The Voyage2017

Feb - Apr’17 csl newsletter

CEO’s Message 1

China - London Train 2

The Spaghetti Management Syndrome Good Employees

require Good Managers 3

Unveiling The Real You 4

Today’s Buiness Needs “Gladiators” Leaders 5

Best Performer Of The Year “Chennai Branch” 6

2nd Best Performer Of The Year “Kolkatta Branch” 7

Celebrity List - January 8

Celebrity List - February 9

Celebrity List - March 10

Farewell To Our Exec.director Mr. B. Hariharan 11

New Joinees 12

Jokes Corner 13

Milaha to Link Saudi Arabia, India with Direct Service 14

IndexThe Voyage

CEO's Message

With the new financial year and the GST is more certain to happen soon rather than later it will be a new beginning for India especially in the logistics related trade. Freight levels are going up and the ships are floating with full loads is surely a welcome sign and a much-needed boost for the sustainabil-ity of many operators and carriers included. We would recommend our customers to do proper planning for space allocations and periodically review freight rates as we expect the rates to go further up and space to get more tighter.

We CSL will be focusing on more quality hiring and over all development of our network during this financial year that should enhance our products and services. Our focus will be to gain more market share by offering uncompromising service quality and reliability.

Hope you are finding our Voyage interesting and if you have any suggestions please contact us. Happy reading!

AJAI JOSEPH

Alex Philip ,

Corporate

China - London Train

On 1st January 2017 a train departed from Yiwu West Railway station ( Zhejiang Province , East China ) i in China for Barking , London. This is the first direct train from China ( any Asian country ) to London. It travelled around 12,000 KM ( 7456 miles ) and passed through Kazakhstan, Russia, Belarus, Poland , Germany, Belgium and France before reaching England. There were 34 containers carry-ing clothing and other things. On return trip, it will have German meat products, Russian wood and French wine as cargo. It took 18 days to reach London from China. Train is cheaper than flight and faster than ship.This train is operated by China Railway Corporation. To overcome the difficult of different gauge used by various countries the trains go through bogie exchange, which is more or likely have containers reloaded in rail cars of different gauge. There are currently 39 routes linking Chinese cities and European cities. China – Madrid freight train runs for more than a year, which is the longer than Moscow – Vladivostok trans-Siberian passenger route. Madrid – China train have Olive oil as return cargo.

Vidhya,

Bangalore

The Spaghetti Management Syndrome Good Employees Require Good Managers

When an employee quits, many times they don’t quit the company — they quit their manager. I validated this fact in an employee retention survey which showed in 46% of the cases the main reason people quit their employer was because of their first-line supervisor; a painful statistic when you consider how difficult and expensive it is to find and train good people. To make matters worse, businesses are stupid to do nothing about it.In my mind, it is an honour as well as an important responsibility to become a manager. When I use the word, “manager,” I am not necessarily referring to a job title, but talking about the “role” of managing people.A manager’s job is not easy. The demands are difficult. Many bosses are doing the jobs of two or more people. Employees expect more; some are plain difficult to work with.Many businesses do a poor job selecting and training managers. It goes without saying those that do a good job selecting and developing their managers will enjoy higher productivity and lower employee turnover. However, most often the employer is at fault for not giving them the tools, training, and support to succeed.

Spaghetti Management Syndrome

Just because a person shows potential or has a degree does not mean they will be good at managing others. Many are skilled technicians, but unfortunately are clueless on the art and science of managing people.Some businesses practice what I call “spaghetti management.” They pick a bunch of people, promote them to managers, then throw them on a wall like spaghetti and see what sticks. This is not the fault of the individual manager, but the employer’s. Without training and support most new managers will fail. This is one of the main reasons people today run like the plague to avoid becoming supervisors and managers.Sure, some managers are tyrants and no amount of training is going to change them. But at least good businesses recognize their mistakes and provide additional training, or find the errant manager a job somewhere else.Good businesses place people skills as a vital part of their performance management system. For example, Synovus Financial has been listed in the “Top 100 Best Places to Work” for several years. They have a commandment that says, “A manager’s most important role is to serve, grow, and inspire his or her people—with no exception.” This requirement had a positive impact on the bottom line. Not only did their employee turnover rate drop, but also their market capitalization grew from $2.2 billion to $8 billion in four years.

Good Leaders Show They Care

I went into the Army after college to learn how to be a good leader. My first boss was a great mentor and teacher. He was an experienced veteran and a former Special Forces medic in Vietnam. He was the type of person who always put the needs of others before his own interests.As the lowest ranking member of my battalion, I had to pull duty on the worst day of the year — New Years Eve. I worked all day and then I was up all night. You can imagine what mischief 500 soldiers can get in. Finally, Saturday morning arrived and I could not wait to go home. The phone rang; it was Joe, my boss. He wanted to know if I had made any plans for lunch. He and his wife had prepared something and he wanted to bring it over to me. Today, I don’t remember what the food was, but it was a meal I will never forget.That one small act of kindness crystallized in my mind what leadership was about — caring for those you lead. That act taught me more about leadership than all the degrees and diplomas hanging on my wall.

Simi Sainudeen

corporate

During a research experiment a marine biologist placed a shark into a large holding tank and then released several small bait fish into the tank. As you would expect , the shark quickly swam around the tank , attacked and ate the smaller fish . The marine biologist then inserted a strong piece of fibre glass into the tank, creating two separate partitions. She then put the shark on one side of the fiberglass and a new set of bait fish on the other. Again the shark quickly attacked .This time however, the shark slammed into the fiberglass divider and bounced off . Undeterred, the shark kept repeating this behaviour every few minutes to no avail. Meanwhile , the bait fish swam around unharmed in the second partition. Eventually , about an hour ago into the exper-iment , the shark gave up. This experiment was repeated several dozen times over the next few weeks. Each time the shark got less aggressive and made fewer attempts to attack the bait fish until eventually the shark got tired of hitting the fiberglass divider and simply stopped attacking altogether .

The marine biologist then removed the fiberglass divider , but the shark didn’t attack . The shark was trained to believe a barrier existed between it and the bait fish , so the bait fish swam wherever they wished , free from harm .

Many of us , after experiencing setbacks and failures , emotionally give up and stop trying . Like the shark in the story , we believe that because we were unsuccessful in the past , we will always be unsuccessful. In other words , we continue to see a barrier in our heads , even when no ‘real’ barrier exists between where we are and where we want to go.

“Unveiling The Real You”

Sasikala,

Bangalore

Today’s Buiness

needs“Gladiators” L e a d e r s

“Gladiator virtues” like bravery, integrity and vision can help your company rise from mediocre to extraordinary.Remember the heart-pounding, soul-stirring message of the movie Gladiator? Remem-ber how Maximus, the Russell Crowe character, rallied his men around him and led them to victory, even in the face of almost certain defeat? Remember his “envision the goal” technique for getting through the horrors of battle? Now, consider the leadership in your own company. Any gladiators in the ranks? Are you a gladiator?The time is right for a more heroic style of leadership. Desperate times lend themselves to the rise of gladiators. Instead of seeing today’s economy as a negative, executives should view it as an opportunity in disguise—a chance to position your organization for the inevitable economic upswing. Here are eight virtues of Gladiator Leadership.1. Gladiators have a mission for which they feel real passion. Call it a purpose, an obses-sion, a calling: whatever the terminology, good leaders have a defining mission in their life. This mission, above all other traits, separates managers from leaders. In Gladiator, Maximus lived for the mission of killing the evil usurper Commodus and restoring Rome to the values that made her great.2. Gladiators create a vision. Having and communicating a clear picture of a future goal will lead to its achievement. Dare to think great! Maximus helped his fellow gladiators see that they could overthrow their enemies and survive the horror of the battles they were forced to participate in. In business, a leader may create an “enemy”—the econo-my, the competition, inefficiency—to challenge the energies of his or her people and give them something to fight for.3. Gladiators lead from the front—they don’t dictate from the back. In the movie, both when Maximus was a general and a gladiator, he fought up front where the firestorm was heaviest. So does a good business leader. Working “in the trenches” shows you’re not afraid to get your hands dirty, it helps you fully understand the issues your “soldiers” are facing, and inspires loyalty in your troops.4. Gladiators know there is strength in teams. Where would Maximus have been if he had not trusted his men to fight with him and cover his back? Likewise, where would you be without your employees? While the gladiator leader has the skills to draw people together, he doesn’t hog the spotlight. He has care and compassion for his team and wants every member to be recognized for his or her efforts. This is especially important in a time when the old style “command and control” structure is waning. Younger workers (Generations X and Y) tend to be loyal to their co-workers rather than the traditional “organization.”5. Gladiators encourage risk-taking. In the Roman Empire, gladiators were expected to die with honour. Refusing to lie down and let one’s opponents win was bucking the status quo. (And certainly, killing the reigning emperor—however corrupt—simply was not done!) If a company does not examine its way of doing things, if it does not push out its boundaries, if it never makes mistakes, it may become road kill.6. Gladiators keep their heads in a crisis. Maximus had to think on his feet and refuse to give into terror and panic. He faced the most formidable foes calmly and with focus. Business leaders must do the same. They must take a position and defend it when things go awry. Being graceful and brave under fire is the surest way to build credibili-ty—a necessity for sound leadership. Gladiators don’t retreat due to the slowing econo-my, but look for the opportunity under their feet.7. Gladiators prepare for battle 24 hours a day. Essentially, a Roman gladiator was a fighting machine. To stay alive, his mind had to be constantly on the upcoming battle. Business leaders, likewise, must be obsessed with training and developing their people in good times and bad. People need and want to hone their individual skills and “sharpen their swords.” Furthermore, good leaders must constantly learn what’s necessary to survive and unlearn the “old rules.” Just because a management style worked a decade ago does not mean it will work in today’s economy—good leaders evolve with the times.8. Gladiators are teachers and mentors. Maximus taught his soldiers the lessons they would need to survive in their new role as gladiators. In today’s rapidly changing environ-ment, leaders must also teach and train those who may soon replace them. We are not necessarily talking about formal classroom training. We need leaders talking to people in the hallway, in the restaurant . . . everywhere. Everyone should be mentoring some-one.

Mr. SunilKumar receiving the best performer of the year certificate from our Chairman & CEO Mr. Ajai Joseph.

BEST PERFORMER OF THE YEAR “CHENNAI BRANCH”

Mr. Tapan Gosh & Mr. Pijush Saha receiving the 2nd Best performer of the year award certificate from our Executive Director Mr. B. Hariharan.

2nd BEST PERFORMER OF THE YEAR “KOLKATTA BRANCH”

ANCHORAGE

14 - JAN AJITH CORPORATE15 – JAN R.PANNEER CHENNAI17 – JAN K.F.FREDRICK CHENNAI20 – JAN RAMACHANDRA RAO VIZAG

CELEBRITY LIST – BIRTHDAY WISHES JANUARY 2017

CSL

02 – FEB SARAVANAN P CHENNAI 06 – FEB ELIZABETH SONIA JOBY COCHIN 07 – FEB ABHILASH COCHIN08 – FEB PIJUSH SAHA KOLKATTA11 – FEB AJAI JOSEPH CORPORATE 14 – FEB ANURADHA J CHENNAI21 – FEB ANILKUMAR PC CORPORATE23 –FEB NARESH SAVLA MUMBAI26 – FEB D.JOHNSON TUTICORIN

CELEBRITY LIST – BIRTHDAY WISHES FEBRUARY 2017

CSL

05 – MARCH VARGHESE JOHN COCHIN08 – MARCH M.SUMATHI CHENNAI17 – MARCH KRISHNAKUMAR BANGALORE18 – MARCH MUKUL M BANGALORE20 – MARCH SHIVAMURTHY SK BANGALORE20 – MARCH VINOD COCHIN

CELEBRITY LIST – BIRTHDAYS MARCH 2017

“ Now you can laze around And sip on your coffee

You can strut around the house In you jammies & tees

It is now that you’ll enjoy Time ticking by slowly To retire to such a life You are really Lucky “

FAREWELL TO OUR EXEC.DIRECTOR MR. B. HARIHARAN

JANUARY

DIKSHA SHANKAR PUJARE , JUNIOR DOCUMENTATION EXEC. IMPORTS, MUMBAI

J.SATHISH , ASSISTANT MANAGER , SALES - TUTICORIN

D.JOHNSON , ASSISTANT MANAGER , SALES - TUTICORIN

HARISHKUMAR , ASSISTANT MANAGER , SALES – DELHI

PRATIK DONGARKAR , OFFICE ASSISTANT - MUMBAI

D’SOUZA CONNIE , ASSISTANT MANAGER , SALES - MUMBAI

FEBRUARY

ANJALI NAZAR , SR. EXECUTIVE HR , CORPORATE

HARIKRISHNAN E , ASSISTANT MANAGER , SALES -COCHIN

NEW JOINEES

JOKES CORNER

Marine transport and logistics conglomerate Qatar Navigation (Milaha) has signed an agreement with the Kandla International Container Terminal (KICT) in India to start the first direct common carrier feeder service between Saudi Arabia and India.The company said that the new weekly service will connect the Gujarat port of Kandla directly with Jebel Ali in Dubai, and Dammam and Jubail in Saudi Arabia.The company decided to launch the new service as a large proportion of Dammam’s agricultural produce cargo is exported through the ports in Gujarat.Named Kandla Dammam Express (KDX), the service will be operated with 2 vessels and will have the following rotation with a 14-day round-trip: Kandla – Jebel Ali – Dammam – Jubail – Jebel Ali – Kandla.The first vessel call of this service will be M.V Oshairij on February 4, 2017 from Kandla.“After our successful entry into the Indian market in March 2015 with the launch of the first direct service between Qatar and India, we have been exploring various options to further enhance our presence in the country,” Abdulrah-man Essa Al-Mannai, Milaha’s President and CEO, said.“We are proud to be part of this historic moment which will certainly bolster trade ties between the Gulf region as a whole and India, as well as further broaden our feeder network within the Gulf and the Indian Subcontinent,” the CEO added.

Milaha to Link Saudi Arabia, India with Direct Service

World Maritime

The Voyage Team

Editor : Ajai Joseph

Picture Source: Csl Corporate, Branches. art Director : Simi Sainudeen Articles : Alex Philip , Vidhya, Simi Sainudeen, Sasikala, Industry Inputs From World Maritime

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