The Coffee King: Howard Schultz is Born.

“I wanted to be in charge of my own destiny,” says Howard Schultz. “It may be a weakness in me: I'm always wondering what I'll do next. Enough is never enough.” Schultz used this weakness to his advantage, taking the U.S. by storm with his vision of a coffee shop the likes of which the country had never seen before. Today, as a so-called ‘third home’, Starbucks has revolutionized not only the coffee industry but also society at large. 

Howard Schultz was born on July 19, 1953, in Brooklyn, New York as the oldest of three children. He grew up in Bayview Project, a government-subsidized housing unit. His family had little money and both parents worked long hours to try and support the family. Growing up, Schultz spent most of his time playing sports, taking a particular liking to football, baseball and basketball. He found that he quickly excelled in each of these in high school and used it to his advantage, receiving a football scholarship to Northern Michigan University. 

Schultz was determined to escape poverty and become the first member of his family to graduate from college. In 1975, he realized his dream and earned his bachelor’s degree in business and marketing. But, while Schultz’s academic career was soaring, his family life was taking a turn for the worse. His father was starting to suffer from the never-ending stream of low-paying, dead-end jobs he was forced to work. “I watched my dad’s self-esteem fracture,” Schultz would later recall.

Nevertheless, Schultz was determined to make more of his own life. After graduating, Schultz moved back to New York and got a job working for Xerox Corporation. He then switched to working as a salesman for Hammerplast, a Swedish housewares company. When he noticed that he was selling many coffee percolators to a little Seattle-based company, Schultz flew out to see why.

In 1981, Schultz met with Gerry Baldwin, one of the owners of Starbucks, and he immediately fell in love with the company and the concept. In less than one year, Schultz had left Hammerplast and had become Director of Retail Sales for Starbucks. But, Schultz’s vision for the company soon took a different turn from its original owners. 

When Schultz first joined Starbucks, it had 12 retail outlets and was dedicated to selling coffee beans and coffee-related products. In 1983, Schultz went on vacation to Milan, Italy, and became infatuated with the idea of coffee bars, places where gourmet coffee was served not in beans, but by the cup, and where people could come to meet and relax. “I believed the relationship I saw between people and coffee in Italy was transferable to America in a big way,” he said. 

“Great companies recognize who they are and who they are not,” said Schultz. “But they must have the courage to examine transformational opportunities”. The owners of Starbucks disagreed with Schultz’s vision. They had little desire to expand their company in the way Schultz was proposing. But, confident in his idea and the untapped possibilities, Schultz left Starbucks and started out on his own.

Making His Golden Greeting: Joyce Hall is Born

Entrepreneurs from West...Joyce Hall Founder Hallmark

Whether it is your birthday, bah mitzvah or anniversary, we all know the feeling we get when someone gives us a greeting card. For Hallmark founder Joyce C. Hall, creating that feeling was his life’s work. A high school dropout from humble origins, Hall worked hard to not only create a business for himself, but to revolutionize an industry. 

Joyce Clyde Hall was born on August 29, 1891 in David City, Nebraska as the youngest of three sons to parents Nancy Houston and George Hall. His father was a Methodist minister who brought his children up in a religious environment. In fact, it was due to his Methodist background that he even got his name. “I was born the day a Methodist bishop name Isaac W. Joyce happened to be in David City,” said Hall. And, while he admitted to always being annoyed by the name “Joyce,” he pointed out, “Clyde wasn’t any great shakes of a name either.” As a result, he would later come to be known only as “J.C.”

Growing up in poverty, Hall began an initial venture selling perfume door-to-door when he was just nine years old in order to help support his family. When he was sixteen years old, he started clerking in his older brothers’ bookstore. He then pooled his savings together with his brothers to launch the Norfolk Post Card Company. They quickly discovered, however, that their market was a limited one.

When Hall turned 18 years old, he ignored the pleas of his family and dropped out of high school. He packed up two shoeboxes crammed full of scenic postcards and boarded a train for Kansas City, Missouri. Once there, he began going door-to-door to drugstores, bookstores, and gift shops selling his cards. This time, he found greater success and Hall began taking the train to every city he could throughout the Midwest, selling his postcards to eager buyers. 

With a small room at the YMCA as his home office, Hall started to manufacture and sell his own line of postcards. He printed invoices and along with them, mailed samples of 100 postcards to dealers throughout the Midwest. As Hall expected, some of the dealers kept his postcards without ever paying. Others were angry at the unsolicited attempt and sent the cards back. But almost one-third of dealers who received Hall’s cards returned nothing but a check. 

In only a few months, the 18 year old had made over $200, and used it to open his first checking account. From there, business only got bigger, and in a few years, Hall was confident enough in his venture to ask his brothers to join him in opening up their own specialty store. 

In little time, the Norfolk Post Card Company store had opened, selling both postcards and stationery. Business was good, but Hall was worried about their losing appeal. With that, Hall decided to shift the focus of his business in a move that would forever change the course of his life. 

For Entrepreneurs: Getting The Timing Right

Essentials in Entrepreneurship.

Q. We are a team of two looking to enter the KPO business. I am a medical doctor with a postgraduate degree in hospital administration, with seven years work experience in healthcare management. Currently, I am working as a healthcare analyst. My partner is a software engineer with three years experience in developing various business applications. Both of us come from a middle income background. With my expertise in the healthcare space and my partner’s in the IT space, together we are looking to start a healthcare KPO in either Bangalore or Gurgaon. Since both of us are sole breadwinners in our families, we would like to have your guidance about how to move out of our current jobs slowly and go about our venture? Is it advisable to work part-time? Also, we are also worried about the capital investment needed for this space, since we both earn a salaried income, how do we go about convincing investors to invest in a completely new company? 

Ans. Your intention of starting a KPO business is noble and I would encourage you and your partner to actualise your thinking. I would, however, suggest you take a relook at the order and the timing of what you want to do and when. Any business revolves around fulfilling customer needs and, to state the obvious, the objective is to generate sufficient revenues to cover costs and be profitable. Whether it is a KPO or any other business the principle remains the same. Everything in the business needs to be architected to meet the needs of the customer. The competencies and capabilities of the management are necessary but not sufficient conditions. 

The customer needs (and thus the product proposition) are typically complex and need more than just the capabilities of the entrepreneur or the management. What you need to answer is, what is the product proposition that you have for your customers and what do you need (in addition to you and your friend) to be able to deliver it? How is this product proposition that you are (or will) construct compare with what is already available in the market to the customer and how is your proposition different or superior? In cases where the product proposition is not different or superior, how do you intend to compete with the competition and is the market large to have your offerings in addition to what is available today? Are your price points acceptable to the customer and sufficient to allow you to make a profit to meet your personal objectives? As you prepare a plan to answer these questions the answers to what all has to be done and when it has to be done typically starts to emerge? Let me explain. Look at creating a business like cooking an exotic dish. You first need to have some idea of the end result of what the exotic dish is going to be. Then you need the various ingredients for the dish like meats and vegetables of various types, spices and condiments of various types, other garnishing and sauces etc. 

An expert chef will add different quantities of the ingredients at different times depending on need and what end result is needed. The chef may decide to make a particular dish as he/she has some ingredients available... but he/she still needs to get the balance items based on the needs of the dish. In the same way, for a business you need a combination of skill sets, capabilities and competencies packaged together as a product proposition for the customer who will pay a price for the ‘product’ or ‘service’. From what you state, between you and your partner you have the domain knowledge and capabilities in the healthcare and IT arena. You need to ask what else is needed to create a value proposition for your target customers. Obviously, you and your partner will use your competencies and your knowledge of your areas of expertise and your understanding of the needs of the customer to create this ‘proposition’. You then need to validate the proposition and answer some basic questions. Based on the answers you will modify or fine tune the product proposition. Once you have a somewhat realistic product proposition you will ‘flesh’ it out or ‘explode’ the proposition to determine what all is required in addition to the skills you and your partner bring as also the timing of the needs of all the inputs needed. 

This will form the first business plan for your offerings. The essential content of this plan will be the timing that you and your partner need to follow to join the new venture, the funding needs and the timing of the funding. Some realities: Competency in a particular domain (healthcare and IT in your case) alone do not guarantee a product proposition that will be attractive to the customers and be profitable. A good product proposition alone does not mean it is a business plan. A business plan does not guarantee funding. Funding does not guarantee success. All these are necessary steps... some of these steps are sequential and some can be done in parallel. Your questions of whether to work part-time or full-time and how to tie up the funding comes as an out come of this planning process. The product proposition and the business plan can be conceptualised part time or full time. If the planning process is robust then the answer will leap out at you from the business plan itself. The business plan discussed with potential investors will also tie up funding and once the funding is tied up you and your partner will be able to determine if it is worth taking the risk of leaving the jobs and tying up the other ingredients of the product proposition. There are three constituents to a business: customer, employee, and investor. 

The business plan has to address all three. If you can cater to all these three constituents then you have a good business. I have seen meticulous and detailed plans that lay out week by week what will happen and I have seen “cowboy” shoot from the hip attitude that says ‘we will figure it out’. Both can succeed... The only common element that I have seen is that all successful business have customers that are willing to pay for the services/products. In the end that is all that matters. 

Answered by: Raman Roy 

Chairman & Managing Director, Quatrro 

Entrepreneurs Tip:10 Hotel Sales Mistakes to Avoid in Today's Competitive Marketplace

10 Hotel Sales Mistakes to Avoid in Today's Competitive Marketplace

"We'll do all right if we can capitalize on our mistakes."

- Mickey Rivers

Mistakes do happen - that is human, understandable and part of our professional learning cycle. What we need to remember is to improve and learn from those mistakes by not repeating them needlessly.

Here are ten mistakes to avoid:

1. Not listening.

In this highly competitive marketplace in an uncertain economy, not listening to a potential customer is the surest way to NOT making a booking. If you are a hotel sales manager, this seems very elementary. We must remember however, we are dealing with multi generational buyers in the market, as well as culturally diverse professionals. This means allowing the prospect to talk about themselves, their company or association or their potential use of your facility. When appropriate, succinct responses allowing them to give you feedback is often a key missing in today's fast pace. There are many online resources to help improve listening skills, including a new one from Cornell's Judi Brownell, Ph.D. titled Building Managers' Skills to Create Listening Environments. While it targets the manager more than sales, it does provide an easy to follow structure for evaluating listening effectiveness.

2. Viewing the prospect as the "enemy" or an adversary.

In the process of sales, each party has a role and a position. It is not like an athletic competition where one party must WIN and therefore the other must LOSE. The term "win-win" was popularized by Stephen Covey in "Think Win/Win: Principles of Mutual Benefit" If the prospect is viewed as someone you are trying to outwit or outsmart, they are likely to be very hesitant to trust your hotel or services. Today's buyers understand the supply and demand aspects of revenue management. Your offering optional dates when you might have rate flexibility or other enhancements will demonstrate your professionalism and concern for an ongoing relationship. David Evans, an award winning career industry sales leader with Westin and Starwood, recently shared a quote with me he learned from an asset manager who David says manages a substantial portfolio "I never learned from statements, only my questions" Everyone wins is a much better way to succeed.

3. Not taking detailed notes.

We are in an information overload society today, yet the process of sales still has basics. The stages of sales include prospecting or qualifying, interviewing or meeting with the potential client regardless if they are an association executive or the parents planning their daughter's wedding, accurately noting the clients needs is crucial. The fact that you are taking the time to write down what they are saying tells them you care. It encourages them to keep talking, which means you have an increased opportunity to match your hotel's services and features to their needs. The notes you take also can become part of the sales file and are helpful the next time you meet and are looking to book the next meeting or event.

4. Not Following up.

A neat, professional and courteous follow-up note keeps you in the prospect's mind and lets them know you are detail oriented. Think of how many calls, emails and meetings we all face daily. The simple follow-up that arrives a few days after your meeting can make the difference in how you are judged. It is a sign of personalized attention in an era of impersonal contact.

5. Not keeping contact with past and current clients and customers.

Repeat customers are ideal, in that they do not need to be wooed each time IF they were satisfied. These people will not become repeat customers or guests unless they feel appreciated and acknowledged. I recall several major training accounts over the years at different hotels that were very cost conscious, with two trainees to a room and food budgets that was marginal to profitability. Our hotels managed to maintain these accounts over the years and increase the rates and budgets, even in times of economic uncertainly such as we face today. I believe the main ingredient for making these inroads was not financial, but the fact that these clients regularly were kept in the communication flow and interacted with even when the contracts were not in renewal time lines. When was the last time you contacted past and current customers?

6. Not Planning each day efficiently.

Almost all hotels have the challenge of asking sales managers to perform other activities. The argument of building team work, or responding to a staffing crisis or other reasons seem to pop up for why the sales manager does not have the time to do what they are hired to do: sell the hotel's services and products. To be effective, a sales manager needs to plan each week and day, allocating prime hours for selling, following up as needed, and measuring their activities against the marketing and sales plans. The crises will be there and teams must be supported, but regular planning and accountability is crucial.

7. Underestimating the client's savvy.

The role of hotel sales professionals is not to outsmart the client. You both have needs and budgets. The sales manager of today needs to follow the guidelines of revenue management, space allocation, maximization of resources and attempt to meet or exceed the budgeted financial targets. As a representative of your hotel, you are the conduit between meeting the client's needs and your hotel's ability to meet them. We just remember they probably know their challenges and problems better than we, just as we know the challenges in changing meeting room sets, or providing transportation to the airport during rush hour better than they. Clear and honest communication on both sides makes the difference, and we must remember to be transparent and accurate in that exchange of information.

8. Rushing the Sales Close.

The stages of sales include prospecting or qualifying, interviewing or meeting, presentation and closing. At any given point during these stages, your objective is to complete the current stage and move on to the next at the right pace. This means listening and following the lead of the person you are conversing with. If one attempts to close before there is a comfort level with any of the first three stages, there will likely be no sale.

9. Not keeping up to date or current with industry trends.

This industry has changed much in the past ten years. Technology is an essential part of it, as is the means of finding clients, booking reservations and communication to the outside world once they are at your hotel. Technology can also expose you to thousands of ideas without leaving your hotel.

10. Not taking Professional Pride in your appearance and in your hotel.

Synonyms for the world pride are conceit, smugness and arrogance. Additional ones though are delight, satisfaction and pleasure. In these days of business casual, it may be appropriate to forego the business suit on occasion. There should never be a time, however, when the professional appearance of the individual, the office or the hotel should be in question. Many brands are transitioning from inspectors for QA, saying the guests' comments and the online blogs are the real assessment of the every day hotel. This is not meant to be lecturing to anyone reading this - it is meant as a reflection of many years of observing what customers want and expect. It is also a reflection on the many real professionals I have been proud to be affiliated with in my career to date.

Reference:

Dr. John Hogan, CHE CHA MHS

[About the Author: John Hogan is a frequent guest speaker at industry events and advises hotel management groups and owners, lenders, asset managers and operators on industry 'best practices' and conducts reviews of quality in operations and marketing. Hogan's professional experience includes over 35 years in hotel operations, food & beverage, sales & marketing, training, management development and asset management on both a single and multi-property basis. He holds a number of industry certifications (CHA, CHE, MHS, ACI) and is a past recipient of the American Hotel & Lodging Association's Pearson Award for Excellence in Lodging Journalism, as well as operational and marketing awards from international brands. He has served as President of both city and state hotel associations.]

Hiring your man Friday.

Hiring your man Friday.

This is what we call in the business “a good problem to have”. The hiring and on-boarding of professional talent is a classic growing pains-type of problem that is faced by every entrepreneur. 

From my work in Silicon Valley, I have observed that startups in any industry go through three distinct phases of organisational growth characterised by very different needs. Stage One is all about innovation — creating that “killer product”. In this stage the strategy focuses on speed to market and the emphasis is on creating a culture of innovation by hiring and nurturing creative talent and product development skills, in an organisation that is relatively unconstrained by formal structure and roles. 

Stage Two is all about market penetration — creating as broad a footprint as possible for the product. In this stage, the strategy focuses on building awareness and creating sales channels, and the emphasis shifts to building a sales culture by hiring market developers and salespersons, and getting more sophisticated in terms of measuring and rewarding sales performance. 

Stage Three marks the “graduation” from startup to a viable business. It is entered when the company realises that it is has grown so quickly that things are getting out of control, and there is a risk of frittering away the gains it has achieved to competition that will quickly smell success and move in, sometimes with deeper pockets. The focus of this stage of growth is profit extraction. The strategy focuses on balancing the competing demands of effectiveness and efficiency — bringing costs and quality under control while maximising revenue. The secret to success in this critical third stage is recognising and managing the interrelatedness of the 3Ps of successful growth — professionalising, introduction of process, and profit extraction. 

Professionals bring expertise and experience with having “been there, done that”. The introduction of process brings greater predictability that is critical for better coordination in a growing business, and greater control over cost and quality. Finally, the emerging emphasis on profitability marks the transition from a wistful startup to a viable commercial business. Many startups fail because their leaders don’t recognise that their organisation and mindset regarding how they are structured, how roles are defined, who they hire, how they are rewarded, etc., needs to consciously make the shift from one stage of growth to the other. 

The introduction of the 3Ps of growth into a startup is always a very difficult challenge. Startups are often fired by visionary even missionary zeal, and a sense of intimacy, of being like family. That is exactly what is needed for success in Stages 1 and 2, but could also become the biggest stumbling block to success in Stage 3. The hiring and introduction of professionals will often become the lightning rod for drawing criticism from employees who are used to a “just do it” way of operating and see the professional as the one who “doesn’t get it”. The trigger for this ire is almost always the introduction of process — which is the ugly “P-word” in the world of entrepreneurs — and the increasing emphasis on cost or bottom-line considerations. 

The writer asks the question about red flags he/she should look for in a resume when hiring senior staff for the first time in a startup. The fact that he/she recognises this is going to be a challenge is a good sign. So how should we go about it? 

Success of senior staff plays out in three acts spread out over a year or so. Act One is the hiring of the right person. The entrepreneur should look for fit in terms of attitude, experience, and expertise in that order of priority. Attitude in terms of willingness to work in an environment that may be more rough and tumble than orderly. Experience of having worked in unstructured and rapidly changing situations, introducing process and discipline into it and dealing with/overcoming resistance. And expertise in the relevant functional area. There is nothing wrong with hiring someone with a big company background to work in a startup as long as they meet the selection criteria. On the other hand, selecting someone whose resume suggests a gap or lack of fit in one of the three ingredients attitude, experience, or expertise, could be risky. 

It is important, however, for the entrepreneur to recognise that success will depend not only on good hiring, but also on Acts Two and Three — on-boarding and on-going support. By definition, every startup feels different and operates differently. Any new hire that comes into senior positions will be seen and treated as an “outsider”. It will be important to anticipate this reaction and pave the way for a smooth on-boarding of the new senior hire because startups cannot afford disruptive internal conflict. Within months, as the professional starts introducing the business processes that he was hired to implement, waves of resistance are likely. This too can be managed with sufficient forethought and planning. These actions are not just important, they are critical to ensure the startup moves past its growing pains to becoming a viable business. 

Author Reference:

Rajan Srikanth 

President, Asia, 

Mercer Human Resource Consulting

Abhinav Bindra: The first Indian to get a gold medal

The first Indian to get a gold medal in Olympics in an individual event.

Background

Abhinav Bindra comes from an affluent Sikh Khatri family. His parents, Dr. Apjit and Babli Bindra, are promoters of the Hitech Group of companies which has a turnover of Rs. 300 crores (US $75 million). The group has interests in agro & dog food processing, computer gaming, livestock genetics and pharmaceuticals.

He was born on September 28, 1982 at Dehradun. He studied at the Doon school, Dehradun till the 8th standard (topping the difficult entrance exam) and then left for St. Stephens School Chandigarh to pursue shooting. He earned his BBA from the University of Colorado.

He did his shooting training in Germany. He practiced for 12-14 hours a day at the shooting range that he owns at his farmhouse near Chandigarh.

International performance.

He won six medals at various international meets in 2001. In the 10 m Air rifle event at the 2002 Commonwealth Games, Manchester, he won Gold in the Pairs event and Silver in the individual event.

At the 2004 Olympic Games, he scored 597 in the qualification round and was placed third behind Qinan Zhu (599 - Olympic Record) and Li Jie (598). In the finals, Abhinav finished with 97.6 p oints, last in the field of eight and was the only player below 100 points. His sub-par finals dropped him from third to seventh.

At the 2006 Melbourne Commonwealth Games, he won the Gold in the Pairs event and the Bronze in the Singles event. He missed the 2006 Asian Games at Doha because of a back injury.

He received the Arjuna award in 2000 and Rajiv Gandhi Khel Ratna (India's highest sports award) in 2001.

Winning Shot

Bindra booked his place in the 2008 Olympics by winning the gold medal at the 2006 ISSF World Shooting Championship with a score of 699.1 At the 2008 Beijing Olympics, Abhinav Bindra won the gold for the Men's 10 meter Air Rifle final after shooting a total of 700.5. He scored 596 (fourth) in the qualifying round and out-scored all other shooters in the finals with a round of 104.5. In the finals, he started with a shot of 10.7, and none of his shots were below 10.0. Bindra was tied with Henri Hakkinen heading into his final shot. Bindra scored his highest of the finals - 10.8 (A Bull's eye) while Hakkinen came with 9.7 to settle for Bronze medal.

This was India's first individual gold medal at the Olympics, and the first gold in 28 years, since the Men's Hockey team won the gold at the 1980 Moscow Olympics. Bindra is rewarded by various Indian state governments and private organizations for his achievement. These include the state governments of Punjab - Rs. One crore, Harayana - Rs. 25 lacs, Maharashtra Rs. 10 Lacs, Karnataka Rs. 10 Lacs, Tamilnadu - Rs 5 lacs, Madhya Pradesh - Rs. 5 lacs, and Chandigarh 5 lacs.

Other organization that rewarded Bindra include Chandigarh civic administration - Rs. 5 lacs, BCCI Rs. 25 lacs. and Samsung Rs. 20 lacs. Indian Railways has rewarded him with lifelong free pass for himself & one companion in First AC. Spicejet Airways has offered him lifelong free flight.

Chetan Bhagat: Keep the Spark Alive

Keep the Spark Alive.

Excerpts Inaugural Speech for the new batch at the Symbiosis BBA program, Pune - 23rd June, 2008.By Chetan Bhagat.

Good Morning everyone and thank you for giving me this chance to speak to you.

This day is about you. You, who have come to this college, leaving the comfort of your homes (or in some cases discomfort), to become something in your life. I am sure you are excited. There are few days in human life when one is truly elated.

The first day in college is one of them. When you were getting ready today, you felt a tingling in your stomach. What would the auditorium be like, what would the teachers be like, who are my new classmates - there is so much to be curious about. I call this excitement, the spark within you that makes you feel truly alive today. Today I am going to talk about keeping the spark shining. Or to put it another way, how to be happy most, if not all the time.

Where do these sparks start? I think we are born with them. My 3-year old twin boys have a million sparks. A little Spiderman toy can make them jump on the bed. They get thrills from creaky swings in the park. A story from daddy gets them excited. They do a daily countdown for birthday party - several months in advance - just for the day they will cut their own birthday cake.

I see students like you, and I still see some sparks. But when I see older people, the spark is difficult to find. That means as we age, the spark fades. People whose spark has faded too much are dull, dejected, aimless and bitter. Remember Kareena in the first half of Jab We Met vs the second half? That is what happens when the spark is lost. So, how to save the spark?

Imagine the spark to be a lamp's flame. The first aspect is nurturing - to give your spark the fuel, continuously. The second is to guard against storms.

To nurture, always have goals. It is human nature to strive, improve and achieve full potential. In fact, that is success. It is what is possible for you. It isn't any external measure - a certain cost to company pay package, a particular car or house.

Most of us are from middle class families. To us, having material landmarks is success and rightly so. When you have grown up where money constraints force everyday choices, financial freedom is a big achievement. But it isn't the
purpose of life. If that was the case, Mr. Ambani would not show up for work. Shah Rukh Khan would stay at home and not dance anymore. Steve Jobs won't be working hard to make a better iPhone, as he sold Pixar for billions of dollars already.
Why do they do it? What makes them come to work everyday? They do it because it makes them happy. They do it because it makes them feel alive. Just getting better from current levels feels good. If you study hard, you can improve your rank. If you make an effort to interact with people, you will do better in interviews. If you practice, your cricket will get better. You may also know that you cannot become Tendulkar, yet. But you can get to the next level. Striving for that next level is important.

Nature designed with a random set of genes and circumstances in which we were born. To be happy, we have to accept it and make the most of nature's design. Are you? Goals will help you do that.

I must add, don't just have career or academic goals. Set goals to give you a balanced, successful life. I use the word balanced before successful. Balanced means ensuring your health, relationships, mental peace are all in good order.

There is no point of getting a promotion on the day of your breakup. There is no fun in driving a car if your back hurts. Shopping is not enjoyable if your mind is full of tensions.

You must have read some quotes - Life is a tough race, it is a marathon or whatever. No, from what I have seen so far, life is one of those races in nursery school, where you have to run with a marble in a spoon kept in your mouth. If the marble falls, there is no point coming first. Same with life, where health and relationships are the marbles. Your striving is only worth it if there is harmony in your life. Else, you may achieve the success, but this spark, this feeling of being excited and alive, will start to die.

One last thing about nurturing the spark - don't take life seriously. One of my yoga teachers used to make students laugh during classes. One student asked him if these jokes would take away something from the yoga practice. The teacher said - don't be serious, be sincere. This quote has defined my work ever since. Whether its my writing, my job, my relationships or any of my goals. I get thousands of opinions on my writing everyday. There is heaps of praise, there is intense criticism. If I take it all seriously, how will I write? Or rather, how will I live? Life is not to be taken seriously, as we are really temporary here. We are like a pre-paid card with limited validity. If we are lucky, we may last another 50 years. And 50 years is just 2,500 weekends. Do we really need to get so worked up? It's ok, bunk a few classes, goof up a few interviews, fall in love. We are people, not programmed devices.

I've told you three things - reasonable goals, balance and not taking it too seriously that will nurture the spark. However, there are four storms in life that will threaten to completely put out the flame. These must be guarded against. These are Disappointment, Frustration, Unfairness and Loneliness of purpose.

Disappointment will come when your effort does not give you the expected return, if things don't go as planned or if you face failure. Failure is extremely difficult to handle, but those that do come out stronger. What did this failure teach me? Is the question you will need to ask. You will feel miserable. You will want to quit, like I wanted to when nine publishers rejected my first book. Some IITians kill themselves over low grades - how silly is that? But that is how much failure can hurt you. But it's life. If challenges could always be overcome, they would cease to be a challenge. And remember - if you are failing at something, that means you are at your limit or potential. And that's where you want to be.

Disappointment's cousin is frustration, the second storm. Have you ever been frustrated? It happens when things are stuck. This is especially relevant in India. From traffic jams to getting that job you deserve, sometimes things take so long that you don't know if you chose the right goal. After books, I set the goal of writing for Bollywood, as I thought they needed writers. I am called extremely lucky, but it took me five years to get close to a release.

Frustration saps excitement, and turns your initial energy into something negative, making you a bitter person. How did I deal with it? A realistic assessment of the time involved - movies take a long time to make even though they are watched quickly, seeking a certain enjoyment in the process rather than the end result - at least I was learning how to write scripts, having a side plan - I had my third book to write and even something as simple as pleasurable distractions in your life - friends, food, travel can help you overcome it. Remember, nothing is to be taken seriously. Frustration is a sign somewhere, you took it too seriously.

Unfairness - this is hardest to deal with, but unfortunately that is how our country works. People with connections, rich dads, beautiful faces, pedigree find it easier to make it - not just in Bollywood, but everywhere. And sometimes it is just plain luck. There are so few opportunities in India, so many stars need to be aligned for you to make it happen. Merit and hard work is not always linked to achievement in the short term, but the long term correlation is high, and ultimately things do work out. But realize, there will be some people luckier than you. In fact, to have an
opportunity to go to college and understand this speech in English means you are pretty damm lucky by Indian standards. Let's be grateful for what we have and get the strength to accept what we don't. I have so much love from my readers that other writers cannot even imagine it. However, I don't get literary praise. It's ok. I don't look like Aishwarya Rai, but I have two boys who I think are more beautiful than her. It's ok. Don't let unfairness kill your spark.

Finally, the last point that can kill your spark is Isolation. As you grow older you will realize you are unique. When you are little, all kids want Ice cream and Spiderman. As you grow older to college, you still are a lot like your friends. But ten years later and you realize you are unique. What you want, what you believe in, what makes you feel, may be different from even the people closest to you. This can create conflict as your goals may not match with others. And you may drop some of them. Basketball captains in college invariably stop playing basketball by the time
they have their second child. They give up something that meant so much to them. They do it for their family. But in doing that, the spark dies. Never, ever make that compromise. Love yourself first, and then others.

There you go. I've told you the four thunderstorms - disappointment, frustration, unfairness and isolation. You cannot avoid them, as like the monsoon they will come into your life at regular intervals. You just need to keep the raincoat handy to not let the spark die.

I welcome you again to the most wonderful years of your life. If someone gave me the choice to go back in time, I will surely choose college. But I also hope that ten years later as well, your eyes will shine the same way as they do today. That you will Keep the Spark alive, not only through college, but through the next 2,500 weekends. And I hope not just you, but my whole country will keep that spark alive, as we really need it now more than any moment in history.

And there is something cool about saying - I come from the land of a billion sparks.

Thank You!!!

There is always a way to do things... if we really WANT to do it

Lessons of the Square Watermelon

Japanese grocery stores had a problem. They are much smaller than shops in the USA and therefore don't have room to waste. Watermelons, big and round, wasted a lot of space. Most people would simply tell the grocery stores that watermelons grow round and there is nothing that can be done about it.

That is how majority of people would respond. But some Japanese farmers took a different approach. If the supermarkets wanted a square watermelon, they asked themselves, "How can we provide one?" It wasn't long before they invented the square watermelon.

The solution to the problem of round watermelons was not to solve as the farmers did not assume it was impossible - and simply asked how it could be done.

They found out that if you put the watermelon in a square box when they are growing, the watermelon will take on the shape of the box - and grow into a square fruit.

This made the grocery stores happy and had the added benefit that it was much easier and cost effective to ship the watermelons. Consumers also loved them because they took less space in their refrigerators which are much smaller than those in the US meaning that the growers could charge a premium price for them.

What does this have do with anything in life or at your job? There are a few lessons that can you can take away from this story which help you :

Don't Assume:

The major problem was that most people had always seen round watermelons so they automatically assumed that square watermelons were impossible before even thinking about the question. Things that you have been doing a certain way your entire life have taken on the aura of the round watermelon and you likely don't even take the time to consider if there is another way to do it. Breaking yourself from assuming this way can greatly improve your overall life as you are constantly looking for new and better ways to do things. This was one of the most difficult things for me to do because most of the assumptions I make, I don't even realize that I'm making them. They seem perfectly logical on the surface, so I have to constantly make an effort to question them.

Question habits:

The best way to tackle these assumptions is to question your habits. If you can make an effort to question the way you do things on a consistent basis, you will find that you can continually improve the way that you work. Forming habits when they have been well thought out is usually a positive thing, but most of us have adopted our habits from various people and places without even thinking about them. I have changed a large number of habits that I have had after taking the time to question them and continue to do so. Some of them I have know idea where they came from while others I can trace to certain people or instances in my life. It's a never ending process, but by doing this, you can consistently strive toward making all aspects of your life more enjoyable instead of defaulting to what you have now.

Be creative:

When faced with a problem, be creative in looking for a solution. This often requires thinking outside the box. Most people who viewed this question likely thought they were being asked how they could genetically alter water melons to grow square which would be a much more difficult process to accomplish. By looking at the question from an alternative perspective, however, the solution was quite simple. Being creative and looking at things in different ways in all portions of your live will help you find solutions to many problems where others can't see them. I am not a creative person, but I've found that the more that you look at things from different perspectives, the more creative I have become. It's a learned art and builds upon itself.

Look for a better way:

The square watermelon question was simply seeking a better and more convenient way to do something. The stores had flagged a problem they were having and asked if a solution was possible. It's impossible to find a better way if you are never asking the question in the first place. I try to ask if there is a better way of doing the things that I do and I constantly write down the things I wish I could do (but currently can't) since these are usually hints about steps I need to change. Get into the habit of asking yourself, "Is there a better way I could be doing this?" and you will find there often is.

Impossibilities often aren't:

If you begin with the notion that something is impossible, then it obviously will be for you. If, on the other hand, you decide to see if something is possible or not, you will find out through trial and error. Take away the lessons from the square watermelons and apply them to all areas in your life (work, finances, relationships, etc) and you will find that by consistently applying them, you will constantly be improving all aspects of your life.

I am sure we can bring about change if we really want to.