The Dutch Vietnam

Management Supporter
Lecturing in Ho Chi Minh City
July 16-18 classroom 14 of the College of Business Administration for
Managers (CBAM) and the International Business & Law Academy
(IBLA) at 226, Dien Bien Phu Street filled itself with professionals
from many different fields. Each day I delivered 3 one hour lectures Hopstaken
to oil experts, entrepreneurs, medical doctors, HRM specialists, Services
business executives, accountants, teachers, sales managers, other International
professionals and MBA students. The topics proved to be attractive:
 How to select the right person 2nd year, no. 2
 How to persuade a person
August 1, 2008
 How to effectively speak in public.
Altogether over 270 registrations: after distributing an invitation only This magazine was started
3 weeks earlier to around 75 people, a fine result. How networking in March 2007. In its first
year, three editions were
works: just one email forwarded to 30 potentially interested MBA published and distributed
students—all working as professionals—caused dozens to register. among my business and
private associates. Purpose:
to keep the reader informed
about my effort to establish
a viable activity in Vietnam.
This amazingly attractive
and energetic country has
rapidly conquered my soul,
and become my home away
from home.

Loek Hopstaken

July 19 my audience was different. Lawyers and law students attended

a two-part seminar about ‘mediation’. This is a relatively new way to In this issue:
remedy conflict situations. Where arbiters and judges enforce the end
of a conflict, mediation uses a mediator who coaches conflicting Lecturing in HCMC 1
parties to solve their problem themselves. This saves them time, Why a free service??? -
Mediation 2
money, their reputation and face.
In this newsletter you’ll find extracts from all 3 lectures, plus a brief introduction to mediation. If Persuasion 3
you’re interested in the handouts and/or the powerpoints, just send me an email and they are yours.
Personnel Selection 4

Why a free service??? Public Speaking 5

Why delivering these lectures, and why for free? Let me be frank with you. First of all,
Standing offer 6
I love my work: sharing practical knowledge and experience, and teaching skills for Contact information
every day use in work and life. I really enjoy communicating with people who are
eager to learn. Each time I’m also learning from them. Secondly, I’m in the final
stage of a process to establish myself as a professional in Ho Chi Minh City. Short cv Loek Hopsta- 7
ken; reference letter
To make this happen, I use ‘PR’: make myself known to my target publics and show
them what I can do. So a free lecture has a commercial purpose. From a business
point of view, it is an investment. Paid out of the PR budget.
Next issue: November 2008
2nd year, no. 2 2

Hopstaken
The Dutch Vietnam Management
Ser vices Supporter
Extract from the free lecture: Introduction to Mediation
Mediation: the fastest growing conflict resolution activity around the world
During the past 25 years, a new form of conflict resolution has spread around the world. Mediation rapidly earned
a reputation as an alternative to other conflict handling activities, like arbitration. There are now several schools of
Mediation. Some borrow tools from psychological sources, others focus on communication techniques. In many
cases, working knowledge of the local and applicable laws is mandatory. The best, in my personal opinion, take the
most workable tools available to train effective and successful Mediators who can handle virtually every possible
conflict situation. Under one condition: Parties must consciously choose Mediation as a method to settle their dispute by actively
contributing to its resolution. They must ‘will’ it, from start to finish!
Willingness and its reward
Mediation is no arbitration. A Mediator does not act as an Arbiter or a Judge to decide about the resolution of a
dispute, or conflict. He facilitates peace. The procedure is based upon willingness from the conflicting parties to
discretely resolve their conflict in a way that is satisfactory to all. The reward for a resolved dispute is often
impressive. When successful, parties will have resolved their dispute (the primary objective). But they also:
 stayed out of court and the public eye;
 saved much time and much money;
 saved face, and gained respect from their direct social and business environment, that was undoubtedly
aware of (or suffering from) their dispute, as they take full responsibility for the resolution;
 justified pride: they have solved their problem themselves, as decent, adult, civilized human beings.

The Anatomy of Conflict

Right: the Spanish painter Goya called

this canvas ‘The Two Brothers’. The
fighters don’t notice they are sinking in
quicksand. When they don’t stop figh-
ting, they will both die—fast.
Below: the ‘Right Wrong Box’ is a way to
look at conflict, and how it develops.
Two opposing parties claim to be ‘right’,
and let this escalate into a full-scale fight.

The Right Wrong Box: Mr. ‘Right’ & Mr. ‘Right’ start a fight

‼
The Right Wrong Box Rules: 7 steps to hell
1. Mr. Right & Mr. Right stop listening to each other: enter the Box
2. Both loose their temper; escalate; rationality fading
3. Both are now Boxers, using words to hurt: like fists and bullets
4. The loudest Mr. Right ‘wins’; Mr. Right the loser plots for revenge
5. Violence enters the Box: words become real fists or bullets
6. Mutual destruction: by now both Mr. Right have become Mr. Wrong
7. Who cares who’s Right! To hell we go!

“Bullets cannot be recalled. They cannot be uninvented. But they can be taken out of the gun.”
Martin Amis
2nd year, no. 2 3
The Dutch Vietnam Management
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Ser vices Supporter
Extract from the free lecture: How to persuade a person
The Persuasion Process
When we change our mind, something very interesting is happening. WE do it. Maybe someone else helped us,
maybe not. But our change of mind is a fact. Usually, ideas are the result of a combination of analytical thinking
and emotional reactions after a problem has been identified. This Persuasion Process shows the steps from
problem to solution:
1. Problem (unwanted situation)
↓
2. data analysis (research)
↓
3. Fear the problem will worsen
↓
4. Need of change
↓
5. Demand for a solution

↓
6. Solution (idea)
The steps outside the box are the analytical process steps. The steps inside the box form the emotional process.
When the emotional steps in the Persuasion Process are missing, it may take a very long time for ideas to arrive. In
fact, the lack of a ‘need of change’ may very well stop the process. People are not interested in change when they
don’t see their personal benefits. They will resist!
When you push on anyway, skipping 3, 4 and 5, you may well encounter resistance: denial of the problem, and
consequently, a blunt refusal of your ideas for solutions. Too much eagerness to persuade by not paying attention
to the emotional steps, almost predictably results in a failed Persuasion Process. A most enthousiastic person can
run into a wall of ‘no interest’. A frustration is born the moment our idea is rejected without any investigation.
Ideas must be ‘sold’: they are the final product of the Persuasion Process. When you give them away before the
other person understands why this idea could be a solution, you will rarely win this person’s cooperation.
However, when the steps are all done, this process opens the door to fast and creative thinking, resulting in idea(s).
In fact, we do this every day, many times—without thinking. All I’m suggesting to you is to consciously use a tool
you already know, possibly without being aware of it. It’s how your mind solves problems. It’s how any mind solves
problems. Our emotions kind of push the process. Use this in your daily life as a communication tool to help people
change their own minds and win cooperation. To bring them from no motion to motion: to truly motivate them.
In a conversation, the Persuasion Process translates into the following questions:
1. Is there anything you disagree with? (if yes:) How would you name this situation?
2. Can you explain the nature of this unwanted situation?
3. What will happen if this situation will not be resolved?
4. Do you want to resolve this situation?
5. Would you agree that it’s time for a change?
6. What would be a possible solution?
Persuading people is a delicate matter. There is much more to know about this subject, for anyone who is into
sales, negotiations, leadership and management, and also for anyone who wants to persuade family or frtiends
about an idea. In the workshop ‘Communication’ persuasion is trained in practical settings.

“Failure does not count. If you accept this, you’ll be successful. What causes most people to fail
is that after one failure, they’ll stop trying.” Frank Burford
2nd year, no. 2 4

Hopstaken The Dutch Vietnam Management

Ser vices Supporter
Extract from the free lecture: How to select the right person
Productive or non-productive persons
A product is a completed work assignment. It’s finished; on time. It’s ready and fit for use. A service is a product.
A non-productive person is unwilling and/or unable to complete assignments and projects. Even when completed,
it will have taken much more time than planned. Usually, it’s a passive person ‘who needs a boss’. But when active,
the action is directed at busy-ness, not completion.
A productive person is both willing and able to complete assignments and projects. If possible, within the planned
time. Usually, an active, passionate person, who needs guidance, no ‘bossing’. Be careful: there are high producers
who seem to be passive, even lazy. They just know how to use their time and energy in an optimum way. Always
measure production first.
Since the beginning of Mankind this simple formula has never changed:

PERSON →WORK→PRODUCTS
Any employer is looking for productive people. People who actively direct their energy and attention to achieving
goals, to making products. The customer is not interested in all this: he/she just wants the products to be delivered on
time. Managers know by experience who to entrust with urgent matters: productive people. They get things
DONE. They are focused: directing towards completion and usually having fun during the process and even more,
when they achieve their objective.
Many employers end up with low producers, or worse, non-productive persons. Obviously, something went wrong
in the selection process.
What is production?
Production means completed work assignments. It is measured by its number, within a job-specific time frame.
Most job activities have a predictable time frame. So when employees complete their assignments and projects
within the set time frame, we have a productive workforce.
During the lecture, I introduced an interview tool to rapidly check if a job applicant is a productive person. In the
new 2-day Workshop Personnel Selection the participants learn the full use of this tool, with added questions. This
workshop contains several personnel selection interview techniques. It is delivered in-company to HR professionals
and managers. After the workshop the trainer may be used as their coach during selection interviews.

Production means action (as seen from my hotel balcony)

“One must learn by doing the thing. For though you think you know it, you have no certainty until
you try.” Sophokles
2nd year, no. 2 5
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Ser vices Supporter
Extract from the free lecture: How to effectively speak in public

Stage manners
The speaker must prepare:
1. The content (core message; agenda; slides; handouts)
2. The room and technical facilities
3. Stage Manners
When you think back of the presentations you have seen, you will recall the really good and the really bad ones.
What makes a presentation good or bad? Just recall presentations you attended. Do you remember the content, the
speaker, or both? Research shows that most people above all remember the speaker. The content is of less
importance than the speaker and the emotional reactions he/she caused. “I can’t remember the topic, but she/he
was such a great speaker!” Yet, I wonder if he/she really was that good. After all, where is the message?
Many speakers believe it’s the content that makes a good presentation. Or their Powerpoint slides. They spend all
their time on the agenda and creating slides. Still, only the best speakers truly succeed with this method. What makes
them successful? Their stage manners. They know the messenger is far more important than the message—strange as
this may seem. But only if the messenger is respected and loved by his/her audience and succeeds in focusing the
audience’s attention on the core message, he/she will reach the objective. In short, as a speaker you must
a. be visible (don’t hide behind a table or lecture stand),
b. realize the audience expects your message, and
c. be kind and show respect for your audience.
In this lecture we explored the speaker’s stage manners. An aspect overlooked by many.
Preparation exercices
Many professional speakers use a set of practical exercises to keep their stage manners alive and fresh. Stage
manners consist of a series of attention points:

1. Facing the audience (no staring at text, ceiling or front rows)

2. Suppressing stage fright
3. Ignoring a mistake (no self-humiliation)
4. Avoiding senseless bodily movements
5. Making positive movements
6. Controlling the audience
7. Confidently handling surprises
8. Dominating the audience using communication, technical perfection and stage manners
9. Accepting applause
10. Showing good stage manners on and off stage: before, during a break, or after the presentation.
Public speaking is a skill desired by many. Why? Because people who can do this, have influence, and are generally
more successful in life. Whether you are a sales manager, an executive, a department head, a teacher or a
professional who wants to be able to share his or her experiences not just with one or two, but with a group of
people, should master this art. Lessening your fear for public speaking and increasing your confidence are just two objectives of
this intensive 2-day in company training course.

“If you have an important point to make, don’t try to be subtle or clever. Use a pile driver. Hit
the point once. Then come back and hit it again. Then hit it a third time – a tremendous whack.”
Winston Churchill
2nd year, no. 2 6
The Dutch Vietnam Management Supporter
STANDING OFFER:
EXPERIENCE HOW HOPSTAKEN MAKES A DIFFERENCE
A theory serves its purpose when it increases someone’s practical skills. The
English say: ‘The proof of the pudding is in the eating’. There is only one
CATALOGUE
way to get to know my way of training: by experiencing it. This is an overview of Hopstaken
services.
During my next visit (November 2008—February 2009) I plan to deliver
more free 1 hour seminars, like the ones I delivered in July at IBLA/CBAM. Workshops
But I can also deliver 3-4 hour seminars in your company. You choose the A workshop is a 2-4 day group
topic. For ideas, see ‘Catalogue’ (right). activity with a defined purpose,
where theory, practical exercise and
I invite you to experience yourself how Hopstaken makes a difference.
exchange of experiences are the main
Two conditions: the participants should be able to understand English,
ingredients. Areas: HRM, Communi-
and the maximum no. is 16. The compensation is $ 450 per seminar. cation, Management, PR.
 Team Engineering
If this seminar leads to delivery of a next service to
 Communication
your company, the cost of this seminar will be  Commercial Communication
deducted from the first bill.  Public Relations
 Effective Meetings
If you are interested, please let me know. Name the topic AND: please
 Organizational Design
name the period in which it will be feasible for your team to attend the
seminar. If you are interested in this offer, please get in touch.  Intercultural Communication
 Time Management/Efficiency
For more information about topics and bookings,  Personnel Selection (NEW)
please contact me: loek.hopstaken@gmail.com Consulting
(31)(0)651097328. Consulting is any specified expert
activity to help solve a defined
problem. This can take the form of
For more information about planning, please contact coaching, but also, conducting a
miss Lien Huong: jane.hopstaken@gmail.com research. Per definition, it is tailor
(84)(0)976846156. made. Areas: HRM, Strategy
 Management Coach
 Corporate Strategy
 Mediation
 Personal Coach
 Executive Selection
 In- & External Surveys
Seminars
A seminar is a 3-4 hour interactive
transferral of core know-how,
combined with practical assignments.
 People Management
 Emotions in the workplace
 Conflict Handling (NEW)
 Business Ethics
 The All Round Manager™
 The All Round Communica-
tor™ (NEW)
Cost of services
Workshops: US $ 1000—1200 per
team, per day
The signpost at IBLA/CBAM, Dr. Nguyen Thi Son’s schools for bu- Consulting: US $ 175 per 2 hours
siness management. She was so kind to let me use her facilities. Seve- Seminars: US $ 450 per seminar
ral of her personnel helped me. I am very grateful to her, and to them. (Excl. the ‘All Round’ programs)
 7
Hopstaken
Ser vices The Dutch Vietnam Management
Supporter
This newsletter is written & published by Loek Hopstaken.
Business address:
Gouden Leeuw 628, 1033 KN Amsterdam Zuidoost
The Netherlands
Email: loek.hopstaken@gmail.com / loek@hopstaken.com
Mobile VN: 0908889450
Mobile NL: (31)(0)651097328
Website (in Dutch; summary in English):
www.hopstaken.com
Personal websites (English):
http://360.yahoo.com/loekhop
http://hopper1951.spaces.live.com

Who is Loek Hopstaken?

1951: born in Haarlem, The
Netherlands
1971: first major journey through
Asian countries
1972-1976: study at Amsterdam
University
1976-1993: career in banking:
NCB, Postgiro (state bank), Post-
bank, NMB Postbank Group,
ING Bank
1979-1982: business administrati-
on studies
1983-1988: assisting in privatizati-
on process Postgiro to Postbank
(HRM)
1989-1993: assisting in formation
of ING Group (PR/TQM)
1991: founding of own company:
Hopstaken Bedrijfsadvies
1993: left ING Bank; start of ca-
reer in training and consultancy
1996-2000: business club MC
2001: start of mediation career
2003: start of teaching career
2003-2008: combining training
programs and consultancy for
companies with teaching at a
management school
2006: initiative to start exploring
Vietnam
2007: first 3 visits to Vietnam
2008: extended stay in Vietnam:
delivering lectures at IBLA/
CBAM, consultancy and internal
employee surveying.
Full cv available.
Reference letter from the President, Dutch Delta University, Deventer, The Netherlands