ESSENTIAL MANAGEMENT SKILLS For Executive Secretaries And Personal Assistants Kenny Ong CNI Holdings Berhad

About: CNI 18 years old Core Business: MLM Others: Contract Manufacturing, Export/Trading, eCommerce Malaysia, Singapore, Brunei, Indonesia, India, China, Hong Kong, Philippines, Italy, Taiwan Staff force: ± 500 Distributors: 250,000 Products: Consumer Goods and Services

18 years old

Core Business: MLM

Others: Contract Manufacturing, Export/Trading, eCommerce

Malaysia, Singapore, Brunei, Indonesia, India, China, Hong Kong, Philippines, Italy, Taiwan

Staff force: ± 500

Distributors: 250,000

Products: Consumer Goods and Services

“ Be more initiative and get things done fast. Understand the working style of your superior and assist him accordingly”

Intro: Q1: Do you want a good career? Q2: Do you want a good career Fast or Slow? So….do you want to be a Professional or Amateur?

Q1: Do you want a good career?

Q2: Do you want a good career Fast or Slow?

So….do you want to be a Professional or Amateur?

Management Skills 7. Career 6. Attitude 5. Discipline 4. Relationship 3. Time 2. Boss 1. Job What to Manage?

1. Managing your Job

Managing Your Job “ Know your job well, do it well, and be better than anyone else doing it.”

“ Know your job well, do it well, and be better than anyone else doing it.”

Managing Your Job Type of Work Ambassador/COO Representative Office Manager Advisor Administrator Standard Type of Boss Chairman CEO Corp. Division Head Business Unit Head Division Head Department Head Types of Roles Real Level = Type of Work + Type of Boss

Type of Work

Ambassador/COO

Representative

Office Manager

Advisor

Administrator

Standard

Type of Boss

Chairman

CEO

Corp. Division Head

Business Unit Head

Division Head

Department Head

District Engineer End Results Ensure uninterrupted supply to consumers in the district by operating the District Distribution System. Ensure satisfaction of the major customers in the district by managing supply and Distribution. Ensure high performance and productivity of technical staff by adopting proper human resource management methods on selection, training, coaching, counselling and motivation. Ensure availability of adequate supply for future needs of industries in the district by planning and designing the High voltage System Duties and Responsibilities Control, operate and maintain the District Distribution System Manage major supply projects to customer in the district. Supervise all technical staff in the district. Plan and design the High voltage system

Managing Your Job: End Results Type of Work Ambassador/COO Representative Office Manager Advisor Administrator Standard End Results?

Type of Work

Ambassador/COO

Representative

Office Manager

Advisor

Administrator

Standard

Managing your Job: Skills F1 Information Management F2 Communication and Influence F3 Planning and Organising F4 Working with others and in teams F5 Mathematical Techniques F6 Problem Solving and Decision Making F7 Technology *based on research findings: “ Skills essential for participation in adult life ”, Queensland Studies Authority 1994, 1998, 1999

F1 Information Management

F2 Communication and Influence

F3 Planning and Organising

F4 Working with others and in teams

F5 Mathematical Techniques

F6 Problem Solving and Decision Making

F7 Technology

2. Managing your Boss

Managing your Boss Boss’ problems My Boss, the Client Boss’ Personality Bad Bosses

Boss’ problems

My Boss, the Client

Boss’ Personality

Bad Bosses

Managing your Boss: Boss’ problems “ You can get anything in life that you want if you can help enough people get what they want”

“ You can get anything in life that you want if you can help enough people get what they want”

Managing your Boss: Boss’ problems A. Top Four Leadership Challenges Getting people to work together who have different agendas (60%) Balancing competing demands and priorities (56%) Motivating and inspiring employees in a world of constant change (48%) Accomplishing difficult assignments without the necessary resources (45%)

A. Top Four Leadership Challenges

Getting people to work together who have different agendas (60%)

Balancing competing demands and priorities (56%)

Motivating and inspiring employees in a world of constant change (48%)

Accomplishing difficult assignments without the necessary resources (45%)

Managing your Boss: Boss’ problems B. Top three challenges affecting Business today (if your Boss is a CEO or Business Unit Head) Recruiting, retaining and training talented employees (49%), Developing and implementing business strategies that result in profitable returns (49%) Reducing operating costs to increase efficiency (41%)

B. Top three challenges affecting Business today (if your Boss is a CEO or Business Unit Head)

Recruiting, retaining and training talented employees (49%),

Developing and implementing business strategies that result in profitable returns (49%)

Reducing operating costs to increase efficiency (41%)

Managing your Boss: Boss’ problems C. Unspoken Problems faced by Bosses (1/2) Too much communications (Email <yahoo, google, outlook, intranet>, IM, mobile, office phone, blackberry, etc….) Uncooperative Heads from other departments/business units Conflict among subordinates Too many meetings to attend Follow up on tasks (especially tasks delegated to others) Lack of resources Incompetent subordinates Unbalanced family life

C. Unspoken Problems faced by Bosses (1/2)

Too much communications (Email <yahoo, google, outlook, intranet>, IM, mobile, office phone, blackberry, etc….)

Uncooperative Heads from other departments/business units

Conflict among subordinates

Too many meetings to attend

Follow up on tasks (especially tasks delegated to others)

Lack of resources

Incompetent subordinates

Unbalanced family life

Managing your Boss: Boss’ problems C. Unspoken Problems faced by Bosses (2/2) Pressurized career progression Too much information to read, store and retrieve Need for more influence and power Multiple and conflicting accountabilities (some are not even recognized officially) Monitoring the performance of multiple projects/committees Forgetfulness Stress Lack of Time

C. Unspoken Problems faced by Bosses (2/2)

Pressurized career progression

Too much information to read, store and retrieve

Need for more influence and power

Multiple and conflicting accountabilities (some are not even recognized officially)

Monitoring the performance of multiple projects/committees

Forgetfulness

Stress

Lack of Time

Managing your Boss: My Boss, the Client Do not treat your boss as a boss. Treat your boss as a Customer I used to have four main clients at every client: the HR Manager, CEO, Company, Staff Now in CNI I have also four clients: Boss, Big Boss, Company, Employee What I have learned about properly managing clients and customers**

Do not treat your boss as a boss. Treat your boss as a Customer

I used to have four main clients at every client: the HR Manager, CEO, Company, Staff

Now in CNI I have also four clients: Boss, Big Boss, Company, Employee

What I have learned about properly managing clients and customers**

Managing your Boss: Boss’ Personality Closed Open People Task Peaceful: Phlegmatic Powerful: Choleric Popular: Sanguine Perfect: Melancholy

Managing your Boss: Bad Bosses If none of these strategies work, you have two choices: Choice A - If you have good personal reasons for staying in your job -- you love your work, you're learning a lot, you like the people you're working with -- you can hold your nose and ignore your boss as best you can. Choice B - Or, you can quit: life is too short too deal with this kind of abuse.

If none of these strategies work, you have two choices:

Choice A - If you have good personal reasons for staying in your job -- you love your work, you're learning a lot, you like the people you're working with -- you can hold your nose and ignore your boss as best you can.

Choice B - Or, you can quit: life is too short too deal with this kind of abuse.

3. Managing your Time

Managing your Time: Time to Know Time is irreversible Value = Time + Money Love is spelt as T.I.M.E. to your loved ones Interruptions will always happen Time investments compound “I don't have time” = lower priority Time required for something expands according to expectations

Time is irreversible

Value = Time + Money

Love is spelt as T.I.M.E. to your loved ones

Interruptions will always happen

Time investments compound

“I don't have time” = lower priority

Time required for something expands according to expectations

Managing your Time: At the HEART… Only three things really matter in Time Management: Prioritize To-do List Maximize

Only three things really matter in Time Management:

Prioritize

To-do List

Maximize

1. Prioritize Important Urgent L H H DO this. Deadline. Markers. Automate. Predict. Delegate. Delay. Downtime. Don’t do.

2. To-do List ! ↓ Task 3 Task 2 Task 1

Maximize: Personally speaking… Small time segments Do things at times that no one else is doing it: Traffic Shopping Holiday ATM Carry paper & pen (or PDA) Pre-work Internet (search, templates, tools) Forced Break Times

Small time segments

Do things at times that no one else is doing it:

Traffic

Shopping

Holiday

ATM

Carry paper & pen (or PDA)

Pre-work

Internet (search, templates, tools)

Forced Break Times

Maximize: Personally speaking… Analyze the time wasters in your day. Use the on/off button on your TV Allocate extra time for all task planning (this includes traveling) Judge and manage personalities Control phone calls (call out, return call out) In phone calls (or face-to-face) – serious first, social second Learn to say ‘No’ Planned Annual Leave

Analyze the time wasters in your day.

Use the on/off button on your TV

Allocate extra time for all task planning (this includes traveling)

Judge and manage personalities

Control phone calls (call out, return call out)

In phone calls (or face-to-face) – serious first, social second

Learn to say ‘No’

Planned Annual Leave

Maximize: Personally speaking… Wednesday leave Plan for 6.30 exit Automobile University Fat = 50% (money) + 100% (time) If you need to see someone, go to their office/room/house, you can always leave. If you think you will have to wait-take work with you: e.g. letters you need to write/office-work, etc. Don't complain. Don't whine.

Wednesday leave

Plan for 6.30 exit

Automobile University

Fat = 50% (money) + 100% (time)

If you need to see someone, go to their office/room/house, you can always leave.

If you think you will have to wait-take work with you: e.g. letters you need to write/office-work, etc.

Don't complain. Don't whine.

4. Managing your Relationships

Managing your Relationships Basics of Relationships Why? Good performance & skill won't get you very far. You need others to succeed Five Rules for Successful Relationships: Be Yourself Be of Value Be Consistent Be Truthful Do What You Say

Basics of Relationships

Why?

Good performance & skill won't get you very far. You need others to succeed

Five Rules for Successful Relationships:

Be Yourself

Be of Value

Be Consistent

Be Truthful

Do What You Say

Managing your Relationships Basics of Relationships You cannot get people to listen to you if they don't like you. And if they don’t listen to you, you won’t accomplish anything! Relationships = Expectations. You must know the expectations and manage those expectations.

Basics of Relationships

You cannot get people to listen to you if they don't like you.

And if they don’t listen to you, you won’t accomplish anything!

Relationships = Expectations.

You must know the expectations and manage those expectations.

Managing your Relationships: People Skills People are interested in themselves, not in you What is the most interesting subject in the world to them? THEMSELVES Take four words out of your vocabulary: “I, me, my, mine” and substitute for the most powerful word: “YOU” Remember that the more important you make people feel, the more they will respond to you. Avoid arguing.

People are interested in themselves, not in you

What is the most interesting subject in the world to them? THEMSELVES

Take four words out of your vocabulary: “I, me, my, mine” and substitute for the most powerful word: “YOU”

Remember that the more important you make people feel, the more they will respond to you.

Avoid arguing.

Communication SF LINA L isten with interest and praise make the person feel I mportant use their N ame A sk questions

Influence SF PASSE P raise and encourage A sk questions allow the person to S ave Face use S MART goals E ncourage small improvements

Personality SF S + FH + C S mile F irm H andshake C ompliment

5. Managing your Discipline

Managing your Discipline Discipline consists of three parts: Habits Self Development Feelings

Discipline consists of three parts:

Habits

Self Development

Feelings

Managing your Discipline: Habits Steps to Success… Your success depends on what you do. What you do depends on who you are. Who you are depends on Habits What we do, say and think is 90% controlled by habits.

Steps to Success…

Your success depends on what you do.

What you do depends on who you are.

Who you are depends on Habits

What we do, say and think is 90% controlled by habits.

Managing your Discipline: Self Development Self Development = Investment Investment = Time + Money Nobody is going to invest in you. Start Early Small Differences compound in the long-term

Self Development = Investment

Investment = Time + Money

Nobody is going to invest in you.

Start Early

Small Differences compound in the long-term

Managing your Discipline: Self Development “ You will be same person in five years except for the people you meet and the books you read” Charlie “Tremendous” Jones

Managing your Discipline: Feelings “ Anyone can become angry –that is easy. But to be angry with the right person, to the right degree, at the right time, for the right purpose, and in the right way – that is not easy.” Aristotle

“ Anyone can become angry –that is easy. But to be angry with the right person, to the right degree, at the right time, for the right purpose, and in the right way – that is not easy.”

Aristotle

6. Managing your Attitude

Managing your Attitude List down Bad Attitudes – and reverse them Be careful of ‘us’ vs. ‘them’ thinking Serve before expecting to be served Have high standards for yourself Never complain about how hard you work

List down Bad Attitudes – and reverse them

Be careful of ‘us’ vs. ‘them’ thinking

Serve before expecting to be served

Have high standards for yourself

Never complain about how hard you work

7. Managing your Career

Managing Your Career: Intro Congratulations. You are going to die.

Congratulations.

You are going to die.

Managing Your Career Biggest Career Mistakes Keeping a career in line with your education Getting career advice from your parents (or relatives) Changing jobs without long-term strategy in mind Letting your Boss (or company) manage your career

Biggest Career Mistakes

Keeping a career in line with your education

Getting career advice from your parents (or relatives)

Changing jobs without long-term strategy in mind

Letting your Boss (or company) manage your career

Career Progression: Current Type of Work Ambassador/COO Representative Office Manager Advisor Administrator Standard Type of Boss Chairman CEO Corp. Division Head Business Unit Head Division Head Department Head

Type of Work

Ambassador/COO

Representative

Office Manager

Advisor

Administrator

Standard

Type of Boss

Chairman

CEO

Corp. Division Head

Business Unit Head

Division Head

Department Head

Career Progression: 1 Type of Work Ambassador/COO Representative Office Manager Advisor Administrator Standard Type of Boss Chairman CEO Corp. Division Head Business Unit Head Division Head Department Head

Type of Work

Ambassador/COO

Representative

Office Manager

Advisor

Administrator

Standard

Type of Boss

Chairman

CEO

Corp. Division Head

Business Unit Head

Division Head

Department Head

Career Progression: 2 Type of Work Ambassador/COO Representative Office Manager Advisor Administrator Standard Type of Boss Chairman CEO Corp. Division Head Business Unit Head Division Head Department Head

Type of Work

Ambassador/COO

Representative

Office Manager

Advisor

Administrator

Standard

Type of Boss

Chairman

CEO

Corp. Division Head

Business Unit Head

Division Head

Department Head

Career Progression: 3 Type of Work Ambassador/COO Representative Office Manager Advisor Administrator Standard Type of Boss Chairman CEO Corp. Division Head Business Unit Head Division Head Department Head

Type of Work

Ambassador/COO

Representative

Office Manager

Advisor

Administrator

Standard

Type of Boss

Chairman

CEO

Corp. Division Head

Business Unit Head

Division Head

Department Head

Career Progression: 4 Type of Work Ambassador/COO Representative Office Manager Advisor Administrator Standard Type of Boss Chairman CEO Corp. Division Head Business Unit Head Division Head Department Head

Type of Work

Ambassador/COO

Representative

Office Manager

Advisor

Administrator

Standard

Type of Boss

Chairman

CEO

Corp. Division Head

Business Unit Head

Division Head

Department Head

Additional Career Advice… Manage Boss’ Communications Manage Boss’ Schedule Stand in-between interruptors Attend meetings on behalf

Manage Boss’ Communications

Manage Boss’ Schedule

Stand in-between interruptors

Attend meetings on behalf

Additional Career Advice… 5. Take over some work: Decisions that the boss makes frequently and repetitively and that are predictable in nature Assignments that will add variety to your routine work Functions that the boss dislikes Work that will provide experience for you Tasks that you're capable of doing Activities that will make you more well rounded and that will broaden your expertise Opportunities to use and reinforce your creative talents Recurring matters Minor decisions Time-consuming details

5. Take over some work:

Decisions that the boss makes frequently and repetitively and that are predictable in nature

Assignments that will add variety to your routine work

Functions that the boss dislikes

Work that will provide experience for you

Tasks that you're capable of doing

Activities that will make you more well rounded and that will broaden your expertise

Opportunities to use and reinforce your creative talents

Recurring matters

Minor decisions

Time-consuming details

Managing Your Career: Management Ladder Pick the area of Management you want Set long-term and short-term goals Determine competencies needed for short-term goals Invest (Time + Money) Time = Study, Work, Projects, Reports, Mentor Be prepared to invest up 50% IN ADDITION to your current work-load and current schedule Time Management skill is critical

Pick the area of Management you want

Set long-term and short-term goals

Determine competencies needed for short-term goals

Invest (Time + Money)

Time = Study, Work, Projects, Reports, Mentor

Be prepared to invest up 50% IN ADDITION to your current work-load and current schedule

Time Management skill is critical

The Ultimate Career Advice “ Find something you like to do so much that you would gladly do it for nothing. Then, learn to do it so well that people would be happy to pay you for it.”

“ Find something you like to do so much that you would gladly do it for nothing.

Then, learn to do it so well that people would be happy to pay you for it.”

End Notes

Management Skills: Summary 7. Career 6. Attitude 5. Discipline 4. Relationship 3. Time 2. Boss 1. Job What to Manage?

G row up U nderstand Yourself I nvest in Yourself E liminate “Cannot be Done” “ Y ou are being observed all the time” How to reach your maximum potential

G row up

U nderstand Yourself

I nvest in Yourself

E liminate “Cannot be Done”

“ Y ou are being observed all the time”

How to reach your maximum potential “ E verything depends on Relationships” C hoose your close Friends S erve C ontrol and use your Emotions D iscipline

“ E verything depends on Relationships”

C hoose your close Friends

S erve

C ontrol and use your Emotions

D iscipline

Endnote The rest is up to you.

The rest is up to you.

Thank You. soft copy of slides: http://totallyunrelatedrandomanddebatable.blogspot.com/