Chase excellence – Success will follow

1. Business Booklet
Chase excellence – Success will follow

2. Booklet Chapters
Diversity& Inclusion
Customer
Leadership
Sales
Management

3. Customer
Chapter 1

4. Empathize, Apologize, Appreciate, Assure,
Confirm, Selectively agree, Set limits
1/ Empathize
Show acceptance not necessarily agreement for what the customer said or experienced. Use it when a customer..
Expresses a concern - Expresses a strong feeling -Describes a bad experience
2/ Apologize
Express sincere personal regret for the bad experience, If appropriate apologize on behalf of the organization
without blaming anyone. Use it when a customer..
Complains about the organization - Complains about an individual
3/ Appreciate
Show appreciation for customer feedback or actions that help you understand and resolve the situation.
Use it when a customer..
Makes an accommodation - Brings a problem to the light
4/ Assure
Let the customer know you are ready and willing to help and will personally follow through. Use it when a customer..
Complaints in a forceful or skeptical way - Is worried and needs assurance
The Seven Defusing Techniques

5. Empathize, Apologize, Appreciate, Assure,
Confirm, Selectively agree, Set limits
5/ Confirm
Check your understanding of what the customer said or what actually happened. Use it when a customer..
Is worried - Is complaining - Is confused - Has provided a lot of information
6/ Selectively agree
Agree with at least one thing the customer said. Use it when a customer..
Attacks you - Attacks the work - Attacks the organization
7/ Set limits
Make statements that let the customer know that certain words or behaviors and always use a positive
supportive tone of voice. Use it when a customer..
Is aggressive - Makes personal remarks
Based on the Experience the employees should receive it from practicing on the
defusing techniques, they can deal with the customers professionally and
work in their future problems
The Seven Defusing Techniques

6. Customer Complaints are Inevitable
If you run a business that sells to the public no matter how great your goods or services are
the old adage will eventually be proven true: You cannot please 100% of the people 100% of the time
When one of your customers complains, handle it by giving their complaints your full attention so that you can resolve the issue
Because there is an adage in our Retail called: The Complaint Is a Gift
How We Can Handle Our Customers?!
1/ LISTEN
Whenever you set out to handle a customer complaint the first thing that you must do is Listen
Listen to the customer to figure out why they are upset?
Listen to the customer to determine whether any of your policies were not abided by or if this is
something outside or not contemplated by your systems?
2/ Understand
Next... Put yourself in the shoes of the customer
Given what you now know try and see their point of view, Why did they come to you?
Until you view the issue from their perspective you cannot have a complete picture of the reason for the
complaint. So always think, If I was in their shoes how would I feel?
Customer Handling Techniques

7. 3/ Asking Question
Ask questions to clarify the problems and the causes?!
Many times the problem may not be with the price, merchandise or service, but with an employee's
negative attitude while dealing with the customer, If the language is a problem, find someone that
speaks the customer's language for clear communication to expedite matters
4/ Take action
Offer options to allow the customer some control over the outcome
Say what you can do, not what you can’t do!
The Resolution could be in the form of a replacement, refund, store credit or discount on price
If the customer's request can be met, explain the time it takes to process or what it will
entail to make it happen
5/ Follow Up
Call the customer to see that the problem was adequately
resolved to the customer’s complete satisfaction
When a date is given to the customer, make sure the date is kept or the delay is
explained by a follow-upcall or email
Customer Handling Techniques

8. The L.E.A.R.N Principle
When you are talking to a complaining customer - You could apply the LEARN principle
You may think that the customer is calling upon you to have his troubles resolved
LISTEN
Listen carefully to your customer, don't interrupt or tell the customer to calm down
EMPATHIZE
Feel the pain of the customer, and tell him that you can understand how they feel
APOLOGIZE
Apologize to the customer, even if you feel that you have no part in the problem
REACT
Decide what you will do to resolve the problem, and tell this to the customer
NOW
Do not delay and take immediate action
Because the longer you wait, the harder it is to produce outstanding
LEARN Principle

9. Customer Focus is something that is different for every business
Many business leaders are considering using the idea of a customer focus to ramp up business and appeal to their client base
Steps!
1/ Evaluation
Evaluate what goods or services you provide to a customer base
Your customer focus ideas are going to be the key of products or services that you offer
2/ Feedback
Use customer feedback tools to get information about your customers
One of the essential starting points for developing a customer focus is to get the information that you
need to figure out what your customers are like, and what appeals to them.
Similar to other kinds of market research, Customer Focus
research helps business leaders to develop goals and objectives
Customer Focus

10. 3/ Practice
Another big aspect of developing a customer focus for a business is to make sure the
understand of the roles in approaching the business with a customer focus
You should practice and train for all the elements of Customer Service
Customer Focus is about keeping attention on the customers, their needs and their value
4/ Giveaways
Consider providing customer Giveaways& Incentives
Whether they are in the form of temporary sale offers, or targeted giveaway programs
are often a major part of customer focus
When business leadership members have identified what customers
like, they can use these items to reach out to their base further
Customer Focus

11. Sales
Chapter 2

12. Selling is offering to exchange an item of value for a different item
The original item of value being offered may be either tangible or intangible, the second item, usually money,
is most often seen by the seller as being of equal or greater value than that being offered for sale
Sales techniques are used in majority of sectors such as retail, marketing, and communication
The techniques and skills of sales are teachable to anyone who has the desire to learn
However, there are a few natural skills that are of great benefit if they already
exist within those that want to be successful in sales
So what skills are needed to be
a successful salesperson?
Sales Basics

13. 1/ Effective Communicator
Communication is the ability to speak clearly and in a manner that is easy to understand
Sales is all about talking to people and getting them
to understand what you are trying to communicate!
Sales Basics

14. 2/ Ability to Listen
Along with speaking, a great salesperson knows when to stop talking and listen
They NEVER cut someone off while they are talking
Because in doing so they would fail to hear a key element
in identifying what that Customer's Needs might be!
Sales Basics

15. 4/ Problem Solver
Great salespeople are always solving problems
The ability to search on what the buyer's problem is and offering suggestions
that will effectively solve the problem with respect to what products
or services you sell, generally results with a sale
Sales Basics
3/ Asks Great Questions
Salespeople are naturally inquisitive and know that in order
to know what the real need or desire is in the buyer
They need to ask questions that
will lead them to the answer
They naturally ask questions because
they have a desire to help solve
their problem

16. 5/ Well Organized
Sales people have a keen ability to break things down into smaller steps and organize a plan of action
They know how to analyze what their goal is and in what order the
steps need to be in in order to reach that GOAL..
Sales Basics
6/ Self-Starter and Self-Finisher
A successful sales person moves
forward on their own
They never need anyone to tell them
when it is time to go to work because
they know that if they do not work
they will not earn
They achieve their goals,
even if they are small ones
7/ Positive Self Image
Having the attitude that they can do just
about anything that they put their mind to
is usually very common among sales people
They rarely allow negatives that are either
spoken to them or about them to effect
what they are trying to accomplish
BECAUSE they know who they are
and what they are capable of doing

17. 8/ Naturally Persuasive and Person of Integrity
Another very common skill with great salespeople is that they are very persuasive
or know how to get what they want They focus on what they want and they are
persistent to keep chipping away until they get what they want
They almost never give up or give in
Sales Basics
Also a salesperson without
integrity will have many struggles
which will often include hopping
from job to job
Honesty in sales is so important
and it is almost impossible for this skill
to be taught

18. The Five Types of Customers
In the Retail Industry it seems as though we are constantly trying to find a New Customers
Most of us are obsessed with making sure our advertising, displays, and pricing to attract New Customers
This focus on pursuing new customers is certainly prudent and necessary,
But at the same time it can wind up hurting us, therefore our focus really should be
on the percent of our customers who currently are our best customers
Loyal Customers
They represent no more than 20 percent of our customer base, but make up more than 50 percent of our sales
Discount Customers
They shop our stores frequently, but make their decisions based on the size of our markdowns
Payments Customers
They do not have buying a particular item at the top of their “To Do” list, but come into
the store on a while, they will purchase what seems good at the time
Need-Based Customers
They have a specific intention to buy a particular type of item
Wandering Customers
They have no specific need or desire in mind when they come into the store
Customers Types

19. There will be times when you have done everything right and didn’t get the Sale
AND probably sometimes you made some mistakes and got the Sale anyway
Here are a few avoidable mistakes that
should help you close more deals!
Why Some Sales Don’t Happen
Giving the client too many choices
Not getting to the real decision maker
Getting there too late
Not listening carefully enough
Making a tactical or technical mistake
Failing to meet your commitments
Failing to identify an objection

20. Your customers will have differing needs and wants
However customers have common expectations for your treatment
They always expect a level of service that they think is
appropriate for their value and their type of purchase and
they always need to feel WELCOME
Sales Excellence
Use a pleasant greeting with a
SMILE
Be actively engaged in the conversation
Maintain a positive and upbeat tone of voice
Use the customers title and Introduce yourself
Ask if there is anything else you can help them with
Appreciate the customer’s problem
Thank the customer for his
VISIT

21. Individuals working in the business environment often use
persuasion and negotiating skills to advance their company's
operations and achieve business goals or objectives
Persuasion& Negotiation are often seen as soft skills..
Which typically represent the intangible abilities individuals bring to companies
While some individuals may have natural soft skills, others may need to work on developing them
The More time you give yourself,
The More information you can gather about their true needs
Negotiation and Diplomatic Skills of Persuasion

22. Principles for Negotiation
The most important person to know in a negotiation is YOURSELF
Success in negotiation is directly related to the preparation
Your first offer should never be your final offer
Everyone has power in a Negotiation
Don't negotiate with yourself - Don't be afraid to take a risk
Don't talk out of company - Control your emotions
Don't get personal - Take your time
The agreement is the END
Reminder.. The greatest failure in negotiation is failing to negotiate
Even when two sides are far apart on major issues, there are always things they can agree upon
Negotiation and Diplomatic Skills of Persuasion

23. Leadership
Chapter 3

24. Coach, Role Model, Counselor, Supporter, Guide
Do these words ring a bell?
Being a coach involves being a role model, sometimes a counselor
or supporter, and always a guide
Coaching is based on a partnership that involves giving both support
and challenging opportunities to employees
Coaching
What, when and why?
What?
Unlocking a person’s potential to maximise their own performance
Helping them to learn rather than teaching them
When?
Through out the performance dialogue process, except for disciplinary issues
and where time doesn’t allow for quality coaching
Why?
For Company, Employee& Managers

25. Goal setting
What do you want?
Set an end goal and smaller session goals to ensure
coaching is output-focused and potential is reached
Reality
What is happening now?
Understand and check the real situation to encourage
honest and open thinking, without Judgement
Coaching Structure
Options
What could you do?
Create a list of as many alternative courses of action as
possible, however ‘possible’ they may seem
Will
What will you do?
Turn discussion into actions with realistic commitment

26. Being an Effective Coach
Imagine someone you think is an Ideal Coach
What characteristics do they demonstrate?
Supportive, Interested, Available, Good listener, Not judgemental, Aware
Self-aware, Pays attention, Remembers, Honest and Goal-focused
You Don’t Need To Be An EXPERT To Be An Effective Coach
Just help your coaches by being there, only offer advice if requested
Effective Coach

27. The way we communicate with others and with ourselves ultimately determines the quality of our lives
Communication, think of how differently you feel when someone approaches
you with a smile and a compliment as opposed to a complaint
The Basic 3Cs of Communication
Clarity - Consistency - Confidence
1/ Clarity
When your message is clear and straight forward people like it
They know where they are?
They TRUST what you say and they UNDERSTAND what to do
However, in business: we all know people whose comments
can be misunderstood or maybe even misleading
Communication 3Cs

28. 2/ Consistency
We all doing reacts, statements, direction, instruction and sending-receiving messages all day
Which is consistent it’s seem to fit the normal style of behavior within the limits of people’s expectations
Nothing is more disconcerting to prospects than hearing one story from one
communications channel and then reading a different version of the story someplace else
They don't know which version to believe, reestablish who you are with every customer interaction
Reinforce your STORY as often as possible
3/ Confidence
Did they believe you? Did u believe yourself?
Displayed confidence in communication is Essential, It is a key signal that your team will read and react well to
Be Sure, certain and happy with your decisions before you announce them to the team
communicate from the heart
Communication 3Cs

29. Changes are never far from our door
Change isn't easy but, it often provides an opportunity to grow in life.. You can cope with it!
Be Prepared
Life is full of unexpected surprises
Don't let this be a lesson you refuse to learn Loss, and strange situations will be a part of
your life, no matter how much you may try to protect yourself from it
The major key to Coping with Change
is to begin by accepting the REALITY of change and its inevitability..
Coping with Change

30. Notice the Signs
Many a time we refuse to see what is before us
The Re-Structuring of the place we work at, the pointed
comments about things needing to be different, to avoid surprise or shock at
the last minute, stay alert, listen and register the signs of oncoming change
Coping with Change
Putting in place options to
Cope with Change
ahead of the actual change can
help you to not only deal with it
but potentially
SUCCESS too

31. Team Work
Teamwork is the ability to work together with others as a member of a group
Teamwork relies on several key factors:
The ability to Listen and Communicate
The ability to work Co-Operatively
A leader or leaders with good team based skills
Group members who are willing to do their share of tasks
The ability to solve problems and work towards a common goal

32. Team management refers to techniques, processes and tools
for organizing a group of individuals working towards a common goal
Build Your Management Team
Building your team demands matching jobs to People's Strengths
That means giving people responsibilities according to skill level, not based on how close a friend they
are, or how closely related they are to you, or whether you just like their sunny personality
That includes YOU as well--don't give yourself an
impressive title and job unless you're right for the job
The fact is, many smart entrepreneurs hire their own boss when they realize their skills lie elsewhere in the company
Team Management
A- Build Your Management Team

33. Conducting Effective One-to-Ones
There are a number of ways managers can ensure they are doing everything they can to
keep their employees happy and therefore productive, sometimes this requires the
moon, and sometimes this requires only a new chair
Butsometimes, it only requires a good discussion and reassessment of goals!
What’s important is that you know what it takes,
and how you can reach them?
In Conducting One-to-Ones..
The Goal is to move beyond your role as a manager
And be an available ear for your staff, ready to discuss and resolve performance concerns,
and just generally talk about work, Not only are you setting goals in these meetings, you are
also tracking their progress in achieving these goals; making you their biggest fan!
Team Management
B- Conducting One-to-Ones

34. When managing performance, you should focus on your best people
These are the ones who are actually holding your operation together
A top performer is probably worth 4 or 5 times as much as each of your average performers
Whether they're generating sales, making important strategic decisions, or handling difficult technical
problems, your top-performing employees are the keys to the success of your business
Lets face it.. if you have some really excellent performers, you had better make sure
you retain them, the cost of replacing them is a huge negative, not to mention the fact
that you may not be able to find another who is anywhere near as good.
Team Management
C- Manage Top Performers
• Listen, Support and Train
• Challenging and interesting work
• A chance to learn and grow
• Clarify the next objective
• Good rapport with co-workers
• Fair pay
• Be a great leader

35. If you have an individual members of your team performing less well than you'd hoped?
You have to get to the root of the problem before anything you will do
But because employee performance affects our organization performance, we want to look for a quick fix
These types of solutions focus largely on the
ability of the person performing the job
Performance, though, is a function of both ability and motivation
Performance = Ability x Motivation
Abilityis the person's attitude, as well as the training and resources supplied by the organization
Motivation is the product of desire and commitment
Someone with 100 percent motivation and 75 performance ability can often achieve above-average
performance, but a worker with only 25 percent ability won't be able to achieve the type of
performance you expect, regardless of his or her level of motivation
Team Management
D- Manage Poor Performers

36. So, before you can fix poor performance, you have to understand the case and find
the root of the problem for each one of them..
May it come from lack of ability or low motivation?
Incorrect diagnoses can lead to lots of problems later on, if you believe an employee is not
making enough of an effort, you'll likely put increased pressure on them to perform
But if the real issue is ability, then increased pressure may only make the problem worse
Poor performance may be associated with the following
Team Management
E- Diagnosing Poor Performance
Over-difficult tasks - Low individual skill, and knowledge
Evidence of strong effort, despite poor performance
People with low ability may have been poorly matched with
jobs in the first place, they may have been promoted to a
position that's too demanding for them
Or maybe they no longer have the support that
previously helped them to perform well.

37. Motivation
Successful businesses are built around people
You need to keep your team always motivated and working toward a common goal
However, motivating your employees is not an easy task and requires a strategic plan, once you learn how to
motivate a team you should also be prepared to embrace them and use them on a regular basis
How to motivate your team?

38. Motivation
A/ Explain the positive outcomes of achieving the objective
By incorporating this team motivating step, you are putting the control of their future compensation into their own hands
B/ Build a sense of curiosity within your team member's mindsets
So that that they are interested enough to want to achieve the goals you expect; By doing this, your team members will
want to learn more, this can be achieved if you understand what interests your team members
C/ Establish a plan of action that requires cooperation between them
So that they are forced to work together to achieve that goal, this may just mean that a project is divided into tasks that need to
be accomplished by each member of the team
D/ Challenge your team members to achieve an objective
Make sure that they understand what you expect as a goal, don't set them up to fail
Establish a realistic goal and provide a tool that shows their progress as they get closer to attaining that goal
E/ Create a competitive environment
Inspire your team members to achieve their goals; Make a friendly competition
F/ Put your team members in control of their own destiny
You can have an objective that needs to be met, but passing that sense of control over each of your team members
will give them the feeling that achieving the goal is something they want done
G- Design a tool for recognition when motivating your team
By doing this, team members know that their individual efforts will be noticed and not lost as a team effort
This will inspire all members to do their share

39. The Emotional Intelligencerepresents is an ability to validly
reason with emotions and to use emotions to enhance thought
The Four Branch Model of Emotional Intelligence
The four branch model of emotional intelligence describes four areas
of capacities or skills that collectively describe many of areas of
emotional intelligence
Emotional Intelligence

40. What Are the Four Branches?
1/ PERCEIVING EMOTION
Facial expressions such as happiness, sadness, anger, and fear were universally recognizable in human beings
The capacity to accurately perceive emotions in the face or voice of others provides
a crucial starting point for more advanced understanding of emotions
2/ USING EMOTIONS TO FACILITATE THOUGHT
The second area appeared every bit as basic as the first
This was the capacity of the emotions to enter into and guide the cognitive system and promote thinking
Having a good system of emotional input, therefore, should helped direct thinking
toward matters that are truly important
Emotional Intelligence

41. What Are the Four Branches?
3/ UNDERSTANDING EMOTIONS
Happiness usually indicates a desire to join with other people; anger indicates a desire
to attack or harm others; fear indicates a desire to escape, and so forth
Each emotion conveys its own pattern of possible messages, and actions associated with those messages
Understanding emotional messages and the actions associated with them is one important aspect of this area
Emotional Intelligence
4/ MANAGING EMOTIONS
Finally, emotions often can be managed
A person needs to understand emotions convey information
In between, within the person's emotional comfort
zone, it becomes possible to regulate and manage
one's own and others' emotions so as to promote
one's own and others' personal and social goals

42. Management
Chapter 4

43. Everyone is given 24 hours everyday to work, to eat, to sleep
And to do the things they want to do, we all have the same amount of time to live
as we please and to get our work done, BUT
Why is it that there are people who are more productive than us?
Why is it that they can complete projects earlier than we do?
How to Manage Tasks Efficiently ?!
Efficiency is about doing things quickly and still producing the same excellent results
It is about maximizing productivity without sacrificing quality
In task management, this is necessary in order for you to complete your
work the soonest time possible so you can then focus on other tasks
Time Management

44. How to mange your task efficiently?
Keep a Clean Working Environment
This includes arranging your workstation and organizing your files, when everything is spic and span,
your motivation to work will be improved, this also helps clear your mind of clutter
Take a Break
When your mind is all stressed out, it is difficult to be efficient
You need to be clear headed when doing your work otherwise you might miss out on important stuff
The break you need would depend on the level of stress and effort you are exerting for a particular task
You can take a short 15-minute break or even an entire day off, once you get back,
you will feel more refreshed to continue your work.
Stay away from Distractions
Unnecessary interruptions will not do any good in terms of managing your task so steer clear of these as much as possible
Set aside a time for them and when that is over, be firm in your resolution to get the job done first before anything else
Keep the Lights on
When you are in a properly lit working environment, you will be more focused and will be alert
Productivity is increased when you are in a well-lighted room
Time Management
A- Manage Tasks Efficiently

45. Time Management
B- The Urgent/Important Matrix
Great time management means being effective as well as efficient
Managing time effectively, and achieving the things that you want to achieve, means
spending your time on things that are important and not just urgent
How You Can Do It ?!
You need to distinguish clearly between
What is Urgent and, what is Important ?
IMPORTANT
These are activities that lead to the achieving your
goals and have the greatest impact on your life
URGENT
These activities demand immediate attention, but
are often associated with someone
else’s goals rather than our own

46. The Urgent/Important Matrix is a powerful way of organizing tasks based on priorities
Here is a diagram of the Urgent/Important matrix
A-Urgent and Important
Activities in this area relate to dealing with critical issues as they arise and meeting significant
commitments, perform these duties now
B-Important, but not Urgent
These success-oriented tasks are critical to achieving goals, plan to do these tasks next
C-Urgent, but not Important
These tasks do not move you forward toward your own goals, manage by delaying them,
cutting them short and rejecting requests from others, postponed these tasks
D-Not Urgent and not Important
These trivial interruptions are just a distraction, and should be avoided if possible
However, be careful not to mislabeled things like time with family and recreational activities
as not important, you should avoid these distractions altogether
Time Management
B- The Urgent/Important Matrix

47. Nine Ways to Overcome Procrastination
Your ability to select your most important task at any given moment,
and then to start on that task and get it done both quickly and well
Will probably have greatest impact on your success than any other quality or skill you can develop
Here are some ways to get moving on those tough tasks
Time Management
C- Procrastination
Do it now - Delegate - Delete it
Give yourself a reward
Remove distractions
Have clear deadlines
Obey the 15 min rule
Ask for advice

48. Delegation is the assignment of authority and responsibility to another person
Normally from a Manager or a Leader to carry out specific activities
It means getting work done through others and, it is an investment in a person for future
rather than a means of getting a single task done at a particular point in time
Delegation is a very helpful aid for succession planning, personal
development - and seeking and encouraging promotion
It's how we grow in the job
Delegation
Why delegate?
Allow time for managerial duties to achieve more
Develop skills of team members
Increases team members involvement
Produces faster, more effective decisions
Increases flexibility of operation
Exchange trusts and experience
Enables us to gain experience to take on higher responsibilities

49. The Steps of Successful Delegation
Define the Task
Confirm in your own mind that the task is suitable to be delegated
Select the Individual or Team
What are your reasons for delegating to this person or team?
Assess Ability and Training Needs
Is the other person or team of people capable of doing the task?
Explain the Reasons
You must explain why the job or responsibility is being delegated
Required Results
What must be achieved? And How will the task be measured?
Consider Resources Required
Discuss and agree what is required to get the job done
Agree Deadlines
When must the job be finished? Or if an ongoing duty, when are the review dates?
Support and Communicate
Think about who else needs to know what's going on, and inform them
Feedback on Results
It is essential to let the person know how they are doing, and whether they have achieved their aims
Delegation
Delegation Steps

50. Strategic Planning is a tool to help an individual develop
long-term direction and create a framework to establish objectives
Strategic goals should be reviewed annually and revised every three to five years
The Basic Steps of Strategic Planning
Strategic Planning
A- Problem Solving& Decision Making
Prepare To Plan
Define and Review company Vision, Mission, Activities and Values
Identify Strategic Issues
Develop Strategic Goals& Objectives
Create Implementation Plans To Achieve Goals
& Carry Out Objectives
Monitor and Evaluate Periodically

51. Much of what managers and supervisors do is solve problems and make decisions
They are Under the Gun stressed and very short for time
Consequently, when they encounter a new problem or decision they must make, they react with a decision that seemed
to work before, it's easy with this approach to get stuck in a circle of solving the same problem over and over again
Basic Guidelines to Problem Solving and Decision Making
Strategic Planning
A- Problem Solving& Decision Making
A/ Define the Problem
This is often where people struggle
They react to what they think the problem is
instead.. Seek to understand
more about why you think
there's a problem

52. Strategic Planning
A- Problem Solving& Decision Making
B/ Prioritize the Problems
If you discover that you are looking at several
related problems, then prioritize which ones you
should address first
Note the difference between "important" and "urgent" problems
Often, what we consider to be important problems to
consider are really just urgent problems
Important problems deserve more attention
To Define Your Problem You Should Ask Your Self First Some Questions?
What can you see that causes you to think there's a problem?
Where, When, How& With whom is it happening?
But.. Don't jump to "Who is causing the problem?" Because when we're stressed, blaming is often
one of our first reactions.. To be an effective manager, you need to address issues more than people

53. Strategic Planning
A- Problem Solving& Decision Making
C/ Look at Potential Causes for the Problem
Write down what your opinions and what you've heard from others
Regarding what you think might be performance problems associated with an employee,
it's often useful to seek advice from a peer or your supervisor in order to verify your impression of the problem
Write down a description of the cause of the problem and in terms of
what is happening, where, when, how, with whom and why?
D/ Plan the Implementation of the Best Cause
Your Action Plan
What steps should be taken to implement the best solution to solving the problem?
What systems or processes should be changed in your organization?
What resources will you need in terms of people, money and facilities?
How much time will you need to implement the solution?
Communicate the plan to those who will involved in implementing
Continually observation and feedback

54. Strategic Planning
A- Problem Solving& Decision Making
E/ Monitor Implementation of the Plan
Monitor is the indicators of success
If the plan is not being followed as expected, then consider.. Was the plan realistic?
Are there sufficient resources to accomplish the plan on schedule?
F/ Verify the Problem
Verify if the problem has been
resolved or not
One of the best ways to verify if a problem has been solved
or not is to resume normal operations in the organization
Consider writing a brief memo that highlights
the success of the problem solving effort, and
what you learned as a result

55. Strategic Planning
B- Goal& Objective Setting
You have to decide what you want first of all
Have a good plan of attack
Start small, but keep walking
Complete with time and dates
Be Positivewhen stating your goals
Don’t underestimate yourself
Remember that some fears are unfounded
Write it down - Affirm it
Start inculcating the habit of liking something
Plan ahead,
So you can get ahead..

56. Performance Measurement
Performance Measurement is the process of collecting, analyzing and
reporting information regarding the performance of an individual, group, or organization
Performance Measurement tell us something important about our
products, services, and the processes that produce them
They are a tool to help us understand, manage,
and improve what our organizations do
Performance measures let us know..
How well we are doing
If our processes are in statistical control
If we are meeting our goals
If and where improvements are necessary
If our customers are satisfied

57. Performance Measurement
Most performance measures can be grouped into one of the following six general categories
However, certain organizations may develop their own categories
as appropriate depending on the organization's mission
1/ Effectiveness
A process characteristic indicating the degree
to which the process output (work product)
conforms to requirements
Are we doing the right things?
2/ Efficiency
A process characteristic indicating the degree
to which the process produces the required
output at minimum resource cost
Are we doing things right?

58. Performance Measurement
5/ Quality
The degree to
which a product
or service meets
customer
requirements &
expectations
3/ Timeliness
Measures whether a unit of work was done correctly and on time
Criteria must be established to define what constitutes timeliness for a
given unit of work, the criterion is usually based on customer requirements
4/ Productivity
The value added
by the process
divided by the
value of the
labor& capital
consumed
6/ Safety
Measures the overall health of the organization and the
working environment of its employees

59. Meeting Management
What Meetings are?
To come together with a specific purpose at a particular time
Benefits of Meetings
Ideas are expressed and discussed
People can communicate on an open platform
Allow for employees to demonstrate creativity and problem solving ability
How to Effectively Manage Meetings?
•Have an Agenda
•Define meeting objectives
•Following the outlined activities on the agenda
•Do not leave anything uncovered
•Keeping the minutes of the meeting
Meetings are used in many ways in the world today..
The only way that meetings can be made effective is if they are Managed Correctly

60. What is the difference between.. Leadership and Management?
Leadership
Is setting a new direction or vision for a group that they follow
a leader is the spearhead for that new direction
Management
Controls or directs people/resources in a group according to principles
or values that have already been established
Leadership and Management
The DIFFERENT between
them can be illustrated by
considering what happens
when you have one without
the other!

61. Leadership Combined With Management
It both sets a new direction and manages the resources to achieve it
Leadership and Management
Leadership without Management
Sets a direction or vision that others follow
without considering too much how the new
direction is going to be achieved
Management without Leadership
Controls resources to maintain the status or
ensure things happen according to already
established plans

63. All the Success
MoatazBellah Magdi