You get a resume from a candidate with the education and qualifications you’re looking for. Do you care if the person’s schooling took place online?
HR managers care less than they used to, according to a recent Society for Human Resources Management survey. Nearly all (90%) of HR managers say online degrees are viewed more favorably that they were five years ago. And individual courses taken online are as credible as traditional courses, according to 68% of HR managers.
But still, more often than not, companies would rather see applicants who’ve attended traditional schools: 63% said, all other things being equal, their organization would hire someone who went to a traditional college over one with an online degree.
What’s your company’s take on applicants with online degrees? Does it make a difference? Let us know your opinion in the comments section below.
Thursday, February 11, 2010
How to Headhunt the Headhunters??
Dear Mr. Recruiter, Hi. Until Monday, I was an investment banking executive at Lehman, and I`m wondering if your search firm has any appropriate openings."
Sending a blind letter like this to a recruiter you don`t know is a total waste of time, particularly when there are thousands of former Wall Street employees lined up in front of the copy machines. Even more clueless: Sending a résumé to someone who doesn`t even conduct searches in your field.
"A résumé gets you in front of us, in theory, but there are so many of them it doesn`t usually produce a conversation," says Ralph S Protsik, co-founder and managing director of Boston Search Group, an executive search firm that specialises in emerging businesses in the U.S. and Western Europe. Protsik says he gets about 100 résumés a week, but rarely looks at any of them.
So how do you get a headhunter`s attention?
First, find the recruiters who specialise in your industry. Many search firms post on their web sites specific jobs they`re conducting searches for. Find one that matches your background, and tailor a cover letter explaining specifically how your work experience qualifies you for the job. Make it difficult for them to ignore you.
Even better, have a mutual contact introduce you to the headhunter you`re after, through a cover letter or note. Use networking sites like LinkedIn to see if anyone in your circle knows the recruiter you`re targeting. "If [the résumé] comes from someone I know well, I always do them the courtesy of looking at it," says Protsick.
Get your name out there. Make yourself visible. Attend industry conferences and offer to speak at them. Your name will then appear in the online schedule and will pop up in internet searches, one of the prime ways headhunters start looking. If you change jobs, send an announcement to the industry trade bulletin and your college alumni newsletter or magazine.
Write articles for industry publications or start a blog about your sector. "It will increase your `Googleability,`"says Mike Allen, a principal at Lateral Link, a recruiting firm for attorneys. "It will help you market yourself as an authority on your areas of expertise and connect with other industry thought leaders and recruiters."
Lots of people get calls from headhunters while they`re at work and treat them like pests - big mistake. Take the call, even if you`re happy in your current position. Explain why now`s not the right time, but offer to send over your résumé anyway.
The recruiter will likely ask if you know anyone else for the job. If you know someone, pass along the name. If the recruiter likes your recommendation, you`ll be remembered. Says Protsik: "You do them a favour, they do you a favour."
Finally, remember that recruiters thrive on disappointment. If you`re passed over for a promotion and a newspaper account says your evil rival got the big job and you didn`t, don`t be surprised if the headhunter comes after you next.
Sending a blind letter like this to a recruiter you don`t know is a total waste of time, particularly when there are thousands of former Wall Street employees lined up in front of the copy machines. Even more clueless: Sending a résumé to someone who doesn`t even conduct searches in your field.
"A résumé gets you in front of us, in theory, but there are so many of them it doesn`t usually produce a conversation," says Ralph S Protsik, co-founder and managing director of Boston Search Group, an executive search firm that specialises in emerging businesses in the U.S. and Western Europe. Protsik says he gets about 100 résumés a week, but rarely looks at any of them.
So how do you get a headhunter`s attention?
First, find the recruiters who specialise in your industry. Many search firms post on their web sites specific jobs they`re conducting searches for. Find one that matches your background, and tailor a cover letter explaining specifically how your work experience qualifies you for the job. Make it difficult for them to ignore you.
Even better, have a mutual contact introduce you to the headhunter you`re after, through a cover letter or note. Use networking sites like LinkedIn to see if anyone in your circle knows the recruiter you`re targeting. "If [the résumé] comes from someone I know well, I always do them the courtesy of looking at it," says Protsick.
Get your name out there. Make yourself visible. Attend industry conferences and offer to speak at them. Your name will then appear in the online schedule and will pop up in internet searches, one of the prime ways headhunters start looking. If you change jobs, send an announcement to the industry trade bulletin and your college alumni newsletter or magazine.
Write articles for industry publications or start a blog about your sector. "It will increase your `Googleability,`"says Mike Allen, a principal at Lateral Link, a recruiting firm for attorneys. "It will help you market yourself as an authority on your areas of expertise and connect with other industry thought leaders and recruiters."
Lots of people get calls from headhunters while they`re at work and treat them like pests - big mistake. Take the call, even if you`re happy in your current position. Explain why now`s not the right time, but offer to send over your résumé anyway.
The recruiter will likely ask if you know anyone else for the job. If you know someone, pass along the name. If the recruiter likes your recommendation, you`ll be remembered. Says Protsik: "You do them a favour, they do you a favour."
Finally, remember that recruiters thrive on disappointment. If you`re passed over for a promotion and a newspaper account says your evil rival got the big job and you didn`t, don`t be surprised if the headhunter comes after you next.
5 Interviewing Mistakes That Can Lead To Hiring The Wrong Person
Are you in the process of hiring employees? The following article gives you an overview of 5 of the most common interviewing mistakes that you need to avoid, so that you don`t hire the wrong person...
5 Interviewing Mistakes That Can Lead To Hiring The Wrong Person
Mistake #1: Going with the flow
Inexperienced interviewers sometimes fall into the trap of letting the interview become "free form", spending different amounts of time on different questions, basing follow-up questions on on how the candidates answer.
This can result in a candidate taking control of the interview and leading you where he or she wants to go, rather than where you can get the information you need.
Solution: Ask everyone the same questions.
Prepare a list in advance, based on the information you need, and use it as a guide throughout the interview. Put each question on a separate sheet of paper and prepare one set for each candidate.
As you move through the questions, use the appropriate sheets to make notes of the answers and your own observations and impressions. You can vary the follow up questions as necessary, but keep your notes on the main question page.
When you have followed this structure with all the candidates, you`ll be able to compare them on an "apples to apples" basis.
Mistake #2: Asking predictable questions
Job applicants have many sources of help for interviewing, and it`s easy to learn acceptable answers to the standard questions.
That means even the wrong candidate for your position could answer the questions in a way that fools you into thinking he or she is a fit.
Solution: Ask candidates questions that force them to expand on their answers, illustrating their thinking skills as well as their attitudes and job competencies.
Such questions might include:
* If you could design your own job, what would it look like?
* What`s your favourite part of the work you do now? Why do you like that?
Ask questions like these and, instead of practised responses that tell you virtually nothing, you`ll get insights into who these people really are.
Mistake #3: Whitewashing the job
If you have a candidate in front of you who seems like a great choice, you obviously want that person to accept your job offer.
Sometimes, though, you know the job has inherent challenges or downsides, and you may be afraid if you talk about these thing you will lose a good employee.
The trouble is, if you hire them and they discover the negatives themselves, you may well lose them in the first week!
Solution: Be candid about challenges in the job or within the company.
Watch for candidates who embrace and relish the challenges, and who can see beyond the negatives. These can become your most valued employees.
Mistake #4: Ignoring the question of "fit"
Every organization has a culture.
It comes from a blend of the industry you are in, the ages of those who work there, the size of the company, the number of people, the geographic location and many other factors.
But that culture creates its own work environment, and if employees are not comfortable with that environment or do not work well within it, they don`t "fit". This person will never be an asset to your company, and may in fact leave very quickly.
Solution: Ask questions whose answers will demonstrate the candidate`s personality and character, their attitudes towards the workplace.
An example of that type of question might be: Do you prefer a structured environment or a more loose, easy-going one? Why?
Mistake #5: Letting a candidate`s one major positive blind you to the negatives
Sometimes a person might have one outstanding positive: worked for your major competitor, attended a university with a track record of successful graduates, or even just comes from your home town.
If you also instinctively like the individual, it is tempting to be overly influenced by this fact, and not pay enough attention to others that are not so attractive.
Solution: When recording your notes on each candidate (see solution to Mistake #1), be sure to record negatives as well as positives on the appropriate pages.
When you review your notes after the interview is over, you will be better able to balance the pros and cons impartially.
Candidates are often sophisticated job seekers, who are well prepared for the interview. To avoid costly hiring mistakes, hiring interviewers must be equally prepared for the process.
5 Interviewing Mistakes That Can Lead To Hiring The Wrong Person
Mistake #1: Going with the flow
Inexperienced interviewers sometimes fall into the trap of letting the interview become "free form", spending different amounts of time on different questions, basing follow-up questions on on how the candidates answer.
This can result in a candidate taking control of the interview and leading you where he or she wants to go, rather than where you can get the information you need.
Solution: Ask everyone the same questions.
Prepare a list in advance, based on the information you need, and use it as a guide throughout the interview. Put each question on a separate sheet of paper and prepare one set for each candidate.
As you move through the questions, use the appropriate sheets to make notes of the answers and your own observations and impressions. You can vary the follow up questions as necessary, but keep your notes on the main question page.
When you have followed this structure with all the candidates, you`ll be able to compare them on an "apples to apples" basis.
Mistake #2: Asking predictable questions
Job applicants have many sources of help for interviewing, and it`s easy to learn acceptable answers to the standard questions.
That means even the wrong candidate for your position could answer the questions in a way that fools you into thinking he or she is a fit.
Solution: Ask candidates questions that force them to expand on their answers, illustrating their thinking skills as well as their attitudes and job competencies.
Such questions might include:
* If you could design your own job, what would it look like?
* What`s your favourite part of the work you do now? Why do you like that?
Ask questions like these and, instead of practised responses that tell you virtually nothing, you`ll get insights into who these people really are.
Mistake #3: Whitewashing the job
If you have a candidate in front of you who seems like a great choice, you obviously want that person to accept your job offer.
Sometimes, though, you know the job has inherent challenges or downsides, and you may be afraid if you talk about these thing you will lose a good employee.
The trouble is, if you hire them and they discover the negatives themselves, you may well lose them in the first week!
Solution: Be candid about challenges in the job or within the company.
Watch for candidates who embrace and relish the challenges, and who can see beyond the negatives. These can become your most valued employees.
Mistake #4: Ignoring the question of "fit"
Every organization has a culture.
It comes from a blend of the industry you are in, the ages of those who work there, the size of the company, the number of people, the geographic location and many other factors.
But that culture creates its own work environment, and if employees are not comfortable with that environment or do not work well within it, they don`t "fit". This person will never be an asset to your company, and may in fact leave very quickly.
Solution: Ask questions whose answers will demonstrate the candidate`s personality and character, their attitudes towards the workplace.
An example of that type of question might be: Do you prefer a structured environment or a more loose, easy-going one? Why?
Mistake #5: Letting a candidate`s one major positive blind you to the negatives
Sometimes a person might have one outstanding positive: worked for your major competitor, attended a university with a track record of successful graduates, or even just comes from your home town.
If you also instinctively like the individual, it is tempting to be overly influenced by this fact, and not pay enough attention to others that are not so attractive.
Solution: When recording your notes on each candidate (see solution to Mistake #1), be sure to record negatives as well as positives on the appropriate pages.
When you review your notes after the interview is over, you will be better able to balance the pros and cons impartially.
Candidates are often sophisticated job seekers, who are well prepared for the interview. To avoid costly hiring mistakes, hiring interviewers must be equally prepared for the process.
3 Steps to find your perfect candidate
What recruiter doesn’t dream about the perfect candidate? Especially if you’ve worked long and hard at a difficult assignment for weeks, how does the cliché go? “Been there, done that, got the t-shirt,” you did all of what you set out to do, and run out of fresh leads. Frustrated, maybe you feel you have tried everything or that there’s something you’ve been neglecting to do or you’ve simply followed every lead to no avail. There must be a solution out there that’s more effective, right?
That’s where you need to rely on the careful preparation you’ve learned over years of setting up strategies or managing a search. If you haven’t yet, this is a great time to learn. Recruiters who plunge spontaneously into a new search, looking through databases without a search strategy, will probably end up frustrated and discouraged in now time flat.
So prepare for a new search as if it’s your job depended on it. It will take legwork, foresight, time, and patience to get it right, but to initiate a bold shift in your search strategy could be one of the most rewarding things you’ll ever do. Here are some steps to help you to that end:
1. Go back to the beginning. Before setting a strategy you need to set the foundation by establishing a planning process, assessing requirements. You might already be familiar with the skill set, but set out again to define what you are looking for. It is not enough to create a list of searchable keywords. You shouldn’t be concerned with keywords nor about how to find your candidate yet, but rather on understanding what it is you are searching for.At this point your assessment should be a high level data collection and analysis starting with the job description. Identify the principal focus of the job description, try breaking it down into key parts or concepts. This will be especially helpful when you are ready to combine the concepts using Boolean operators. Focus on the skill more so than keywords. It is important that you understand what you are looking for, and in what context terms are used. Words can change meaning due to their association with other words, and an imprecise use of words can lead to irrelevant results.
Research the identified concepts and translate them to searchable terms. You may need to consult online resources i.e. dictionaries, encyclopedias like acronymfinder or wikipedia…
2. The second step would be to analyze the market, in other words to define where you are targeting. Most of us know that it is important to find and target the right audience, but sometimes how or why are unclear. Spend your time on this step because it is very, very important. The selection of potential companies to raid (oops, I mean to network into) involves segmenting the market, choosing which segments of the market are appropriate, and determining the types of candidates that can be found in each segment. This allows you to identify the specific market segment for which your position may have its greatest appeal. Then, with this segment as the target market, you can establish appropriate and effective sourcing and recruitment practices. This step is also essential to understanding the needs of your prospective candidates and the best way to address them.Create a target list of companies you wish to penetrate. Be sure to include physical address, phone number, and website information. Use research tools like Hoover’s, business.com, Linkedin, etc… to find information about target companies.
One of the greatest advantages to market research for recruiters is that when you engage in the different data gathering techniques you will be going further than your competitors and in doing so you will be differentiating yourself from them.
3. Once you understand the skills to be searched, the target market segments and their intricacies, the next step is to define your target’s habits. What does their world consist of? What magazines or journals do they read? What conferences might they attend? What blogs might they read? What discussion forums do they participate in? Who do they talk to everyday? What are they like? Try to uncover anything that could be helpful to understanding your prospective candidates.In researching your candidates, look at where and how they develop influential relationships. This exercise is meant to help you to acquire insights from the candidate’s perspective and gaining knowledge to focus on the candidates most likely to be interested.
After following the steps above you are ready to set your search plan into motion. Your plan should include a strong value proposition to distinctly benefit prospective candidates based on quantifiable contributions, specifying target companies likely to appreciate this message. Getting the most out of your search strategy also means that you must continually monitor your results. Think about your sourcing metrics as an online search management tool - experimenting, testing, and always improving your approach and your search strings to maximize your ROI. Build your search step by step and review the results after each step allowing them to guide your progress.
Don’t forget to include a networking element to your strategy. Get in touch with people you know that can guide and inspire you. They can help you find leads, but more important, they can give you a real sense of “who” and “where” the candidates are and what they may need. Use these contacts as relaxed, informational interviews to get a sense of what might be out there. Also, if you are recruiting in fields with a scarcity of workers, you may include in your search strategy an element to upgrade your skills through education there are sometimes streamlined training programs that can provide you with specific techniques that could be useful in your search.
That’s where you need to rely on the careful preparation you’ve learned over years of setting up strategies or managing a search. If you haven’t yet, this is a great time to learn. Recruiters who plunge spontaneously into a new search, looking through databases without a search strategy, will probably end up frustrated and discouraged in now time flat.
So prepare for a new search as if it’s your job depended on it. It will take legwork, foresight, time, and patience to get it right, but to initiate a bold shift in your search strategy could be one of the most rewarding things you’ll ever do. Here are some steps to help you to that end:
1. Go back to the beginning. Before setting a strategy you need to set the foundation by establishing a planning process, assessing requirements. You might already be familiar with the skill set, but set out again to define what you are looking for. It is not enough to create a list of searchable keywords. You shouldn’t be concerned with keywords nor about how to find your candidate yet, but rather on understanding what it is you are searching for.At this point your assessment should be a high level data collection and analysis starting with the job description. Identify the principal focus of the job description, try breaking it down into key parts or concepts. This will be especially helpful when you are ready to combine the concepts using Boolean operators. Focus on the skill more so than keywords. It is important that you understand what you are looking for, and in what context terms are used. Words can change meaning due to their association with other words, and an imprecise use of words can lead to irrelevant results.
Research the identified concepts and translate them to searchable terms. You may need to consult online resources i.e. dictionaries, encyclopedias like acronymfinder or wikipedia…
2. The second step would be to analyze the market, in other words to define where you are targeting. Most of us know that it is important to find and target the right audience, but sometimes how or why are unclear. Spend your time on this step because it is very, very important. The selection of potential companies to raid (oops, I mean to network into) involves segmenting the market, choosing which segments of the market are appropriate, and determining the types of candidates that can be found in each segment. This allows you to identify the specific market segment for which your position may have its greatest appeal. Then, with this segment as the target market, you can establish appropriate and effective sourcing and recruitment practices. This step is also essential to understanding the needs of your prospective candidates and the best way to address them.Create a target list of companies you wish to penetrate. Be sure to include physical address, phone number, and website information. Use research tools like Hoover’s, business.com, Linkedin, etc… to find information about target companies.
One of the greatest advantages to market research for recruiters is that when you engage in the different data gathering techniques you will be going further than your competitors and in doing so you will be differentiating yourself from them.
3. Once you understand the skills to be searched, the target market segments and their intricacies, the next step is to define your target’s habits. What does their world consist of? What magazines or journals do they read? What conferences might they attend? What blogs might they read? What discussion forums do they participate in? Who do they talk to everyday? What are they like? Try to uncover anything that could be helpful to understanding your prospective candidates.In researching your candidates, look at where and how they develop influential relationships. This exercise is meant to help you to acquire insights from the candidate’s perspective and gaining knowledge to focus on the candidates most likely to be interested.
After following the steps above you are ready to set your search plan into motion. Your plan should include a strong value proposition to distinctly benefit prospective candidates based on quantifiable contributions, specifying target companies likely to appreciate this message. Getting the most out of your search strategy also means that you must continually monitor your results. Think about your sourcing metrics as an online search management tool - experimenting, testing, and always improving your approach and your search strings to maximize your ROI. Build your search step by step and review the results after each step allowing them to guide your progress.
Don’t forget to include a networking element to your strategy. Get in touch with people you know that can guide and inspire you. They can help you find leads, but more important, they can give you a real sense of “who” and “where” the candidates are and what they may need. Use these contacts as relaxed, informational interviews to get a sense of what might be out there. Also, if you are recruiting in fields with a scarcity of workers, you may include in your search strategy an element to upgrade your skills through education there are sometimes streamlined training programs that can provide you with specific techniques that could be useful in your search.
Need a job? Managers of public banks to exit
Around 70-80 percent of the senior managers in public sector banks (PSBs) will be exiting or retiring in the next 3-5 years, since most of the recruitment had taken place in the 1970s and 1980s.
Therefore a committee, headed by the former Bank of Baroda Chairman, A.K. Khandelwal, has been asked to come out with strategies on planning of recruitment and succession as well as retention of best performers through performance-linked incentives and grooming such officials for leadership roles. The government appointed committee, to firm up plans for the upgradation of human resource (HR) management practices in PSBs, will submit its report by March 2010.
The committee`s report would highlight the huge shortage of skilled professionals in PSBs - in complex treasury businesses, risk management, IT infrastructure management, Initial Public Offering (IPO)-related transactions and marketing of financial products, official sources told Business Line.
According to industry estimates, currently only a fifth of the seven lakh PSB employees are managing specialized areas of banking. This means around 5-6 lakh employees are handling routine processing activities that are becoming increasingly outmoded, thanks to the advanced software and IT infrastructure.
The committee can also seek the help of international banking and HR consultants and may also look into some global findings including a report by research firm McKinsey. This is to ensure that its final recommendations enable PSBs to scale-up their HR practices so that they can compete with the best among the private and foreign banks, sources said.
Therefore a committee, headed by the former Bank of Baroda Chairman, A.K. Khandelwal, has been asked to come out with strategies on planning of recruitment and succession as well as retention of best performers through performance-linked incentives and grooming such officials for leadership roles. The government appointed committee, to firm up plans for the upgradation of human resource (HR) management practices in PSBs, will submit its report by March 2010.
The committee`s report would highlight the huge shortage of skilled professionals in PSBs - in complex treasury businesses, risk management, IT infrastructure management, Initial Public Offering (IPO)-related transactions and marketing of financial products, official sources told Business Line.
According to industry estimates, currently only a fifth of the seven lakh PSB employees are managing specialized areas of banking. This means around 5-6 lakh employees are handling routine processing activities that are becoming increasingly outmoded, thanks to the advanced software and IT infrastructure.
The committee can also seek the help of international banking and HR consultants and may also look into some global findings including a report by research firm McKinsey. This is to ensure that its final recommendations enable PSBs to scale-up their HR practices so that they can compete with the best among the private and foreign banks, sources said.
Wednesday, February 10, 2010
TCS says will hire 30,000 people globally next fiscal
Tata Consultancy Services Ltd (TCS), India's largest IT company, is planning to hire 30,000 staff in 2010-11 on hopes of increase in demand for services from its overseas clients.
"We are looking at a gross addition of 30,000 in fiscal 2011. Approximately 70 per cent will be freshers and 30 per cent will be experienced professionals," TCS managing director and CEO N Chandrasekaran told reporters here. The IT major said it will maintain its usual ratio between overseas and Indian recruitments while hiring."We will be hiring across various concerns like analytics, programme management and so on. About 2,000 will be recruited internationally mostly from Latin America, the US, Australia and other countries," he said. During the October-December quarter, TCS had a gross addition of 12,854 employees. Its total headcount across 42 countries stood at about 1,49,000, as of December 31, 2009.
Chandrasekaran said the IT environment is getting better with every passing month as verticals like BFSI (banking, financial services and insurance), retail and utilities increased their technology spends. The overall picture, however, is far from perfect, he added.
"I am optimistic but not overly bullish. Business recovery is happening across sectors and markets led by (increasing IT spends from verticals like) financial services, retail and utilities," he said. "Continental Europe market is lagging behind. I expect that market along with the manufacturing and telecom sectors will recover as the year goes by," Chandrasekaran added.
Microsoft Gearing Up for BlackBerry-Maker Takeover?
Microsoft Gearing Up for BlackBerry-Maker Takeover?
02/10/2010
How’s this for a pairing: Microsoft Corp. (MSFT) and BlackBerry maker Research in Motion (RIMM)? That’s the latest rumor in the lead-up to next week’s behemoth Mobile World Congress trade show in Barcelona, where sources say Microsoft CEO Steve Ballmer will hold a press conference on the latest version of Windows Mobile 7.
Insiders also speculate we’ll hear – or perhaps it’s more like they’re gleefully awaiting – the announcement of a RIM acquisition. All Things Digital says its Microsoft sources say Ballmer is wide open to the idea. (Interestingly, they say he has no interest in Palm.)
Buying RIM, maker of the ever-popular BlackBerry mobile device, could be a solid move for Microsoft, which is falling behind in the smartphone operating system wars. Rivals Google Inc. (GOOG) and Apple Inc. (AAPL) are far ahead of the Bill Gates-founded software giant.
And while Microsoft undoubtedly holds a bigger war chest than RIM, its stock price is about a third of the BlackBerry creator’s. Microsoft shares have hovered around the $28 mark, while RIM’s is in the upper-$60 range.
Thursday, February 4, 2010
How do you challenge yourself?
The Japanese have always loved fresh fish. But the waters close to Japan have not held many fish for decades.
So to feed the Japanese population, fishing boats got bigger and went farther than ever. The farther the fishermen went, the longer it took to bring in the fish. If the return trip took more than a few days, the fish were not fresh and ppl did not like the taste.
To solve this problem, fishing companies installed freezers on their boats. They would catch the fish and freeze them at sea. Freezers allowed the boats to go farther and stay longer. However, one could taste the difference between fresh and frozen and they did not like frozen fish.
The frozen fish brought a lower price. So fishing companies installed fish tanks. They would catch the fish and stuff them in the tanks. After a little thrashing around, the fish stopped moving. They were tired and dull, but alive. Unfortunately, the Japanese could still taste the difference. Because the fish did not move for days, they lost their fresh-fish taste.
The Japanese preferred the lively taste of fresh fish, not sluggish fish.
So now to keep the fish tasting fresh,companies still put the fish in the tanks.But now they add a small shark to each tank. The shark eats a few fish, but most of the fish arrive in a very lively state. The fish are challenged.
Have u realized that some of us are also living in a pond like that and need a Shark to keep us awake and moving?
Basically in our lives Sharks are new challenges to keep us active and taste better..... The more intelligent, persistent and competent u are, the more you enjoy a challenge.
If ur challenges are the correct size, and if you are steadily conquering those challenges, you are Conqueror.. You think of your challenges and get energized. You are excited to try new solutions.You are alive!
So to feed the Japanese population, fishing boats got bigger and went farther than ever. The farther the fishermen went, the longer it took to bring in the fish. If the return trip took more than a few days, the fish were not fresh and ppl did not like the taste.
To solve this problem, fishing companies installed freezers on their boats. They would catch the fish and freeze them at sea. Freezers allowed the boats to go farther and stay longer. However, one could taste the difference between fresh and frozen and they did not like frozen fish.
The frozen fish brought a lower price. So fishing companies installed fish tanks. They would catch the fish and stuff them in the tanks. After a little thrashing around, the fish stopped moving. They were tired and dull, but alive. Unfortunately, the Japanese could still taste the difference. Because the fish did not move for days, they lost their fresh-fish taste.
The Japanese preferred the lively taste of fresh fish, not sluggish fish.
So now to keep the fish tasting fresh,companies still put the fish in the tanks.But now they add a small shark to each tank. The shark eats a few fish, but most of the fish arrive in a very lively state. The fish are challenged.
Have u realized that some of us are also living in a pond like that and need a Shark to keep us awake and moving?
Basically in our lives Sharks are new challenges to keep us active and taste better..... The more intelligent, persistent and competent u are, the more you enjoy a challenge.
If ur challenges are the correct size, and if you are steadily conquering those challenges, you are Conqueror.. You think of your challenges and get energized. You are excited to try new solutions.You are alive!
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