2. Decision Making/Time Management
• Are you character driven or emotion driven
• Successful people are willing to do things that unsuccessful
people will not do
• This is the difference
3. Character driven people
• do right, then feel good
• are commitment driven
• make principle based decisions
• action controls attitude
• believe it, then see it
• create momentum
• Ask "What are my responsibilities?"
• continue when problems arise
• are steady
• are leaders
Emotion driven people
• feel good, then do right
• are convenience driven
• make popular based decisions
• attitude controls action
• see it then believe it
• wait for momentum
• ask, "What are my rights?"
• quit when problems
• are moody
• are followers
4. DELEGATION
1.Delegation is the assignment of any responsibility or authority to another
person to carry out specific activities, such as starting on proper tires during
a wet race. It is one of the core concepts of management leadership.
2.However, the person who delegated the work remains accountable for the
outcome of the delegated work. Delegation empowers a subordinate to make
decisions, i.e. it is a shifting of decision-making authority from one
organizational level to a lower one.
3.Delegation, if properly done, is not abdication. The opposite of effective
delegation is micromanagement, where a manager provides too much input,
direction, and review of delegated work.
4.In general, delegation is good and can save money and time, help in
building skills, and motivate people. On the other hand, poor delegation
might cause frustration and confusion to all the involved parties. Some
agents however do not favour a delegation and consider the power of
making a decision rather burdensome.
5. Time management
• Manage your time
• Understand the problem to make the right decision
• Know how to get it done with the least amount of stress
Delegate
3 questions to ask before delegating:
-Can this project or task be delegated and do you have the staff that
can do the work required?
-Should it be delegated or is it too critical and truly needs your
involvement?
-Do you have enough time to delegate the job effectively and
explain the expectations and outcomes
6. If it is yes to all questions then:
• Pick the right person who is best suited for the task
• Delegate - match talent with strength within the person(s) with a
"matter of fact" approach and with confidence
• Make sure the person can work independently
• Make sure the person understands exactly what it is you want them
to do
• Get the agreement and commitment of the employee
• Give the person the authority to take control of the whole project
• Determine what tasks will require more monitoring than others
• Motivate them by discussing how the success of the project will
make a positive impact
• Carefully review the project or task once it is completed
7. The levels of delegation need to be understood by all in the same
way when setting clear goals and objectives
Multitask and prioritize
Multitasking is about knowing how to do multiple things at once
Prioritizing is about knowing which of the issues or tasks are
most important and need to be done first
8. six ways
• Delegate
• chart it out on the white board
-group one needs to be done immediately or at least by the end of the
day
-group two would need to be done in the next couple days
-group three would need to be done in the next week or month
• Focus on the critical items
• Work smarter not harder i.e.. improve work flow, processes,
procedures, utilize tools, automation
• Set a part of the day to focus on the non-informational tasks
• Make multitasking a game - fun and challenging by staying
motivated and not losing site of the big picture. know when to pay
attention to details and when to take short cuts
9. MANAGE YOU STRESS
• Stress cannot be avoided but how you react to the situation can make
all the difference in the world
• Know your trigger points and when you see it coming quickly focus on
being professional, calm and wise.
• Stop and take a deep breath or 2 or 3
• Time management - prioritize your daily objectives and set deadlines
• Reduce stress by dissecting the issue
• Take a break and a walk
• Laugh more often and lighten up and don't sweat the small stuff
• Make some feng shui type of changes in your office and home i.e..
plants, soft lights and music
• Keep a notepad and pen by your side at all times
10. TIME MANAGEMENT
1. Start day off right – receive early, answer emails, ground
yourself, pull files for the day
2. Set clear expectations of goals
3. When holding meeting stick to agenda
4. Delegating helps time management = give members of team
more responsibility
5. Make sure your previous responsibilities have been taken over
6. Read over reports
7. Organize files
8. Work smarter not harder
9. Don’t be afraid to say no
11. PROBLEM SOLVING AND DECISIONS MAKING
1. Who makes the decision
2. What make people think there is a problem – investigate
3. Where is the problem or need – internal external, employee or team
4. What is happening or needed
5. What is causing the problem
6. How complex is the issue
7. What is the urgency
8. What is the ideal outcome
9. Owen the problem
10.Make the final decision and stick to it
12. CRITICISM
Guidelines for giving effective criticism
• Give more praise than criticism(express warm approval or
admiration)
• Criticise immediately
• Make it performance orientated
• Be specific and accurate
• Open on a positive note and close but repeated the
action needed
13. CONFLICT
• A disagreement between people on; substantial issues
regarding goals and tasks, allocation of time or resources,
distribution of rewards… emotion issues arising from feelings
of anger, distrust, dislike, fear and resentment
• Conflict that is well managed can help promote creativity and
high performance
• Functional conflict – moderately intense conflict
Constructive and stimulates people towards greater work efforts,
cooperation and creativity
• Dysfunctional conflict – low intensity and very high intensity
Destructive and hurts task performance
14. Causes of conflicts
• Role ambiguities Role ambiguity occurs when people are
unclear or uncertain about their expectations within a
certain role, typically their role in the job or workplace. Role
ambiguity arises when the definition of the person's job is
vague or ill defined.
• Resource scarcities Scarcity refers to the limited
availability of a commodity, which may be in demand in the
market. The concept of scarcity also includes an individual
capacity to buy all or some of the commodities as per the
available resources with that individual
• Task interdependence Task Interdependence is a set of
rules and requirements to determine how information,
materials and expertise will be shared between team
members assigned to interdependent tasks.
15. • Competing objectives Competing objectives occur
when a proposed management action designed to
improve environmental conditions for one component of
the ecosystem is recognized to potentially have
detrimental consequences to another component of the
ecosystem
• Structural differentiation A concept associated with
evolutionary theories of history and with structural
functionalism. Societies are seen as moving from the
simple to the complex via a process of social change
based on structural differentiation. The process may be
imagined, in its simplest form, as an amoeba dividing,
re-dividing, then re-dividing again.
• Unresolved prior conflict
16. RESOLVING CONFLICT
Structural approached
• Appealing to superordinate goals
• Making more resources available
• Changing people
• Altering physical environments
Integrative devices for resolving conflicts
• Using liaison personal a person who acts as a link to assist
communication or cooperation between groups of people
• Changing reward system
• Changing policies and procedures
• Training in interpersonal skills
17. CONFLICT MANAGEMENT STYLES
• Avoidance (withdraw) – uncooperative and unassertive
• Accommodation (smoothing) – cooperative and assertive
• Competitive (authoritative command) – uncooperative and
assertive
• Compromise – moderately cooperative and assertive
• Collaboration (problem solving) – cooperative and assertive
• Lose-lose conflict – managed by avoidance or
accommodation
• Win-lose – management by competition and compromise
• Win win – managed by collaboration
18. HOW CAN WE NEGOTIATE SUCCESSFUL
AGREEMENTS?
• Negotiation is the process of making joint decisions when the parties
involved have different preferences
• All negotiation situations are susceptible to conflict and require
exceptional communication and interpersonal skills
• Negotiation goals and approaches;
• Substance goals – concerned with outcome, tied to content issues of
negotiation
• Relationship goals – concerned with process, tied to the way people
work together
• Effective negotiation occurs when – issues of substance are resolved
and working relationships are maintained or improved
19. CRITERIA FOR EFFECTIVE NEGOTIATION
Quality – negotiating a wise agreement that is satisfactory to all sides
Cost – negotiating efficiently, using minimal resources and time
Harmony – negotiating in a way that fosters interpersonal relationships
Types of negotiation
Distributive – focuses on claims made by each party, leads to win-lose
outcomes
Principled – goal is to base outcome on the merits of individuals
involved, leads to win win outcomes
Gaining integrative agreements- separate people from the problem,
focus on interest, not positions, generate many alternatives before
decisional making, insist that results are based on objective stance
20. Common negotiation pitfalls
• Falling prey to the myth of the “fixed pie” hunted
• Non rational escalated conflicts
• Overconfidence and ignoring others needs
• Too much telling and not enough listening
Approaches to avoiding negative pit falls
• Mediation – neutral third party trying to improve communication
• Arbitration – neutral third party acts as judge and makes binding
decision
21. Persuasion is an umbrella term persuasion can attempt to influence
person's beliefs attitudes intentions motivations or behaviors
in business persuasion is a process at changing percent a person or
groups attitude or behavior towards some event object or other
person by using written or spoken words to convey information
feelings or reasoning or a combination thereof
persuasion begin with the Greeks who emphasized rhetoric and
compromise biased as the highest standard for a successful
politician
the Greek philosopher Aristotle list of four reasons one should learn
the art persuasion
1. truth and Justice are perfect bus in a case of low loss it is the
fault of the speaker
2. it is an excellent tool for teaching
3. a good rhetoric needs to know how to argue both sides to
understand problem and all the options
4. no better way to defend itself
22. the art of rhetoric meaning persuasion true language Aristotle
stated ideal form of argument was an appeal to reason called
Logos, but he acknowledged two other powerful techniques ;
Ethos an appeal to character
Pathos an appeal to emotions
Logos - appeal to reason this works because most people
reasonable think they are reasonable and logical
Someone makes an argument based on the theory that any
logical reasonable person would agree
He or she might contend of course we all know that if we don't
do X now Y will surely be the result
23. Pathos appeal to emotion
Aristotle bursted understood everything we do is not based on
logic
We all have emotions or feelings this kind of persuasion can
work in three different ways
Someone can express his or her own feelings on a subject to
influence others
Someone can try to get an emotional reaction from listeners to
persuade them
Someone can both Express his or her own emotions at the same
time arouse those feelings in listeners
24. Ethos appeal to character
Aristotle refers to the character of a speaker who must be seen as Worthy in the
eyes of an audience in other words for a persons art of persuasion the work
others must see him or her as trustworthy honest and intelligence
That way they earn ability credibility as someone who can be relied on
Pathos - most frequently seen of Aristotle's three persuasion techniques is
pathos or emotional influence for example using Scare Tactics
Scare Tactics if you ever feel afraid after hearing someone speak watching a TV
ad reading something put aside your emotions and think logically did the
material am I getting this emotional response from you did the speaker mean
to scare you in order to persuade into thinking a certain way or doing
something
25. Pity evoking; pity is another example of the pathos technique
someone tries to make others feel sorry for him thing they'll do
something give money orthanc a certain way
Flattery another form of pathos makes people feel good about
themselves by complementing their intelligence, good taste etc.
this form of persuasion is Important when trying to make a
personal connection
TIPS –
Look closely at peoples word choices as they tryto influence your
thinking
Do advertising make unrealistic goals
Do news reporters refer to a car crash as an accident or disaster
Has there been an incident or a threat
