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Subhash Chandra Sayings

When I See Someone Not Performing, I Am Frank Enough To Tell The Person That It's Not Working Out. I Request Him Or Her To Leave Or Change Jobs Within The Group. But I See Many Of Our Senior Colleagues, Including My Brothers, Sons And Nephews, Empathetic Towards Non-performers. They Don't Want To Face The Issue. They Tend To Become Comfortable With Such People And They Get Protection. They Tend To Choose People Who Become Personally Loyal To Them Rather Than To The Company. I Think It's Important To Be Professional About Such Matters. Protecting A Non-performer Is Not Good For The Business And Also The Person Being Protected. This Is Unprofessional Too. The Non-performer May Be In The Wrong Job And Thus Not Doing What He Or She Is Best At Doing. Empathy That Results In Protection Would Lead To A Negative Result For The Employee As Well. He Or She Might Be Better Off In Another Job Within The Group Or Elsewhere.

Subhash Chandra Sayings: When I See Someone Not Performing, I Am Frank Enough To Tell The Person That It's Not Working Out. I Request Him Or Her To Leave Or Change Jobs Within The Group. But I See Many Of Our Senior Colleagues, Including My Brothers, Sons And Nephews, Empathetic Towards Non-performers. They Don't Want To Face The Issue. They Tend To Become Comfortable With Such People And They Get Protection. They Tend To Choose People Who Become Personally Loyal To Them Rather Than To The Company. I Think It's Important To Be Professional About Such Matters. Protecting A Non-performer Is Not Good For The Business And Also The Person Being Protected. This Is Unprofessional Too. The Non-performer May Be In The Wrong Job And Thus Not Doing What He Or She Is Best At Doing. Empathy That Results In Protection Would Lead To A Negative Result For The Employee As Well. He Or She Might Be Better Off In Another Job Within The Group Or Elsewhere.

Subhash Chandra Sayings: When I See Someone Not Performing, I Am Frank Enough To Tell The Person That It's Not Working Out. I Request Him Or Her To Leave Or Change Jobs Within The Group. But I See Many Of Our Senior Colleagues, Including My Brothers, Sons And Nephews, Empathetic Towards Non-performers. They Don't Want To Face The Issue. They Tend To Become Comfortable With Such People And They Get Protection. They Tend To Choose People Who Become Personally Loyal To Them Rather Than To The Company. I Think It's Important To Be Professional About Such Matters. Protecting A Non-performer Is Not Good For The Business And Also The Person Being Protected. This Is Unprofessional Too. The Non-performer May Be In The Wrong Job And Thus Not Doing What He Or She Is Best At Doing. Empathy That Results In Protection Would Lead To A Negative Result For The Employee As Well. He Or She Might Be Better Off In Another Job Within The Group Or Elsewhere.

Subhash Chandra Sayings: When I See Someone Not Performing, I Am Frank Enough To Tell The Person That It's Not Working Out. I Request Him Or Her To Leave Or Change Jobs Within The Group. But I See Many Of Our Senior Colleagues, Including My Brothers, Sons And Nephews, Empathetic Towards Non-performers. They Don't Want To Face The Issue. They Tend To Become Comfortable With Such People And They Get Protection. They Tend To Choose People Who Become Personally Loyal To Them Rather Than To The Company. I Think It's Important To Be Professional About Such Matters. Protecting A Non-performer Is Not Good For The Business And Also The Person Being Protected. This Is Unprofessional Too. The Non-performer May Be In The Wrong Job And Thus Not Doing What He Or She Is Best At Doing. Empathy That Results In Protection Would Lead To A Negative Result For The Employee As Well. He Or She Might Be Better Off In Another Job Within The Group Or Elsewhere.

Subhash Chandra Sayings: When I See Someone Not Performing, I Am Frank Enough To Tell The Person That It's Not Working Out. I Request Him Or Her To Leave Or Change Jobs Within The Group. But I See Many Of Our Senior Colleagues, Including My Brothers, Sons And Nephews, Empathetic Towards Non-performers. They Don't Want To Face The Issue. They Tend To Become Comfortable With Such People And They Get Protection. They Tend To Choose People Who Become Personally Loyal To Them Rather Than To The Company. I Think It's Important To Be Professional About Such Matters. Protecting A Non-performer Is Not Good For The Business And Also The Person Being Protected. This Is Unprofessional Too. The Non-performer May Be In The Wrong Job And Thus Not Doing What He Or She Is Best At Doing. Empathy That Results In Protection Would Lead To A Negative Result For The Employee As Well. He Or She Might Be Better Off In Another Job Within The Group Or Elsewhere.

Subhash Chandra Sayings: When I See Someone Not Performing, I Am Frank Enough To Tell The Person That It's Not Working Out. I Request Him Or Her To Leave Or Change Jobs Within The Group. But I See Many Of Our Senior Colleagues, Including My Brothers, Sons And Nephews, Empathetic Towards Non-performers. They Don't Want To Face The Issue. They Tend To Become Comfortable With Such People And They Get Protection. They Tend To Choose People Who Become Personally Loyal To Them Rather Than To The Company. I Think It's Important To Be Professional About Such Matters. Protecting A Non-performer Is Not Good For The Business And Also The Person Being Protected. This Is Unprofessional Too. The Non-performer May Be In The Wrong Job And Thus Not Doing What He Or She Is Best At Doing. Empathy That Results In Protection Would Lead To A Negative Result For The Employee As Well. He Or She Might Be Better Off In Another Job Within The Group Or Elsewhere.

Subhash Chandra Sayings: When I See Someone Not Performing, I Am Frank Enough To Tell The Person That It's Not Working Out. I Request Him Or Her To Leave Or Change Jobs Within The Group. But I See Many Of Our Senior Colleagues, Including My Brothers, Sons And Nephews, Empathetic Towards Non-performers. They Don't Want To Face The Issue. They Tend To Become Comfortable With Such People And They Get Protection. They Tend To Choose People Who Become Personally Loyal To Them Rather Than To The Company. I Think It's Important To Be Professional About Such Matters. Protecting A Non-performer Is Not Good For The Business And Also The Person Being Protected. This Is Unprofessional Too. The Non-performer May Be In The Wrong Job And Thus Not Doing What He Or She Is Best At Doing. Empathy That Results In Protection Would Lead To A Negative Result For The Employee As Well. He Or She Might Be Better Off In Another Job Within The Group Or Elsewhere.

Subhash Chandra Sayings: When I See Someone Not Performing, I Am Frank Enough To Tell The Person That It's Not Working Out. I Request Him Or Her To Leave Or Change Jobs Within The Group. But I See Many Of Our Senior Colleagues, Including My Brothers, Sons And Nephews, Empathetic Towards Non-performers. They Don't Want To Face The Issue. They Tend To Become Comfortable With Such People And They Get Protection. They Tend To Choose People Who Become Personally Loyal To Them Rather Than To The Company. I Think It's Important To Be Professional About Such Matters. Protecting A Non-performer Is Not Good For The Business And Also The Person Being Protected. This Is Unprofessional Too. The Non-performer May Be In The Wrong Job And Thus Not Doing What He Or She Is Best At Doing. Empathy That Results In Protection Would Lead To A Negative Result For The Employee As Well. He Or She Might Be Better Off In Another Job Within The Group Or Elsewhere.

Subhash Chandra Sayings: When I See Someone Not Performing, I Am Frank Enough To Tell The Person That It's Not Working Out. I Request Him Or Her To Leave Or Change Jobs Within The Group. But I See Many Of Our Senior Colleagues, Including My Brothers, Sons And Nephews, Empathetic Towards Non-performers. They Don't Want To Face The Issue. They Tend To Become Comfortable With Such People And They Get Protection. They Tend To Choose People Who Become Personally Loyal To Them Rather Than To The Company. I Think It's Important To Be Professional About Such Matters. Protecting A Non-performer Is Not Good For The Business And Also The Person Being Protected. This Is Unprofessional Too. The Non-performer May Be In The Wrong Job And Thus Not Doing What He Or She Is Best At Doing. Empathy That Results In Protection Would Lead To A Negative Result For The Employee As Well. He Or She Might Be Better Off In Another Job Within The Group Or Elsewhere.

Subhash Chandra Sayings: When I See Someone Not Performing, I Am Frank Enough To Tell The Person That It's Not Working Out. I Request Him Or Her To Leave Or Change Jobs Within The Group. But I See Many Of Our Senior Colleagues, Including My Brothers, Sons And Nephews, Empathetic Towards Non-performers. They Don't Want To Face The Issue. They Tend To Become Comfortable With Such People And They Get Protection. They Tend To Choose People Who Become Personally Loyal To Them Rather Than To The Company. I Think It's Important To Be Professional About Such Matters. Protecting A Non-performer Is Not Good For The Business And Also The Person Being Protected. This Is Unprofessional Too. The Non-performer May Be In The Wrong Job And Thus Not Doing What He Or She Is Best At Doing. Empathy That Results In Protection Would Lead To A Negative Result For The Employee As Well. He Or She Might Be Better Off In Another Job Within The Group Or Elsewhere.

Subhash Chandra Sayings: When I See Someone Not Performing, I Am Frank Enough To Tell The Person That It's Not Working Out. I Request Him Or Her To Leave Or Change Jobs Within The Group. But I See Many Of Our Senior Colleagues, Including My Brothers, Sons And Nephews, Empathetic Towards Non-performers. They Don't Want To Face The Issue. They Tend To Become Comfortable With Such People And They Get Protection. They Tend To Choose People Who Become Personally Loyal To Them Rather Than To The Company. I Think It's Important To Be Professional About Such Matters. Protecting A Non-performer Is Not Good For The Business And Also The Person Being Protected. This Is Unprofessional Too. The Non-performer May Be In The Wrong Job And Thus Not Doing What He Or She Is Best At Doing. Empathy That Results In Protection Would Lead To A Negative Result For The Employee As Well. He Or She Might Be Better Off In Another Job Within The Group Or Elsewhere.

Subhash Chandra Sayings: When I See Someone Not Performing, I Am Frank Enough To Tell The Person That It's Not Working Out. I Request Him Or Her To Leave Or Change Jobs Within The Group. But I See Many Of Our Senior Colleagues, Including My Brothers, Sons And Nephews, Empathetic Towards Non-performers. They Don't Want To Face The Issue. They Tend To Become Comfortable With Such People And They Get Protection. They Tend To Choose People Who Become Personally Loyal To Them Rather Than To The Company. I Think It's Important To Be Professional About Such Matters. Protecting A Non-performer Is Not Good For The Business And Also The Person Being Protected. This Is Unprofessional Too. The Non-performer May Be In The Wrong Job And Thus Not Doing What He Or She Is Best At Doing. Empathy That Results In Protection Would Lead To A Negative Result For The Employee As Well. He Or She Might Be Better Off In Another Job Within The Group Or Elsewhere.

Subhash Chandra Sayings: When I See Someone Not Performing, I Am Frank Enough To Tell The Person That It's Not Working Out. I Request Him Or Her To Leave Or Change Jobs Within The Group. But I See Many Of Our Senior Colleagues, Including My Brothers, Sons And Nephews, Empathetic Towards Non-performers. They Don't Want To Face The Issue. They Tend To Become Comfortable With Such People And They Get Protection. They Tend To Choose People Who Become Personally Loyal To Them Rather Than To The Company. I Think It's Important To Be Professional About Such Matters. Protecting A Non-performer Is Not Good For The Business And Also The Person Being Protected. This Is Unprofessional Too. The Non-performer May Be In The Wrong Job And Thus Not Doing What He Or She Is Best At Doing. Empathy That Results In Protection Would Lead To A Negative Result For The Employee As Well. He Or She Might Be Better Off In Another Job Within The Group Or Elsewhere.

Subhash Chandra Sayings: When I See Someone Not Performing, I Am Frank Enough To Tell The Person That It's Not Working Out. I Request Him Or Her To Leave Or Change Jobs Within The Group. But I See Many Of Our Senior Colleagues, Including My Brothers, Sons And Nephews, Empathetic Towards Non-performers. They Don't Want To Face The Issue. They Tend To Become Comfortable With Such People And They Get Protection. They Tend To Choose People Who Become Personally Loyal To Them Rather Than To The Company. I Think It's Important To Be Professional About Such Matters. Protecting A Non-performer Is Not Good For The Business And Also The Person Being Protected. This Is Unprofessional Too. The Non-performer May Be In The Wrong Job And Thus Not Doing What He Or She Is Best At Doing. Empathy That Results In Protection Would Lead To A Negative Result For The Employee As Well. He Or She Might Be Better Off In Another Job Within The Group Or Elsewhere.

Subhash Chandra Sayings: When I See Someone Not Performing, I Am Frank Enough To Tell The Person That It's Not Working Out. I Request Him Or Her To Leave Or Change Jobs Within The Group. But I See Many Of Our Senior Colleagues, Including My Brothers, Sons And Nephews, Empathetic Towards Non-performers. They Don't Want To Face The Issue. They Tend To Become Comfortable With Such People And They Get Protection. They Tend To Choose People Who Become Personally Loyal To Them Rather Than To The Company. I Think It's Important To Be Professional About Such Matters. Protecting A Non-performer Is Not Good For The Business And Also The Person Being Protected. This Is Unprofessional Too. The Non-performer May Be In The Wrong Job And Thus Not Doing What He Or She Is Best At Doing. Empathy That Results In Protection Would Lead To A Negative Result For The Employee As Well. He Or She Might Be Better Off In Another Job Within The Group Or Elsewhere.

Subhash Chandra Sayings: When I See Someone Not Performing, I Am Frank Enough To Tell The Person That It's Not Working Out. I Request Him Or Her To Leave Or Change Jobs Within The Group. But I See Many Of Our Senior Colleagues, Including My Brothers, Sons And Nephews, Empathetic Towards Non-performers. They Don't Want To Face The Issue. They Tend To Become Comfortable With Such People And They Get Protection. They Tend To Choose People Who Become Personally Loyal To Them Rather Than To The Company. I Think It's Important To Be Professional About Such Matters. Protecting A Non-performer Is Not Good For The Business And Also The Person Being Protected. This Is Unprofessional Too. The Non-performer May Be In The Wrong Job And Thus Not Doing What He Or She Is Best At Doing. Empathy That Results In Protection Would Lead To A Negative Result For The Employee As Well. He Or She Might Be Better Off In Another Job Within The Group Or Elsewhere.