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MASTER CLASS MASTER CLASS MANAGEMENT AND MANAGEMENT AND

LEADERSHIP LEADERSHIP TRAININGTRAINING


Management Skills Course Management Skills Course IntroductionIntroduction

Business will always need effective Business will always need effective managers and effective management managers and effective management practices. If management is practices. If management is marginal, services and products will marginal, services and products will suffer. If management is suffer. If management is exceptional, services and products exceptional, services and products will flourishwill flourish..


LESSON 1 - HOW TO BE A GREAT MANAGER LESSON 1 - HOW TO BE A GREAT MANAGER THROUGH STRONG LEADERSHIPTHROUGH STRONG LEADERSHIP

IntroductionIntroduction:: Those who succeed in Management are Great Those who succeed in Management are Great LeadersLeaders..As a leader you need to be proactive and As a leader you need to be proactive and creative. As a manager you need to be directive, creative. As a manager you need to be directive, action-oriented and responsive. You as a leader action-oriented and responsive. You as a leader must get your organization to believe that the must get your organization to believe that the work and goals are worthwhile. As a manager, work and goals are worthwhile. As a manager, you need to make sure each individual has the you need to make sure each individual has the skills necessary to achieve those goals. Quite skills necessary to achieve those goals. Quite simply, it takes a strong leader to get simply, it takes a strong leader to get the the groupgroup to see the big picture, and a great to see the big picture, and a great manager to get themanager to get the individual individual to be a part of the to be a part of the

big picturebig picture . .


Five key points to Strong Leadership (thus a Great Five key points to Strong Leadership (thus a Great Manager)Manager)

11--Develop trust and credibilityDevelop trust and credibility . .22--Share the vision with absolute clarityShare the vision with absolute clarity . .

33--Be there to help them succeed - Coaching, Be there to help them succeed - Coaching, mentoring, communicating, and mentoring, communicating, and listeninglistening . .

44--Make the decisions and be held Make the decisions and be held accountableaccountable . .

55--Keep it all under control and headed in the Keep it all under control and headed in the right directionright direction . .


11--Develop trust and credibilityDevelop trust and credibility When people trust you, they will be more inclined to When people trust you, they will be more inclined to follow you. Trust is based on the respect and follow you. Trust is based on the respect and expectations of a leader expectations of a leader. .

these five traits will help guide you on the right path to these five traits will help guide you on the right path to strong leadershipstrong leadership. .

- -HonestyHonesty --IntegrityIntegrity

--CompassionCompassion --FairnessFairness

--Good relationshipsGood relationships


22--Share the vision with absolute clarityShare the vision with absolute clarity . .

Leaders need to share the vision of what Leaders need to share the vision of what they want their department to achievethey want their department to achieve . .

A way to see the dream come true is by A way to see the dream come true is by charting successes, as well as failures. If charting successes, as well as failures. If the employees always know where they the employees always know where they stand, they will know what part they stand, they will know what part they played in achieving the visionplayed in achieving the vision..


33--Be there to help them succeed - Coaching, Be there to help them succeed - Coaching, mentoring, communicating, and listeningmentoring, communicating, and listening . .

Great interpersonal skills are vital for a Great interpersonal skills are vital for a successful leader. You don’t lead by hiding successful leader. You don’t lead by hiding behind your desk. Be out there and find the behind your desk. Be out there and find the strengths and talents of your employees, strengths and talents of your employees, and place them where they can shine. They and place them where they can shine. They need to know how their strengths serve the need to know how their strengths serve the objectives. Show them the respect they objectives. Show them the respect they deserve, and you have their interests at deserve, and you have their interests at heartheart


CoachingCoaching

Try and help them improve their skills Try and help them improve their skills to do their job better. Give them to do their job better. Give them feedback on their performance with feedback on their performance with observations and give good advice. observations and give good advice. Use specific statements rather than Use specific statements rather than general comments, whether good or general comments, whether good or badbad . .


MentoringMentoring

Help them understand what you are all Help them understand what you are all about, guide them for a better about, guide them for a better chance of promotion, and have them chance of promotion, and have them learn about other aspects and learn about other aspects and functions of the businessfunctions of the business . .


CommunicatingCommunicating

Clearly share your visions and goals, Clearly share your visions and goals, encourage individuals and groups, encourage individuals and groups, praise when praise is due, and take praise when praise is due, and take the time for one-on-one meetingsthe time for one-on-one meetings . .


ListeningListening

Let them share ideas, concerns, and Let them share ideas, concerns, and know you are approachable and know you are approachable and caringcaring . .


44--Make the decisions and be held Make the decisions and be held accountableaccountable . .

--Sift the data for facts and relevanceSift the data for facts and relevance . .--Look closely at the issue at hand while never Look closely at the issue at hand while never

losing sight of the big picturelosing sight of the big picture . .--Talk to subject experts if neededTalk to subject experts if needed . .

--Don’t make a decision too quickly unless Don’t make a decision too quickly unless necessarynecessary . .

--Think about the cost-benefit for both short-Think about the cost-benefit for both short-term and long-termterm and long-term . .

--Once a decision is made, do not be wishy-Once a decision is made, do not be wishy-washy or unsure about yourself. You will be washy or unsure about yourself. You will be seen as a person who can be easily seen as a person who can be easily

persuaded with little confidencepersuaded with little confidence . .


55--Keep it all under control and headed in Keep it all under control and headed in the right directionthe right direction . .

You, as leader and manager, need to focus on You, as leader and manager, need to focus on what’s most important related to the vision what’s most important related to the vision and goals of the organizationand goals of the organization . .

Everyone needs to have the same focus and Everyone needs to have the same focus and direction you havedirection you have

Consistency is key to maintaining control and Consistency is key to maintaining control and keep things going in the right directionkeep things going in the right direction . .


101101 Tips, Tricks & Secrets to Success in Tips, Tricks & Secrets to Success in Leadership and ManagementLeadership and Management

key principles that will help get you started right key principles that will help get you started right away to a successful management careeraway to a successful management career..

Part 1Part 1 - Employee Interaction, which deals with - Employee Interaction, which deals with communication skillscommunication skills..

Part 2Part 2 - Professional Advice, which gives some tips - Professional Advice, which gives some tips on running a departmenton running a department..

Part 3Part 3 - Personal Advice, which is focused on inner- - Personal Advice, which is focused on inner-self qualitiesself qualities..

Part 4Part 4 - Words of Wisdom, which contains some - Words of Wisdom, which contains some gems to incorporate into your leadership stylegems to incorporate into your leadership style..


Part 1 - Employee Interaction - Tips Part 1 - Employee Interaction - Tips 1 through 271 through 27

11--Get them excited about a better Get them excited about a better futurefuture . .

22--Make sure your employees listen Make sure your employees listen to youto you . .

33 - -You define, and then let your You define, and then let your employees conqueremployees conquer . .

–44--Make it a point to personally Make it a point to personally meet with everyone in your meet with everyone in your departmentdepartment..


Part 1 - Employee Interaction - Tips 1 Part 1 - Employee Interaction - Tips 1 through 27through 27

55--Motivating a group differs from that of Motivating a group differs from that of motivating an individualmotivating an individual . .

66--When motivating, focus on the employee’s When motivating, focus on the employee’s strengths and accomplishmentsstrengths and accomplishments . .

77--Find the strong points and unlock the Find the strong points and unlock the employee’s potentialemployee’s potential . .


THE ENDTHE END

LESSON 1LESSON 1


LESSON 2 – LESSON 2 –

HOW TO MANAGE AND HOW TO MANAGE AND ORGANIZE YOUR ORGANIZE YOUR

DEPARTMENT TO MEET THE DEPARTMENT TO MEET THE GOALSGOALS


IntroductionIntroduction : :

Managers need to plan and guide the work Managers need to plan and guide the work for their employeesfor their employees..

In order to accomplish the goals desired, In order to accomplish the goals desired, you will need to have a good strategic you will need to have a good strategic and tactical plan. You will need a basic and tactical plan. You will need a basic roadmap on where you are now, and roadmap on where you are now, and where you are going. You would also where you are going. You would also need to determine the best way on how need to determine the best way on how to get from point A to point B. Finally, to get from point A to point B. Finally, you would need to make sure you have you would need to make sure you have the means to get to your final the means to get to your final destinationdestination . .


The 7-S Model and how it can help The 7-S Model and how it can help improve your organizationimprove your organization

It is the seven key elements of an organization that are It is the seven key elements of an organization that are critical to understand its effectiveness. These seven critical to understand its effectiveness. These seven elements are: Strategy, Structure, Systems, Shared elements are: Strategy, Structure, Systems, Shared Values, Style, Staff, and Skills. The beauty of the 7-S Values, Style, Staff, and Skills. The beauty of the 7-S model is that it can be used in a wide variety of model is that it can be used in a wide variety of situations such assituations such as::

11--A diagnostic tool for an ineffective organizationA diagnostic tool for an ineffective organization..22--Improve the performance of a companyImprove the performance of a company..

33--Guides organizational changesGuides organizational changes..44--Align departments and processes during a merger or Align departments and processes during a merger or

acquisitionacquisition..55--Determine how best to implement a proposed Determine how best to implement a proposed

strategystrategy..66--Combines rational and hard elements with emotional Combines rational and hard elements with emotional

and soft elementsand soft elements


StrategyStrategy::

Refers to tRefers to the plan or route-map to maintain he plan or route-map to maintain competitive advantage. competitive advantage. What is your plan What is your plan for the future? How do you intend to for the future? How do you intend to

achieve the objectivesachieve the objectives ? ?


StructureStructure::

Refers to tRefers to the framework in which the activities of the he framework in which the activities of the organization’s members are coordinated. A key organization’s members are coordinated. A key function of structure is to focus employees’ attention function of structure is to focus employees’ attention on what needs to get done by defining the work they on what needs to get done by defining the work they do and whom they should be working with. do and whom they should be working with. How is How is

the organizational structure designed right nowthe organizational structure designed right now ? ?


SystemsSystems : :Refers to tRefers to the day-to-day processes and he day-to-day processes and procedures. Having effective systems helps procedures. Having effective systems helps

reduce redundancy and streamlines processreduce redundancy and streamlines process . .


Shared ValuesShared Values::( ( also known as also known as Super ordinate goalsSuper ordinate goals :) :)Refers to Refers to

the guiding principles of the organization. the guiding principles of the organization. These are These are the core values of the company and your departmentthe core values of the company and your department


StyleStyle : :Refers to the leadership approach and the Refers to the leadership approach and the organizations overall operating approachorganizations overall operating approach


StaffStaff : :Refers to the staff levels and how people are Refers to the staff levels and how people are hired, developed, trained, socialized, hired, developed, trained, socialized, integrated, and ultimately how their careers integrated, and ultimately how their careers are managedare managed


SkillsSkills : :Refers to the distinctive competencies of Refers to the distinctive competencies of people within the organization. What skills people within the organization. What skills have you been hiring for? What skills do have you been hiring for? What skills do you need? What skills will you need in 1 or you need? What skills will you need in 1 or

2 years from now2 years from now ? ?


Manage your Department to its Optimum Manage your Department to its Optimum in 10 stepsin 10 steps

Here are the 10 steps to plan and build your department to its Here are the 10 steps to plan and build your department to its optimum to meet the goalsoptimum to meet the goals::

Step 1 - Determine your part in the company’s goals and objectivesStep 1 - Determine your part in the company’s goals and objectivesStep 2 - Absolutely know what’s expected of you as managerStep 2 - Absolutely know what’s expected of you as managerStep 3 - Fully know the company's products, services, and systems Step 3 - Fully know the company's products, services, and systems used to support themused to support themStep 4 - Establish goals and objectives for your departmentStep 4 - Establish goals and objectives for your departmentStep 5 - Strategize, plan and structure to meet the objectiveStep 5 - Strategize, plan and structure to meet the objectiveStep 6 - Get the right people you need to meet the objectiveStep 6 - Get the right people you need to meet the objectiveStep 7 - Get the right materials to get the job done rightStep 7 - Get the right materials to get the job done rightStep 8 - Get your staff all of the training it needsStep 8 - Get your staff all of the training it needsStep 9 - Organize it all to put the plan into effectStep 9 - Organize it all to put the plan into effectStep 10 - Monitor and control it all to keep it running smoothlyStep 10 - Monitor and control it all to keep it running smoothly


Step 1 – Determine your part in the company’s goals Step 1 – Determine your part in the company’s goals and objectivesand objectives

11 . .The company’s goals and objectives will be filtered down to all The company’s goals and objectives will be filtered down to all department managers, most likely while in meetings with upper department managers, most likely while in meetings with upper managementmanagement..

22 . .Department managers will take their part of the plan and fully Department managers will take their part of the plan and fully understand the goals and objectivesunderstand the goals and objectives . .

33 . .A timeline to achieve these goals would need to be put into A timeline to achieve these goals would need to be put into placeplace . .

44 . .The department manager will create the projects and tasks The department manager will create the projects and tasks associated with the plan and clearly state the goals and objectives associated with the plan and clearly state the goals and objectives to their employees. Training is given and processes are createdto their employees. Training is given and processes are created..

55 . .The project is monitored to ensure quality and maintain focusThe project is monitored to ensure quality and maintain focus..

66 . .The manager reacts to any problem with the process as soon as The manager reacts to any problem with the process as soon as possiblepossible..

77 . .Status reports and updates are given to upper managementStatus reports and updates are given to upper management


Step 2 – Absolutely know what’s expected of Step 2 – Absolutely know what’s expected of you as manageryou as manager

You need to know exactly what it is upper management You need to know exactly what it is upper management expects from youexpects from you . .

In order to achieve and even surpass expectations, you In order to achieve and even surpass expectations, you will always need a good solid plan that is well will always need a good solid plan that is well

understood by allunderstood by all . .

You need to make sure the setup and flow of the You need to make sure the setup and flow of the department works in efficiency and harmonydepartment works in efficiency and harmony..


Step 3 – Fully know the company’s products, services, Step 3 – Fully know the company’s products, services, and systems used to support themand systems used to support them

You have to know the company’s productsYou have to know the company’s products · · A good A good productproduct is an entity that meets all quality is an entity that meets all quality

standards. Products that are flawed are considered standards. Products that are flawed are considered of low quality. This is a problem for both the of low quality. This is a problem for both the customer and the company employees who have to customer and the company employees who have to support the productsupport the product..

· · A good A good serviceservice is complete satisfaction from the is complete satisfaction from the customer’s point of view with the quality of the customer’s point of view with the quality of the company’s help and action taken. Service that is company’s help and action taken. Service that is bad is considered of low quality customer bad is considered of low quality customer interaction. Bad service can also be related to interaction. Bad service can also be related to numerous outages from service providing entities numerous outages from service providing entities such as your electric or Internet servicesuch as your electric or Internet service..


Step 4 – Establish goals and objectives for Step 4 – Establish goals and objectives for your departmentyour department

As manager, you need to determine how the goals and objectives for your As manager, you need to determine how the goals and objectives for your department are setdepartment are set Here is a list of some typical goals and objectives that Here is a list of some typical goals and objectives that are common within a business that you might have to face as a managerare common within a business that you might have to face as a manager::

11--Improve customer satisfactionImprove customer satisfaction22--Reduce churn rate (customers who no longer use your service, product, etc)Reduce churn rate (customers who no longer use your service, product, etc)

33--Prepare for a new product launchPrepare for a new product launch44--Improve project managementImprove project management

55--Reduce attrition rate (employees leaving the company)Reduce attrition rate (employees leaving the company)66--Reduce product defectsReduce product defects77--Reduce service outagesReduce service outages

88--Reduce hold timesReduce hold times99--Reduce costs, and increase profitsReduce costs, and increase profits

1010--Coordinate efforts on acquiring another companyCoordinate efforts on acquiring another company1111--Outsource specific projectsOutsource specific projects

1212--Expand operationsExpand operations1313--Improve product delivery timeImprove product delivery time

1414--Improve order delivery timeImprove order delivery time1515--Implement new (or upgrade) your company’s information systems such as Implement new (or upgrade) your company’s information systems such as

an inventory databasean inventory database,,


Step 5 – Strategize, plan and structure to Step 5 – Strategize, plan and structure to meet the objectivemeet the objective

. .A A generalgeneral goal might be to answer calls goal might be to answer calls quickly. A quickly. A specificspecific goal would be to answer all calls goal would be to answer all calls in an average of 30 secondsin an average of 30 seconds . .

· ·Calls are answered in an average of 30 secondsCalls are answered in an average of 30 seconds

· ·Abandon rate needs to be under 3%Abandon rate needs to be under 3%

· ·Repeat cases needs to be under 5%Repeat cases needs to be under 5%

· ·MTTR (Mean Time To Repair – which is the MTTR (Mean Time To Repair – which is the average time it took to open, troubleshoot and close average time it took to open, troubleshoot and close the case) needs to be under 90 minutesthe case) needs to be under 90 minutes

· ·Customer Satisfaction surveys of all customers Customer Satisfaction surveys of all customers polled within your department needs to be 95% or polled within your department needs to be 95% or greatergreater


Step 6 – Get the right people you need to meet the Step 6 – Get the right people you need to meet the objectiveobjective

It’s pretty obvious that you need to have good It’s pretty obvious that you need to have good people to do a good jobpeople to do a good job Step 6 is probably the most important step in this Step 6 is probably the most important step in this lesson. It really is all about the people within your lesson. It really is all about the people within your organization who truly make a difference. Your job organization who truly make a difference. Your job as manager is so much easier when you’re as manager is so much easier when you’re surrounded by nothing but the best peoplesurrounded by nothing but the best people..


Step 7 – Get the right materials to get the Step 7 – Get the right materials to get the job done rightjob done right

You need to make sure your staff has all the tools it You need to make sure your staff has all the tools it needs to get the job done right such as efficient needs to get the job done right such as efficient equipment, materials, and suppliesequipment, materials, and supplies


Step 8 – Get your staff all of the training it Step 8 – Get your staff all of the training it needsneeds

Before anyone can do anything, they need to know how Before anyone can do anything, they need to know how to do itto do it

Here are 20 training ideas that could pertain to your Here are 20 training ideas that could pertain to your departmentdepartment::

11--Work with one of your most knowledgeable Work with one of your most knowledgeable employees to develop a training process and employees to develop a training process and procedure manualprocedure manual

22--Set up weekly training sessions for the supervisor or Set up weekly training sessions for the supervisor or lead to go over training issues that popped up lead to go over training issues that popped up

during the week with their staffduring the week with their staff . .


2020 training ideas that could pertain to your training ideas that could pertain to your departmentdepartment::

33--Find online training programs such as technical schools that Find online training programs such as technical schools that your staff can take. Put aside some time during the day your staff can take. Put aside some time during the day or even pay overtime for after hours study at homeor even pay overtime for after hours study at home . .

44--Have a “Lunch and LearnHave a “Lunch and Learn ”. ”.

55--Find a webinar or workshop that specializes in the subject Find a webinar or workshop that specializes in the subject matter. It can be viewed either in house or at a yearly matter. It can be viewed either in house or at a yearly

retreat type of eventretreat type of event . .


2020 training ideas that could pertain to your training ideas that could pertain to your departmentdepartment

66--You might find someone who can benefit from some one-on-You might find someone who can benefit from some one-on-one mentoring. A gesture like this goes a long way not to one mentoring. A gesture like this goes a long way not to mention builds morale and shows leadershipmention builds morale and shows leadership..

77--Take the time to get with your staff to discuss the optimal Take the time to get with your staff to discuss the optimal training they would like to receivetraining they would like to receive . .

88--If it is within the budget, offer a company paid tuition to a If it is within the budget, offer a company paid tuition to a local college. This is a huge motivational and retaining local college. This is a huge motivational and retaining tool to usetool to use . .



99--Try to relate the training to something they already know Try to relate the training to something they already know and are confident doing. It is easier to learn something and are confident doing. It is easier to learn something new when you can relate it to what you already knownew when you can relate it to what you already know..

1010--Training should be as visual as possible with true hands on Training should be as visual as possible with true hands on participation. They need to actually perform the tasks participation. They need to actually perform the tasks they are being taughtthey are being taught . .

1111--Make sure your boss or upper management shows their Make sure your boss or upper management shows their excitement towards this training amongst your excitement towards this training amongst your employees. This will generate more enthusiasm and employees. This will generate more enthusiasm and determinationdetermination..



1212--Make sure they are motivated and want to learnMake sure they are motivated and want to learn

1313--Keep the training area away from any office or factory Keep the training area away from any office or factory related noise and commotionrelated noise and commotion

1414--Make sure you take a quick break after each main subjectMake sure you take a quick break after each main subject . .

1515--It is ok to do repetitive training if it is neededIt is ok to do repetitive training if it is needed



1616--If anyone cannot make the training, ask one of the If anyone cannot make the training, ask one of the employees who took the training to train otheremployees who took the training to train other. .

1717--During the training seminar, make sure to discuss how the During the training seminar, make sure to discuss how the material being taught applies to real life scenarios. If material being taught applies to real life scenarios. If there are good examples to use, this would be a great there are good examples to use, this would be a great time to discusstime to discuss..

1818--If you cannot set up a training course or provide online If you cannot set up a training course or provide online training, you can always purchase business books for the training, you can always purchase business books for the employeesemployees



1919--Set up a buddy systemSet up a buddy system . .

--Puts the less experienced employee at ease by not showing Puts the less experienced employee at ease by not showing off and is humble with stories about when they first started off and is humble with stories about when they first started outout..

--Asks what the person knows or does not know about the Asks what the person knows or does not know about the training subjecttraining subject . .

--Covers the main objectives and goals including how their job Covers the main objectives and goals including how their job relates to the big picturerelates to the big picture . .

--Motivates and creates excitement. This is a time for positive Motivates and creates excitement. This is a time for positive interaction, not negative opinioninteraction, not negative opinion..



1919--Set up a buddy systemSet up a buddy system . .

--Clearly goes over the workflow both visually and in theoryClearly goes over the workflow both visually and in theory..

--Makes sure the less experienced person performs the tasksMakes sure the less experienced person performs the tasks . .

--Sets up a post meeting, and if necessary another training Sets up a post meeting, and if necessary another training session, to make sure all is goodsession, to make sure all is good

2020--Training is an ongoing commitment you need to make to Training is an ongoing commitment you need to make to your team. You need to always keep on top of any training your team. You need to always keep on top of any training needs. Always remember, “The more you train, the more needs. Always remember, “The more you train, the more

they retainthey retain ”. ”.


Step 9 – Organize it all to put the plan Step 9 – Organize it all to put the plan into effectinto effect

By deciding and planning correctly, your staff will By deciding and planning correctly, your staff will understand what is expected of them and their place understand what is expected of them and their place within the organizationwithin the organization . .

11--Utilize your resources to their optimal performanceUtilize your resources to their optimal performance

22--Look at all the possible scenarios and make sure Look at all the possible scenarios and make sure there are clear benefits to each decisionthere are clear benefits to each decision..

33--When in doubt map it out. That is what the white When in doubt map it out. That is what the white board is for and you should use it whenever board is for and you should use it whenever possible. Visually looking at possible structure possible. Visually looking at possible structure changes makes things so much easierchanges makes things so much easier..


Step 9 – Organize it all to put the plan Step 9 – Organize it all to put the plan into effectinto effect

44--Hold daily meetings with your supervisors to make Hold daily meetings with your supervisors to make sure the plan will work as good in real life as it looks sure the plan will work as good in real life as it looks on paperon paper . .

55--Make sure you get your employees suggestions, as Make sure you get your employees suggestions, as they are the ones in the trenches who really know they are the ones in the trenches who really know

which processes work and which don’twhich processes work and which don’t . . Point to keep in mindPoint to keep in mind : :

You always want to keep your boss informed before You always want to keep your boss informed before making any changes or implementing any plans. By making any changes or implementing any plans. By giving well-documented processes, procedures, and giving well-documented processes, procedures, and laid out plans, you will look good as well as make laid out plans, you will look good as well as make your boss look good. Upper management expects your boss look good. Upper management expects this type of detail to achieve success from you, the this type of detail to achieve success from you, the managermanager . .


Step 10 – Monitor and control it all to keep it Step 10 – Monitor and control it all to keep it running smoothlyrunning smoothly

Now that you have the department in order, everyone Now that you have the department in order, everyone is trained and happy, and you have all of your is trained and happy, and you have all of your processes and procedures in place, the best way to processes and procedures in place, the best way to determine how things are going is through reports determine how things are going is through reports and feedbackand feedback..


Quick Lesson SummaryQuick Lesson Summary11--You need a solid plan and the methods needed to You need a solid plan and the methods needed to

succeed to obtain the goals and objectivessucceed to obtain the goals and objectives . .22--You need to make sure both you and your employees You need to make sure both you and your employees

fully understand the mission, goals, company fully understand the mission, goals, company products, what is expected of them, and what is products, what is expected of them, and what is expected of youexpected of you . .

33--Carefully analyze all aspects within your department Carefully analyze all aspects within your department before making any changes. Get with key members before making any changes. Get with key members of your staff and discuss all optionsof your staff and discuss all options..

44--You need to get the right people to do the right You need to get the right people to do the right job. You might need to reassign them for optimal job. You might need to reassign them for optimal performanceperformance..

55--You need to set up a timeline whenever a major You need to set up a timeline whenever a major project, task, or structuring takes place. The short-project, task, or structuring takes place. The short-term plans must coincide with the long-term term plans must coincide with the long-term objectiveobjective..

66--You need to provide the right materials and training. A lack You need to provide the right materials and training. A lack of materials and training will result in a lack of efficiencyof materials and training will result in a lack of efficiency..


The end LESSON 2The end LESSON 2

MASTER CLASS MANAGEMENTMASTER CLASS MANAGEMENT


LESSON 3LESSON 3

HOW TO MANAGE YOUR EMPLOYEES HOW TO MANAGE YOUR EMPLOYEES AND BUILD A STRONG TEAMAND BUILD A STRONG TEAM


Introduction: Get the most out of your employees Introduction: Get the most out of your employees including working as a teamincluding working as a team

The definition of a team is a group of individuals who clearly The definition of a team is a group of individuals who clearly know what is expected of them both individually and as a know what is expected of them both individually and as a wholewhole . .


Shape the individual and build the team Shape the individual and build the team in 5 stepsin 5 steps

11--Create and Develop a strong team with solid Create and Develop a strong team with solid expectationsexpectations

22--Motivate Professionally and with respectMotivate Professionally and with respect

33--Recognize and Praise great workRecognize and Praise great work

44--Evaluate and Appraise employee Evaluate and Appraise employee performanceperformance

55--Compensate and Reward a job well doneCompensate and Reward a job well done


Step 1 - Create and Develop a strong team with Step 1 - Create and Develop a strong team with solid expectationssolid expectations

11--Make sure the team is set and ready to goMake sure the team is set and ready to go . .

22--Start off with a fresh approachStart off with a fresh approach . .

33--Create a one or two paragraph mission Create a one or two paragraph mission statementstatement . .

44--Periodically walk around the departmentPeriodically walk around the department

55--Periodically hold team meetingsPeriodically hold team meetings . .

66--Make sure everyone is fully trained and has Make sure everyone is fully trained and has what they needwhat they need . .


Step 1 - Create and Develop a strong team with solid Step 1 - Create and Develop a strong team with solid expectationsexpectations

77--Teach them how to work as a teamTeach them how to work as a team . .

88--Show how the goals of the team tie into the Show how the goals of the team tie into the organizational goalsorganizational goals . .

99--Make their opinions count and always follow upMake their opinions count and always follow up . .

1010--Support the differing strengths of your teammatesSupport the differing strengths of your teammates . .

1111--Sometimes let the team decideSometimes let the team decide . .

1212--Make sure your team members are not afraid to Make sure your team members are not afraid to speak upspeak up . .

1313--Make sure everyone understands what is expectedMake sure everyone understands what is expected..

1414--Demand the needed attention to detailDemand the needed attention to detail . .


Step 1 - Create and Develop a strong team with Step 1 - Create and Develop a strong team with solid expectationssolid expectations

1515--Stress that the customer is right, no matter Stress that the customer is right, no matter how wrong they arehow wrong they are.. ..

1616--Try to curb any negativity about customers Try to curb any negativity about customers or other departmentsor other departments . .

1717--They should act as if a camera is filming They should act as if a camera is filming themthem . .

1818--They should act like they are Ambassadors They should act like they are Ambassadors for the companyfor the company . .

1919--Team Building is not a one-time activityTeam Building is not a one-time activity . .


Points to keep in mindPoints to keep in mind::

11--Strong teams do need to be Strong teams do need to be micromanaged notmicromanaged not . .

22--Make sure you know what they knowMake sure you know what they know . .

33--Balance is keyBalance is key . .

44--Project teams within a teamProject teams within a team . .


Step 2 – Motivate Professionally Step 2 – Motivate Professionally and with respectand with respect

To motivate you need to be positive, honest, To motivate you need to be positive, honest, encouraging and directencouraging and direct . .

They are motivated in different waysThey are motivated in different ways::

11--By the actual work they performBy the actual work they perform

22--Their payTheir pay

33----The work environmentThe work environment

44--A helpful manager when neededA helpful manager when needed

55--Not micromanaged when all is under controlNot micromanaged when all is under control


2323 other ways in which to motivate other ways in which to motivate professionally and with respectprofessionally and with respect::

11--Be a solid leaderBe a solid leader

22--Give clear instructionsGive clear instructions

33--Show how much you value everyone in your Show how much you value everyone in your departmentdepartment . .

44--Help people growHelp people grow . .

55--Encourage your employees to recognize Encourage your employees to recognize each other for great workeach other for great work . .



66--Motivate by building their confidenceMotivate by building their confidence . .

77--Motivate the already confident by listening Motivate the already confident by listening and discussing triumphsand discussing triumphs . .

88--Show the team you truly careShow the team you truly care . .

99--Stress their importance to the companyStress their importance to the company . .

1010--Create more interesting and admirable job Create more interesting and admirable job titlestitles . .



1111--Do not rule by intimidationDo not rule by intimidation . .

1212--Don’t raise your voiceDon’t raise your voice . .

1313--Don’t penalize them for doing their bestDon’t penalize them for doing their best . .

1414--Focus on their strengths and try to work Focus on their strengths and try to work around their weaknessesaround their weaknesses . .

1515--Really, really motivate your favoritesReally, really motivate your favorites

1616--Continually train and keep your department Continually train and keep your department up to speedup to speed . .



1717--Make the environment for the employees Make the environment for the employees as nice as possibleas nice as possible..

1818--Motivate the good workers by disciplining Motivate the good workers by disciplining the badthe bad . .

1919--Make your positive attitude seenMake your positive attitude seen . .

2020--Don’t let them burn outDon’t let them burn out . .



2121--Have some funHave some fun . .

2222--Buy Cokes, donuts, bagels, pizza, etc for Buy Cokes, donuts, bagels, pizza, etc for the team periodicallythe team periodically . .

2323--The Management team cooks a barbeque The Management team cooks a barbeque for all the stafffor all the staff..


Point to keep in mindPoint to keep in mind::11--When you hit a plateau… There will be times When you hit a plateau… There will be times

when your department does great for so when your department does great for so long that the challenge is no longer therelong that the challenge is no longer there

22--Ask a few of your most trusted employees Ask a few of your most trusted employees what truly motivates the teamwhat truly motivates the team

33--Hire nothing but the best peopleHire nothing but the best people

44--Don’t forget the people out of sightDon’t forget the people out of sight . .

55--Again, do not micromanageAgain, do not micromanage . .


Step 3 - Recognize and Praise great workStep 3 - Recognize and Praise great workHere are 12 ways to recognize and praise your staff in a Here are 12 ways to recognize and praise your staff in a professional and dignified wayprofessional and dignified way::

11--Don’t hesitate to acknowledge the good Don’t hesitate to acknowledge the good thingsthings . .

22 - -Praise in publicPraise in public..

33--Don’t publicly praise an individual on a team Don’t publicly praise an individual on a team related effortrelated effort..

44--Post the results on the wall in big letters Post the results on the wall in big letters and in clear view for all to seeand in clear view for all to see . .

55--Make it publicly known when there is Make it publicly known when there is something positive to share about an something positive to share about an

employeeemployee


Step 3 - Recognize and Praise great workStep 3 - Recognize and Praise great workHere are 12 ways to recognize and praise your staff in a Here are 12 ways to recognize and praise your staff in a

professional and dignified wayprofessional and dignified way::

66--Create a storyboard on the wall to show Create a storyboard on the wall to show motivational achievementsmotivational achievements

77--Recognize and praise quicklyRecognize and praise quickly..

88--Give Praise, recognition and positive Give Praise, recognition and positive feedback on what means the most to the feedback on what means the most to the individual and teamindividual and team..

99--Admiration of a person’s skill is a show of Admiration of a person’s skill is a show of respect and recognitionrespect and recognition


Step 3 - Recognize and Praise great workStep 3 - Recognize and Praise great workHere are 12 ways to recognize and praise your staff in a Here are 12 ways to recognize and praise your staff in a

professional and dignified wayprofessional and dignified way::

1010--Go into detail regarding the recognitionGo into detail regarding the recognition

1111--Write a letter, forward the e-mail, or write Write a letter, forward the e-mail, or write the e-mail yourselfthe e-mail yourself . .

1212--Have someone in upper management take Have someone in upper management take the time to acknowledge the individual or the time to acknowledge the individual or

teamteam . .


Points to keep in mindPoints to keep in mind : :11--The effect of giving praise is a very The effect of giving praise is a very

powerful and productive toolpowerful and productive tool . .

22--Don’t start with praising, and end Don’t start with praising, and end with a lecturewith a lecture

33--Praise when praise is truly duePraise when praise is truly due . .


Step 4 - Evaluate and Appraise employee Step 4 - Evaluate and Appraise employee performanceperformance

In general, most appraisals cover the set goals and In general, most appraisals cover the set goals and objectives includingobjectives including::

--Volume or production levelsVolume or production levels--Thoroughness and attention to detailThoroughness and attention to detail

--AccuracyAccuracy--AttitudeAttitude

--TeamworkTeamwork--Attendance and punctualityAttendance and punctuality

--Corporate valuesCorporate values--Future goalsFuture goals

--and Final notesand Final notes


here are 19 valuable tips to think about when here are 19 valuable tips to think about when performing employee evaluationsperforming employee evaluations::

11--Evaluations keep a written record to support pay Evaluations keep a written record to support pay increasesincreases..

22--In most cases evaluations have a set of core job In most cases evaluations have a set of core job objectives and corporate valuesobjectives and corporate values..

33--Appraisals, at the very least, lets the employee know Appraisals, at the very least, lets the employee know that someone at work is thinking about their job that someone at work is thinking about their job performanceperformance

44--Hopefully because you have managed the department Hopefully because you have managed the department so wellso well

55--Be sure your supervisors also follow these guidelinesBe sure your supervisors also follow these guidelines..


here are 19 valuable tips to think about here are 19 valuable tips to think about when performing employee evaluationswhen performing employee evaluations::

66--If you expect or anticipate complications with a If you expect or anticipate complications with a particular employee performance reviewparticular employee performance review……

77--If you have an employee who is performing below If you have an employee who is performing below expectationsexpectations……

88--Whatever you do, make sure you complete the Whatever you do, make sure you complete the performance appraisals on timeperformance appraisals on time..

99--It is better to focus on the positive rather than the It is better to focus on the positive rather than the negativenegative..



1010--When discussing appraisals, be sure to tailor each When discussing appraisals, be sure to tailor each one to each person’s personalityone to each person’s personality

1111--Make an outline of the significant items to coverMake an outline of the significant items to cover..

1212--It’s a “bit of an art” to encourage someone with It’s a “bit of an art” to encourage someone with poor performancepoor performance..

1313--Do not compare the employee to other employeesDo not compare the employee to other employees..

1414--Encourage open communicationEncourage open communication

1515--Treat each appraisal with the same mindset and Treat each appraisal with the same mindset and professionalism of a job interviewprofessionalism of a job interview



1616--Stay on track and keep to the specificsStay on track and keep to the specifics

1717--Focus on the significance of each success and Focus on the significance of each success and failurefailure..

1818--Always make sure the employee leaves knowing Always make sure the employee leaves knowing what is expected in the futurewhat is expected in the future

1919--Always be sure you did everything you could before Always be sure you did everything you could before terminating an employee based on the performance terminating an employee based on the performance

appraisalappraisal . .


Points to keep in mindPoints to keep in mind::11--If you have an employee who is disruptive, has a bad If you have an employee who is disruptive, has a bad

attitude, or is a “bad apple…”attitude, or is a “bad apple…” you need to deal with the you need to deal with the person as soon as possibleperson as soon as possible . .

22--Measure the goals and show proofMeasure the goals and show proof

33--Make sure they feel accountable and take Make sure they feel accountable and take responsibility for their workresponsibility for their work

44--Lets face it; it’s mostly about the moneyLets face it; it’s mostly about the money……


Step 5 - Compensate and Reward Step 5 - Compensate and Reward a job well donea job well done

Here are 16 ideas for you to incorporate regarding Here are 16 ideas for you to incorporate regarding compensation and other rewardscompensation and other rewards::

11--Try to pay them what they are worthTry to pay them what they are worth..

22--A raise based on the Employee A raise based on the Employee Appraisal/Performance ReviewAppraisal/Performance Review..

33 .- .-Promotion is the rewardPromotion is the reward

44--Try to have the power to give on the spot Try to have the power to give on the spot raisesraises

55--Do your research when it comes to Do your research when it comes to requested increases in payrequested increases in pay . .


1616 ideas for you to incorporate regarding ideas for you to incorporate regarding compensation and other rewardscompensation and other rewards::

66--Give small gifts such as movie ticketsGive small gifts such as movie tickets 77--Employee of the week parking spaceEmployee of the week parking space

88--Move the person to a better office or deskMove the person to a better office or desk.. 99--Bonus for hitting the goalsBonus for hitting the goals . .

1010--Paid time off and unpaid leavesPaid time off and unpaid leaves . .1111--Awards such as plaques, trophies, or Awards such as plaques, trophies, or

certificatescertificates..1212--Employee points used towards company Employee points used towards company

provided giftsprovided gifts . .


1616 ideas for you to incorporate regarding ideas for you to incorporate regarding compensation and other rewardscompensation and other rewards::

1313--Annual recognition banquet held for award Annual recognition banquet held for award events and ceremonies such as employee of events and ceremonies such as employee of the yearthe year

1414--Make sure to reward as quickly as the Make sure to reward as quickly as the achievement was accomplishedachievement was accomplished . .

1515--Match the award with the personMatch the award with the person . .

1616--The reward should compliment the The reward should compliment the achievementachievement . .


PointsPoints to keep in mind to keep in mind::11--Reward programs require a lot of planning Reward programs require a lot of planning

and preparationand preparation

22--Don’t make rewarding predictableDon’t make rewarding predictable

33--Do not reward if the goal was not achievedDo not reward if the goal was not achieved

44--When it comes to compensation you need to When it comes to compensation you need to be carefulbe careful . .

55--You will have your favorite employeesYou will have your favorite employees


Managing Different PersonalitiesManaging Different Personalities Here are some ways to deal with different personality Here are some ways to deal with different personality traitstraits::

11--The “Considerate” are nice, calm, and like to think The “Considerate” are nice, calm, and like to think things throughthings through..

22--The “Aggressive” likes to take control and do things The “Aggressive” likes to take control and do things quicklyquickly . .

33--The “Analyst” will always try to find flaws in the The “Analyst” will always try to find flaws in the systemsystem . .

44--The “Sensitive” takes any type of confrontation too The “Sensitive” takes any type of confrontation too personallypersonally . .

55--The “Talkative” tend to be more feelings oriented The “Talkative” tend to be more feelings oriented and will show more emotion, whether positive or and will show more emotion, whether positive or

negativenegative . .


Managing Different PersonalitiesManaging Different Personalities 66--The “Brainiac” will use knowledge and The “Brainiac” will use knowledge and

sarcasm to get what they wantsarcasm to get what they want . .77--The “Quiet” is one who very rarely talks at The “Quiet” is one who very rarely talks at

meetings, seems to have low self-esteem, meetings, seems to have low self-esteem, and is continually sub-conscious of their and is continually sub-conscious of their

actionsactions . .88--The “Results-Driven” tend to focus solely on The “Results-Driven” tend to focus solely on

targeted metrics but sometimes lose focus targeted metrics but sometimes lose focus on the big pictureon the big picture . .

99--The “Loner” just wants to do the job and not The “Loner” just wants to do the job and not get involved with company picnics, break get involved with company picnics, break room conversations, or any non-work room conversations, or any non-work

related subjectsrelated subjects . .


Managing Different PersonalitiesManaging Different Personalities 1010--The “Overly-Confident” feels like they know The “Overly-Confident” feels like they know

everything and can do no wrongeverything and can do no wrong . .1111--The “Curmudgeon” thinks of everyone but The “Curmudgeon” thinks of everyone but

them self as incompetent, and does not them self as incompetent, and does not take supervision welltake supervision well . .

1212--The “Mean-Spirited” makes it known that The “Mean-Spirited” makes it known that they are not happy with work or the people they are not happy with work or the people around themaround them . .

1313--The “Bad Attitude” is a major problemThe “Bad Attitude” is a major problem . .


LESSON 4LESSON 4 – –

HOW TO HIRE & RETAIN HOW TO HIRE & RETAIN THE RIGHT PEOPLETHE RIGHT PEOPLE


Introduction Introduction The goal is to hire and keep the best people The goal is to hire and keep the best people

The most important aspect when looking to The most important aspect when looking to hire someone is to have the mindset to hire someone is to have the mindset to hire and retainhire and retain the best and right person for the best and right person for the job. Try to recruit people who will thrive the job. Try to recruit people who will thrive under your management approachunder your management approach. .

Be patient when you are hiring, and whatever Be patient when you are hiring, and whatever you do, don’t just hire for hiring’s sakeyou do, don’t just hire for hiring’s sake..This lesson will show you valuable information This lesson will show you valuable information and ideas to use during the interview and and ideas to use during the interview and hiring stage. There will also be some ideas hiring stage. There will also be some ideas and ways keep them in your company for a and ways keep them in your company for a long timelong time..


Creating the right job description to find the Creating the right job description to find the right personright person

You need to create a job descriptionYou need to create a job description You need You need to define the right job responsibilitiesto define the right job responsibilities..

----Items that should be on the job description Items that should be on the job description areare::

11--General Description: Basic overview of what General Description: Basic overview of what you are looking for in a candidateyou are looking for in a candidate..

22--Primary Job Functions: Brief description of Primary Job Functions: Brief description of the type of work performedthe type of work performed..


Items that should be on the job Items that should be on the job description aredescription are::

33--Required skills: The “must have” would be Required skills: The “must have” would be on top, the “should have” in the middle, on top, the “should have” in the middle, and “nice to have” at the bottomand “nice to have” at the bottom..

44--Desired skills: This would be skills you wish Desired skills: This would be skills you wish the applicant had, but not absolutely the applicant had, but not absolutely necessarynecessary..

55--Experience: Type of work experience the Experience: Type of work experience the applicant must have, and the amount of applicant must have, and the amount of years doing this type of workyears doing this type of work..


Items that should be on the job Items that should be on the job description aredescription are::

66--Education: Needed or desired. This can be Education: Needed or desired. This can be anything from technical certification to a anything from technical certification to a master’s degreemaster’s degree..

77--Work status: Full or part timeWork status: Full or part time..

88--Travel: Enter a percentage if there is any Travel: Enter a percentage if there is any travel associated with the positiontravel associated with the position..

99--Reporting: The positions direct report. It Reporting: The positions direct report. It might be you or one of your supervisorsmight be you or one of your supervisors..


How to find the right personHow to find the right person 11--Online job finder (minimal cost)Online job finder (minimal cost)

22--Post on the company’s website (none to very Post on the company’s website (none to very minimal cost)minimal cost)

33--Newspaper ad (minimal cost)Newspaper ad (minimal cost) 44--Recruiter or Headhunter (medium to high cost)Recruiter or Headhunter (medium to high cost)

55--Networking (none to very minimal cost)Networking (none to very minimal cost)66--College or trade school bulletin board (none to College or trade school bulletin board (none to

very minimal cost)very minimal cost) . .77--Employment agency (medium cost)Employment agency (medium cost)

88--Radio or TV advertising (medium to high cost)Radio or TV advertising (medium to high cost) 99--Temp (Temporary) agency (low to medium cost)Temp (Temporary) agency (low to medium cost)


What to look for in an intervieweeWhat to look for in an interviewee

When screening and reviewing resumes you When screening and reviewing resumes you will develop a quick eye forwill develop a quick eye for : :

· ·Key phrasesKey phrases · ·AcronymsAcronyms

· ·Familiar companies in the genre of your Familiar companies in the genre of your companycompany

· ·Over qualified or under qualifiedOver qualified or under qualified · ·Bounces around a lotBounces around a lot


Here are 16 things to look for when Here are 16 things to look for when interviewing and evaluating a person to join interviewing and evaluating a person to join

your companyyour company::

11 . .Natural talentNatural talent..

22 . .What the person has really done in What the person has really done in previous jobsprevious jobs . .

33 . .Knowledge of your industry or product Knowledge of your industry or product without going off trackwithout going off track . .

44 . .Emphasis on a great education and Emphasis on a great education and hoping you do not notice the lack of hoping you do not notice the lack of experienceexperience..

55 . .How long they spent at each job based on How long they spent at each job based on their application and resumetheir application and resume . .



your companyyour company::66 . .Are they over qualified and only applying Are they over qualified and only applying

because of a slow economy and high because of a slow economy and high unemployment? This employee, although unemployment? This employee, although qualified, might be desperate for a qualified, might be desperate for a job. They might leave the moment job. They might leave the moment something better comes alongsomething better comes along..

77.. A nice and good personality. Remember A nice and good personality. Remember this adage, this adage, “You can train a nice person to “You can train a nice person to become skilled, but you can’t train a skilled become skilled, but you can’t train a skilled

person to become niceperson to become nice ”. ”.

88 . .Integrity and honesty with a strong work Integrity and honesty with a strong work ethicethic..

99 . .Comfortable eye contactComfortable eye contact..



your companyyour company::1010 . .Nervous mannerisms showing they have Nervous mannerisms showing they have

something to hidesomething to hide..1111 . .Someone who can articulate clearly and Someone who can articulate clearly and

speaks wellspeaks well..1212 . .Excellent attendance and dependabilityExcellent attendance and dependability..

1313 . .They way they are dressed. A dirty look says They way they are dressed. A dirty look says a lot about their personalitya lot about their personality..

1414 . .A person with a team attitude who will fit in A person with a team attitude who will fit in with the rest of the team. Think about how with the rest of the team. Think about how much energy will this person bring in to the much energy will this person bring in to the departmentdepartment

1515 . .Someone who wants to go the “extra mile” to Someone who wants to go the “extra mile” to ensure top customer satisfactionensure top customer satisfaction..

1616 . .Someone who looks like they will appreciate Someone who looks like they will appreciate the job and opportunity and will have fun at the job and opportunity and will have fun at workwork..


Job interview questions to askJob interview questions to askHere are 14 questions you can ask Here are 14 questions you can ask

during the live interviewduring the live interview.. 11--Ask about their experienceAsk about their experience

22--Ask about their educationAsk about their education

33--Ask about their skillsAsk about their skills

44--Look at the application and review the Look at the application and review the salary range at their previous or current salary range at their previous or current

employmentemployment . .

55--Ask a couple of questions to see if there Ask a couple of questions to see if there might be some potential conflict or attitude might be some potential conflict or attitude issues down the roadissues down the road . .


Here are 14 questions you can ask Here are 14 questions you can ask during the live interviewduring the live interview..

66--Ask what they liked the most about their Ask what they liked the most about their last joblast job . .

77--Ask what they least liked about their last jobAsk what they least liked about their last job

88--Ask about the best praise or recognition Ask about the best praise or recognition they’ve received and what made it so they’ve received and what made it so goodgood..

99--Ask about their greatest strengths and Ask about their greatest strengths and weaknessesweaknesses

1010--Ask what is the best way they learn and Ask what is the best way they learn and when in their career did they learn the when in their career did they learn the most and whymost and why


Here are 14 questions you can ask Here are 14 questions you can ask during the live interviewduring the live interview

1111--Can they multitask and perform well under Can they multitask and perform well under pressure? Give a few different scenarios pressure? Give a few different scenarios

related to the positionrelated to the position . .1212--Are they a team player and will they fit inAre they a team player and will they fit in ? ?

1313--What makes them feel they are more What makes them feel they are more qualified than the next personqualified than the next person ? ?

1414--If you have a company website with your If you have a company website with your product line, you can ask them if they went product line, you can ask them if they went

to the website before the interviewto the website before the interview . .


Don’t be surprised if you get questions asked from the Don’t be surprised if you get questions asked from the interviewee ..Here are a couple of questions that if interviewee ..Here are a couple of questions that if asked, should be considered dubiousasked, should be considered dubious::

11--When can they take a vacation and for how longWhen can they take a vacation and for how long??22--Will they get paid if they take off the day before or Will they get paid if they take off the day before or

day after a holidayday after a holiday??33--Is working overtime mandatoryIs working overtime mandatory??

44--Is working on the weekends mandatoryIs working on the weekends mandatory ? ?55--Can they only work the hours that are requiredCan they only work the hours that are required??

66--If it is slow, can they leave earlyIf it is slow, can they leave early??77--When will they be promotedWhen will they be promoted??

88--How long do they have to work in your department How long do they have to work in your department before they can transfer to another departmentbefore they can transfer to another department??

99--When will they get a raiseWhen will they get a raise??1010--How late can they be before it is considered a tardyHow late can they be before it is considered a tardy??


Questions you should not askQuestions you should not ask

You need to be familiar with topics that are You need to be familiar with topics that are not permissible as interview questions to not permissible as interview questions to avoid possible discrimination avoid possible discrimination lawsuits. Examples would be race, lawsuits. Examples would be race, ethnicity, gender, religion, age, health, ethnicity, gender, religion, age, health, illness, disabilities, and national illness, disabilities, and national origin. Stay away from all questions and origin. Stay away from all questions and conversation that is not related to the job conversation that is not related to the job unless they are just some nice pleasantries unless they are just some nice pleasantries like hobbies or the weatherlike hobbies or the weather


*Checking their references*Checking their references

**How much should you payHow much should you pay??

**Making the final offerMaking the final offer


Employee on-boarding and orientation processEmployee on-boarding and orientation process Here are 10 tips to use whenever dealing with Here are 10 tips to use whenever dealing with

the new employeethe new employee:: · ·Gladly welcome the employee the Gladly welcome the employee the

moment they arrive. Shake their hand with moment they arrive. Shake their hand with a hearty welcoming tonea hearty welcoming tone..

· ·Chances are they will be nervous and Chances are they will be nervous and already stressed by filling out all of the new already stressed by filling out all of the new hire forms with HR. Offer a cup of coffee or hire forms with HR. Offer a cup of coffee or something to help make them feel at easesomething to help make them feel at ease..

· ·Walk the employee around the building, Walk the employee around the building, and introduce the new hire to your staff as and introduce the new hire to your staff as a welcomed addition to the team and a welcomed addition to the team and companycompany..


Here are 10 tips to use whenever dealing Here are 10 tips to use whenever dealing with the new employeewith the new employee::

· ·Give a brief history of the company and Give a brief history of the company and where you feel you’re headed. Explain how where you feel you’re headed. Explain how it works, described the products and/or it works, described the products and/or services you provide, talk about the services you provide, talk about the competition, etccompetition, etc..

· ·Go over the department and company’s Go over the department and company’s goals and objectivesgoals and objectives . .

· ·Go over the job functions and Go over the job functions and responsibilitiesresponsibilities..


Here are 10 tips to use whenever Here are 10 tips to use whenever dealing with the new employeedealing with the new employee::

· ·Give absolute clear expectations of the Give absolute clear expectations of the employee’s role in your department and employee’s role in your department and companycompany

· ·Cover any rules or regulations that HR Cover any rules or regulations that HR did not cover. This includes any safety did not cover. This includes any safety policies and procedurespolicies and procedures . .

· ·Talk about the schedule, the person or Talk about the schedule, the person or people who will be doing the training, people who will be doing the training,

seating and computer arrangements, etcseating and computer arrangements, etc . .


Here are 10 tips to use whenever Here are 10 tips to use whenever dealing with the new employeedealing with the new employee::

· ·Make sure a positive and welcoming Make sure a positive and welcoming feeling has been established, and shake the feeling has been established, and shake the employee’s hand with a sense of value and employee’s hand with a sense of value and ensuring confidenceensuring confidence..


Employee RetentionEmployee RetentionThese 16 specific actions will help you with These 16 specific actions will help you with recruiting and retaining all the talent you recruiting and retaining all the talent you needneed : :

11 - -Be known as a great company to work Be known as a great company to work forfor . .

22 - -Be known as a great boss to work forBe known as a great boss to work for

33--Always provide the right tools and trainingAlways provide the right tools and training

44 - -Continue to promote the bestContinue to promote the best..

55--Pay better than the competitionPay better than the competition . .

66--Use your influence to have, and keep, the Use your influence to have, and keep, the best benefits packagebest benefits package


These 16 specific actions will help you with These 16 specific actions will help you with recruiting and retaining all the talent you needrecruiting and retaining all the talent you need::

77 . .Have a company bonus planHave a company bonus plan..

88 . .Offer stock optionsOffer stock options . .

99 . .Offer tuition reimbursementOffer tuition reimbursement

1010 . .Competitive vacation packageCompetitive vacation package . .

1111 . .Provide cross trainingProvide cross training . .

1212 . .Inspire employee feedbackInspire employee feedback . .


These 16 specific actions will help you with These 16 specific actions will help you with recruiting and retaining all the talent you needrecruiting and retaining all the talent you need::

1313 . .Parity amongst departmentsParity amongst departments

1414 . .Do not rule by intimidationDo not rule by intimidation . .

1515 . .Keep to your commitmentsKeep to your commitments . .

1616 . .Make sure they feel like they Make sure they feel like they are part of the “in crowd.” Treat are part of the “in crowd.” Treat your employees like they are your employees like they are special and that working for you special and that working for you

is coolis cool . .


THE ENDTHE END

LESSON 4LESSON 4


LESSON 5 LESSON 5

HOW TO DEAL WITH HOW TO DEAL WITH CONFLICT, PROBLEMS, CONFLICT, PROBLEMS,

DIFFICULT EMPLOYEES AND DIFFICULT EMPLOYEES AND FIRINGFIRING


Introduction: The toughest part of the Introduction: The toughest part of the jobjob…… You, as manager, need to do your best to You, as manager, need to do your best to

make sure your department is running like a make sure your department is running like a well oiled “team-machine” as discussed in well oiled “team-machine” as discussed in lesson 3. However, just when you think lesson 3. However, just when you think everything is going along smoothly and everything is going along smoothly and under control, the inevitable conflicts, under control, the inevitable conflicts, disagreements, and differences of opinion disagreements, and differences of opinion start to escalate, and harmony within the start to escalate, and harmony within the

team is disruptedteam is disrupted . .


Dealing with ConflictDealing with Conflict Examples of conflict areExamples of conflict are::

11--A personal problem with two or more A personal problem with two or more peoplepeople . .

A- Asking for sexual favors in return for A- Asking for sexual favors in return for providing a raise, promotion, etc. (Quid pro providing a raise, promotion, etc. (Quid pro quo)quo)..

B- What a woman perceives as a hostile B- What a woman perceives as a hostile environment like unwanted touching, pin-up environment like unwanted touching, pin-up calendars, sexual jokes, sexual comments, calendars, sexual jokes, sexual comments, leering, inappropriate photos, etcleering, inappropriate photos, etc . .


Examples of conflict areExamples of conflict are::22 - -A perception of one working harder A perception of one working harder

than the otherthan the other..33 - -One person blaming another for past One person blaming another for past

mistakesmistakes..44 - -Rebellious jealousy because it looks like Rebellious jealousy because it looks like

you are playing favoritesyou are playing favorites..55 - -Not happy or thinks it’s unfair with the Not happy or thinks it’s unfair with the

type of work assigned to themtype of work assigned to them..66 - -Personality clashPersonality clash

77 - -DisagreementsDisagreements88 - -Inappropriate dress for workInappropriate dress for work . .

99 Personal hygienePersonal hygiene . .


Determine the type of conflict Determine the type of conflict and the severityand the severity . .

Here are three questions to determine the Here are three questions to determine the type and the actions you should take type and the actions you should take based on the severity of the conflictbased on the severity of the conflict::

11--Is the conflict an issue that is shared by all Is the conflict an issue that is shared by all on the team?(on the team?( such as problems with the such as problems with the processes and procedures)processes and procedures)

22--Is the conflict due to one individualIs the conflict due to one individual??

((dress codedress code issue - issue -hygienehygiene issue - issue -not happynot happy) )

33--Is the conflict pertaining to more than one Is the conflict pertaining to more than one individual based on personal issues, individual based on personal issues,

personality clashes, disagreements, etcpersonality clashes, disagreements, etc??


conflict examples between two or more conflict examples between two or more peoplepeople::

11--Friendship problemsFriendship problems

22--Personality clash, differences in life styles, Personality clash, differences in life styles, different beliefs and values, etcdifferent beliefs and values, etc

33--Disagreements or mixed expectationsDisagreements or mixed expectations


Steps to take when dealing with conflictSteps to take when dealing with conflict::

11--Counsel and Verbal warningCounsel and Verbal warning

22--Written warning, suspension or Written warning, suspension or terminationtermination : :

**Always remember that you should beAlways remember that you should be::

--Well preparedWell prepared

--Non-judgmentalNon-judgmental

--Documenting everythingDocumenting everything !!! !!!


Dealing with Violence, Bullying, and Dealing with Violence, Bullying, and Anger in the WorkplaceAnger in the Workplace

you speak to an employee, whether it relates you speak to an employee, whether it relates to bulling, anger or violence, always be sure to bulling, anger or violence, always be sure to document everything that to document everything that transpired. You would need to give, at the transpired. You would need to give, at the very least, a verbal warning. Depending on very least, a verbal warning. Depending on the severity, an incident report is usually the severity, an incident report is usually written up by you or HR. Depending on the written up by you or HR. Depending on the nature of the act, suspension and/or nature of the act, suspension and/or termination is highly possibletermination is highly possible..


Dealing with Difficult EmployeesDealing with Difficult Employees

11--Calls out sick and rides the time off policies to Calls out sick and rides the time off policies to the very edgethe very edge..

22 - -Does the absolute minimum work Does the absolute minimum work expected, but just enough to fly under the expected, but just enough to fly under the radarradar..

33 - -Testing and criticizing the office policies in Testing and criticizing the office policies in placeplace..

44 - -Gossiping, but not to where it can be seen Gossiping, but not to where it can be seen in the officein the office..

55 - -Backstabs fellow employeesBackstabs fellow employees..66 - -Controls a situation by using negativityControls a situation by using negativity

77 - -Has a bad attitudeHas a bad attitude..88 - -Conducts themselves poorlyConducts themselves poorly


Steps to take when dealing with Steps to take when dealing with difficult employeesdifficult employees::

11--Counsel and verbal warningCounsel and verbal warning : :

22--First and second written First and second written warningswarnings : :

33--Suspension and/or terminationSuspension and/or termination . .


Dealing with Poor Job Performance and Dealing with Poor Job Performance and Required ExpectationsRequired Expectations

Steps to take when dealing with poor Steps to take when dealing with poor job performancejob performance::

11 . .Verbal warningVerbal warning · ·The employees’ immediate supervisorThe employees’ immediate supervisor??

· ·A process issueA process issue?? · ·A lack of training and/or is the training A lack of training and/or is the training

relevant to the job at handrelevant to the job at hand?? · ·Insufficient or a lack of toolsInsufficient or a lack of tools??

· ·Personnel issues regarding co-workersPersonnel issues regarding co-workers ? ?


Steps to take when dealing with Steps to take when dealing with poor job performancepoor job performance::

22 . .First written warningFirst written warning::

33 . .Second written warning or Second written warning or suspensionsuspension : :

44 . .Suspension and/or terminationSuspension and/or termination


Dealing with Attendance issuesDealing with Attendance issues Here are eight points to keep in mind on how Here are eight points to keep in mind on how

to control and possibly reduce attendance to control and possibly reduce attendance issuesissues::

11--Make sure your employees understand your Make sure your employees understand your view towards attendanceview towards attendance

22--Have your employee’s call you direct instead Have your employee’s call you direct instead of their immediate supervisorof their immediate supervisor . .

33--Maintain accurate recordsMaintain accurate records..

44--Look for trendsLook for trends . .


Here are eight points to keep in mind on how Here are eight points to keep in mind on how to control and possibly reduce attendance to control and possibly reduce attendance issuesissues::

55--Individual problem - have a one on one Individual problem - have a one on one meeting. Multiple people - hold a team meeting. Multiple people - hold a team

meetingmeeting . .

66--Allow for personal businessAllow for personal business . .

77--Create an award program for those who do Create an award program for those who do not call out or are tardy for a certain period not call out or are tardy for a certain period

of timeof time . .

88--Have them make up time missed to make up Have them make up time missed to make up for time lostfor time lost . .


Steps to take when dealing Steps to take when dealing with attendance problemswith attendance problems::

11 . .Counsel and verbal warningCounsel and verbal warning::

22 . .First written warningFirst written warning : :

33 . .Second written warning or Second written warning or suspensionsuspension : :

44 . .Suspension and/or terminationSuspension and/or termination : :


Dealing with Firing or Laying off an Dealing with Firing or Laying off an EmployeeEmployee

Steps to take when firing an employeeSteps to take when firing an employee::

11 . .Hold the employment termination Hold the employment termination meetingmeeting . .

22 . .Don’t be tentative and dance around the Don’t be tentative and dance around the subjectsubject. .

33 . .Even though it should come as no Even though it should come as no surprise to the employee, you will probably surprise to the employee, you will probably be asked the question, “Why am I being be asked the question, “Why am I being fired?” State the reason for the fired?” State the reason for the

employment terminationemployment termination


Steps to take when firing an employeeSteps to take when firing an employee

44 . .The employee might want to ask a couple The employee might want to ask a couple of questionsof questions

55 . .The employee might be acceptable and The employee might be acceptable and want to end the experience as soon as want to end the experience as soon as possiblepossible

66 . .If the employee is not showing any signs If the employee is not showing any signs of being too upset, you can give some of being too upset, you can give some adviceadvice


Steps to take when firing an employeeSteps to take when firing an employee

77 . .If the employee needs to go back to their If the employee needs to go back to their desk to pick up some personal belongings, desk to pick up some personal belongings, you, and preferable a security guard, should you, and preferable a security guard, should be with them at all timesbe with them at all times . .

88 . .HR will most likely meet with the individual HR will most likely meet with the individual in their office to discuss possible severance, in their office to discuss possible severance, when their last paycheck is coming, when when their last paycheck is coming, when benefits terminate, and any information benefits terminate, and any information regarding extending their health coverage or regarding extending their health coverage or any other detailsany other details

99 . .Your department will be talking about what Your department will be talking about what they saw and will be anxious to find out what they saw and will be anxious to find out what

is happeningis happening . .


Firing an employee is an immediate necessity for Firing an employee is an immediate necessity for the safety and well being of the rest of your the safety and well being of the rest of your

employees such asemployees such as::

11--Is physically violentIs physically violent..

22--Brings a weapon to workBrings a weapon to work..

33--Arrives to work under the influence of drugs or Arrives to work under the influence of drugs or alcoholalcohol..

44--Views pornographic movies on work Views pornographic movies on work computerscomputers..

55--Steals company propertySteals company property..


Quick Lesson SummaryQuick Lesson Summary11--You got to take the good with the badYou got to take the good with the bad

22--Always be ethical, legal, caring and Always be ethical, legal, caring and compassionatecompassionate . .

33--Know how to determine and deal with conflict Know how to determine and deal with conflict as soon as possibleas soon as possible

44--Conflict and difficult employee situations differ Conflict and difficult employee situations differ from poor job performance and attendance from poor job performance and attendance issuesissues

55--Although firing an employee is not the most Although firing an employee is not the most pleasant thing to do, when necessary, it is the pleasant thing to do, when necessary, it is the right thing to doright thing to do

66--Don’t hesitate if you have to deal with a Don’t hesitate if you have to deal with a violent employeeviolent employee


THE ENDTHE END

LESSON 5LESSON 5


LESSON 6 LESSON 6

HOW TO DELEGATE, HOW TO DELEGATE, MANAGE YOUR TIME, SOLVE MANAGE YOUR TIME, SOLVE PROBLEMS AND MAKE THE PROBLEMS AND MAKE THE

RIGHT RIGHT DECISIONSDECISIONS


Introduction: Know how to get it all done Introduction: Know how to get it all done with the least amount of stresswith the least amount of stress

Managers usually have to juggle many tasks, Managers usually have to juggle many tasks, projects, and meetings daily. If you try to projects, and meetings daily. If you try to take on every project yourself, you will most take on every project yourself, you will most likely end up missing deadlines and likely end up missing deadlines and ineffectively prioritizing . This lesson will ineffectively prioritizing . This lesson will cover how to effectively delegate, focus on cover how to effectively delegate, focus on how to multi-task, manage your time, and how to multi-task, manage your time, and making the right decisions to solve the making the right decisions to solve the problems, all the while keeping your stress problems, all the while keeping your stress

levels downlevels down . .


Delegate ConfidentlyDelegate ConfidentlyThe basic definition of delegating is The basic definition of delegating is “assigning duties to another person or “assigning duties to another person or persons while still being held accountablepersons while still being held accountable

Before you delegate, first ask yourself these Before you delegate, first ask yourself these three questionsthree questions : :

11--Can this project or task be delegated and do Can this project or task be delegated and do you have the staff that can honestly do the you have the staff that can honestly do the work requiredwork required??

22--Should it be delegated or is it too critical Should it be delegated or is it too critical and truly needs your involvementand truly needs your involvement??

33--Do you have enough time to delegate the Do you have enough time to delegate the job effectively and explain the expectations job effectively and explain the expectations

and outcomeand outcome ? ?


If you can say yes to the three questions just If you can say yes to the three questions just asked, utilize these eight tips and points when asked, utilize these eight tips and points when delegating:delegating:--

1-Pick the right person best suited for the task.1-Pick the right person best suited for the task.2-Make sure the person can work independently.2-Make sure the person can work independently.3-Make sure the person understands exactly what 3-Make sure the person understands exactly what

it is you want them to do.it is you want them to do.4.4. Get the agreement and commitment of the Get the agreement and commitment of the

employee. employee. 5.5. Give the person the authority to take control of Give the person the authority to take control of

the whole project.the whole project.6.6. Determine what tasks will need more Determine what tasks will need more

monitoring than others. monitoring than others. 7.7. Motivate them by discussing how the success of Motivate them by discussing how the success of

the project will make a positive impactthe project will make a positive impact8.8. Once the project or task is completed, carefully Once the project or task is completed, carefully

review. review.


Here are three different possibilities to Here are three different possibilities to consider, before a task or project is consider, before a task or project is considered completeconsidered complete::

11--Do you need to make the final decision Do you need to make the final decision that the task is completedthat the task is completed??

22--Do you need to review with the employee Do you need to review with the employee and the two of you decide that the task is and the two of you decide that the task is

completedcompleted ? ?

33--Do you let the employee make the Do you let the employee make the decision that the task is completeddecision that the task is completed??

try not to always pick the same persontry not to always pick the same person..


Multitask and PrioritizeMultitask and Prioritize

. .Multitasking is about knowing how to Multitasking is about knowing how to juggle several issues or tasks at juggle several issues or tasks at onceonce . .

Prioritizing is about knowing which of Prioritizing is about knowing which of the issues or tasks are the most the issues or tasks are the most important and need to get done firstimportant and need to get done first

““Never let them see you sweatNever let them see you sweat”,”,


Here are six ways to help you with Here are six ways to help you with everyday multitaskingeveryday multitasking::Separate the tasks into three groupsSeparate the tasks into three groups::

Group 1 needs to be done immediately Group 1 needs to be done immediately or at least by the end of the dayor at least by the end of the day . .

Group 2 would need to be completed Group 2 would need to be completed in the next couple of daysin the next couple of days..

Group 3 would need to be completed Group 3 would need to be completed in the next week or monthin the next week or month..


Keeping Stress under controlKeeping Stress under controlAs a manager, you might find yourself trying to As a manager, you might find yourself trying to cope with staffing shortages, recent layoffs, too cope with staffing shortages, recent layoffs, too many errors, missing goals, newly added goals, many errors, missing goals, newly added goals, turnover in senior administration, etcturnover in senior administration, etcHere are 12 ways to help adapt to stressful Here are 12 ways to help adapt to stressful situationssituations

11--Know your trigger pointsKnow your trigger points.. · ·Is it when you are going into a meetingIs it when you are going into a meeting ? ?

· ·Is it when you are not making your numbersIs it when you are not making your numbers ? ? · ·Is it because of poor employee attendanceIs it because of poor employee attendance??

· ·Is it when you lose focus on a particular Is it when you lose focus on a particular projectproject??

· ·Is it when you have too much coffee or colaIs it when you have too much coffee or cola??


Here are 12 ways to help adapt to stressfulHere are 12 ways to help adapt to stressful

22--Stop and take a deep breathStop and take a deep breath . .33--Time managementTime management..

44--Reduce the stress by dissecting the issueReduce the stress by dissecting the issue . .55--Take a break and take a walkTake a break and take a walk . .

66--Laugh more often and lighten upLaugh more often and lighten up . .77--Make some Feng Shui type of changes in your Make some Feng Shui type of changes in your

office or cubicaloffice or cubical . .88--Keep a notepad and a pen by your side at all Keep a notepad and a pen by your side at all

timestimes . .99--Take care of your healthTake care of your health . .

1010--Talk it out with your family or friendsTalk it out with your family or friends . .1111--Keep a positive attitudeKeep a positive attitude . .

1212 - -try to stay away from any negative situations try to stay away from any negative situations such as gossipingsuch as gossiping . .


Time ManagementTime Management Here are 15 ways that can help you manage Here are 15 ways that can help you manage your time and make the most of your your time and make the most of your dayday::

11..Start your day off rightStart your day off right

22--Set clear expectations of the goalsSet clear expectations of the goals..

33--When you are holding a meeting, stick to When you are holding a meeting, stick to the agendathe agenda . .

44--Delegating helps time management the Delegating helps time management the mostmost . .


Here are 15 ways that can help you manage Here are 15 ways that can help you manage your time and make the most of your your time and make the most of your dayday::

55--Give members of your team more Give members of your team more responsibilityresponsibility . .

66--Make sure your previous responsibilities Make sure your previous responsibilities have been 100% taken overhave been 100% taken over..

77--Even though you have an open door Even though you have an open door policypolicy … …


Here are 15 ways that can help you manage Here are 15 ways that can help you manage your time and make the most of your dayyour time and make the most of your day::

88--Whenever possible, start and finish a Whenever possible, start and finish a project or task in one sessionproject or task in one session . .

99 - -Read over reports and important Read over reports and important materials while away from the officematerials while away from the office..

1010--Organize your computer files and foldersOrganize your computer files and folders..

1111--Keep a pen and paper near your bedKeep a pen and paper near your bed . .


Here are 15 ways that can help you manage Here are 15 ways that can help you manage your time and make the most of your dayyour time and make the most of your day::

1212--Again, as stated in multitasking, work Again, as stated in multitasking, work smarter, not hardersmarter, not harder..

1313--Don’t be afraid to say “no” to your bossDon’t be afraid to say “no” to your boss . .

1414--Politely let a friend or family member Politely let a friend or family member know you will get back to them as soon as know you will get back to them as soon as possiblepossible

1515“-“-Under promise and over deliverUnder promise and over deliver ”. ”.


Time managing a project can varyTime managing a project can vary

you have a project to get your staff trained you have a project to get your staff trained on a new product, you first need toon a new product, you first need to::

· ·Determine what needs to be trainedDetermine what needs to be trained..

· ·Determine when the training should Determine when the training should take placetake place..

· ·Determine where the training should Determine where the training should take placetake place..

· ·Determine how long the training Determine how long the training should lastshould last..


· ·Determine the amount of people Determine the amount of people who need to take the trainingwho need to take the training..

· ·Determine how many people you Determine how many people you can afford to take the training can afford to take the training without losing productionwithout losing production..

· ·Determine how many people can Determine how many people can be trained without affecting the be trained without affecting the customer’s immediate needscustomer’s immediate needs..

· ·Determine the cost of the training Determine the cost of the training and materialsand materials..


Problem Solving and Decision Problem Solving and Decision MakingMaking

Decision-making is a key role of a Decision-making is a key role of a manager and leadermanager and leader . .

Define the problem or need before Define the problem or need before you make the decisionyou make the decision . .


here are 12 steps to follow to use as a here are 12 steps to follow to use as a guideline when making important guideline when making important decisionsdecisions::

11--Who should make the decisionWho should make the decision ? ?

22--What makes you think there is a problem, What makes you think there is a problem, or why the needor why the need ? ?

33--Where is the problem or need? Is it Where is the problem or need? Is it internal or externalinternal or external ? ?

44--When is it happening or neededWhen is it happening or needed ? ?

55--What is causing the problem or needWhat is causing the problem or need ? ?



66--How complex is the problem or needHow complex is the problem or need ? ?

77--What is the urgency and how should you What is the urgency and how should you prioritizeprioritize ? ?

88--What is the ideal outcomeWhat is the ideal outcome ? ?

99--What are the possible solutions to the What are the possible solutions to the problem or needproblem or need ? ?



1010--Make the final decisionMake the final decision

1111--Plan and implement the final decisionPlan and implement the final decision

1212--Monitor and verify whether the problem Monitor and verify whether the problem or need has been solved and/or is or need has been solved and/or is

effectiveeffective . .


Quick Lesson SummaryQuick Lesson Summary

11--A sign of a good leader is how they are able to A sign of a good leader is how they are able to delegatedelegate

22--Make multitasking more of a game rather than a Make multitasking more of a game rather than a burdenburden

33--Although stress cannot be avoided and you Although stress cannot be avoided and you cannot always control what happens, your cannot always control what happens, your reaction to stress can make the difference on reaction to stress can make the difference on

how it affects youhow it affects you . .44--Always look at ways to utilize your time more Always look at ways to utilize your time more

effectivelyeffectively 55--Problem solving and making decisions is one of Problem solving and making decisions is one of

the most important aspects of managementthe most important aspects of management . .

فن القيادة الدرس الثاني

Business

possibly reduce

reduce churn

joinyour companyyour

purchase business

feng shui

positions

newly added

weekly training