This document provides an overview of proactive management, lessons learned, and risk management. For proactive management, it discusses being proactive versus reactive, tips for proactive management including identifying tasks and risks, and how to build strong customer relationships. For lessons learned, it defines lessons learned and explains how to conduct lessons learned meetings and use a lessons learned register. For risk management, it defines risk and the risk management process of identifying, analyzing, planning, implementing, and monitoring risks.

1. Management Essentials #2
1
By: Filippos Prouzos

2. Presentation Contents 2
• Proactive Management
• Lessons Learned
• Risk Management
• Effective Meetings

3. Proactive Management
3

4. Proactive Management 4
Video: The Secret of Being Proactive
- Jefferson Santos
https://www.youtube.com/watch?v
=1pNC3jnq1YE

5. Proactive Management 5
Management Styles
React to Problems after they arise
Anticipate Problems and be ready
in advance
REACTIVE PROACTIVE
Being Proactive results in:
 More Control
 Increased Positive Resutls
 Less Stressfull Work Environment
 Strong & Lasting Relationships with Customers

6. Proactive Management 6
PROACTIVE
REACTIVE
INACTIVE
Anticipate & fix problems before they occur
– ONE STEP AHEAD
Take action after problems occur
– ONE STEP BEHIND
Don’t do anything when
problems occur
– IGNORE PROBLEMS

7. Proactive Management 7
Reactive Leader
Is concerned about self first
Reacts to change / problems
Is tell oriented
Does not plan ahead
Avoides / Ignores Risks
Quick to punish for mistakes
Pessimist
Proactive Leader
Models Team Work & is concerned for
greater good
Predicts & influences change / problems
Is coatching oriented / Develops Team
Members
Focuses on planning ahead
Manages Risks
Helps Team Members to learn from
mistakes & improve
Confident & Optimistic

8. Proactive Management 8
Being Proactive:
 LEARNING SKILL that you can develop and strengthen
 LEARNING from one's own and other mistakes and successes
 THINKING AHEAD: forseen problems and preparing yourself
 Taking INITIATIVES / RISKS to make things happen
 Being part of the SOLUTION, not part of the PROBLEM
 Being POSITIVE and focused on things you have CONTROL over
 Being a MODEL not a CRITIC
 EXCEEDING EXPECTATIONS - not just meeting expectations
Moving
yourself
forward
SUCCESS

9. Proactive Management 9
REACTIVE LANGUAGE PROACTIVE LANGUAGE
There is nothing I can do There is got to be a way
That’s just the way I am I can choose a different approach
He makes me mad I control my own feelings
That’s how I found it I can improve it
They will not allow that I can create an effective presentation
I lost I learned
Things just happen I make things happen

10. Proactive Management 10
Tips for Proactive Management
These tips can PROMOTE PROACTIVE MANAGEMENT and promote an attitude
where potential issues are mitigated before they become real problems
Start taking steps to be AHEAD OF PROBLEMS instead of chasing them
1. Identify and Manage Tasks
By PRIORITIZING and DELEGATING tasks, you can quickly identify and make
sure that the proper attention is paid to each item on their “TO-DO LIST"
2. Document the Processes
Taking time to IDENTIFY and DOCUMENT PROCESSES validates that work is
being performed correctly and consistently

11. Proactive Management 11
Tips for Proactive Management
3. Identify and Manage Risk
Actively identify, analyze and mitigate risks before they turn into issues
4. Communicate
Always COMMUNICATE with your Team Members, provide positive
reinforcement in public, and if needed, retrain and punish in private
If your Team Members do not understand the goals, objectives and
expectations / requirements, they will not be able to identify and effectively
correct / prevent problems

12. Proactive Management 12
Tips for Proactive Management
5. Develop Team Members
By investing time in developing your Team Members, you become stronger
as a Team and produce better results. Improved overall performance
YOU ARE ONLY AS STRONG AS YOUR TEAM
6. Learn from Past Issues
By evaluating and reviewing problems / successes that have occurred in
the past, you can IDENTIFY the weaknesses / strengths of the company
It is very hard to implement good proactive management practices if you
first can not identify what types of problems / successes have arisen in the
past

13. Proactive Management 13
Tips for Proactive Management
7. Strive for Continuous Improvement
Having a CONTINUOUS IMPROVEMENT ATMOSPHERE promotes and
encourages the sharing of ideas for improved performance and is a great
approach for transitioning to a proactive management style
8. Build strong and lasting relationships with your Customers
By building a strong relationship with your Customers you are able to draw
on their knowledge and support the day you need it
Demonstrate that you are actively working to improve all aspects of the
service you provide on their behalf

14. Proactive Management 14
How to build strong and lasting relationships with your Customers
 See things from THEIR POINT OF VIEW, understand their interests and
address their issues and concerns
 Ask for FEEDBACK and verify that the services you provide match
their requirements and expectations
 Make the Customers FEEL VALUED
 Respond IMMEDIATELY to problems and requests
 Communicate less by e-mails and more by phone
 Face to Face Meetings
 Be PROACTIVE (Think Ahead) - Make sure there are no negative surprises

15. Proactive Management 15
Exercise No.1
What is the most effective way to resolve problems?
 E-mails
 Talking Face to Face
 Over the Phone

16. Proactive Management 16
VERY REACTIVE VERY PROACTIVE
Exercise No.2
In the -5 to +5 scale, mark how proactive you believe you are
How could you be more
PROACTIVE?
-5 -4 -3 -2 -1 0 1 2 3 4 5

17. Lessons Learned
17
“There is no better than adversity, every defeat,
every heartbreak, every loss, contains its own
seed, its own lesson on how to improve your
performance next time”
Malcom X

18. Lessons Learned 18
What is a Lessons Learned?
 KNOWLEDGE gained by experience that has a significant impact for an
organization and should be taken into account for future use
 CHANGE in personal or organization behavior as a result of learning from
experience
Positive
Experience
Negative
Experience
Knowledge

19. Lessons Learned 19
Lessons
Learned
Positive Result
Continue
Do this again
Negative Result
Stop
Don’t do this again
IMPACT
o Cost
o Time
o Quality
o Performance
o Company Reputation
+
Enhance
-
Correct

20. Lessons Learned 20
Benefits of Lessons Learned Process
 Learn from our MISTAKES
 Understand where PROBLEMS occur
 Recognize SUCCESS and identify BEST PRACTICES
 Retain ORGANIZATIONAL KNOWLEDGE
 Reduce future RISKS
 Improve our PERFORMANCE
 Spending time on the Lessons Learned process is a wise INVESTMENT that
pays big returns on the overall performance of the company.

21. Lessons Learned 21
Lessons Capture Methods
 All along the way –
through Daily Operation
 Lessons Learned Meetings
 Focus on issues that Operations
Department WILL FACE IN THE
FUTURE, rather than one-off issues

22. Lessons Learned 22
Lessons Learned Meeting
 A formal Meeting that is attended by KEY MEMBERS of the Department,
where Lessons Learned are discussed and evaluated with the intention of
LEARNING FROM PAST EXPERIENCE AND IMPROVING future Departmental
activities / performance
 A process where you:
 DISCUSS
 EVALUATE
 DOCUMENT
Lessons
Learned
MORE OF THE SUCCESS THINGS
and
LESS OF THE UNSUCCESSFUL THINGS

23. Lessons Learned 23
Lessons Learned Register
Originator Date
What was the
problem /
success?
LL
Category
Impact
(+/-)
What aspects of
the Operation it
affected?
LL Priority
Level
(1-3)
How was it
solved?
What did we
learn from it for
future use

24. Lessons Learned 24
Exercise No.3
 How do you think the Lessons Learned process shall be applied to
Operations Department?
Prepare the LESSONS LEARNED FLOWCHART

25. Lessons Learned 25
Exercise No.4
 Identify, Categorize & Prioritize three (3) significant Lessons Learned that
should be taken into account for future use in the Operations Department

26. Risk Management
26

27. Risk Management 27
What is Risk?
 The EFFECT OF UNCERTAINTY on the ability of an organisation to meet its
OBJECTIVES
 Risk concerns FUTURE happenings
 Risk is a potential event “IT MIGHT HAPPEN AND IT MIGHT NOT”
RISK
POSITIVE /
OPPORTUNITY
NEGATIVE /
THREATS

28. Risk Management 28
What is Risk Management?
 The range of activities that an organisation intentionaly undertakes to
UNDERSTAND AND REDUCE these EFFECTS to meet its Objectives
 Risk Management is part of the responsibilities of Management
Helps Management to make informed choices, prioritize actions and
distinguish among alternative courses of action
The GOAL of Risk Management is to:
 Minimize Potential Negative Risks
 Maximizing Potential Positive Risks

29. Risk Management 29
Benefits of Risk Management
 Establishes a PROACTIVE CULTURE of improvement
 The likelihood of achieving company OBJECTIVES is improved
 Assures CONSISTENCY of quality of services
 Improves CUSTOMER CONFIDENCE AND SATISFACTION
Risk Management process is focused on
PREVENTION

30. Risk Management 30
Identify Risks
Analyze &
Prioritize
Risks
Plan Actions
to address
Risks
Implement
the Plan –
Take Action
Monitor &
Control Risks
Risk Management Process

31. Risk Management 31
 Risk Identification List of Potential Risks
Determining WHICH RISKS are likely to affect the company meeting its
objectives
 Risk Analysis Prioratized Risk List by Criticality
PRIORITIZING RISKS based on their PROBABILITY and IMPACT of occurrence
The CRITICALITY OF RISK is based upon two parameters:
Risk Criticality = Severity (S) * Probability of Occurrence (O)
Severity (S) – this is the seriousness of the risk impact
Probability of Occurrence (O) – this is the probability that risk will occur

32. Risk Management 32
 Risk Response Planning Risk Response Plans
Taking steps to ENHANCE OPPORTUNITIES and REDUCE THREATS to meeting
the organization objectives
Must be appropriate to the criticality of the Risk
Owned by a responsible person
 Risk Monitoring And Control Risk Assessment
Monitoring identified and residual risks, identifying new risks, carrying out
Risk Response Plans, and evaluating the effectiveness of risk strategies
throughout the life of the project

33. Risk Management 33
Risk Response Strategies

34. Risk Management 34
 Avoid the Risk
Avoiding the risk by DECIDING NOT TO START OR CONTINUE with the
activity that gives rise to the risk
e.g. Reducing SoW to avoid high risk activities, avoiding unreliable
Subcontractor, etc.
 Mitigate the Risk
Reducing the IMPACT and PROBABILITY of the risk event to an acceptable
level
e.g. Recruiting additional people, focused training, close Supervision, etc.
Risk Response Strategies

35. Risk Management 35
 Transfer the Risk
Contractually transfering the Risk and Loss exposure to a Third Party
e.g. Use of Insurance company, Subcontractor, etc.
 Acceptance of Risk
Retaining the Risk and developing plans to cover the financial
concequances
e.g. Low Impact and Probability Risk
Risk Response Strategies

36. Risk Management 36
Exercise No.5
 Implement the Risk Management process for two (2) potential Negative
Risks

37. Effective Meetings
37

38. Effective Meetings 38
What is a Meeting?
 An act or process of coming together as an assembly for a COMMON
PURPOSE
 A Delegation and Communication Management Tool
What is the Purpose of Meetings?
 Make Decisions
 Solve Problems
 Follow up
 Provide / Receive Information
 Plan Something

39. Effective Meetings 39
Determine
Objective
Prepare
Agenda
(Direction)
Decide on
Participants
Arrange
Resources
Send
Invitation
Before the Meeting
Do we need to
have a Meeting?
Restrict
attendance to
only who needs to
be there

40. Effective Meetings 40
During the Meeting
 Start on Time - Finish on Time (aim for a maximum of 1 hour)
 Stick to the Agenda - Keep the Meeting on Topic
 Cover all Agenda Items
 Clarify during Meeting if unsure
 Keep MINUTES OF MEETING
 Assign ACTION RESPONSIBILITIES and COMPLETION TARGET DATES
 Repeat Action Items and Responsibilities at the end of the Meeting
 Schedule next Meeting

41. Effective Meetings 41
Finalize
Minutes of
Meeting
Distribute
Minutes of
Meeting ASAP
File Minutes of
Meeting
Follow up on
Action Items
After the Meeting
The KEY is
in the
FOLLOW UP

42. Effective Meetings 42
To ensure an effective meeting, all participants should:
 Undertake any necessary preparation prior to the Meeting
 Arrive on time
 Listen to the opinions of others
 Be an active Participant not passive Observer
 Cover all Agenda items
 Avoid dominating the Meeting
 Avoid conflict situations
 Avoid side conversations which distract others

43. Effective Meetings 43
 They capture the ESSENTIAL INFORMATION of a meeting
 They are a TANGIBLE RECORD of the meeting for its participants and a
SOURCE OF INFORMATION for members who were unable to attend
 They can SERVE TO NOTIFY (or remind) individuals of tasks assigned to
them and/or deadlines
Why Minutes of Meeting are important?

44. Effective Meetings 44
 Date and Time of Meeting
 Names of Meeting participants
 Acceptance or corrections/amendments to previous meeting minutes
 Decisions made about each AGENDA ITEM:
 WHAT
 WHO
 WHEN
 Record New Business
 Next Meeting Date and Time
Minutes of Meeting include the following
Hold Team accountable with 3W Action Management

45. Effective Meetings 45
 Don’t try to capture it all - Keep clear and simple minutes of meeting
 Don’t include unnecessary information
 Use standard template
 Ask for clarification if necessary
 If you need to refer to other documents, attach them in an appendix or
indicate where they may be found
 Try to finailize and distribute the minutes as soon after the meeting as
possible while everything is fresh in your mind
 File the minutes for future reference
Tips for Effective Minutes of Meeting

46. 46
The End