed to show more "we" and less "me" behaviors, team members called out mis-steps, such as inappropriate "I" statements. The peer pressure worked. This is also the case for online groups. Ask peers to set expectations and put pressure on one another. Sign up friends on Facebook to check in on your be-haviors (or use a company network tool).

5. Mobilize the crowd. Watch the video "First Follower: Leadership Lessons from Dancing Guy" on YouTube. Would you be the second, the middle, or the last person to join the

dance? Most people would join somewhere in the middle, at the tipping point. Embracing a new behavior typically follows a diffusion curve—early adopters, safe followers, latecomers. Dif-fusion theory, however, holds that this is not a random process: Key influencers make it tip. They are often not managers with senior titles but those with the most informal connections and those to whom others look for direction (known as "bridges" in a company network). Get a few early adopters to adopt a behavior, find and convince the influencers, then sit back and watch as it goes viral (hopefully).

6. Tweak the situation. How do you get employees to eat healthier food in the company cafeteria? You could educate them about healthy food, or you could alter the physical flow. Google did just that. Using the cue that people tend to grab what they see first, the company stationed the salad bar in the front of the room. This and similar techniques are based on the red-hot area of behavioral decision theory, which holds that behavioral change can come about by tweaking the situation around the person. You nudge people not directly, by telling them to eat salad, but indirectly, by shaping their choices.

7. Subtract - don't just add. In The Power of Habit: Why We Do What We Do in Life and Business (Random House, 2012), Charles Duhigg tells a great story about a U.S. Army major stationed in a small town in Iraq. Every so often crowds would gather in the plaza, and by the evening rioting would ensue. What to do? The major had the food stalls removed. When the crowd grew hungry, there was nothing to eat and it dispersed before a riot could take hold. Change behaviors by removing enablers, triggers, and barriers. Managers are so obsessed with adding new things that they forget the obvious: subtracting.

8. Dare to link to carrots and sticks (and follow through). This list would not be complete without the traditional HR lever—incentives, in the form of pay, bonuses, and promotions. In a famous HBS case, a banker at Morgan Stanley up for promotion has great numbers but comes up short on the 36o-degree behavior-assessment review. Tie incentives to both performance and desired behaviors. But, as Daniel Pink highlights in Drive: The Surprising Truth About What Motivates Us (River head Books, 2009), such extrinsic rewards and punishments work for non creative behaviors but much less for, say, "innovate outside the box" ones. (See his TED video "The Puzzle of Motivation" for more.)

9. Teach and coach well. Many be-haviors have a skill dimension—I may not know how to prioritize work, even though I am motivated to do so. Be a good teacher or coach (or a good learner if you're trying to change your own behaviors). This involves practicing the behavior, like stretching a muscle, which is

especially difficult for behav-iors with a high tacit component (such as listening well).

10. Hire and fire on the basis of be-haviors. So far the list is about changing the person. But you can also change the composition of the team surrounding that person. Get people who embody the desired behaviors and get rid of those who clearly don't. Such careful selection is based on theories of role fit: Match strengths (including your current behaviors) to what the job requires. This also goes for you: Fire yourself and find a better job if need be.

These 10 principles for changing be-haviors are rooted in different theories that are rarely put together: Sharpen the destination (1-3), activate social processes (4 and 5), tweak the situa-tion (6 and 7), and revamp traditional HR levers (8-10).

Why don't we see more successful change in organizations? Because man-agers use only a few of these levers. Use them all.

Originally published on hbr.org September 21, 2012

Morten T. Hansen is a management professor at the University of California, Berkeley. He is the author of Collaboration: How Leaders Avoid the Traps, Build Common Ground, and Reap Big Results (Harvard Business Review Press, 2009) and the coauthor of Great by Choice: Uncertainty, Chaos, and Luck—Why Some Thrive Despite Them All (Harper Business, 2011). In 2013 he was named one of the top management think-ers in the world by the Thinkersso. Follow hith on Tivitter: @GreatbyChoiceMH.

Reader Comment

MAKE SURE THE people most affected by the change are a part of helping to build it. Involvement elicits ownership, accountability, and empowerment. —Andre Harrell, president/CEO, AH2 & Beyond Consulting

Ten Ways to Get People to Change

by Morten T. Hansen

FEBRUARY 2016

Issue - January 2016

3

Change Readiness Is the New Change Management by Chris Musselwhite and Tammie Plouffe

WHY CAN SOME companies take advantage of any change the market brings (Apple), whereas others struggle with even the smallest internal or market-necessitated modification (GM)? Chances are, your company has successfully executed a planned change initiative but has been unable to take advantage of a change brought on by market demands. Or vice versa. The reasons will differ for each organization, but the question is definitely worth asking—especially in light of the fact that the pace of change is accelerating at the fastest rate in recorded history.

In our experience, the companies most likely to be successful in making change work to their advantage are the ones that no longer view change as a discrete event to be managed but as a constant opportunity to evolve the business. GE, Hewlett-Packard, and Nissan are all starting to treat change as a constant, not as an initiative that needs to be managed. In these organizations, change readiness is the new change management.

Change readiness is the ability to continually initiate and respond to change in ways that create advantage, minimize risk, and sustain performance. The age-old challenge: balancing the tension between the internal and external focus that all three require.

This continuous and integrated ap-proach to change requires the coordinated participation of everyone in the company, not just a few change agents or change leaders. Jeffrey Immelt, the CEO of GE, articulated this in the company's 2007 annual report when he explained that his new senior manage-ment team training, called Leadership, Innovation and Growth (LIG), was to “embed growth into the DNA of our company:”

In the article “How GE Teaches Teams to Lead Change” (HBR January 2009), Immelt explains what he meant by that statement: “...getting the teams leading the businesses to think about or-ganic growth day in and day out—to be constantly on the lookout for opportunities and to create inspirational strategic visions that would enlist their troops in the cause...to weave innovation and growth into every aspect of their businesses...their behavior, their roles, how they spent their time:”

The need for this organic, constant approach to change is acknowledged in a Center for Creative .Leadership white paper, Transforming Your Organization, in which the authors conclude that organizations “need a new kind of leadership capability to reframe dilemmas, reinterpret options, and reform opera-tions—and to do so continuously”

This is pretty groundbreaking con-sidering that our understanding of or-ganizational change has remained fun-damentally intact since the innovative work of Kurt Lewin in the 194os—as has the concept of change management as a process of reorganizing, restructuring, and reengineering, which evolved incrementally over two decades.

Leaders know these theories no longer work and even seem crazy considering how much the marketplace and corporate environments have changed in the same period. Product life cycle has never been so compressed, nor the need to innovate so fierce.

Consider BP and the oil that was still spewing from the company's deepwater rig in the Gulf of Mexico more than a month after the initial explosion. No 10 step change management process was going to help BP's management. The company needed to simultaneously re-act and innovate—all while maintain-ing their daily business. The BP situation may have been extraordinary, but it does illustrate the need for change readiness versus change management.

The discrepancy between the accelerated rate of change and the outdated change management practices still em-ployed today unarguably has much to do with the 70% failure rate of change initiatives—a dismal statistic validated by study after study. Failure rates this high demand a new mindset and new actions, but before you can improve your change readiness, you must first assess current change awareness, agility, reaction, and mechanisms.

Change awareness. Change awareness is a company's ability to redefine it-self as necessary. This contextual focus is critical to innovation—the right product at the right time. Good change aware-ness practices include scanning the environment for opportunities, focusing on emerging trends, and planning for the future. Does your company have people responsible for regularly assessing the market for new opportunities and mar-ket changes? Does your company proactively search for opportunities for brand renewal and product innovation?

Change agility. Change agility is the ability to engage people in pending changes. This is an internal focus that is critical to the company's ability to implement identified innovations. A great idea won't matter if you can't muster the capacity and commitment to carry it through. An organization with good change agility can stretch when necessary and quickly shift resources to the place where they will make the most difference. Leadership should inspire confidence and trust—consis-tently. How agile is your company? How effective are your managers at engaging and delivering the change sother leaders at your company assess risk and manage unplanned change? How well does your organization react and respond to crisis?

Change mechanisms. Change mechanisms should encourage clear goal alignment across functions, the ability to integrate a

Dear Family Members,This last month of March constitute the most crucial last month of the financial year 2015-2016 and hence is very significant. It is very similar to the last lap of a runner where he has to gather all his strength and courage and give it his best effort and hit the finish line as a winner. On who struggles to excel in this last lap loses the race. Very similar to our run to achieve our annual business plans. I urge all my teams to work up all the energy and ensure our plans are met. March is the only month left to make the course correction and start off with a target in mind. I call upon all the sales team members as well as the support staff to energise your selves from day one and continue till our objectives are met. Lets plan our targets for March and pace our efforts accordingly in such a way that our we are able to overachieve this month and complete our annual plan with extra to spare. I will expect each one in the team to pull up your socks and rise up to the occasion. At any point in time you need any help or support please feel free to ask me. Do not expect things to happen on their own because nothing happens by default. Remember it is you and your efforts that will have to make it happen.Let me tell you a nice story and I am sure there is a learning for us all at the end. Once upon a time a daughter complained to her father that her life was miserable and that she didn't know how she was going to make it. She was tired of fighting and struggling all the time. It seemed just as one problem was solved, another one soon followed. Her father, a chef, took her to the kitchen. He filled three pots with water and placed each on a high fire.Once the three pots began to boil, he placed potatoes in one pot, eggs in the second pot and ground coffee beans in the third pot. He then let them sit and boil, without saying a word to his daughter. The daughter impatiently waited, wondering what he was doing. After twenty minutes he turned off the burners. He took the potatoes out of the pot and placed them in a bowl. He pulled the eggs out and placed them in a bowl. He then ladled the coffee out and placed it in a cup.Turning to her, he asked. “Daughter, what do you see?” “Potatoes, eggs and coffee,” she hastily replied.“Look closer”, he said, “and touch the potatoes.” She did and noted that they were soft.He then asked her to take an egg and break it. After pulling off the shell, she observed the hard-boiled egg.Finally, he asked her to sip the coffee. Its rich aroma brought a smile to her face.“Father, what does this mean?” she asked.He then explained that the potatoes, the eggs and coffee beans had each faced the same adversity-the boiling water. However, each one reacted differently. The potato went in strong, hard and unrelenting, but in boiling water, it became soft and weak. The egg was fragile, with the thin outer shell protecting its liquid interior until it was put in the boiling water. Then the inside of the egg became hard.

FEBRUARY 2016

P5 P4

4

Sagar Business Private Limited

QUIZ OF THE MONTH

QA

?Q 3 : Philips originates from which country :

Hi All ! We are happy to introduce a Quiz for you to participate and win surprise gifts. Please mail your entry with your answers to all three questions to design@sagarbusiness.in latest by 25th March 2016. First 2 entries with all three correct answers will win the surprise gifts. Editor's decision will be final.

Q 1 : In the last edition of SBPL BUZZ there was an article on CRSD – 36 mm and 40 mm diameter. It said “ CRSD rebars have a CRI (Corrosion Resistant Index) of ........times over Tata Tiscon 500D grade”. Fill in the blanks.

Q2 : Red Oxide Primer Coated Pipes from Tata Pipes are made as per IS....../IS....... specifications. Fill in the blanks.

A: FRANCE B: NETHERLAND

C: GERMANY D: AUSTRALIA

The best leaders not only inspire us, they develop and empower us to lead with passion from whatever position we currently hold in life.

ByTy Howard

Birthdays & Anniversaries in month of March

st 1 Mar - Mohan Kumar Sahoo (Birthday)th12 Mar - Rinakshi Mishra (Birthday)th15 Mar - Manoj Jain (Birthday)th26 Mar - Dipti Ranjan Patnaik (Birthday)

rd3 Mar - Rabindra Kumar Parija (Anniversary)th5 Mar - N Parida & Co (Anniversary)th6 Mar - Er. Monoranjan Kar (Anniversary)th6 Mar - Hrusikesha Dash (Anniversary)

th30 Mar - Godabarish Sahoo (Anniversary)

th6 Mar - Nirod Kumar Nayak (Birthday)th8 Mar - Shesadeba Amanta (Birthday)

th15 Mar - Suresh Ranjan Tarasia (Birthday)th16 Mar - Ajit Kumar Das (Birthday)st21 Mar - Trilochan Panda (Birthday)rd23 Mar - Subhasmita Mishra (Birthday)th 28 Mar - Pritam Kumar Dash (Birthday)

st1 Mar - Biswanath Agasti (Anniversary)st11 Mar - Suresh Ranjan Tarasia (Anniversary)st 11 Mar - Sumitra Baral (Anniversary)th16 Mar - Nihar Ranjan Patnaik (Anniversary)

th& 7 Mar - Radha Madam & Sunil Sir (Anniversary)

Sagar Business Private Limited wishes its customers a happy birthday & anniversary.....

th Mr. Pratik Kishorepuria Birthday celebrations on 14 February 2016

And to all our Employees a very happy birthday & anniversary

CUSTOMERS EMPLOYEE

Categorising the Problem

Firstly, see the given situation objectively and assess why it is a problem for you. At this stage we may find that the situation is simply a situation and not a problem at all. However, if it still continues to appear as a problem, proceed to categorise it. It could be any of the following kinds:

A factual problem like a financial crisis, a disease of the body, or even a leaking roof.

An imaginary problem like the fear of a car crash, a bleak view of one's career, or imagining a serious illness from the symptoms of a common cold.

A subjective thinking problem based on strong likes and dislikes, prejudices, attachments etc.

by Swami Tejomayananda

FEBRUARY 2016

However, the ground coffee beans were unique. After they were exposed to the boiling water, they changed the water and created something new.“Which one are you?” he asked his daughter. “When adversity knocks on your door, how do you respond? Are you a potato, an egg, or a coffee bean?”Moral: In life, things happen around us, things happen to us, but the only thing that truly matters is how you choose to react to it and what you make out of it. Life is all about leaning, adopting and converting all the struggles that we experience into something positive.I may be again away for some days this month beginning but I am sure work will not get affected as we are all connected and communication is important. Let me know of all details and in case of any urgency

via a 'whatsapp' message and I will reply immediately when I am not available in station. You can also send a mail as a follow up.Please continue to wish all our Customers who have their Birthday and Anniversary this month on my behalf. My Happy Birthday wishes in advance to Nirod Kumar Nayak, Shesadeba Amant, Suresh Ranjan Tarasia, Ajit Kumar Das, Trilochan, Subhasmita Mishra and Pritam Kumar Dash. Also my heartiest Congratulations to Suresh Ranjan Tarasia,Sumitra Baral , Biswanath Agasti and Nihar Ranjan Patnaik on the occasion of their Marriage Anniversary which is falling this month. Many more years of Happy Married Life.“ We believe in Togetherness and Together we create Value”God Bless and God Speed for a fabulous month of March ! Lets achieve the unexpected.

Sunil KishorepuriaManaging Director

From P3

5

Change Readiness ...From P3change into existing systems, accountability for results, and reward systems that reinforce desired change behaviors. This contextual focus is critical to being able to implement desired change with no interruption to daily operation. Are your structures and systems flexible enough to adapt to and support the implementation of change? Does your organization have the structures and systems in place to success-fully implement change? We have found that managers at com-panies like the ones mentioned here are asking themselves questions like these in the effort to build a capacity for change readiness instead of change management.

Originally published on hbr.org June 2, 2010

Chris Musselwhite is the president and CEO of Discovery Learning. Tammie Plouffe is the managing . partner of Innovative Pathways.

TIP Three Elements to Include in Your Next Change Campaign Changing employee behavior is hard because it's not a onetime decision but rather an ongoing campaign that requires dedication and perseverance. Next time you need to spearhead a change campaign, incorporate these three elements:

� Memorable messages. Clear, memorable, succinct messages are the foundation of a change campaign. Create a message that is emotion-ally compelling and easily repeated.

� Stories. People remember stories better than they do numbers or facts. Tell stories about why the change is important or that illustrate the benefits of changing.

� Call to action. For any cam-paign to be successful, the audience needs to know what it can do. Be clear about the action you want your people to take and ways they can start today.

Adapted from "Five Tips for Leading Campaigns for bange," by Rosabeth Moss Kant.

Sunil KishorepuriaManaging Director

FEBRUARY 2016

Functions and features

Automatic control

Occuswitch switches the lights on automatically when presence is detected and switches the lights off after the area is vacated (after 1 to 30 minutes depending on the settings).

Daylight override

It is possible to prevent the automatic switch on when sufficient daylight is available in the area, even if presence is detected, in order to create additional savings.Occuswitch has a knob with the "SUN" engraved with a + and – sign on the plastic. This is used to set the threshold level for the amount of light reaching the sensor. The threshold level can be changed from100 to 1500 lux. Depending on the threshold set if the sensor senses that incident light is higher than the threshold set, then the lights will not be switched on, even if presence is detected. The lights will only switch on if presence is sensed and the incident light on the Sensor is lower than the threshold set.

Daylight Switching

It is also possible to make the Occuswitch to switch the lights off when sufficient daylight becomes available during the occupied period, and turn them back on again when the light level drops below the required level.The lights will switch off when the light level is 220% above the threshold level for more than 15 minutes. The available daylight at that moment will be 120% more than the required level. The lights will be switched on when the light level drops below the required level.

Smart timer

The smart timer will extend the delay time by 10 minutes if movement is detected shortly after switchoff, assuming that the area is still in use, but very little movement is made.

Shield

Occuswitch has a retractable shield that can be used to shield off areas like corridors adjacent to the area the Occuswitch is controlling.

by Suresh Ranjan Tarasia

OccuSwitch

Occuswitch is a movement detector with a built-in switch. It will switch off the lights in a room or area when it is vacated and thus save energy. Occuswitch can switch any load up to 6 A and control an office area of around20 sq.m. for small movements (e.g. desk work) and arround 50 sq.m. for large movements (e.g. walking). Its smart daylight sensing technology offers additional saving through daylight override and daylight switching.

Daylight sensing

Occupancy sensing

Plug and play

Smart savings

High quality

PHILIPS Lighting

OccuSwitch is a plug & play device that offers occupancy control and daylight sensing functionalities. It is easy to install and can be be applied without any commissioning.

Energy consumption based upon actual usage instead of connected load.

Occuswitch meets all the performance standards without compromising on the standards. It offers best performance in itscategory.

Issue - February 2016 / Supplementary page

6FEBRUARY 2016

Readybuild Special