First, we create an obsession with excellence. We must dream of it not only because it delivers better results but because we truly believe in it and find it intrinsically satisfying to us.

We must think of excellence not only with our mind but also with our heart and soul. Let us look outside, at the global standards of excellence in quality, cost and delivery and let us not rest till we surpass them.

Second, we need to build a collective self-confidence. Organisations and people who pursue excellence are self-confident. This is because excellence requires tremendous faith in one’s ability to do more and in a better way. Unless, we believe we can do better, we cannot.

Third, we must understand the difference between perfection for its own sake and excellence. Time is of essence. Globalisation has made the customer only more impatient. This may seem like a paradox: should we aim for excellence or should we aim for speed?

Excellence is about doing the best we can and speed lies in doing it quickly. These two concepts are not opposed to each other; in fact, speed and timeliness are important elements of quality and excellence.

Fourth, we must realise that we cannot be the best in everything we do. We must define what we are or would like to be best at and what someone else can do better.

Excellence is no longer about being the best in India. It is about being the best in the world. We have to define what our own core competencies are and what we can outsource to other leaders. Headaches shared are headaches divided.

Fifth, we must create processes that enable excellence. Today, there are a number of global methods and processes available whether it is Six Sigma, CMM or ISO. Use them because they are based on distilled wisdom collected from the best companies in the world.

Also, we must build a strong foundation of information technology, because in this complex, dynamic world, it is imperative that we use the most modern tools to keep processes updated.

Sixth, we must create a culture of teaming. I have found that while great individuals are important, one cannot have pockets of excellence. Quality gives ample opportunities to build a culture of teaming. Cross-functional teams that are customer facing can cut through an amazing amount of bureaucracy, personal empire building and silos and deliver savings that one would not have imagined possible.

The other advantage of building teams focussed on quality is that the teaming culture eventually spreads to the rest of the organisation and teaming becomes a way of life.

Seventh, invest in excellence for the future. Future always seems to be at a distance. But it comes upon you so suddenly that it catches you by surprise, if not shock. What constitutes excellence in the future will be significantly different from what it is today.

In these days of severe market pressures, there is big temptation to sacrifice the future to look good in the present. We must certainly trim our discretionary expenses, but we must ensure that our investments in strategic areas that lead to excellence in the future are protected.

Finally, excellence requires humility. This is especially needed when we feel we have reached the peak of excellence and there is nothing further we can do. We need an open mind to look at things in a different way and allow new inputs to come in.

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Public speaking tips

Question: I am afraid of expressing my views in front of a crowd. What can i do to overcome this?

Speaking in front of an audience can be stressful even for the most confident of people. Many professionals experience anxiety at the prospect of making a public speech: it makes them nervous, creates confusion or even blanks them out. If your work requires public speaking, you must work towards overcoming your anxiety. Here are some simple strategies to deal with it. ?

Practise public speaking

Whenever you are with friends or colleagues in an informal set-up, start conversations about topics that are not related to work and voice your views. When others are discussing a topic, join in and speak confidently. Ask yourself what value your contribution added to the discussions and try to think of better ways to add value to them. Prepare well for your work-related meetings.

Be assertive

Some of us develop a negative belief: ‘I am not a good public speaker’. This may be due to a past criticism or put-down when you tried presenting your views. Such incidences start a negative belief-building cycle. It typically begins with the thought ‘I’m not a good public speaker’ and when there is an opportunity to speak, it sparks off an internal dialogue, ‘Can I do it?’ The answer might be a big ‘No’. You will hear yourself saying ‘I’m not a public speaker’. To block this, use positive affirmations in the present tense and with emotions. Create ‘small wins’ to start a new belief.

Deal with fear

You may worry about issues like, ‘If I say something inappropriate, people will find out that I don’t have the expertise’. You need to identify the fear that is holding you back and then address it.

Visualise yourself speaking up in front of small and large groups.

Imagine others appreciating and complimenting you for your contribution. This will make you comfortable in sharing your thoughts in difficult situations.

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