Chat with God..

Sedikit renungan untuk hari ini.
Please enjoy it !
Have a blessing day ;)

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TUHAN : Kamu memanggilKu ?
AKU : MemanggilMu ? Tidak.. Ini siapa ya ?

TUHAN : Ini TUHAN. Aku mendengar doamu. Jadi Aku ingin berbincang-bincang denganmu.
AKU : Ya, saya memang sering berdoa, hanya agar saya merasa lebih baik. Tapi sekarang saya sedang sibuk, sangat sibuk.


TUHAN : Sedang sibuk apa ? Semut juga sibuk.
AKU : Nggak tau ya. Yang pasti saya tidak punya waktu luang sedikit pun. Hidup jadi seperti diburu-buru. Setiap waktu telah menjadi waktu sibuk.

TUHAN : Benar sekali. Aktivitas memberimu kesibukan. Tapi Produktifitas memberimu hasil. Aktifitas memakan waktu, Produktifitas membebaskan waktu.
AKU : Saya mengerti itu. Tapi saya tetap tidak dapat menghindarinya. Sebenarnya, saya tidak mengharapkan Tuhan mengajakku chatting seperti ini.

TUHAN : Aku ingin memecahkan masalahmu dengan waktu, dengan memberimu beberapa petunjuk. Di era internet ini, Aku ingin menggunakan media yang lebih nyaman untukmu daripada sekedar lewat mimpi, misalnya.

AKU : OKE, sekarang beritahu saya, mengapa hidup jadi begitu rumit ?
TUHAN : Berhentilah menganalisa hidup. Jalani saja. Analisalah yang membuatnya jadi rumit.

AKU : Kalau begitu mengapa kami manusia tidak pernah merasa Senang ?
TUHAN : Hari ini adalah hari esok yang kamu khawatirkan kemarin. Kamu merasa khawatir karena kamu menganalisa. Merasa khawatir menjadi kebiasaanmu. Karena itulah kamu tidak pernah merasa senang.

AKU : Tapi bagaimana mungkin kita tidak khawatir jika ada begitu banyak ketidakpastian.
TUHAN : Ketidakpastian itu tidak bisa dihindari. Tapi kekhawatiran adalah sebuah pilihan.

AKU : Tapi, begitu banyak rasa sakit karena ketidakpastian.
TUHAN : Rasa sakit tidak bisa dihindari, tetapi penderitaan adalah sebuah pilihan.

AKU : Jika Penderitaan itu pilihan, mengapa orang baik selalu menderita ?
TUHAN : Intan tidak dapat diasah tanpa gesekan. Emas tidak dapat dimurnikan tanpa api. Orang baik melewati rintangan, tanpa menderita. Dengan pengalaman itu, hidup mereka menjadi lebih baik bukan sebaliknya.

AKU : Maksudnya pengalaman pahit itu berguna?
TUHAN : Ya. Dari segala sisi, pengalaman adalah guru yang keras. Guru pengalaman memberi ujian dulu, baru pemahamannya.

AKU : Tetapi, mengapa kami harus melalui semua ujian itu ? Mengapa kami tidak dapat hidup bebas dari masalah ?
TUHAN : Masalah adalah rintangan yang ditujukan untuk meningkatkan kekuatan mental. Kekuatan dari dalam diri bisa keluar dari perjuangan dan rintangan, bukan dari berleha - leha.

AKU : Sejujurnya ditengah segala persoalan ini, kami tidak tahu kemana harus melangkah.
TUHAN : Jika kamu melihat keluar, maka kamu tidak akan tahu kemana kamu melangkah. Lihatlah ke dalam. Melihat keluar, kamu bermimpi. Melihat ke dalam, kamu terjaga. Mata memberimu penglihatan. Hati memberimu arah.

AKU : Kadang - kadang ketidakberhasilan membuatku menderita. Apa yang dapat saya lakukan ?
TUHAN : Keberhasilan adalah ukuran yang dibuat oleh orang lain. Kepuasan adalah ukuran yang dibuat olehmu sendiri. Mengetahui tujuan perjalanan akan terasa lebih memuaskan daripada mengetahui bahwa kau sedang berjalan. Bekerjalah dengan kompas, biarkan orang lain bekejaran dengan waktu.

AKU : Di dalam saat sulit, bagaimana saya bisa tetap termotivasi ?
TUHAN : Selalulah melihat sudah berapa jauh kamu berjalan, daripada masih berapa jauh kamu harus berjalan. Selalu hitung yang harus kau syukuri, jangan hitung apa yang tidak kau peroleh.

AKU : Apa yang menarik dari manusia ?
TUHAN : Jika menderita, mereka bertanya "Mengapa harus aku ?". Jika mereka bahagia, tidak ada yang pernah bertanya "Mengapa harus aku ?".

AKU : Kadangkala saya bertanya, siapa saya, mengapa saya disini ?
TUHAN : Jangan mencari siapa kamu, tapi tentukanlah ingin menjadi apa kamu. Berhentilah mencari mengapa saya di sini. Ciptakan tujuan itu. Hidup bukanlah proses pencarian, tapi sebuah proses penciptaan.

AKU : Bagaimana saya bisa mendapat yang terbaik dalam hidup ini ?
TUHAN : Hadapilah masa lalu-mu tanpa penyesalan. Peganglah saat ini dengan
keyakinan. Siapkan masa depan tanpa rasa takut.

AKU : Pertanyaan terakhir. Seringkali saya merasa doa-doaku tidak dijawab.
TUHAN : Tidak ada doa yang tidak dijawab. Seringkali jawabannya adalah TIDAK.

AKU : Terima Kasih Tuhan atas chatting yang indah ini.
TUHAN : Oke. Teguhlah dalam iman, dan buanglah rasa takut. Hidup adalah misteri untuk dipecahkan, bukan masalah untuk diselesaikan. Percayalah padaKu. Hidup itu indah jika kamu tahu cara untuk hidup.

Coaching Employees

Coaching Employees - Why You Should Be A Career Coach, Not Just A Manager

How To Coach Your Employees To Reach Their True Potential... and Achieve Greater Productivity, Better Results and Higher Morale

By Anna Johnson

As an outstanding manager, you won't just "manage" people; you'll also assist the members of your team develop to their true potential.

Coaching employees means helping team members utilize their talents, develop new skills and knowledge, overcome fresh challenges, become more and more productive, become happier, and in all respects grow as employees and people.

To fulfill these responsibilities you'll need to develop coaching -- as well as -- managing skills.

The essence of being a coach is to help someone reach beyond his or her own perceived limitations and achieve his or her full potential. (I'll now interchange the male and female pronouns for the purpose of readability.)

Unlike other aspects of managing, when you coach someone, you are focused on her as a person, not on the task or tasks you want her to complete.

You have many "tools" to accomplish this. You can give advice and direction -- on the individual's career (career coaching), on how to complete certain tasks, on how to work within the political framework of the organization, and so on. For the most part, however, coaching employees involves prompting the person -- asking questions -- to help the "coachee" discover her own answers.

You may coach via your regular, day-to-day, interactions with your staff as well as during your more formal meetings (including the performance appraisal).

Ideally, however, you will schedule some specific coaching sessions with each team member. These aren't for giving feedback or for appraising her performance; they're for coaching. During these meetings -- which may last for 30 to 60 minutes -- you'll ask some questions and let your employee do most of the talking. Your aim is to find out if she has any specific goals or challenges, and help her find a way to overcome them.

You might kick off a coaching session by explaining how coaching works. Then you might ask the employee what she would like to be coached about. She might have a problem working with someone else, or she might want to know how she can get promoted faster, or she might want to change roles. (If that's the case, relax. Remember, you want the best people working for you, not people who want to be somewhere else!).

Your next question may be to ask her what outcomes she wants. After she answers -- and remember to give her as much time as she needs to do so -- your next question might be about the difficulties or challenges she perceives in pursuing those outcomes.

You might then ask, "How can you overcome those difficulties?" in order to prompt her to work out her own solutions. Of course, she might be looking for answers from you at this point... and although there is a place for giving her advice... ideally she will come up with her own ideas.

Finally, you might ask your employee to give you her "game plan" for overcoming the problem or achieving the goal, ensuring that she has covered off all possible roadblocks to her success.

Coaching employees can also be performed on a more informal basis. In fact, all "feedback opportunities" are coaching opportunities.

For example, if someone hasn't performed a task very well, he will learn where he went wrong and how to work better next time if you coach him through the problem rather than simply tell him what he did badly.

Instead of saying "You should have done this..." "You should have done that..." you might ask him lots of "what" and "how" questions like, "what went wrong" and "how would you do this next time?"

There are also situations where you may wish to engage a professional coach -- from within or outside your company (as the case may be) -- to work with members of your team. For instance, engage a career coach if they want to make dramatic and difficult changes in their working lives... or you think they need an outside perspective... or you want them to have coaching on a more regular basis than what you can provide...

There are no special qualifications required to be a coach, so it's critical for you to select one carefully. In particular, look for someone who specializes in coaching executives and who has been through a rigorous and highly regarded training program.

Incorporate coaching employees into your role as a manager and you're almost certain to develop a closer relationship with your staff that leads to greater productivity, better results and higher morale.

From : http://www.howtomanagepeople.com/coaching-employees.html

Performance Appraisals - The 5 Biggest Mistakes

Performance Appraisals - The 5 Biggest Mistakes Managers Make and How To Avoid Them

Discover How To Avoid The 5 Common Mistakes That Could Be Fatal To A Positive, Productive Relationship With Your Staff

By Anna Johnson

Performance appraisals.

Or, if you prefer, performance review.

Whichever term you use, mention it to a dozen of your friends -- whether they typically give or receive performance appraisals -- and notice the responses you get.

A grimace?

A roll of the eyes?

Tension?

A satisfied smile?

Let's face it, mentioning "performance appraisals", not to mention terms like "360 degree feedback system" - gets such a mixed response because people have such mixed experiences.

Which is only to be expected... except I bet most of the responses you get are negative.

If your respondents aren't hostile, or scornful, then they're clearly unimpressed.

Why?

Why are performance appraisals seen to be negative experiences?

I mean, aren't performance appraisals simply a meeting between a manager and a member of his or her staff, where together they appraise the staff member's performance during the year (or other time period) and agree on goals for the coming year?

Well, that's the theory.

But in reality, many managers handle performance appraisals quite poorly. And the result is not only an unpleasant meeting, but one where the manager and his or her staff member never quite understand each other, never quite appreciate the other's point of view, and never quite settle on appropriate goals for the coming year.

It's almost inevitable that the staff member will end up less happy and less productive than he or she was before!

In fact, there are five (5) big mistakes that managers often make in conducting performance appraisals. Fortunately, these mistakes are easily avoided once you make a conscious effort to avoid them.

Let's discuss each in turn.

Mistake #1: Using The Performance Appraisal To Give Specific Feedback

This is the biggie, and all too common. It's where a manager fails to give someone adequate feedback on their performance during the year, and then dumps it on them in the performance appraisal meeting.

Unfortunately, the feedback is almost always negative, so the employee ends up sitting there in shock -- at best, wondering why his or her manager didn't say something sooner; at worst, feeling unjustly victimized.

And you have to wonder -- how can a manager expect an employee to do the right things, the right way, if the manager hasn't provided any guidance or feedback all year?

The solution: make it a habit to tell your employees if they've done a good or poor job, and if it's a poor job, explain how they can do things better in the future.

There should be no surprises when it comes to performance appraisals!

Mistake #2: Overemphasizing Recent Performances

It's all too human to remember, and give greater weight, to recent events rather than earlier events. However, this can lead to an inaccurate and unfair assessment when it comes to reviewing an employee's performance.

To avoid overemphasizing an employee's recent work, take note -- and ideally take notes -- of the employee's work throughout the year.

Mistake #3: Being Too Positive Or Negative

Some managers feel uncomfortable giving negative feedback and consequently, can omit to give employees the constructive criticism they need to improve. And then there are other managers who are instinctively too negative, leaving the employee wondering if they can do anything right!

While, as a manager appraising someone's performance you should give your honest opinion... you also want your employee to understand and appreciate what you're saying.

So instead of being too positive or negative -- which can result in the employee not believing what you say -- think about the impact on the employee you want, and communicate your feedback accordingly.

Mistake #4: Being Critical Without Being Constructive

Following on from Mistake #3... some managers can be too critical and neglect to provide any constructive advice on how an employee can improve.

This doesn't help the employee or the manager. Even if your criticisms all have merit, if you don't explain how the employee can improve, he or she is likely to miss the validity of what's being said and simply think he or she is being victimized. Not to mention the fact that his or her performance won't actually improve.

So if you need to be critical, be constructive too!

Mistake #5: Talking Not Listening

The final big mistake that managers make in performance appraisals is doing too much talking and not enough listening.

These meetings are supposed to be interactive -- where the manager doesn't simply relay his or her own appraisal of the employee's performance during the year, but also listens to the employee's viewpoint.

If, for example, you have criticized the individual's performance -- it's not only fair, but important, to get the employee's response as to why he or she may have underperformed.

Moreover, a key objective performance appraisals is to agree on goals for the following year. How can there be true agreement and commitment to such goals, if you don't learn the employee's point of view?

As you've probably gathered, you can avoid these five mistakes -- it just takes a little effort. It's certainly worth it -- if you think employee satisfaction, productivity and performance are important.

From : http://www.howtomanagepeople.com/performance-appraisals.html

Motivating Employees - How To Get People To Give You What You Want

A Time-Tested Approach For Motivation In The Workplace

By Anna Johnson

Intrigued?

Suspicious?

Don't worry, I'm not about to suggest any mind control techniques!

In fact, I'm going to suggest something quite the opposite. But first, let me explain why this article is about "getting people to give you what you want."

Well, the truth is, no matter what you do for a living - whether you're self-employed, run a business, manage people or work for someone else -- you need OTHER PEOPLE'S HELP to get ahead.

Whether it's getting customers to buy, managers to promote you or give you a pay rise, colleagues to help you... much of your success -- however you define it -- depends on persuading people to give you what you want.

So how do you do it?

You know what I'm about to say, right?

Yes, that's right: to get others to give you what you want, you must first give them what THEY want. This is the secret to motivating employees, and just in case you were thinking, the old / traditional employee incentives simply don't work!

Now you need to make some critical distinctions.

Firstly, you need to find out what that someone else REALLY wants. This may or may not be obvious... and it may not be what they say they want!

Here's a clue: focus on the BENEFIT they're seeking, rather than the MEANS by which they think they'll get that benefit. In many cases, a different means is just as (if not more) effective to delivering the benefit they want.

Which is just as well, because you may only be able to deliver the benefit through an alternative means.

Your next "task" is to identify whether you can -- and are willing -- to provide what this person wants. Will the "cost" of you providing it be too much (greater than the benefit you'll gain)?

Or is it no sweat at all?

Finally, you need to be able to COMMUNICATE to the other person that if they give you what you want, you'll give them what they want.

This "persuasive communication" (otherwise known as good, old-fashioned SELLING) firstly requires you to communicate in a way that the person UNDERSTANDS. (NOT how you "think" they'll understand.)

So you need to use the language they understand best -- not just in terms of "speaking language", but also in terms of using sensory cues (e.g. diagrams, sounds, etc), and explanatory "techniques" (e.g. stories, examples, etc) that appeal to them.

Secondly, you need to be PERSUASIVE. This involves appealing to the person's emotional triggers, motivations, beliefs, attitudes, values and sense of logic.

A lot of selling and negotiation training programs focus on "persuasion." And rightly so. But you can probably see that YOU'LL ONLY BE PERSUASIVE if:

-- You know what the person really wants;

-- You can (and are willing to) give it to them; and

-- You communicate clearly (so they understand).

So that's all there is to getting people to give you what you want!

Okay, okay, I never said it was easy ;-) But it is effective and will lead to increased motivation in the workplace -- you just need to patiently and diligently discover what your "prospect" truly wants; decide that you can and will provide this to them; and communicate that you will give them what they want if they give you what you want through clear and persuasive communication.

From : http://www.howtomanagepeople.com/motivating-employees.html

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Firing Employees and The Dreaded Termination Letter

For Many Managers The Only Thing More Stressful Than Getting Fired... Is Firing Someone Else! Here's How To Do It Without All The Stress

By Anna Johnson

If you manage people for any length of time, it's likely that, at some stage, you'll need to give someone a termination letter.

It might be because they aren't performing to your expectations; because you no longer need their role performed; or because they've breached the law or a company policy.

Whatever the circumstances, firing employees is a confronting and often stressful task.

So here's a way to make the process easier and less traumatic - both for you as well as the person you need to dismiss.

Depending on why you need to fire someone - whether it's due to poor performance, a role that's no longer required, or a legal or policy breach - I suggest you do the following...

1. Poor Performance

Firing employees or relocating someone because of poor performance is often the most difficult situation because, firstly, it may be unclear why your employee is underperforming, and secondly, depending on the relevant laws, it may be difficult for you to prove that they're underperforming, let alone legally justify your decision to fire them.

So, if you are dissatisfied with someone, the first step is to work out why he or she has performed so poorly. Specifically, is it because of:

-- You,

-- The organization, or

-- The poor performer?

Beginning with you... are you managing the person satisfactorily?

This is crucial for two reasons. Firstly because it may actually be unnecessary to fire your employee - if, for example, you can turn around their performance simply by changing the way you manage them. Secondly, because it avoids being confronted with a wrongful dismissal claim!

Alternatively, if both you and your employee work for someone else... the real problem may lie with the organization.

Has it failed to provide enough resources for your employee to do their job properly? Is it failing to give you the support you need to carry out your management responsibilities?

If so, you may need to request changes or more support from the "higher ups". And needless to say, if the organization is to blame... firing and replacing your employee is unlikely to improve the situation.

Of course, neither you nor your company may be responsible for the poor performance. It may be the employee.

So now you need to ask the following questions: is the employee ill suited to the role? Do they lack key talents, skills or knowledge? Are there personality clashes with you or other colleagues that are interfering with their work? Or are there personal issues that are impacting on the employee's attitude or performance at work?

And... is there anything you can do about any of this?

If not - and you've done all you can to help your employee improve - then the fact is, you cannot afford to keep them on!

Of course, none of this means you can't fire someone in a fair and compassionate way.

In fact, you can make it easier by giving the employee plenty of notice - for example, one to two months depending on how tight the job market is and whether you can afford it.

You can also enable the individual to apply for jobs and attend interviews. Even better (if you can afford it) would be to pay for them to attend career change training, where they will learn how to prepare, or update, their resume, and apply for new jobs.

And if you don't want the employee to continue doing their old job during this time, just get them to do other things. For absolute clarity, you should clearly state these benefits in his/her termination letter.

2. The Role Is No Longer Required

If a particular employee's role is no longer needed, or you no longer have enough work to keep them busy, then you'll have to "retrench" that individual.

In this case, it's important to remember that the worker is not to blame for losing his or her job.

If you can, redeploy the employee in another role. But if that's not possible try to provide plenty of notice, let them apply for jobs while still in your employ, and pay for career change training.

3. Legal / Corporate Policy Breach

Now you might think that firing an employee who has breached the law or a corporate policy is the easiest situation in which to sack someone.

Unfortunately, it can be just as tough!

For one thing, you'll need solid proof to back up any accusations that the employee has done something wrong. Depending on the policies of your company and the jurisdiction in which you operate, you may also need to comply with certain corporate and legal requirements.

You should also be prepared to give the employee a fair hearing... and be ready for what they have to say.

For instance, are there are any extenuating circumstances that, by law, policy or good conscience, you need to consider when deciding whether and how to fire someone? Should you put the employee on some kind of probation?

Of course, you don't want to take it easy on someone who has clearly lied, stolen or breached your trust!

While it may only be fair to help out a person you fire or retrench because of poor performance or because their role is no longer required... when it comes to someone who has clearly and knowingly done something wrong... don't be slow in cutting out the "dead wood" before the rot starts to spread!

Okay, so now you have some general tips for firing employees. Hopefully, if you follow this advice, you'll find employee termination much easier and less stressful.

From: http://www.howtomanagepeople.com/firing-employees.html

Conflict Resolution Tips

Conflict Resolution Tips - How To Deal With Unreasonable People

Sharpen Your Conflict Resolution Skills - What To Do When Someone Makes Unreasonable Demands Of You!

By Anna Johnson

Do you have an unreasonable boss? An unreasonable client? (An unreasonable spouse :) )

You know, someone who makes unreasonable demands of you - like expecting you to produce impossible results in unrealistic timeframes... without the people, time, budget or other necessary resources to deliver those results?

If you do, here's some conflict resolution tips for responding to their unreasonable demands.

It's actually based on some advice I recently gave to a good friend of mine after he came to me wanting to improve his conflict resolution skills.

Basically, my friend is the Chief Technology Officer (CTO) of a growing technology company, who reports directly to the CEO.

Now this CEO happens to habitually make unreasonable -- in fact, outlandish -- demands of his people. So it came as no surprise that he recently asked my friend to (in my friend's words) "fly to the moon... in a rubber dinghy."

My friend was tempted to tell the CEO "no" and that what he wanted was impossible.

A logical response perhaps. But also the type of response that would send the CEO into a spasm! (Like many CEOs, he's not the kind of guy who takes kindly to the word "no.")

But the other problem my friend faced in saying no or it's impossible was that the CEO would never appreciate just how unreasonable his demands were... let alone actually provide my friend with the resources necessary to meet those demands.

So rather than say "no", I advised my friend to take a totally different approach. I encouraged him to say: "Yes, here's what I need..." and then specify all the resources he would need to fulfill the CEO's vision.

Initially, my friend objected, "He's never going to give me the money or the people to do that."

But I reassured him, "that's not your decision. It's his. Your job is to tell him what you need to produce what he wants."

In fact, an unreasonable boss is likely to have one of three reactions to this response:

1. They'll see that what they've asked for is unreasonable, and lower their expectations.

2. They'll somehow give you what you need to do the job.

3. They won't believe you.

And if they don't believe you, they don't trust you - which is a much bigger problem than having a boss or client with unrealistic expectations!

So... next time someone asks YOU to do the impossible, don't say "no." Say, "Yes, here's what I need...". Then explain what YOU need from your boss or client in order to deliver what he or she wants. (Just make sure you're being realistic and reasonable with yourself when you detail what you need from your boss or client!).

from : http://www.howtomanagepeople.com/conflict-resolution-tips.html

Sebuah Catatan "How To Manage People Effectively"

How To Manage People Effectively
Keys tor Successful People Management

© Mitch McCrimmon
Mar 26, 2007

To manage people effectively, broaden your role from that of decision maker to catalyst, coach, and facilitator as well. Ask more questions, do less telling.

The biggest mistake managers make, regardless of experience level, is to think they need to have all the answers. Managing people effectively means motivating and engaging them so they feel valued and important.

The best way to really engage employees is to ask them for their input to problem solving. You can pat them on the back for a job well done, give them clear direction but if you never ask them for their advice or suggestions they will never feel fully engaged.

The key to effective people management is to realize that managers must be faciitators, catalysts, brokers and coaches, as well as decision makers. Less effective managers make the mistake of seeing their role too narrowly. They focus only on the role of decision maker, which is why they think they need to solve all work problems personally. Ineffective managers base their whole identity and confidence on their ability to provide better answers or solutions than anyone else.

Tips for Effective People Management

· Know how your team members differ. Ask them to describe their ideal manager to find out which ones simply want to be told what to do and which ones like to have a say in now things are done.

· Those who simply want clear direction and admire a firm but fair, decisive manager can be treated accordingly.

· For those who want involvement, ask them more questions. Make them come to you with options for solutions, not just problems.

· Ask more questions generally, not to gather facts but to find out what they think.

· Manage expectations by making all your sub-roles clear. Sell them on the benefits of your taking a more facilitative role. The main benefits are to engage them and foster broader ownership, also as a means of developing them.

· Hold regular one to one meetings where you ask them what went well and what didn’t since your last meeting. Push them to think of at least 3 things they did that they are pleased about. When you move onto what hasn’t gone well, use questions to draw ideas for improvement out of them. Use praise for good work as appropriate.

· Think strategically about which decisions you need to make and which you need to draw out of others.

· Delegate real developmental challenges, not just the stuff you don’t want to do.

Conclusion

To manage people effectively, you need to broaden your role to include coaching, facilitating and being a catalyst while still flexing your style for the needs of different team members.

The copyright of the article How To Manage People Effectively in Business Management is owned by Mitch McCrimmon.


Read more: "How To Manage People Effectively: Keys tor Successful People Management Suite101.com" - http://businessmanagement.suite101.com/article.cfm/how_to_manage_people_effectively#ixzz0Gfin3YLz&A

No Stress by Anggun..

I don’t wanna work today
Maybe I just wanna stay
Just take it easy cause there is no stress.

I know it’s not an awful crime
Something special in my mind
Nothing’s gonna cause me distress.

I text my baby on her phone
Try to get her Sexy body home
That’s the way I wanna spend my day

Got to find an alibi
Cause I don’t wanna waste my time
I don’t wanna feel this stress.

It’s not that I’m lazy
I think I’m just crazy
I’m just crazy

No stress

I think I’m just crazy
No need to fight against my feelings
Because the life is not depressing

No stress
Oohooooo