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Sunday, 13 March 2016

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Be a sharp observer

We all need to be proactive as professionals to stay ahead and stand out from the rest. But what is the key to be proactive? The answer is, be an observer. By observing how we and other people do things, we will spot opportunities for improvement.

The more we observe, the more opportunities we will find. We can then work to provide solutions for some problems. By becoming a good observer, we will recognise the problems before other people do and have first-mover advantage - certainly before your competitor does.

Good leaders are always good observers which helps them provide the right directions to the team. Personally for you, the ability to become a powerful observer of yourself and your behaviour is a vital step in changing your behaviour and emotional reactions for a more sensible solution.

Sometimes, we are so accustomed to doing things in a certain way that we can no longer see it as inconvenient. It is up to your imagination to spot opportunities for improvement. There are many things which look usual on the surface but have some hidden opportunities behind them.

When you open your eyes to observe even the seemingly normal things, you uncover things you would have otherwise not seen. Observe how you and other people go through routines, and discover the details you overlooked before. This can move the needle for you for improved contribution by having more comprehensive solutions to issues.

Capture every idea

You can get ideas for improvement not only by observing how people work, but also by observing how your competitors work. Is there something they do well that you can learn from? If yes, then don't hesitate to take the idea and implement it.

To get a broader perspective of a problem, you should go to different places and observe how people do things. By observing people from different backgrounds in different situations, you will see different dimensions of the problem. This way you will come up with better, more complete solutions.

When observation offers you new ideas, to avoid losing the ideas you get, you should capture and record them as soon as possible. Otherwise it's likely that the ideas will disappear and will never come back. Missed opportunities can be too costly for you given the level of cut throat competition experienced in the super-fast world today

Process information

By having one central place to collect all the problems you find, you can easily compare one problem with another to find which one has more potential. You could also classify the problems to make them easier to browse.

Every now and then, you should review your master list of problems to see all the opportunities. After reviewing the list, you can take up one or two problems. The best problems to resolve are those which are painful and could be solved. Eventually, you can take action based on the problem for which you choose to provide a solution. By becoming a good observer, you will have a head start in coming up with a solution. With sharp observation skills, you gain a deeper understanding of what is driving you and your business and what you are responding to.

With this clarity, you'll find expansion and space. When you become the observer you increase your understanding of your reactions and eventually you will no longer be at the mercy of old emotional injuries, other people, or your own frustration.

The more you observe yourself without judgment, the more self-knowledge you gain. When you understand why you respond in a certain way, you are in a position to make a different choice. If you can exercise this ability, it will lead to some of the most important information that you will learn what you are and how you are in the world. This knowledge creates the choice to change what you don't like.

Becoming an observer, also puts you in a position, where you can look at your part, in everything. When you become mindful, you clearly see that no matter what anyone else has done and how you respond. You no longer immediately blame others because you understand your part.

 

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