Family outing

7 05 2012

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Yesterday marked the inaugural National Family Day here in Brunei, with lots of activities organised throughout the 4 districts. Though we did not join in any of the activities, we did go out to celebrate the Family Day in our own way. Family photoshoot.

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My wife and I had been planning to go out and do a family photoshoot for sometime now. We had one done when Qisya was almost 1 year old back a couple of years ago. But now there’re 4 of us with the addition of Rayyan, so we needed to do a ‘proper’ photoshoot.

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We didn’t want to go to a studio for the shoot. So we decided to go for a street photography outing. Cipin from Lighthill Studio was our photogrpaher, and he brought along some his friends too. And we had our lomo cameras as well, as we wanted the shoot to be themed around lomography.

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We haven’t developed our films yet. These are the ones Cipil took and edited. Can’t wait to see the rest of the pictures. Will post the pictures in the future. For now, enjoy the rest of the pictures.

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The National Family Day will be celebrated on the first Sunday of May every year.





Mothers

3 05 2012

“Mothers hold their children’s hand for a short while, but their hearts forever.”





Extraordinary bosses

30 04 2012

While reading through my twitter feeds, I came across Reeda’s post titled ‘Is your boss extraordinary? It’s an article written by Geoffrey James on Inc magazine. I’d like to share the original article on here.

8 Core Beliefs of Extraordinary Bosses

by Geoffrey James

The best managers have a fundamentally different understanding of workplace, company, and team dynamics. See what they get right.

A few years back, I interviewed some of the most successful CEOs in the world in order to discover their management secrets. I learned that the “best of the best” tend to share the following eight core beliefs.

1. Business is an ecosystem, not a battlefield.

Average bosses see business as a conflict between companies, departments and groups. They build huge armies of “troops” to order about, demonize competitors as “enemies,” and treat customers as “territory” to be conquered.

Extraordinary bosses see business as a symbiosis where the most diverse firm is most likely to survive and thrive. They naturally create teams that adapt easily to new markets and can quickly form partnerships with other companies, customers … and even competitors.

2. A company is a community, not a machine.

Average bosses consider their company to be a machine with employees as cogs. They create rigid structures with rigid rules and then try to maintain control by “pulling levers” and “steering the ship.”

Extraordinary bosses see their company as a collection of individual hopes and dreams, all connected to a higher purpose. They inspire employees to dedicate themselves to the success of their peers and therefore to the community–and company–at large.

3. Management is service, not control.

Average bosses want employees to do exactly what they’re told. They’re hyper-aware of anything that smacks of insubordination and create environments where individual initiative is squelched by the “wait and see what the boss says” mentality.

Extraordinary bosses set a general direction and then commit themselves to obtaining the resources that their employees need to get the job done. They push decision making downward, allowing teams form their own rules and intervening only in emergencies.

4. My employees are my peers, not my children.

Average bosses see employees as inferior, immature beings who simply can’t be trusted if not overseen by a patriarchal management. Employees take their cues from this attitude, expend energy on looking busy and covering their behinds.

Extraordinary bosses treat every employee as if he or she were the most important person in the firm. Excellence is expected everywhere, from the loading dock to the boardroom. As a result, employees at all levels take charge of their own destinies.

5. Motivation comes from vision, not from fear.

Average bosses see fear–of getting fired, of ridicule, of loss of privilege–as a crucial way to motivate people. As a result, employees and managers alike become paralyzed and unable to make risky decisions.

Extraordinary bosses inspire people to see a better future and how they’ll be a part of it. As a result, employees work harder because they believe in the organization’s goals, truly enjoy what they’re doing and (of course) know they’ll share in the rewards.

6. Change equals growth, not pain.

Average bosses see change as both complicated and threatening, something to be endured only when a firm is in desperate shape. They subconsciously torpedo change … until it’s too late.

Extraordinary bosses see change as an inevitable part of life. While they don’t value change for its own sake, they know that success is only possible if employees and organization embrace new ideas and new ways of doing business.

7. Technology offers empowerment, not automation.

Average bosses adhere to the old IT-centric view that technology is primarily a way to strengthen management control and increase predictability. They install centralized computer systems that dehumanize and antagonize employees.

Extraordinary bosses see technology as a way to free human beings to be creative and to build better relationships. They adapt their back-office systems to the tools, like smartphones and tablets, that people actually want to use.

8. Work should be fun, not mere toil.

Average bosses buy into the notion that work is, at best, a necessary evil. They fully expect employees to resent having to work, and therefore tend to subconsciously define themselves as oppressors and their employees as victims. Everyone then behaves accordingly.

Extraordinary bosses see work as something that should be inherently enjoyable–and believe therefore that the most important job of manager is, as far as possible, to put people in jobs that can and will make them truly happy.

And it’s such a coincidence reading today’s (30/4/2012) Dilbert cartoon strip on leadership books. Such denial 🙂
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Difference between a leader and a boss

25 04 2012

Ok, I didn’t come up with this. Got this picture off of my friend. But it’s true.

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So, what are you…?





Brunei Bike Week 2012

22 04 2012

Here’s a short video from the recent Brunei Bike Week 2012, held early March 2012 at JP. Shot on my lomokino camera. First try, first roll. From the lomokino Enjoy.





Brunei bike week 2011 – Day 2

12 03 2011

Day 2 of the Brunei bike week 2011 today 12 March 2011. Went to JP earlier this afternoon and took some quick snaps.





Brunei bike week 2011

11 03 2011

11 March 2001 marks the start of the first Brunei Bike week 2011, held at the Amphitheatre, Jerudong Park. I went there earlier tonight and here are a few pictures from the event.


This might be the first Bruneian car with a hydrolic absorber system