Archive for the ‘Entertainment’ Category

Celebrate your people


Image representing Virgin Mobile USA as depict...

Image via CrunchBase

 

  • Richard Branson

 

What is a business? It is simply a group of people coming together to make a positive difference to people’s lives.

Every company should celebrate their people. If you don’t have great people, you won’t have a great business. Thankfully at Virgin we attract the kind of people who really get the brand and want to help us make business a force for good. This week I have met so many of our team across our Australian businesses, and never cease to be amazed about their dedication, enthusiasm and sense of fun.

From crowdsurfing as Virgin Australia staff erformed a song they had written, to breakfast with Virgin Active, chats in the canteen with Virgin Money and parties with Virgin Mobile, it has been a rollercoaster ride around the country.

As well as sharing lots of laughs and posing for plenty of photos, it is always interesting to have conversations with our staff, hear their suggestions for improvements and plans for the future. There is a wonderful team spirit that binds us all together and that is what makes the difference – especially here in Australia.

It’s important to be flexible with staff, give them options and let them know their voices will be heard. Then you’ll find people will be more likely to stay and be loyal to the brand. We have people still working at Virgin who have been with us for decades, because of the culture and sense of fun we try to instil.

A great advantage of having a team who will do anything for each other is you can get through difficult moments as well as enjoying the good times. Virgin has almost faced oblivion many times in the past and we have always came out the other side by sticking together.

Too often companies forget that invigorated, motivated, happy staff having fun are the key to a business successful. Every company should celebrate their staff. If that involves a party or two, the more the better!

 

 

56 Inspirational Picture Quotes That Will Motivate Your Mind, Body & Soul


(Images) 56 Inspirational Picture Quotes That Will Motivate Your Mind

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15 Things Successful People Do


Warning Sign

Warning Sign (Photo credit: Adam Tinworth)

 

“Success is to be measured not so much by the position that one has reached in life as by the obstacles which he has overcome.”

 

Whether in business or life, there’s a fine line between success and failure. Booker T. Washington’s quote highlights the inevitability of obstacles on the path to success. In fact, I firmly believe success and failure go hand-in-hand. Those looking to succeed must first fail or learn from those who failed.

 

Successful individuals aren’t just born, there’s a lot more that goes into the equation. I’ve found those who are highly successful have a lot more in common than we may think. If you’re seeking success, these habits may come in handy.

 

1. Fail. No matter how hard you work, failure can and will happen. The most successful people understand the reality of failure, and its importance in finding success. Rather than running and hiding when you fail, embrace it. Learn from this mistake and you won’t fail in the same way again.

 

2. Set goals. Those who are successful set daily achievable goals. Find success by solidifying S.M.A.R.T. — smart, measurable, attainable, realistic, timely — goals. Stop juggling a mental to-do list of just long-term goals and establish small daily goals to achieve your vision.

 

3. Don’t rely on luck. Many relate success to being in the right place at the right time. While this is an element of success, there’s also the crucial involvement of blood, sweat, and tears. Don’t hold yourself back by waiting for the perfect timing or idea. Some of the most successful people got there by hitting the ground running, even if timing wasn’t perfect.

 

4. Track progress. Success comes from regularly monitoring behaviors, strategies, and tactics. How can you make adjustments if you don’t know how you’re doing? Hold yourself accountable by checking your progress as often as possible.

 

5. Act. Successful people don’t always know the right answer, but the keep moving anyway. Don’t let obstacles stall you when you’re searching for the right solution. Taking action will lead to answers.

 

6. Connect the dots. Those who are successful have the ability to see the greater picture. They identify and connect the tiny details to get there. Look at things in a “past, present, and future” context to receive favorable results.

 

7. Display realistic optimism. Those who succeed truly believe in their abilities. This respectfully drives them forward. Assess your abilities to gain a clear understanding of what you are able to accomplish. This will allow you balance yourself through the aid of find someone or something else.

 

8. Continued improvement. Successful people habitually thrive on self-improvement, whether it’s in terms of learning from mistakes or simply using their weaknesses as opportunities. Channel this habit by continually searching for ways to be better. Maybe your networking skills are rusty or you need some extra training — set goals for improving your weak spots.

 

9. Commit. Success doesn’t come without effort. The most successful individuals are often the most committed to what they’re working toward. Throw yourself into your tasks and go the extra mile every single day. Make no exceptions.

 

10. Be alert. A keen sense of awareness breeds success. If you’re not keyed into your environment, you’re sure to miss opportunities. Do you know what’s being said within your company, feedback from clients, or even in your entire industry?

 

11. Persevere. Truly successful people never give up. Do they ever fail? Yes. But as times get hard, their stamina to move forward doesn’t wane. Develop a willingness to work through the challenges you encounter along the way.

 

12. Communicate with confidence. Those who are successful have an ease for convincing others. They don’t manipulate or pressure, but logically explain the benefits. Communicating with confidence will allow you to more easily negotiate your visions.

 

13. Display humility. The most successful individuals lack an ego. It’s their fault when they fail. Hold yourself accountable for every aspect of your life by focusing on remaining focused and humble.

 

14. Be flexible. Plans may change. Successful people roll with the punches. Rather than getting frustrated, swiftly maneuver in another direction.

 

15. Make connections. Successful people often attribute their achievements to the help of others. You can’t and won’t be able to do this alone. Invest in generating mutually beneficial business connections and partners. Even if you have all the skills necessary to run your company, a business partner could complement your weaknesses.

 

Initiating these habits of successful people will fuel you on your search for achievement.

 

What do you think is the most important habit of successful people?

 

 

Top Performers Never Work “For” A Company


I recently got asked:

What’s the one key difference you see in top performers
compared to the rest of the workforce?

My answer: Top performers never see themselves as working “for” a company. They believe it’s better to work “with” a company.

Do you know the difference?

When we believe we work “for” a company, we give up control. They set the rules and we blindly follow them. They plan the future and we obediently execute the plan. They are the master and we are the ____(insert whatever you want). In short, we place a set of golden handcuffs on and silently suffer.

But J.T., if I stand up for myself, I’ll get canned.

I’m sure many of you read the above and immediately fear standing up for yourself will get you in trouble. Yes, if you decide to be aggressive and demand your employer make changes or else, you’ll most likely be shown to the door. That’s not what I’m suggesting. It’s about changing the way we see, and subsequently, work “with” the employer. The fact is, they don’t think they owe us anything. Why? We’ve been compensated for what we agreed to as the working arrangement. If we want to change the results, we need to change the approach.

Professional Emancipation = The Secret to Being a Top Performer at Work

Top performers don’t view themselves as employees. They don’t give up perceived control over their destiny. They see the employer as a means to an end – a client they want to work “with” as a way to create a win-win scenario. They patiently but persistently negotiate the terms until they feel there’s an equitable arrangement where both sides profit. And, when the situation changes (which eventually, it always does), and they start to feel like the agreement is out of balance, they proactively and positively explore ways to bring it back to equality. They plan their own futures and use the work they do with the employer to help them further their ambitions. They recognize they are their own boss and the employer is a consumer – an entity they must please to stay in business, but one that can be replaced, or even fired, as long as they keep their business relevant and in-demand.

I realize that is easier said than done. But please remember, I was asked about top performers – and in my experience, that’s what it takes.

So, which would you rather? Work “for” or “with” a company?

I believe we need employers and they need us. I believe we can free ourselves of The Golden Handcuff Effect and partner with employers to do great things. But most importantly, I believe it begins with deciding to stop working “for” a company and start working “with” them.

What do you think?

62 Tips to Get Unstuck in 2013


I’m amped to do everything in my power to help you kickstart 2013 strong so you install superb habits of the mind, body and behavior.

Today is all about 62 quick, actionable and unforgettable tips that will move you to break free of old patterns, stop being the victim and leap into high gear to get your giant goals done.
62 Fast Tips to Get UnStuck
By Robin Sharma
Author of the #1 Bestseller “The Leader Who Had No Title

  1. Believe in your vision and gifts when no one else believes in your vision and gifts.
  2. Start your day with 20 minutes of exercise.
  3. Make excellence your way of being (versus a once in a while event).
  4. Be on time (bonus points: be early).
  5. Be a celebrator of other’s talents versus a critic.
  6. Stop watching TV. (Bonus points: sell your tv and invest the cash in learning and self-education).
  7. Finish what you start.
  8. Remember that your diet affects your moods so eat like an athlete.
  9. Spend an hour a day without stimulation (no phone+no FaceBook+no noise).
  10. Release the energy vampires from your life. They are destroying your performance.
  11. Write in a journal every morning. And record gratitude every night.
  12. Do work that scares you (if you’re not uncomfortable often, you’re not growing very much).
  13. Make the choice to let go of your past. It’s dusty history. And polluting your future.
  14. Commit to being “Mozart-Level Good” at your work.
  15. Smile more (and tell your face).
  16. Do a collage filled with images of your ideal life. Look at it once a day for focus and inspiration.
  17. Plan your week on a schedule (clarity is the DNA of mastery).
  18. Stop gossiping (average people love gossip; exceptional people adore ideas).
  19. Read “As You Think”.
  20. Read “The Go-Getter”.
  21. Don’t just parent your kids–develop them.
  22. Remember that victims are frightened by change. And leaders grow inspired by it.
  23. Start taking daily supplements to stay in peak health.
  24. Clean out any form of “victimspeak” in your vocabulary and start running the language of leadership and possibility.
  25. Do a nature walk at least once a week. It’ll renew you (you can’t inspire others if you’re depleted yourself).
  26. Take on projects no one else will take on. Set goals no one else will do.
  27. Do something that makes you feel uncomfortable at least once every 7 days.
  28. Say “sorry” when you know you should say “sorry”.
  29. Say “please” and “thank you” a lot.
  30. Remember that to double your income, triple your investment in learning, coaching and self-education.
  31. Dream big but start now.
  32. Achieve 5 little goals each day (“The Daily 5 Concept” I shared in “The Leader Who Had No Title” that has transformed the lives of so many). In 12 months this habit will produce 1850 little goals–which will amount to a massive transformation.
  33. Write handwritten thank you notes to your customers, teammates and family members.
  34. Be slow to criticize and fast to praise.
  35. Read Walter Isaacson’s amazing biography on Steve Jobs.
  36. Give your customers 10X the value they pay for (“The 10X Value Obsession”).
  37. Use the first 90 minutes of your work day only on value-creating activities (versus checking email or surfing the Net).
  38. Breathe.
  39. Keep your promises.
  40. Remember that ordinary people talk about their goals. Leaders get them done. With speed.
  41. Watch the inspirational documentary “Jiro Dreams of Sushi”.
  42. Know that a problem only becomes a problem when you choose to see it as a problem.
  43. Brain tattoo the fact that all work is a chance to change the world.
  44. Watch the amazing movie “The Intouchables”.
  45. Remember that every person you meet has a story to tell, a lesson to teach and a dream to do.
  46. Risk being rejected. All of the great ones do.
  47. Spend more time in art galleries. Art inspires, stimulates creativity and pushes boundaries.
  48. Read a book a week, invest in a course every month and attend a workshop every quarter.
  49. Remember that you empower what you complain about.
  50. Get to know yourself. The main reason we procrastinate on our goals is not because of external conditions; we procrastinate due to our internal beliefs. And the thing is they are stuck so deep that we don’t even know they exist. But once you do, everything changes.
  51. Read “Jonathan Livingston Seagull”.
  52. Know your values. And then have the guts to live them–no matter what the crowd thinks and how the herd lives.
  53. Become the fittest person you know.
  54. Become the strongest person you know.
  55. Become the kindest person you know.
  56. Know your “Big 5″–the 5 goals you absolutely must achieve by December 31 to make this year your best yet (I teach my entire goal-achieving process, my advanced techniques on unleashing confidence and how to go from being stuck to living a life you adore in my online program “Your Absolute Best Year Yet”).
  57. Know that potential unexpressed turns to pain.
  58. Build a strong family foundation while you grow your ideal career.
  59. Stop being selfish.
  60. Give your life to a project bigger than yourself.
  61. Be thankful for your talents.
  62. Stand for iconic. Go for legendary. And make history.

This is YOUR time. Now’s YOUR moment. Let’s do this! 🙂

 

6 Habits Of Highly Productive People


What behaviors define the highly productive? What habits, philosophies and strategies make some people consistently more productive than others?

First, let’s figure out exactly what we mean by “productive.” Too often, productivity gets confused with simply being busy. But that’s only part of the story. True productivity means not only getting work done; it means getting the right work done—most efficiently. We may labor all day through a series of tasks, but have we completed high-impact work (i.e., has our effort produced results or merely shuffled the paperwork)?

Highly productive individuals can focus on results-driven work because they’ve distinguished productivity from “busy-ness.” Often, the first step in smart productivity is eliminating the “task-noise” that drains time and resources. Think of it this way: The person who answers 100 e-mails in three hours may be busy, but the person who takes 20 minutes to create an auto-responder or a filter that reduces e-mail volume permanently, has been productive.

So how do you transform busy-ness into productivity?

1. Embrace simplicity

Simplicity drives true productivity. Think about the small, relatively inconsequential tasks that compete for your attention every day. What can be eliminated, automated, delegated or relegated to the back-burner? Productive individuals ruthlessly root out those tasks that compete for their time and sap their resources. Maybe you have a staff of five or 10 employees that call you throughout the day with small issues. Is there a qualified leader on the team that can field those questions? Is it time to train and empower each employee to make more decisions independently?

2. Manage distractions

The forces of our hyper-connected, 24/7 world offers us amazing opportunities to engage—and even more opportunities to become distracted. The truly productive understand the threat of distraction in all its forms and create clear boundaries between the task-at-hand and the host of diversions that vie for their attention. Whether the distractions are work or play, establishing a “sacred space” for what you’re doing is key in becoming more productive.

3. Bend activities around inspiration

No strategy can match the motivation that comes from being inspired. Productive individuals understand this and leave their schedules flexible enough to identify and respond to inspiration. Though inspiration doesn’t always come and we often have to force ourselves to complete some tasks, knowing how to leverage those motivated moments can transform our work experience, cut the time investment and improve the quality of what’s produced.

4. Seize small blocks of time

What would get done if you waited until you had enough time? Productive people understand that small blocks of time used wisely can whittle away at projects large and small. Whether it’s 15 minutes before work or an hour during a commute, being ready (read: organized) to seize the moment can make all the difference.

5. Make lists and set goal paths

Highly productive individuals understand that every goal, no matter how small is driven by smaller supporting goals. Dissecting this dependency and flow is essential to creating sound goal paths.

If you want to change careers, that goal may be driven by several smaller goals like going back to school, improving your networking skills, updating your resume or getting a new certification. And each of these smaller goals is supported by even more granular sub-goals. Creating daily “to-do” lists is perhaps the most common way we identify each of these mini goals and understand how they fit into the bigger picture. Productive people tend to be ardent list-makers and are motivated by accomplishing the small daily tasks that, over time, drive larger achievement.

6. Multitask…sometimes

Multitasking gets a lot of good press in modern corporate culture. The willingness and ability to juggle five or 10 tasks simultaneously is almost assumed, and most employees are trained to be circus performers early on. But what subtleties of concentration, recall and quality are lost as we indiscriminately multitask?

The truly productive realize that multitasking can be useful at times and utterly ineffective at others. Choose your occasion carefully. For those jobs that don’t require creative problem solving, interpersonal communication, attention to detail, or quick response times, multitasking works great (but what exactly are those jobs?). The rest of the time, embrace the long-forgotten “mono-tasking”—it’ll boost the quality of your work, reduce your stress, help your communication skills and ultimately, make you more productive.

In the end, productivity is one part old-fashioned discipline and one part smart strategy. Organizing our lives so that we optimize our chances of being productive is half the battle. Once we see results and start to build traction, the strategies become habit and we open ourselves up to a life that’s powered by smarter time management, more focused work, and greater personal and professional achievement.

 

Google Throws Open Doors to Its Top-Secret Data Center


If you’re looking for the beating heart of the digital age — a physical location where the scope, grandeur, and geekiness of the kingdom of bits become manifest—you could do a lot worse than Lenoir, North Carolina. This rural city of 18,000 was once rife with furniture factories. Now it’s the home of a Google data center.

 

Engineering prowess famously catapulted the 14-year-old search giant into its place as one of the world’s most successful, influential, and frighteningly powerful companies. Its constantly refined search algorithm changed the way we all access and even think about information. Its equally complex ad-auction platform is a perpetual money-minting machine. But other, less well-known engineering and strategic breakthroughs are arguably just as crucial to Google’s success: its ability to build, organize, and operate a huge network of servers and fiber-optic cables with an efficiency and speed that rocks physics on its heels. Google has spread its infrastructure across a global archipelago of massive buildings—a dozen or so information palaces in locales as diverse as Council Bluffs, Iowa; St. Ghislain, Belgium; and soon Hong Kong and Singapore—where an unspecified but huge number of machines process and deliver the continuing chronicle of human experience.

This is what makes Google Google: its physical network, its thousands of fiber miles, and those many thousands of servers that, in aggregate, add up to the mother of all clouds. This multibillion-dollar infrastructure allows the company to index 20 billion web pages a day. To handle more than 3 billion daily search queries. To conduct millions of ad auctions in real time. To offer free email storage to 425 million Gmail users. To zip millions of YouTube videos to users every day. To deliver search results before the user has finished typing the query. In the near future, when Google releases the wearable computing platform called Glass, this infrastructure will power its visual search results.

The problem for would-be bards attempting to sing of these data centers has been that, because Google sees its network as the ultimate competitive advantage, only critical employees have been permitted even a peek inside, a prohibition that has most certainly included bards. Until now.

A central cooling plant in Google’s Douglas County, Georgia, data center.
Photo: Google/Connie Zhou

Here I am, in a huge white building in Lenoir, standing near a reinforced door with a party of Googlers, ready to become that rarest of species: an outsider who has been inside one of the company’s data centers and seen the legendary server floor, referred to simply as “the floor.” My visit is the latest evidence that Google is relaxing its black-box policy. My hosts include Joe Kava, who’s in charge of building and maintaining Google’s data centers, and his colleague Vitaly Gudanets, who populates the facilities with computers and makes sure they run smoothly.

A sign outside the floor dictates that no one can enter without hearing protection, either salmon-colored earplugs that dispensers spit out like trail mix or panda-bear earmuffs like the ones worn by airline ground crews. (The noise is a high-pitched thrum from fans that control airflow.) We grab the plugs. Kava holds his hand up to a security scanner and opens the heavy door. Then we slip into a thunderdome of data …

Urs Hölzle had never stepped into a data center before he was hired by Sergey Brin and Larry Page. A hirsute, soft-spoken Swiss, Hölzle was on leave as a computer science professor at UC Santa Barbara in February 1999 when his new employers took him to the Exodus server facility in Santa Clara. Exodus was a colocation site, or colo, where multiple companies rent floor space. Google’s “cage” sat next to servers from eBay and other blue-chip Internet companies. But the search company’s array was the most densely packed and chaotic. Brin and Page were looking to upgrade the system, which often took a full 3.5 seconds to deliver search results and tended to crash on Mondays. They brought Hözle on to help drive the effort.

It wouldn’t be easy. Exodus was “a huge mess,” Hölzle later recalled. And the cramped hodgepodge would soon be strained even more. Google was not only processing millions of queries every week but also stepping up the frequency with which it indexed the web, gathering every bit of online information and putting it into a searchable format. AdWords—the service that invited advertisers to bid for placement alongside search results relevant to their wares—involved computation-heavy processes that were just as demanding as search. Page had also become obsessed with speed, with delivering search results so quickly that it gave the illusion of mind reading, a trick that required even more servers and connections. And the faster Google delivered results, the more popular it became, creating an even greater burden. Meanwhile, the company was adding other applications, including a mail service that would require instant access to many petabytes of storage. Worse yet, the tech downturn that left many data centers underpopulated in the late ’90s was ending, and Google’s future leasing deals would become much more costly.

 

The Conscious Lifestyle: Rising Above Routine


Routine is the most common obstacle to being conscious. For most people, there is comfort and safety in following their daily routine, but comfortable or not, routines permeate the work we do and most hours of the day. Why is that an obstacle to living consciously?  There are several reasons:

Routine activity conditions the brain to follow old, familiar neural circuits.  Over time, new input has a harder and harder time registering, because the course of least resistance is to follow the same ingrained patterns.

Routine dulls the mind by making you go on automatic pilot.  Hours can be filled keeping busy without actually thinking.

Routine makes you less active and more reactive. I ran across a nice phrase recently: the reactive rut. You find yourself in such a rut when your day is organized around e-mails, meetings, and a calendar of planned activity.

Notice that routine isn’t a problem in and of itself – keeping regular hours, going to bed at the same time every night, and maintaining a regular health diet are all good for the body. The real problem is located in the mind, which is the seat of consciousness. Every day your mind controls a feedback loop where you can choose the kind of input that will be processed. As mechanical as this may sound, you can’t pursue your dreams and fulfill yourself at a deep level unless you participate in a rich, evolving, fully alive feedback loop.

Look right now at your daily routine. The input that fits a conscious lifestyle will have the following characteristics: fresh, unexpected, surprising, delightful, challenging, inspiring, heartfelt, spontaneous, curious, creative, vital, selfless, and expansive.

If you daily routine leads in the opposite direction, towards unconsciousness, the following words apply instead: repetitive, predictable, conformist, unadventurous, automatic, reactive, dull, boring, exhausting, unchallenging, numb,  uninspired, selfish, and mechanical.

Using these labels, honestly confront how you spend your day, examining where boredom, dullness, and mechanical repetition have set in. At the same time, examine the best aspects of our routine, which are fresh, challenging, and spontaneous. Your aim is simple but profound. Learn to minimize the downside of routine and maximize the upside. Don’t take the false path of distraction. Most people who are caught in a reactive rut divide their lives in half, managing to get through the boring part of their routine because they have something totally separate that they actually enjoy, whether it’s a hobby, fantasy football, video games, or hours plunked in front of the TV.

A conscious lifestyle isn’t divided but integrated – you must embrace our whole day in order to build a whole self. Routine is your psychological foe and a drag on your brain.  See it as such and become active about the problem. One of the greatest hindrances in everyone’s life is low expectations, and nothing traps you in low expectations like dull routine. By rising above routine, you can build a life that feels alert and alive at every moment. The only tool for building such a life is self-awareness.

 

A Primer on One Rank – One Rank One pension


his is primer on One Rank One Pension written by Lt Gen Raj Kadyan, who is the Chairman of Indian Ex Servicemen Movement.


The original document is available here……. I have taken and posted the primer here and added some emphasis to highlight some issues.


Please comment and join us to take this forward. This is not just for soldiers – it is for India.

One Rank One Pension

Most readers would be familiar with the term ‘one rank one pension’ or OROP, which has been in the news of late. Disillusioned by the government rejection of this long-pending demand, the military veterans recently returned their medals to the President. Some may not have fully comprehended the issue of OROP. A primer is in order.

What is pension?

The Supreme Court in 1983 {D.S.Nakra and others vs UOI. (AIR 1983, SC 130)} has said, “Pension is not a bounty nor a matter of grace depending upon the sweet will of the employer. It is not an ex-gratia payment, but a payment for past services rendered.

It is a social welfare measure, rendering socio-economic justice to those who in the hey days of their life, ceaselessly toiled for their employers on an assurance that in their old age, they would not be left in the lurch.” Going by pension being ‘a payment for past services rendered’, logic demands that ‘equal service’ must get ‘equal payment’.

The ‘equal service’ in military parlance has two parameters, the quantity, in the form of total years in uniform, and the quality, implying the level of responsibility or the rank held. In other words, ‘Equal service’ and ‘equal rank’ should get ‘equal pension’. Over the years, this has been sloganised as OROP.

At present, military veterans are denied OROP. Whenever successive pay commissions enhance the salaries and consequently the pensions, these are effected only prospectively. The gap between past pensioners and their younger equivalents keeps widening with every successive pay commission. The disparity has become uncomfortably stark after the Sixth Pay Commission. Let me quote two examples, one among the officers and the other among the ‘personnel below officer rank’ (PBOR).

For equal service, a Sepoy, who retired prior to 01. 01. 1996, gets 82% lower pension than a Sepoy who retires after 1.1.2006? There are also inter-rank disparities. A pre – 01. 01. 1996 Havildar gets 37% lower pension than a Sepoy, who retired after 1.1.2006, despite the latter being two rungs lower in the military hierarchy.

Among officers, a pre 1996 Major gets 53% lower pension than his post 2006 counterpart. As far as inter-rank disparity is concerned, a pre 1996 Lt General gets 10 % lower pension than a ‘Time Scale’ Colonel who retired after 1.1.2006. (Gap is even wider for a Brigadier and a Major General vis-a-vis a Colonel).

Be it known that less than 1% officers reach the Lt General’s rank through a tight sieve of five selection boards, they command a Corps of nearly 70,000 troops, and serve for 40 plus years. In contrast, a Time Scale Colonel does not make it through a single selection board, commands only a Company of just over 100 men and retires after 26 years. One does not need to be an expert to perceive that something is wrong.


Why is the government hesitant to meet the OROP demand? 

As per media reports they have cited administrative, financial and legal difficulties. The administrative reason is hard to understand; every veteran’s full record is available with the military establishments as well as with the banks.

The financial and legal worry must arise from the government concern that it might generate a similar demand from the civilian employees, who might even move the courts. While the concern is well taken, the comparison between defence and civilian employees has little rationale.

While all civilian employees retire by age, the defence personnel retire by rank. As a result, while all civilian employees serve up to their maximum permissible age of retirement, the PBOR start retiring at the age of 35 years and by the age of 42, nearly 85% have gone home. In the case of officers, nearly 92% retire as Colonels at 54 years. Therefore, comparing defence personnel with civilians is a comparison between unequals, which can never give valid results.

Let us consider the reverse scenario.

Up to the time of the Sixth Pay Commission, one had to have minimum 33 years service to become eligible for the optimum pension, which is 50% of last salary.

Since the PBOR start retiring at 17 years service, and all are compulsorily retired on reaching a maximum of 32 years, none of them got their optimum pension. Over the years, the government introduced a scheme of compensatory weightages for thePBOR by adding notional years to their actual service for pension purposes.

However, this too was capped at a maximum total of 30 years. As a result, all PBORreceived lower pension than optimum while every civilian received the optimum. If comparison and equity between the two were indeed a relevant factor, why was this disparity never set right?

When in 1992, the government sanctioned a ‘one time increase’ exclusively for the defence personnel, there was not even a whimper of protest from any civilian employee. Again, the Sixth Pay Commission has sanctioned a ‘Military Service Pay’ only for defence employees. This is not an allowance but a ‘pay’.

No civilian employee has demanded this or moved the courts against this provision. On the same logic, why cannot the government sanction OROP and call it ‘military service pension’? It seems denial of OROP to defence personnel, because it might generate a similar demand from civilian employees, is more likely a pretext than a reason.

There is reason why the civilians would not seek OROP or ‘military service pension’ if the same is sanctioned to the defence pensioners.

The effect of non-grant of OROP is felt only during the pay commissions, that is, once in ten years. A person retiring at 35 years may see upto six pay commissions, whereas a civilian pensioner, apart from having received extra salary for some 25 years of service, may see maximum two or three pay commissions. The former, therefore, have much more at stake. That is why, while the defence pensioners have been raising the issue of OROP for nearly 25 years, and have gone to the extent of returning their medals on this account, no civilian has ever asked for it.

Demand for OROP is not extraordinary. The Members of Parliament, Members of Legislative Assemblies and judges are already enjoying this benefit. OROP is also extended to all IAS Secetaries, Special Secretaries, police DGsP and senior posts in other government departments under the provision of ‘fixed salaries’.

Interestingly, the Congress election manifesto for the last Lok Sabha elections had said,

‘The long-pending issue of one-rank, one-pension will once again be re-examined and the satisfactory solution arrived at expeditiously’.

An important document like the manifesto is prepared after due deliberation on all ‘difficulties’ involved in implementing it. Going back on the pledges can only cast doubts on the credibility of the Party.

It needs reiterating that the demand for OROP is a demand for equity and justice and not merely for more money. Extra money will not change a military veteran’s life significantly. However, in his evening years he will have the satisfaction that he has justice.

Lt Gen Raj Kadyan
Chairman Indian Ex Servicemen Movement

One Rank – One Pay

Concept
When two people retire from the same position, it is assumed that the pension that they will draw shall be same, irrespective of when a person retired.

And this is true for most positions in India like the President, Judges, IAS officers and so on.

However, it is not true for the retired soldiers of the Indian Forces.

For the people retired from same rank, the Indian Govt. has many slabs of pension. In some cases, it is as much as 14 slabs. This is patently unfair.

This blog is an effort to get all the resources at one place. And create a civil movement to get the just demand of One Rank One Pension

 

Top 7 Basic Business Strategies


 

When you use the following seven basic strategies, you build a solid foundation upon which to grow your business.

  1. Know Yourself

    You want to be in a business that calls upon your strengths and satisfies a passion. If you don’t feel the passion, success becomes much harder and takes a lot more energy. If you’ve lost the passion you once felt, take a hard look at what went wrong, then take action to regroup or move on. If you’ve never felt the passion, it’s time for a more in-depth look at what decisions need to be made.

  2. Know Your Business

    How can you make important decisions if you don’t have the information you need? Put the necessary systems in place to obtain accurate current information about the financial, productive, interpersonal and market status of your business. Then put one day a month on your calendar to review the information, analyze it and make any adjustments to policy or practice you think are necessary.

  3. Know Your Market

    What trends are affecting your market? Is your market growing, consolidating or shrinking? Who’s coming or going? What are your competitors doing? Which products or services are in demand, which not? This is valuable information to have when you conduct your monthly business review and when you are doing financial or operational planning.

  4. Look at the Big Picture

    Passion is important, but there needs to be a growing market trend for what you offer. Trends are especially important for long-term planning. How can you best position your business to take advantage of trends both now and in the future? Determine both your present and your desired position within the economy and your market, then create a plan to get from here to there.

  5. Use Technology Wisely

    Consider what technology you’ll need to accomplish your mission. A thorough, professional analysis of which technologies can best serve your needs, both now and in the future, is in order at least annually. Plan capital expenditure in conjunction with the technology you’ll be using. If you’re not an expert in this area, call upon someone who is. It’s worth it in the long run.

  6. Hire Someone Else

    Plan to spend the majority of your time doing what you do best and will be most beneficial to your business. Fulfill the activities to sustain and grow your business by hiring, contracting or setting up strategic alliances with others whose strengths are in your areas of need. Lay the groundwork for their success by giving them adequate information and orientation and making it clear (in writing) what you are seeking from them. Then set time frames for a joint evaluation of their contribution. Reward significant contributors in the way they want to be rewarded (with time, money, recognition, etc). Do the same for employees and anyone else who contributes to your bottom line success.

  7. Plan

    Where is your business now? Where do you want to go and how will you get there? Planning is easy if you keep in mind all you’re doing is gathering and analyzing pertinent information to answer these questions.

    Use your analysis of operating information, market and economic trends and decide where your best opportunities lie. Determine your goals, how you’re going to achieve those goals, what it’s going to cost and when those costs will occur. This is the basis for determining how many widgets you’ll have to sell each month to meet cash flow requirements as your plan unfolds and evolves. Now decide the best way to meet those sales requirements and what that will cost. Add that to your budget and adjust your sales goals accordingly. See how planning works?