Value-Creation – Conscious Manager – Online Magazine A holistic approach to self, business and life. Tue, 25 Jun 2019 11:36:24 +0000 en-US hourly 1 Conditioned by goodness Sat, 01 Dec 2012 18:30:42 +0000

“Bad decisions made with good intentions, are still bad decisions.”
? Jim Collins, How The Mighty Fall: And Why Some Companies Never Give In

People who are predominantly in the mode of goodness are conditioned by a sense of happiness and knowledge.

Often the result of developing the mode of goodness is that one becomes wiser than those conditioned by the lower modes: passion and ignorance.

A man in the mode of goodness is not so much affected by material calamities, and he has a sense of advancement in knowledge.

It’s a natural law that goodness brings greater knowledge and a greater sense of happiness.

The problem is that when a man is situated in the mode of goodness he starts to think that he is advanced in knowledge and is better than others.

The good examples are modern success gurus. Each is very proud of his knowledge, and because they generally improve their living conditions, they feel some material happiness.

This sense of happiness in conditioned life makes them bound by the mode of goodness of material nature.

They are attracted to work in the mode of goodness and get material happiness.

As long as they are attracted to work in that way, they have to take some type of material body, life after life.

Thus there is no likelihood of liberation from the material conditioning, or of being transferred to the spiritual world.

Life after life, one may become a success guru, a philosopher, or a scientist, and repeatedly become entangled in the same disadvantages of birth and death and new material bodies.

By the influence of the illusory material energy, one thinks that that such a life is pleasant.


Written by Akrura

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What Builds Trusts Tue, 27 Nov 2012 19:24:29 +0000

“I’m not upset that you lied to me, I’m upset that from now on I can’t believe you.” — Friedrich Nietzsche

Trust is the glue in relationships. Here are some behaviors that build trust:

Seeking first to understand
Making and keeping promises
Honesty and integrity
Kindnesses and courtesies
Thinking win-win or no deal
Clarifying expectations
Being loyal to those not present
Giving and receiving feedback
Talking Straight
Demonstrating Respect
Creating Transparency
Righting Wrongs
Showing Loyalty
Delivering Results
Getting Better
Confronting Reality
Clarifying Expectations
Practicing Accountability
Listening First
Keeping Commitments
Extending Trust


Written by Akrura

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Video: Seth Godin – Sliced bread and other marketing delights Thu, 06 Jan 2011 12:21:48 +0000

Seth Godin: "The most risky thing you can do now is be safe."

Marketing genius Seth Godin talks about the new generation of marketing and why the traditional method of aiming for the center of your projected demographic curve, the common denominator of your market base—just won’t work anymore. He explains why you need to be remarkable… not necessarily the best, just the most remarkable.
In a world of too many options and too little time, our obvious choice is to just ignore the ordinary stuff. Seth Godin spells out why, when it comes to getting our attention, bad or bizarre ideas are more successful than boring ones.
Watch this flamboyant speaker and gain some interesting and new perspectives on marketing and how you can apply these ideas to your field of activity.
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The Power Of Business Values Tue, 07 Sep 2010 17:05:18 +0000 Value creation

A passion for a value and its implementation into the daily activities of work was identified by many as the single key to their business success.

A value is a belief, a mission, or a philosophy that is really meaningful to the company. An example of a business value is: “Customer Satisfaction.” Another example of a value is “Being Ethical and Truthful.” Every company has one or more values, whether they are consciously aware of it or not. Another way of saying it is that a value is a statement of the company’s intention and commitment to achieve a high level of performance on a specific QUALITATIVE factor.

In many recent business management books and journals, developing, adopting, and implementing values has been identified as perhaps the single key in the success of many high growth, high profit companies. A passion for a value and its implementation into the daily activities of work was identified by many as the single key to their business success.

For example, Merck, the pharmaceutical company became so successful in its field because the company was so dedicated to the value of “high quality and purity of its drug products”. Because of this perceived value, distributors felt secure carrying Merck products, and felt confident recommending the products to their customers.

If we examine most companies, we will find a particular value propelled it to success.  Here are some examples:

— Sears’s commitment to customer trust (any product could be returned with a money back guarantee from rural areas in the 19th century).
— Apple Computer’s and its belief in the values of ease of use and service to society (Apple created the Macintosh computer to end people’s fear of the computer).
— Marriott’s values of systemization and standardization (which enabled it to seamlessly duplicate its standard model hotel hundreds of times across the country).

What a Value Consists of
When defining a value for your company, it’s a good idea to try to describe it in detail.  For example, a company may adopt the value “Customer Delight.” That’s the value’s name. The description for the value could be something like: “We recognize that in today’s highly competitive market providing excellent service is not sufficient to satisfy customers and ensure their loyalty. Our goal is to convert the customer’s interaction with our company into a thoroughly and unforgettably enjoyable experience.” You are describing how the value can uplift a company in general, or your company in particular.

Which Values Should We Use?
Here’s a list of values that we have found particularly powerful among the many companies we have researched:

The desire and ability of the company to develop and incorporate ways to improve itself.

The positive emotional response and joy that the customer feels from interaction with the company’s people and products and services.

The most successful businesses have discovered a formula that goes beyond product and service. Their business is providing delight to their customers by understanding their specific personal interests, anticipating their needs, exceeding their expectations, and making every moment and aspect of the relationship a pleasant — or better yet, an exhilarating — experience.

The desire and ability of the company to improve the lot of the employees working for it.

Businesses are most successful when the leaders are not merely concerned with their interests (sales, profits, success), but with the concerns of the customers, and even more so to their own employees. But all said and done, the sales and profits factor just cannot be brushed aside as they are vital for the functioning of the company. There is a ton of free information available on the internet, viz. on how such aspects can be enhanced to keep a company from going bankrupt. Total concern for employees brings the business to a state of unity, which can attract infinite accomplishment.

The desire and ability of the company to venture into new, breakthrough areas of opportunity.

The desire and ability of the company to improve its performance by full utilization of its current resources.

The commitment of the company to focus on the social needs and aspirations of the society.

Their greatest growth occurs at moments when companies align the development of these internal engines with the explosive emergence of new forces in society. Companies that can attune their business strategies to reflect the evolutionary changes of society in several or all of their growth engines (market, products and services organization, people, and finance) catch the growing swell of the wave of social advancement. By synchronizing multiple waves of this energy, they are catapulted forward and upward to levels ten times or more their previous position.

We have also found the following values to be of great importance to a company:

Communications, Cooperation (Teamwork), Standardization, Systemization, Coordination & Integration, Timeliness, Punctuality, Respect for the Individual, Responsiveness, and Integrity/Honesty.

Implementing, Institutionalizing Values

Values are only as good as they are implemented into the company AT ALL LEVELS. Just to describe a value in a mission statement or values statement is useless unless it is pushed down into and implemented at all levels of the company. A value is thus institutionalized when it saturates all aspects of the business; when it permeates all aspects of the company, eventually without encouragement or enforcement; and when it systematically operates on its own through all activities and job positions. When this is done, the value has an enormous potential to energize the company, which leads to dramatically increased revenues and profits for the firm. Anything less than the full saturation of values at all appropriate levels of the company will not enable the value to bring the desired positive results.

To fully implement and thus institutionalize a value in a company the following steps need to all occur:

  1. SELECTION — Choose the values that you are interesting in fully implementing in the company.
  2. COMMITMENT — There needs to be a full commitment to implement the chosen values. Senior and middle management, and other employees need to fully commit to those values; commit to improving performance on those values.
  3. STANDARDS — A set of standards for each activity in the company needs to be implemented for each value.
  4. STRUCTURE — The company needs to have the right structure (of job positions, divisions, departments, etc.) to implement the values.
  5. JOBS, ACTIVITIES & SYSTEMS — The company must have clearly defined job positions, activities, and streamlined systems to facilitate to implement the values. Values need to be incorporated into every job position, activity, every system. Standard operating procedures and even individual job position tasks need to be linked to these values.
  6. EMPLOYEE RESPONSIBILITY — The responsibility of each person to implement each value must be clearly defined and understood (e.g. in their job orientation, in their job descriptions, from their manager, etc.).
  7. SKILLS — Everyone must have the skills to achieve high performance on the values. Everyone must have the skills they need to fulfill their responsibilities for the value. If necessary, additional training should be implemented to upgrade the skills for value implementation.
Roy Posner

Roy Posner

About the author: Roy Posner is the founder of  Growth Online, a web site that provides fresh, new insights into human evolution and transformation. Inspired by the life and teachings of the Indian sage and seer  Sri Aurobindo, Roy embarked on a journey thirty ago to understand the deepest truths of life. A good part of what he discovered along the way is presented at Growth Online.

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How To Get in Touch with Your Conscious Leader at Work Tue, 07 Sep 2010 16:43:58 +0000 Inner leadership

Leadership style should be informed by the culture you’re trying to cultivate. And of course, the way you lead most effectively depends mostly on whom you are, and effective leaders listen and have compassion.

LEADERSHIP IS a big issue. There are zillions of books about it, and pretty much an infinite number of ways to describe what makes an effective leader. Sure, everyone has its own opinions, and people respect their opinions, and there are lot of ways to achieve certain things. What makes an effective leadership is that: what’s right for one situation isn’t right for another – and good leader knows the difference and can react differently depending on the context and circumstances.

The way you lead helps shape your culture. Therefore, your leadership style should be informed by the culture you’re trying to cultivate. And of course, the way you lead most effectively depends mostly on whom you are, and effective leaders listen and have compassion. Good leaders are made not born. If you have the desire and willpower, you can become an effective leader. Good conscious leaders develop through a never ending process of self-study, education, training, and experience. This guide will help you through that process.

1. Be Technically Proficient.

As a leader, you must know your job and have a solid familiarity with your employees’ tasks.

2. Seek Responsibility and Take Responsibility For Your Actions.

Search for ways to guide your organization to new heights. And when things go wrong, they always do sooner or later — do not blame others. Analyze the situation, take corrective action, and move on to the next challenge.

3. Make Sound and Timely Decisions.

Use good problem solving, decision making, and planning tools.

4. Set The Example.

Be a good role model for your employees. They must not only hear what they are expected to do, but also see.

5. Know Your People and Look Out For Their Well-being.

Know human nature and the importance of sincerely caring for your workers.

6. Keep Your Workers Informed.

Know how to communicate with not only them, but also seniors and other key people.

7. Develop A Sense of Responsibility In Your Workers.

Help to develop good character traits that will help them carry out their professional responsibilities.

8. Ensure That Tasks Are Understood, Supervised, and Accomplished.

Communication is the key to this responsibility.

9. Train As A Team.

Although many so called leaders call their organization, department, section, etc. a team; they are not really teams…they are just a group of people doing their jobs.

10. Use The Full Capabilities of Your Organization.

By developing a team spirit, you will be able to employ your organization, department, section, etc. to its fullest capabilities.

Focus, Attention, and Persistence.

As a leader, you must never lose focus on values. Look for the value. Point it out and remind people how their work is an important expression of values in action. It is your job as a leader to constantly teach, recognize, reward, and help course corrections where necessary. Every member of your workforce is responsible for values-driven business practices, but they look to you, the leader, for living examples of how the values translate into action. You set the tone. When you take a cavalier approach to values or lose sight of them—even if temporarily—you give your team members permission to do the same. When you refuse to give in to pressures and obstacles and remind everyone of the important values at stake, your people will have an excellent model to follow. The greatest challenges leaders in top positions face are ethical dilemmas—for example, questions of choosing between long-term and short-term gains. It is often a problem of choosing between right and right. There are no easy answers to some business problems. Using values will help you with clarity and decisiveness.


YOUR CHOICES AND actions help define who you are. They illuminate your character. You can talk till you’re blue in the face about your values, but they’re meaningless if you do not live up with them. Companies have character, too. The culture and spirit of the company reflects its character, as do its processes, procedures, and interactions with the outside world. And all of that comes from its shared core values. The core values of a company are a key factor in its identity. They are the handful of values or guiding principles that are at the very heart of the company that are essentials to its very spirit. These values make the company what it is, and they are a major part of what each person agrees to live by, which joins them together in a meaningful way. This meaning is what drives many employees, and it is the most effective way for the leaders to motivate them.


Look for the value. Point it out and remind people how their work is an important expression of values in action.


INTEGRITY IS THE cornerstone of business because business is based on trust. Trust between you and your employees, your clients, your suppliers, your partners, the media, and the community. If trust is broken, it’s awfully hard to recover. Integrity is one of those bottom-line, deal-breaking kinds of requirements. While you can emphasize and encourage specific values, teach laws and regulations, and communicate your expectations, you cannot teach someone integrity. You can only hire people whom you believe have it and separate yourself from those who don’t.

One of the less obvious ways we determine the integrity of a company is by assessing what the company stands for, and how well it lives up to its value as we understand them.

Know yourself and seek self-improvement – In order to know yourself, you have to understand your be, know, and do, attributes. Seeking self-improvement means continually strengthening your attributes. This can be accomplished through self-study, formal classes, reflection, and interacting with others.

Author: Michel@

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How to Gain Respect and Support for Yourself and Your Business Mon, 06 Sep 2010 22:20:42 +0000 Henry Wadsworth Longfellow quote

"He that respects himself is safe from others; he wears a coat of mail that none can pierce" - Henry Wadsworth Longfellow

To gain respect from others, you have to respect yourself first. People will give you their undying respect as long as they recognise that you portray these 3 key attributes: trustworthiness, integrity and mindfulness. Because having these qualities demonstrates your level of consciousness and maturity.

When people respect you, it is easier to get their support. Getting people to give you  continuous support, also requires you to apply yourself. Here are ways to help you make an impact on people whom you want respect and support from.

1.  Be exuberant and passionate about what you do and your life. People love those who exude vibrancy and passion about their life, particularly about what they do. Think of this: how stimulating do you find people who are forever talking about their “great ideas” and what they want to do and yet, never starting anything? Now that’s a damper!

2.  Be unique and individualistic in your views and opinions. Are you unique and stand out with your own style and personality? If you are afraid to voice your opinion, and would rather fit in, I can assure you that it will be difficult to command respect from others. And without respect, no support. This doesn’t mean that you have to constantly come up with new innovations. It simply implies that you don’t suck up to people, just because you want validation. The best validation is to be true to yourself.

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3.  Be a great listener. All great listeners are magnetic and charismatic. There is no charm that equals that of a good  listener. Here is an experience I had in a restaurant with my husband not too long ago. I noticed that my husband was fascinated by a woman sitting a few tables way from us.

When I asked him what got him so fascinated about her. He replied that the woman was just fascinating to watch, because she was listening so intently to her partner. Her eyes were on him, as she leaned forward, giving him her feedback, and at the same time not interrupting him. While she let him know that she was hearing him, she also held up her end of the conversation.

Then my husband said something remarkable: “She’s the kind of woman I normally wouldn’t pay attention to on the street, but while sitting there, listening and being interested the way she’s doing now, makes her attractive.”

True listening embodies careful attention, patience and honestly wanting to understand what the other person is saying. It also fosters good relationship.

4.  Be a life long student. Let people know that you’re willing to learn from them and be genuine about it. Learning is growing, and growing is learning. You cannot learn all by yourself. To truly grow, you need others along the way. And when you show people your willingness and enthusiasm to learn from them, you’ll be amazed how helpful and happy they will be to support you.

Be open and get to know people who are different from you. If you’re interested in something, never be afraid to ask questions. You won’t be ridiculed for showing real interest.

Do you know people who have stopped learning? Do you find them interesting to have around? Probably not!  So do yourself the favour of becoming an avid learner.

5.  Be authentic and reliable. Before you make a promise, make sure you can deliver. Keeping your word is very crucial to building trust and credibility. There’s nothing more detrimental to your image, than having people believing in you and letting them down.

There are times you may genuinely try to fulfil your promise and it just doesn’t work out. In that case, be honest about it and apologize. No one will hold that against you.

6.  Be generous. A generous heart gives freely without having any expectactions. Don’t try to buy people’s loyalty or support. It will backfire on you!  You will reap more benefit and reward from giving truly from your heart, rather than being calculating. Even if you don’t get something in return, the eternal laws of reciprocity will find a way to balance things out for you and give you your dues.

7.  Be direct and have boundaries.When you have something to say, just say it and let people know where you stand. Letting people know what you want and don’t want, liberates you and those around you.  Don’t allow people to walk all over you. Let them know your boundaries.

For instance, to avoid lying about a proposition which may not interest you, an appropriate answer could be: “I’m sorry that doesn’t work for me right now”. This is a straightforward and truthful answer making it easy for you and for others to move on.

In conclusion, do you trust and respect yourself? If you don’t, no one else will. This especially means be true to yourself and what you believe in. Just as Ralph Waldo Emerson said “Whatever games are played with us, we must play no games with ourselves”.

Author Bio
Kunbi Korostensky, N.D., Psychotherapist and Certified Life Coach is specialised in supporting people in transition, turn the changes in their lives into invigorating joy and happiness. View her ebooklet Top 10 holistic Questions to Embrace Change and Grow at:  or email:

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