एक पु�रा�नी कल्पि�पुत कहा�नी से� टी�म वक� (lkFk es dke djuk) dh

अच्छh शि�क्षा�

कछु� आऔर

खरगोश

cgqr le; igys dh ckr gS ,d ckj dNq, vkSj [kjxks’k es cgl gqbZ fd ge nksuksa esa ls dkSu rst nkSMrk gSA

eSa lcls rst /kkod gwaA

;g lR; ugha gSAlcls rst /kkod eSa gwaA

Bhd gS…

pyks nkSM gSA

Bhd gS…!

mUgksaus bl cgl dks lekIr djus ds fy;s ,d nkSM izfr;ksfxrk dk vk;kstu fd;kA os izfr;ksfxrk es ,d r; jkLrs ij nkSMus dks lger gq;s vkSj nkSM izkjEe djhA

खरागो�� क� छ सेमय क� शि�ए csrgk’kk भा�गो�. त� dkQh vkxs tk ds ns[krk हा! किक वहा अभा तक कछ� आ से� आगो� gS, उसेनी� से�चा� किक वहा क� छ सेमय क� शि�ए एक पु�ड़ क� नीचा� बै!ठत� हा) औरा दौ,ड़ क� जा�रा राखनी� से� पुहा�� आरा�म djrs हा).

बै�चा�रा�! यहा�. तक किक अगोरा म) एक झपुक0 �� ywa, rks eh वहा म�रा� dks नीहा1 पुकड़ सेकत� हा!.

वहा पु�ड़ क� नीचा� बै!ठ गोय� औरा जा�दौ हा से� गोय�.

rc rd पुरिराश्रम कछ� , us fujUrj pyrs gq, उसे� पुछ� छ�ड़ दिदौय� औरा जा�दौ हा दौ,ड़ सेम�प्त, vkSj og किनीर्विव7व�दौ किवजा�त� क0 रूपु म9 उभाjk.

rc rd खरागो�� उठ� औरा महासे:से किकय� किक वहा दौ,ड़ ख� pqdk था�.

bl कहा�नी क� नी!कितक हा! किक धीम औरा किनीरा.तरा दौ,ड़ gh thrrh हा!.

यहा कहा�नी हा! ftlds lkFk हाम सेबै cMs gq, gSa.

कहा�नी जा�रा हा! ...

खरागो�� दौ,ड़ ख�नी� पुरा किनीरा�� हा� गोय� था� औरा उसेनी� क� छ ख�जा किकय�. औरा उसेनी� महासे:से किकय� किक वहा दौ,ड़ esa gkjk क्य>किक वहा vius ij T;knk भारा�से�, ��पुराव�हा औरा से�स्त हा� गोय� था� औरा izfr;ksfxrk dks ख� दिदौय� था�. यदिदौ वहा ;s lc uk djrk, rks वहा�@ क�ई रा�स्त� नीहा1 था� किक कछ� आ उसे� gjk ikrk.

म) दौ,ड़ क्य> gkj Xkय�?

D;k हाम एक औरा दौ,ड़ करा सेकत� हा)?

Bhd gS.

त� उसेनी� एक औरा दौ,ड़ क� शि�ए कछ� आ क� चा�नी,त दौ�. कछ� आ सेहामत gks x;kA

इसे बै�रा, खरागो�� प्रा�रा.भा से� सेम�प्त करानी� rd क� शि�ए किबैनी� :ds भा�गोrk jgk. उसेनी� कई म� क0 दूरा से� जात�.

कहा�नी क� नी!कितक हा!?

त�जा औरा �गो�त�रा हाम��� धीम औरा किनीरा.तरा हारा� दौ9गो�.If you have two people in your organization, one slow, methodical and reliable, and the other fast and still reliable at what he does, the fast and reliable chap will consistently climb the organizational ladder faster than the slow, methodical chap. यहा धीम औरा किनीरा.तरा हा�नी� अच्छ� हा!, ��किकनी यहा त�जा औरा किवश्वसेनीय हा�नी� बै�हातरा हा!.

��किकनी कहा�नी यहा1 खत्म नीहा1 हा�त ...

इसे बै�रा कछ� , us lkspk, औरा महासे:से किकय� हा! किक वहा�@ क�ई रा�स्त� नीहा1 हा! [kjxks’k ls thrus dk जिजासे तराहा से� यहा वत�म�नी म� nkSM dk izk:Ik cuk;k x;k gSA

म) खरागो�� ls क! से� जात

सेकत� gwa?

उसेनी� था�ड़ दौ�रा क� शि�ए से�चा� , औरा किHरा एक औरा दौ,ड़ क� शि�ए खरागो�� क� चा�नी,त दौ� हा!, ��किकनी था�डा� से� अ�गो म�गो� पुराAखरागो�� us eh सेहामकित व्यक्त क0.

t:j!

हाम एक औरा दौ,ड़ करा सेकत� हा)?इसे बै�रा हाम9 एक अ�गो म�गो� से� जा�नी� हा�गो�.

fQj ls ,d ckj nkSM ��रू gq;h. अपुनीk स्वय. बैनी�य� �गो�त�रा त�जा से� अपुनी प्राकितबैद्धत� क� से�था ध्य�नी म9 राखत� हुए, खरागो�� us उड़�नी भारा औरा rhoz गोकित से� भा�गो� जाबै तक किक वहा एक cMh unh

rd ugh आय� . अ.कितम रा�ख� नीदौ� क� दूसेरा� किकनी�रा� पुरा nks किक��मटीरा क0 nwjh ij था.

अ.कितम रा�ख�

खरागो�� वहा�@ fdukjs ij बै!ठ गोय� vkSj से�चाk fd क्य� करानी� हा!. इसे बैचा म9 कछ� आ नीदौ� क� ikl म9 igwapk, vkSj त!राकरा चा�नीk जा�रा राख� औरा nwljs Nksj igqapdj दौ,ड़ सेम�प्त dj nh.

मु�झे क्या� करना�

चा�हि�ए?

The moral of the story?

First identify your core competency and then change the playing field to suit your core competency. In an organization, if you are a good speaker, make sure you create opportunities to give presentations that enable the senior management to notice you. If your strength is analysis, make sure you do some sort of research, make a report and send it upstairs.

Working to your strengths will not only get you noticed, but will also create opportunities for growth and advancement.

कहा�नी अभा भा खत्म नीहा1 हुbZ हा! ……….

खरागो�� औरा कछ� आ, इसे सेमय तक, बैहुत अच्छ� दौ�स्त बैनी चा�क� था� औरा व� क� छ से�चा से�था म9 किकय� . दौ�नी> क� एहासे�से हुआ किक किपुछ� दौ,ड़ ज्य�दौ� बै�हातरा ढं.गो से� gks ldrh हा!.The hare and the tortoise, by this time, had become pretty good friends and they did some thinking together. Both realized that the last race could have been run much better.

त� mUgksus fiNyh दौ,ड़ किHरा से� करानी� क� H! से�� किकय� , ��किकनी इसे बै�रा एक टी�म क� रूपु म9 nkSMus dk QSlyk fy;k .So they decided to do the last race again, but to run as a team this time.

Hi, buddy. Howabout doing our lastrace again?

Greatम�झ� �गोत� हा! किक हाम इसे� बै�हातरा करा ldrs हा!, अगोरा हाम दौ�नी> एक दूसेरा� क0 मदौदौ djsa rks…

हा�य, दौ�स्त.. dSlk jgsxkvxj ge fiNyh nkSMnksckjk djsa ?

mUgksaus किHरा से� nkSM ��रू करा दिदौय�, औरा इसे बै�रा खरागो�� नीदौ� किकनी�रा� तक dNq, dks ysdj x;k

वहा�@, dNq, us खरागो�� dks अपुनी पुठ पुरा cSBk dj से�था म9 unh ds ml ikj rd त!राकरा ys x;kA

unh ds ml ikj [kjxks’k us fQj ls dNq, dks vius mij cSBk dj vfUre js[kk rd lkFk ysdj x;k vkSj nksuksa us nkSM lkFk esa [kRe dj nhA mUgksaus cMh gh lUrqf”V dh भा�वनी� eglwl dh igys dh nkSMkSa dh rqyuk esAOn the opposite bank, the hare again carried the tortoise and they reached the finishing line together. They both felt a greater sense of satisfaction than they'd felt earlier.

The moral of the story?

It's good to be individually brilliant and to have strong core competencies; but unless you're able to work in a team and harness each other's core competencies, you'll always perform below par because there will always be situations at which you'll do poorly and someone else does well. Teamwork is mainly about situational leadership, letting the person with the relevant core competency for a situation take leadership.

There are more lessons to be learnt from this story. Note that neither the hare nor the tortoise gave up after failures. The hare decided to work harder and put in more effort after his failure. The tortoise changed his strategy because he was already working as hard as he could.

In life, when faced with failure, sometimes it is appropriate to work harder and put in more effort. Sometimes it is appropriate to change strategy and try something different. And sometimes it is appropriate to do both. The hare and the tortoise also learnt another vital lesson. When we stop competing against a rival and instead start competing against the situation, we perform far better.

When Roberto Goizueta took over as CEO of Coca-Cola in the 1980s, he was faced with intense competition from Pepsi that was eating into Coke's growth. His executives were Pepsi-focused and intent on increasing market share 0.1 per cent a time. Roberto decided to stop competing against Pepsi and instead compete against the situation of 0.1 per cent growth.

He asked his executives what was the average fluid intake of an American per day? The answer was 14 ounces. What was Coke's share of that? Two ounces. Roberto said Coke needed a larger share of that market. The competition wasn't Pepsi. It was the water, tea, coffee, milk and fruit juices that went into the remaining 12 ounces. The public should reach for a Coke whenever they felt like drinking something. To this end, Coke put up vending machines at every street corner. Sales took a quantum jump and Pepsi has never quite caught up since.

To sum up, the story of the hare and tortoise teaches us many things:

Never give up when faced with failure Fast and consistent will always beat slow and

steady Work to your competenciesCompete against the situation, not against a

rival. Pooling resources and working as a team

will always beat individual performers

चालो चालोकर मुजबू�त टी�मु� क� हिनामु��ण djsa!