AS101 SOFT SKILLS

What is management? Management is like investment: its goal is to get the most out of resources, add the most value or get the best return. Management can be defined as: achieving goals in a way that makes the best use of all resources. This definition covers self-management as well as managing people, being a manager. Whenever you prioritize, you are managing your time. You manage yourself and all other resources at your disposal in order to do a good job.

We need to recognize that all employees can both lead and manage. For example, whenever you set priorities, you are managing your time. Whenever you set an example by working harder or smarter and others follow your example, you have shown leadership. Similarly, when you convince your boss to think differently, you show leadership bottom-up. Thus management and leadership are functions, which are like tools because anyone can use them.

Management is doing things right; leadership is doing the right things. Peter F. Drucker, management guru

 Much

of what people do is solve problems and make decisions. Often, they are "under the gun", stressed and very short for time. Consequently, when they encounter a new problem or decision they must make, they react with a decision that seemed to work before. It's easy with this approach to get stuck in a circle of solving the same problem over and over again. Therefore, it's often useful to get used to an organized approach to problem solving and decision making.

 Not

all problems can be solved and decisions made by the following, rather rational approach. However, the following basic guidelines will get you started. Don't be intimidated by the length of the list of guidelines. After you've practiced them a few times, they'll become second nature to you -enough that you can deepen and enrich them to suit your own needs and nature.

Define the problem

Look at potential causes for the problem Identify alternatives for approaches to resolve the problem

Select an approach to resolve the problem Plan the implementation of the best alternative Monitor implementation of the plan Verify if the problem has been resolved or not

A.

Define the problem: (with input from yourself and others). Ask yourself and others, the following questions:
What can you see that causes you to think there's a problem? Where is it happening? How is it happening?

1. 2. 3.

4.
5.

When is it happening?
With whom is it happening? (HINT: Don't jump to "Who is causing the problem?" When we're stressed, blaming is often one of our first reactions. To be an effective manager, you need to address issues more than people.)

6. 7.

Why is it happening?
Write down a five-sentence description of the problem in terms of "The following should be happening, but isn't ..." or "The following is happening and should be: ..." As much as possible, be specific in your description, including what is happening, where, how, with whom and why. (It may be helpful at this point to use a variety of research methods.

Prioritize the problems: Note the difference between "important" and "urgent" problems. Often, what we consider to be important problems to consider are really just urgent problems. Important problems deserve more attention. For example, if you're continually answering "urgent" phone calls, then you've probably got a more "important" problem and that's to design a system that screens and prioritizes your phone calls.

Understand your role in the problem: Your role in the problem can greatly influence how you perceive the role of others. For example, if you're very stressed out, it'll probably look like others are, too, or, you may resort too quickly to blaming and reprimanding others. Or, you are feel very guilty about your role in the problem, you may ignore the accountabilities of others.

B.

Look at potential causes for the problem

It's amazing how much you don't know about what you don't know. Therefore, in this phase, it's critical to get input from other people who notice the problem and who are effected by it. Write down what your opinions and what you've heard from others. Regarding what you think might be performance problems associated with an employee, it's often useful to seek advice from a peer or your supervisor in order to verify your impression of the problem. Write down a description of the cause of the problem and in terms of what is happening, where, when, how, with whom and why.

C.

Identify alternatives for approaches to resolve the problem

At this point, it's useful to keep others involved (unless you're facing a personal and/or employee performance problem). Brainstorm for solutions to the problem. Very simply put, brainstorming is collecting as many ideas as possible, then screening them to find the best idea. It's critical when collecting the ideas to not pass any judgment on the ideas - just write them down as you hear them.

D.

Select an approach to resolve the problem

When selecting the best approach, consider: Which approach is the most likely to solve the problem for the long term? Which approach is the most realistic to accomplish for now? Do you have the resources? Are they affordable? Do you have enough time to implement the approach? What is the extent of risk associated with each alternative?

E.

Plan the implementation of the best alternative (this is your action plan)
What steps should be taken to implement the best alternative to solving the problem? What systems or processes should be changed in your organization, for example, a new policy or procedure? Don't resort to solutions where someone is "just going to try harder". How will you know if the steps are being followed or not? (these are your indicators of the success of your plan) What resources will you need in terms of people, money and facilities? How much time will you need to implement the solution? Write a schedule that includes the start and stop times, and when you expect to see certain indicators of success. Write down the answers to the above questions and consider this as your action plan. Communicate the plan to those who will involved in implementing it and, at least, to your immediate supervisor.

F.
1. 2. 3.

Monitor implementation of the plan

Monitor the indicators of success: Are you seeing what you would expect from the indicators? Will the plan be done according to schedule? If the plan is not being followed as expected, then consider: Was the plan realistic? Are there sufficient resources to accomplish the plan on schedule? Should more priority be placed on various aspects of the plan? Should the plan be changed?

G.
1. 2. 3.

Verify if the problem has been resolved or not

One of the best ways to verify if a problem has been solved or not is to resume normal operations in the organization. Still, you should consider: What changes should be made to avoid this type of problem in the future? Consider changes to policies and procedures, training, etc. Lastly, consider "What did you learn from this problem solving?" Consider new knowledge, understanding and/or skills. Consider writing a brief memo that highlights the success of the problem solving effort, and what you learned as a result. Share it with your supervisor, peers and subordinates.

 Theres

a finite amount of time. Its the same for everyone. 24 HOURS! Nobody has more than anyone else.

Cannot be replaced, saved, made up or overspent.

Time

is either used or wasted. Time is your toughest competition.

 Exercise

- How much is an hour worth to you?

 Time

management helps you work smarter, not harder just the opposite.
Smart people get the right things done. People who work smart make more money and get promoted faster.

Time

management requires self-management and self-discipline.

 Start

Early and Know Deadlines

Starting a project early gives you more time to plan and allows you to deal with complications in a more relaxed manner. It can also result in finishing earlier, giving you a head start on the next project. It is important to differentiate between long- and short-term projects. Spending too much time on a the former, while doing the latter, is counterproductive. Set daily objectives for both types of projects with deadlines in mind.

 Seek

Advice and Delegate

You don't know everything. Going about something the wrong way because you are too proud to ask advice is not only foolish, but a waste of valuable time. No matter how complex the advice, it is quicker and easier than starting over. Delegating tasks saves everyone time. However, make sure your delegates are qualified and well informed of their tasks. Having to constantly explain wastes everyone's time. Without micromanaging, check in on your delegates from time-to-time to make sure they are getting the job done.

Have a Plan B
Flexibility is a crucial element of effective time management. While still in a project's planning stage, anticipate problems ahead of time and plan for them so that when they do arise, you will be prepared and not have to waste time formulating a whole new response. Since no one can predict every scenario, try to come up with different angles to each project. The key is to never be panicked and without ideas.

 Learn

When to Say No

No matter how skilled you are and how effectively you manage your time, you cannot do everything. Being honest about yourself and your limitations saves time and frustration, giving you more time to work to your strengths. It also makes you a more effective worker--what you reject may go to someone more qualified. You can still help a project that you turn down by recommending alternatives or better people for the job.

 Planning
Organizing Controlling

(Keeping track of it) Evaluating (Time Logs, Weekly Planners, and Daily Schedules)

 Set

objectives (always time framed deadlined).

Yearly: Income, projects/tasks, improvement areas Monthly updates Weekly Planners Daily Schedules

Prioritize

Everything: 1s, 2s, 3s.

 Remember

the 80/20 rule: 80% of your results come from 20% of your activities. Plan for the full range of your job functions and activities:

Sales: Prospecting, Identifying Problems, Generating Solutions, Presenting, Negotiating and Closing, Servicing

 Prospecting
Identify

Problems Generating Solutions Presenting Negotiating/Closing Servicing

10% 10% 10% 30% 30% 10%

Plan carefully to invest your time according to your primary job functions and activities.

 If

youre unsure about priorities, ask your manager.

I dont have enough time, blames time, not yourself. Dont be a victim, take responsibility for managing and controlling your time. Take responsibility for results.

If you take responsibility, youre more likely to get credit.

 People
1 2 3

who are habitually late or constantly procrastinate:

Arrogant: Try to establish power consciously Poor self-image: Try to establish power subconsciously Unhealthy fear of failure

 Overcome

these problems with self-

discipline:

Time management and priority setting Professional help Dont procrastinate on getting started or getting help in planning your time.

 Yearly

Goals Monthly Updates Weekly Planners Daily Schedules

The keystone of an effective system

 To-Do

List Action Folder (Desktop) Management Folders (Desktop) Project Folders (Desktop) Calendar Weekly Planners Daily Schedule

Often the above are in SalesForce or other CRM software tools.

 The

longer, the worse depressing Unconscious, stupid tricks we play on ourselves:

Do lots of little things first to give ourselves achievement feedback. Do the easiest things first. Do the most fun things first.

 Scrub

it every week to keep it short.

Reward accomplishments

Deadline

all items. Prioritize all items (bosss priorities).

Listen to boss carefully.

Listen for stuff you dont want to hear. Dont listen defensively--its not personal criticism, its improvement advice.

 Assign

priorities in Action Folder and on to-do

list. Look at last weeks Weekly Planner. Look at calendar for scheduled appointments and meetings. Synthesize into a new weekly planner. Keep weekly planners for later analysis.

1
2

Set a time for your daily planning (first thing in a.m.). Look at your e-mail - DRAS it.

E-Mail

Delete it - delete new mail you dont need. Refer - Delegate, forward, or put in an appropriate folder. Act - Do it immediately if it takes less than two minutes. Save- Dont save what others save.

 Be

tough on yourself do the hardest, nastiest things first. Save the easiest, most fun for last in the day look forward to them. On every activity, ask how is this helping me achieve my goals? How much money is this making me? Prioritize 1, 2, 3. You shouldnt be doing 4s and 5s.

You distract yourself.

 Break

big jobs into smaller chunks.

Turn off your computerno e-mail, IMs, Facebook, Twitter, or texting during chunking. Each chunk completed builds momentum.

Dont

attempt too much. Make yourself feel like a winner. Allow for interruptionsleave one-eighth of your time unscheduled.

Managers leave one-quarter unscheduled.

 Set

a time limit on each appointment or meeting. If you add something during the day, drop something. Make time for call-backs (no-screening time).

 Number-one

time management rule:

Do one task until its finished. We interrupt ourselves (e-mail, IMs, Facbebook, Twitter, texting).

You must focus intensely.

Champion athletes know the value of focused concentration.

 Conduct

a desk check at the end of the day.

Nothing open No random piles of stuff organized piles No Post-It notes all over the place What color is your desktop?

 Phone

on the left (if youre right-handed)

on Desktop (only one and synch it

Use a headset

Calendar

daily) Vital information at your fingertips Work space neat and clean Write everything down. Put often-used online information in Favorite Places or Bookmarks.

 Vital

information handy Action Folder Management Folder Project Folders Goodie File for examples of excellent communications

 Analyze

repetition: use forms, templates Analyze correspondence

Have separate files and templates for letters and paragraphs.

 Sales

organization examples:

Competitive media organization specialists Category specialists Competitive salespeople analysis Product specialists General business, industry, advertising, media, marketing knowledge

 Have

no-interrupt hours for support people. Utilize quiet hours for the entire office or department. Have the support staff keep time logs occasionally. Meet regularly with the support staff to discuss problems, solutions. Make the support staff part of the team.

 Use

liaisons/scrums. Consolidate meetings. Compress meetings (set time limits, use and follow agendas).

 Get

specific instructions. Get agreement on priorities. Expand autonomy parameters: gain trust.

 Proper

use of time separates winners from

losers. Winners take credit, losers blame time and others. View time management as an edge opportunity.

 Time

logs (every six months)

We misjudge time. What we like to do goes fast. What we dislike to do goes slowly. Time logs must be accurate. Analyze logs carefully and identify the biggest time wasters:

Overextended lunch and coffee breaks Extended, unproductive phone conversations Inconsequential personal discussions, IMs

 Look

at your time log and ask these questions:

Am I doing the right things? Could I have done things in less detail? What kind of interruptions? How long did it take me to recover? How long were my conversations? Did I say no often enough?

 Time

isnt money, it cant be saved. Its more precious. Know how you use your time (time logs). Know your bosss priorities. Set deadlines for everything

 Gain

a competitive edge

You will only gain a competitive edge if you have correctly identified your customer needs. In order to identify customer needs and make use of this information you will need to do three things: 1. Communicate with your customers and find out how you can satisfy their needs better. 2. Establish ways to record and interpret customer feedback. 3. Use this information when making important decisions about marketing, buying, merchandising and selling.

Customers have six basic buying needs pertaining to the product: 1. Safety. 2. Performance. 3. Appearance. 4. Comfort. 5. Economy. 6. Durability.
Finding out which buying needs are most important to your customers will allow you to match these needs to the benefits of your products. For example, a customers buying need might be for comfort and economy - These slippers are made from wool and are padded with foam, so therefore will be extremely comfortable. They are also on special this week so represent a great buy!

Your customers will have different needs and wants, however customers have common expectations. Service
Customers expect a level of service that they think is appropriate for their type of purchase. Someone who makes a small, spontaneous purchase may have a lesser service need that a customer who makes a large purchase.

Price
The cost of everything we purchase is becoming increasingly important, therefore the price component becomes a vital issue. The temptation for a business to compete on price is financially dangerous. It is a practice that should be avoided unless you have set out to be a discounter. Alternatives to price cutting can include value adding (can you add value to your products or services to make your business more competitive?).

Quality

Customers have expectations of quality and durability. They are less likely to question price if they are doing business with a company that has a reputation for quality.

Action

Customers need action when a problem or question arises. Everyone has a need for recognition and like to be treated as a priority.

Appreciation
Customers need to know that we appreciate their business. Saying thank-you through words and actions is a good starting point. Let customers know that you are glad they have chosen to do business with you - this conveys a positive message and encourages them to come back. Your customers will have expectations of how their needs should be met. Find out what their expectations are and exceed them with exceptional customer service - this is a sure way of winning life-long advocates for your business! Remember that in order to improve your business profitability you will need to:

Become familiar with your customers and establish trusting relationships with them. Ask your customers what their expectations are. Live up to their expectations and plan to exceed them whenever possible. Be consistent and courteous when serving your customers.

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