Team Building PowerPoint Slides include topics such as: why teams work, building a team, reasons to create teams, structuring your team, developing effective teams, five intrinsic elements of teams, four stages of team development, team behaviors, team roles, 18 group building behaviors, overcoming common obstacles, responsibilities for team leadership, evaluating team performance, viewing the top teams, how to's and more. Slides can easily be tailored to your specific needs (make handouts, create overheads and use them with an LCD projector) and are available for license. 100+ PowerPoint presentation content slides. Each slide includes slide transitions, clipart and animation. System & Software Requirements: IBM or MAC and PowerPoint 97 or higher. Royalty Free - Use Them Over and Over Again. Once purchased, download instructions will be sent to you via email. (PC and MAC Compatible).
A group of people with a full set of complementary skills required to complete a task, job, or project. Team members (1) operate with a high degree of interdependence, (2) share authority and ...
definition of team
what makes a team
what defines a team
10 characteristics of effective teams
what makes a great team
what are team goals
characteristics of a good team
what are team building activities
Team Building PowerPoint Slides include topics such as: why teams work, building a team, reasons to create teams, structuring your team, developing effective teams, five intrinsic elements of teams, four stages of team development, team behaviors, team roles, 18 group building behaviors, overcoming common obstacles, responsibilities for team leadership, evaluating team performance, viewing the top teams, how to's and more. Slides can easily be tailored to your specific needs (make handouts, create overheads and use them with an LCD projector) and are available for license. 100+ PowerPoint presentation content slides. Each slide includes slide transitions, clipart and animation. System & Software Requirements: IBM or MAC and PowerPoint 97 or higher. Royalty Free - Use Them Over and Over Again. Once purchased, download instructions will be sent to you via email. (PC and MAC Compatible).
A group of people with a full set of complementary skills required to complete a task, job, or project. Team members (1) operate with a high degree of interdependence, (2) share authority and ...
definition of team
what makes a team
what defines a team
10 characteristics of effective teams
what makes a great team
what are team goals
characteristics of a good team
what are team building activities
Very often we use the word team work in our organizational context without perhaps fully understanding what we mean by teamwork.
An effective team requires the participation of every member in order to be successful. When one person cannot accomplish a job alone and several individuals must cooperate to fulfill a mission, you need a team. The better the cooperation, communication and coordination among members, the more efficient the team.
What is Workplace Coaching and why you should implement it?The Pathway Group
What is Workplace Coaching and why you should implement it? Workplace Coaching for Team Leaders and First Line Managers ILM Award Level 3. You should develop understanding and competence in coaching skills, including the role, responsibilities, behaviours and characteristics of the workplace.
Coaching is more about asking the right questions than providing the right answers. Coaching is essentially about using effective questioning to help individuals
What is the need for an effective Reward & Recognition framework ? Why do organizations fail to create and execute one ?
This presentation talks about 5 Necessities for creating an effective Reward & Recognition Framework.
Some slides on people management: why managing people in the software development lifecycle, how to manage people and how to choose team members of a project.
This slide uses research by Google to explain what makes a successful team and why. It also includes practical steps to take and descriptions of constructive team building with lasting benefits.
Shaping the Shoreline & Managing the Tide: Building a Feedback Culture with D...Christopher Conroy
The process of applying constructive feedback presents a significant learning curve for managers of all stripes. While an approach to management through radical candor has provided a powerful framework for building thoughtful teams ready to engage in the rigor of high achievement, a significant challenge is still presented to those whose roles are defined more so by driving changes to operations rather than managing a particular function.
Our modern economy demands that we train more and more managers to adopt the mindset, demeanor, and skills of great change managers in addition to project management or traditional management skills. No longer are managers asked to simply adopt a post within a hierarchy and lead teams with skills and a mission bound by a traditional functional role. Today, more managers are being asked to bring together diverse stakeholder constituencies to execute infrequent projects with high stakes outcomes, many of which call for organizations -- or associations of organizational leaders with competing interests -- to make critical changes to their operations and, subsequently, aspects of their culture.
In these environments, managers like us have significant constraints on their time, capacity to build reciprocal relationships, and authority over individual actors. Yet, at the same time, we are required to persuasively communicate the need for changes that will affect the long-term outcomes for our colleagues and our organizations. This requires the capacity for managers to master a feedback process in which they listen, seek to clarify and understand their colleagues, while also offering a compelling argument for the adoption of a new direction or set of practices. This process requires managers who can exemplify excellence in culture-building as well as providing feedback with individual members. We call this process managing "The Tide".
Very often we use the word team work in our organizational context without perhaps fully understanding what we mean by teamwork.
An effective team requires the participation of every member in order to be successful. When one person cannot accomplish a job alone and several individuals must cooperate to fulfill a mission, you need a team. The better the cooperation, communication and coordination among members, the more efficient the team.
What is Workplace Coaching and why you should implement it?The Pathway Group
What is Workplace Coaching and why you should implement it? Workplace Coaching for Team Leaders and First Line Managers ILM Award Level 3. You should develop understanding and competence in coaching skills, including the role, responsibilities, behaviours and characteristics of the workplace.
Coaching is more about asking the right questions than providing the right answers. Coaching is essentially about using effective questioning to help individuals
What is the need for an effective Reward & Recognition framework ? Why do organizations fail to create and execute one ?
This presentation talks about 5 Necessities for creating an effective Reward & Recognition Framework.
Some slides on people management: why managing people in the software development lifecycle, how to manage people and how to choose team members of a project.
This slide uses research by Google to explain what makes a successful team and why. It also includes practical steps to take and descriptions of constructive team building with lasting benefits.
Shaping the Shoreline & Managing the Tide: Building a Feedback Culture with D...Christopher Conroy
The process of applying constructive feedback presents a significant learning curve for managers of all stripes. While an approach to management through radical candor has provided a powerful framework for building thoughtful teams ready to engage in the rigor of high achievement, a significant challenge is still presented to those whose roles are defined more so by driving changes to operations rather than managing a particular function.
Our modern economy demands that we train more and more managers to adopt the mindset, demeanor, and skills of great change managers in addition to project management or traditional management skills. No longer are managers asked to simply adopt a post within a hierarchy and lead teams with skills and a mission bound by a traditional functional role. Today, more managers are being asked to bring together diverse stakeholder constituencies to execute infrequent projects with high stakes outcomes, many of which call for organizations -- or associations of organizational leaders with competing interests -- to make critical changes to their operations and, subsequently, aspects of their culture.
In these environments, managers like us have significant constraints on their time, capacity to build reciprocal relationships, and authority over individual actors. Yet, at the same time, we are required to persuasively communicate the need for changes that will affect the long-term outcomes for our colleagues and our organizations. This requires the capacity for managers to master a feedback process in which they listen, seek to clarify and understand their colleagues, while also offering a compelling argument for the adoption of a new direction or set of practices. This process requires managers who can exemplify excellence in culture-building as well as providing feedback with individual members. We call this process managing "The Tide".
Jack Welch, the legendary CEO of General Electric wrote "Winning" which gives a straightforward and pragmatic look at how to succeed in business. This is a summary of Jack Welch's business philosophy as given in his book "Winning" .
This article is based on a presentation Betsy Williamson delivered to CFA Institute members on how women can be successful within the UK's investment industry.
CFOs are the finance bridge between the operations, CEO and board of their organisation.
They need analytical skills to discover information and interpret what it means plus social skills to work with stakeholders so the organisation benefits from their insights.
In the Slideshare below, 10 leading CFOs share insights on the skills needed in the role and how they work with diverse groups of stakeholders.
Their tips include:
- how to work with colleagues and other stakeholders who don’t have a finance background
- finding new opportunities
- continuing to learn
- getting involved in change projects
- being realistic when driving change
View the Slideshare to learn more
Skill Development in Law, Para Legal & other Fields and Export of Trained Man...Nilendra Kumar
Professional degree in law must be clinical in nature and based on skill development so as to enable law graduates to undertake their professional duties soon after their graduation.
The peace keepers deployed in different jurisdiction are often confronted with complicated legal problems. Troop contributing countries, member states and the Secretary General must regularly and actively engage to resolve the legal challenges.
Elective Course on Forensic Science in LawNilendra Kumar
Introduction to offer an elective course on forensics in law will hugely benefit law students interested in criminal law practice or work as Public Prosecutors.
Workshop on legal, academic or creative writing.Nilendra Kumar
The universities and colleges are advised to hold periodic and regular workshops on legal, academic and creative writing. This would inform and equip the faculty and researched scholars with competence in this field.
How to select a topic in legal, academic or creative writing?Nilendra Kumar
The new authors have to invariably face a dauntless task about the topic they should take up for writing. This presentation is an effort to help them surmount this problem.
Protection of Children in context of IHL and Counter TerrorismNilendra Kumar
Women and children need to be fully protected during armed conflict situations. Further, children are not to be recruited or employed in armed conflicts. IHL provisions are specific and clear in this regard. This presentation would highlight the law in this regard.
Law students and their parents are invariably confused about what after law school? This problem is more acute for first generation law students who hail from non-law families. The presentation is meant to help an guide them about different career options and how to proceed.
Crack JAG. Guidance program for entry to JAG Dept. & SSB interviewNilendra Kumar
Service in the Judge Advocate General's department offers and an attractive option to Law graduates, both men and women. This presentation would indicate to them what and how the screening takes place at the Services Selection Boards.
Course Curriculum and Teaching Pedagogy.pptxNilendra Kumar
The academic fraternity must have a clear understanding of the meaning and purpose of 'curriculum' and 'syllabus'. This would, apart from, the course learning objective would help in an effective delivery of the desired contents to the students.
Geneva Conventions Significance and Current Challenges.Nilendra Kumar
This presentation explains the 'Geneva Conventions Significance and Current Challenges' in the context ongoing armed conflicts and the technological developments.
Dissemination of IHL within the Armed Forces During the Pandemic.pptxNilendra Kumar
The Covid times presented a challenge to the armed forces in the sphere of training of international humanitarian law. The actual operational efforts in this direction were also put to unusual strain. This presentation indicates a view how dissemination efforts can be undertaken in an innovative manner during such a critical time.
Strict vigil is needed to guard against disruptive elements propagating false & mischievous propaganda with a view to disrupt Hindu Muslim amity in India.
Humanitarian Protection, Modern Technology amidst Global ThreatsNilendra Kumar
Changes in modern technology amidst global threats pose major challenges to humanitarian protection. This presentation would inform and nudge commanders, policy makers, military lawyers and diplomats to decide effective countermeasures.
Use of Data and Analytics in Humanitarian Decision Making. pptxNilendra Kumar
Use of data and analytics in humanitarian decision making is a major tool for the commanders in combat as also providing protection to those legally entitled to it.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
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Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Modern Database Management 12th Global Edition by Hoffer solution manual.docxssuserf63bd7
https://qidiantiku.com/solution-manual-for-modern-database-management-12th-global-edition-by-hoffer.shtml
name:Solution manual for Modern Database Management 12th Global Edition by Hoffer
Edition:12th Global Edition
author:by Hoffer
ISBN:ISBN 10: 0133544613 / ISBN 13: 9780133544619
type:solution manual
format:word/zip
All chapter include
Focusing on what leading database practitioners say are the most important aspects to database development, Modern Database Management presents sound pedagogy, and topics that are critical for the practical success of database professionals. The 12th Edition further facilitates learning with illustrations that clarify important concepts and new media resources that make some of the more challenging material more engaging. Also included are general updates and expanded material in the areas undergoing rapid change due to improved managerial practices, database design tools and methodologies, and database technology.
6. ATTRIBUTES
OF A TEAM
TEAM MEMBERS
(1) OPERATE WITH A HIGH
DEGREE OF
INTERDEPENDENCE
(2) SHARE AUTHORITY
AND RESPONSIBILITY
FOR SELF
MANAGEMENT
(3) ARE ACCOUNTABLE
FOR THE COLLECTIVE
7. A TEAM IS MORE
THAN JUST A
COLLECTION OF
PEOPLE WHO,
WITH A STRONG
SENSE OF
MUTUAL
COMMITMENT,
CREATE
SYNERGY, AND
THEREBY
GENERATE
PERFORMANCE
GREATER THAN
THE SUM OF THE
PERFORMANCE
OF INDIVIDUAL
MEMBERS.
8. A TEAM TO BE SUCCESSFUL MUST BE MOTIVATED
MR. NARAYAN MURTHI
-
“RESPECT,
RECOGNITION AND
REWARD FLOW OUT
OF PERFORMANCE.”
9. MOTIVATION
IS THE REASON FOR ACTING OR
BEHAVING IN A PARTICULAR
WAY
IT IS THE REASON FOR
PEOPLE’S ACTIONS,
WILLINGNESS AND GOALS.
12. CHECK
WHETHER A
TEAM MEMBER IS
MOTIVATED
IS HE PUNCTUAL?
DOES THE OUTPUT
SHOW INCREASE ?
WILLING TO TAKE NEW
ASSIGNMENT OR LOAD?
WILLINGNESS TO
LEARN FROM OTHER
DEPARTMENTS?
14. BENEFI
T
IT ENCOURAGES PERSONS
TO GIVE THEIR BEST
PERFORMANCE IN REACHING
ENTERPRISE GOALS.
A STRONG MOTIVATION WILL
ENABLE INCREASED OUTPUT
OF EMPLOYEES. IT MUST BE A
SHARED GOAL.
16. DEPENDS
UPON THE
LEADER. HE
MAY BE THE
CAUSE OF
DE-
MOTIVATION.
HE MUST
SHOULDER
BLAME FOR
FAILURES OR
LAPSES.
LEVEL OF MOTIVATION
LACK OF DELEGATION IS
BEING TALKED AS THE
MAJOR MOVE THAT MALLYA
DID NOT UNDERTAKE
WHEN RUNNING HIS
AIRLINE.
17. WHY BE MOTIVATED?
ONE REASON IS
TO BE BETTER
MONETARILY,
BECAUSE AS
OSCAR WILDE
SAID,
‘ANYONE WHO
LIVES WITHIN
THEIR MEANS
SUFFERS FROM A
LACK OF
IMAGINATION’
18. IN SPITE OF THE COST OF
LIVING, IT IS STILL POPULAR.
- KATHLEEN NORRIS,
- AMERICAN NOVELIST
19. LEADER
SHOULD STRIVE TO
ENGAGE AT A PERSONAL
LEVEL WITH THE MEMBERS
EXTEND BASIC COURTESY
BE LARGE HEARTED
SHOW RESPECT TO
EXPERIENCE
AFFORD FREEDOM TO
OPERATE
DON’T IMPOSE YOUR
AUTHORITY/ POSITION
YOU DON’T DEMAND
RESPECT, YOU EARN IT
KUMAR MANGALAM BIRLA –
“THE ONE IMPORTANT FACTOR THAT
KEEPS ME GOING IS THE KIND OF PEOPLE
I WORK WITH.”
20. REMEMBER
NEVER CRITICIZE IN
PUBLIC. DO IT ONE
TO ONE.
BE POLITE AND
WIN CONFIDENCE
KEEP AN EYE ON
NEED TO TEACH
AND IMPROVE
IN CASE OF A
MISTAKE OR
LAPSE, TRY TO
FIND OUT THE
REASON
HAND – HOLDING
PAYS
21. THE FINE ART OF
ENCOURAGEMEN
T
FOUR WAYS TO FIRE THEIR
IMAGINATION:-
1. BE SINCERE AND SIMPLE
2. BE SENSITIVE TO TIME AND
PLACE
3. RECALL PERSONAL
EXAMPLES OF STRUGGLE
4. TAKE TIME
-MARK
LITTLETON,
AUTHOR
22. REJECT STYLE OF LEADERSHIP
WHERE TASKS ARE
ASSIGNED AND RESULTS
ARE EXPECTED BUT NO
DIRECTIONS ARE GIVEN.
23. APPROACH OF A LEADER
LEAD, GUIDE,
INSPIRE AND SET
AN EXAMPLE
1
BE IMPARTIAL
2
STAND UP ON
THE GOOD/ BAD
TIMES WITH THE
TEAM MEMBER.
3
24. TO UPGRADE PROFILE OF A PERSON
IDENTIFY POSITIVE TRAITS WHICH SHOULD BE ENCOURAGED AND MADE USE OF.IDENTIFY
PUBLICLY SUPPORT AND APPRECIATE
SUPPORT AND
APPRECIATE
TRY TO INSTILL IN THE EMPLOYEE LIKING FOR THE JOB AND PRIDE IN THE COMPANYTRY
HELP TO GET OVER WEAKNESSESHELP
DON’T OVERLOOK A FAULT OR MISTAKE. BUT DEAL WITH IT IN A POSITIVE MANNER.
DON’T
OVERLOOK
25. FUNCTIONALLY
1. TAKE OPINIONS
2. DELEGATE AUTHORITY TO TAKE DECISION
3. GIVE FREEDOM OF ACTION
4. HOLD FEED BACKS AND DEBRIEFINGS
5. TRUST AND REPOSE FAITH
6. SHOW APPRECIATION, WHEN DUE
26. EXAMINE
IF THE PERSON IS A SQUARE PEG IN A
ROUND HOLE. HAS HE BEEN ASSIGNED
THE RIGHT SLOT BASED ON HIS
COMPETENCE (QUALIFICATION,
APTITUDE & EXPERIENCE).
IF NOT, THEN RE-LOCATE.
30. INCENTIVES AT JUNIOR LEVEL
ONE LINER MAILS WITH
APPRECIATION. “WELL
DONE”.
‘EXTRAORDINARY
FEAT’, ‘BIG ORDER
CRACKED’.
ADDRESSED TO THE
MEMBER WITH CC TO
OTHERS.
CERTIFICATE OR MUGS
WITH WORDS LIKE
“CHAMPION”
”ACHEIVER”.
32. NATURE OF JOB
CANNOT BE CHANGED,
BUT CONSIDER
1. BREAK IN
MONOTONY
2. SHORT TRIPS
ABROAD
3. NOMINATE FOR
SHORT TERM
COURSES AT IIM etc.
OR ABROAD
33. MOTIVATIONAL FACTORS TO
IMPROVE WORK ENVIRONMENT
1. FREEDOM TO EXPRESS. NO FEAR
2. MUTUAL RESPECT BETWEEN THE TEAM
3. READINESS TO HELP EACH OTHER
4. PRESENCE OF HUMAN ANGLE AND SENTIMENTS
5. EVEN IF ONE’S DEMANDS CANNOT BE MET,THE PERSON MUST BE
HEARD AND TALKED TO PROPERLY
6. EMPOWER SUBORDINATES
7. DELEGATE AUTHORITY AND GIVE THEM CONTROL
34. WHAT NOT TO DO
DIVIDE AND RULE
TENDENCIES
PLAY POLITICS
INDULGE IN
PARTIALITY
BECAUSE THE ABOVE
WILL DE-MOTIVATE.
35. TEAM BUILDING EFFORT
IS A TWO WAY PROCESS. THE ORGANIZATION WILL
PERFORM BETTER IF IT IS LEADER CENTRIC
36. TEAM WORK
1. LEARN EACH OTHER’S
WORK
2. EXPOSE TEAM
MEMBERS TO OTHER
DEPARTMENTS
3. HOLD JOINT
EXERCISES WITHIN
THE GROUP AND ALSO
TEAM CONFERENCES
4. ORGANIZE
MOTIVATIONAL
EXERCISES
37. DEFINE COMPANY OBJECTIVES
INTERNAL CUSTOMER FOCUS BE SET UP.
CERTAIN FRICTION SHOULD BE TOLERATED.
“LEADERSHIP IS HARD TO DEFINE AND
GOOD LEADERSHIP EVEN HARDER. BUT IF
YOU CAN GET PEOPLE TO FOLLOW YOU TO
THE END OF THE EARTH, YOU ARE A GREAT
LEADER.”
“AS A LEADER I AM TOUGH ON MYSELF , AND I RAISE THE
STANDARD FO EVERYBODY. HOWEVER I AM VERY CARING
BECAUSE I WANT PEOPLE TO EXCEL AT WHAT THEY ARE
DOING SO THAT THEY CAN ASPIRE TO BE ME IN THE
FUTURE.”
IND RA NOOYI -
38. HOW TO
BUILD UP A
TEAM
1. SET A GOAL.
2. RELATE THE ABOVE
TO:-
a) INDIVIDUAL GOAL
b) TEAM GOAL
3. IDENTIFY AND
CONFRONT PROBLEM
AREAS.
39. TEAM
BUILDING
SHOULD BE ATTEMPTED AT
DIFFERENT LEVELS FOR
MANAGEMENT AND FIELD
MANAGERS.
IDENTIFY BARRIERS OR
IMPEDIMENTS
HOLD TEAM MEETINGS
RECOURSE TO TRAINING
PROGRAMS.
JACK MA –
“NEVER GIVE UP . TODAY IS HARD,
TOMORROW WILL BE WORSE, BUT THE
DAY AFTER TOMORROW WILL BE
SUNSHINE .”
40. TEAM BUILDING
CROSS FUNCTION
CATER FOR
RELEVANCE OF
ACCOUNTS ASPECTS
PLAN EXERCISES AND
JOINT TRAINING
SHARE CHALLENGES
WITH HR, ACCOUNTS,
FINANCE AND
PRODUCTION
TAKE FINANCE AND
ACCOUNTS
EXECUTIVES ALSO AT
TIMES TO FIELD
BE FLEXIBLE
41. WORK AS A TEAM
1. IT IS TO SELDOM THAT A MAN
CAN ACHIEVE SUCCESS ON HIS
OWN. TEAM BUILDING IS THE
VERY FOUNDATION ON WHICH
ONE CAN ATTAIN POSITIVE AND
SUCCESSFUL RESULTS
2. POSITIVE RESULTS WILL
FOLLOW A SUCCESSFUL TEAM
LEADER
MUKESH AMBANI –
“THE IMPPORTANT THING WHICH I HAVE
REALLY LEARNED IS HOW TO NOT GIVE
UP BECAUSE YOU NEVER SUCCEED IN
THE FIRST ATTEMPT.”
42. MECHANICS
IF POSSIBLE, TRY TO BUILD YOUR OWN
TEAM. SELECT EACH PERSON ON HIS MERIT.
IGNORE OTHER TRAITS COMPLETELY
SELECT MEMBERS WITH A HIGH DEGREE OF
POTENTIAL TO MOVE UP THE LADDER
ALWAYS TAKE PERSONAL INTEREST IN
DEVELOPING YOUR TEAM MEMBERS. NEVER
BE AFRAID OF YOUR JUNIOR’S POTENTIAL
YOU ARE THE BEST LEADER ONLY IF YOU
DEVELOP TALENT GOOD ENOUGH TO
REPLACE YOU
DHARAM PAL GULATI –
“ MY MOTIVATION TO WORK IS
BEING SINCERE IN PRODUCT
QUALITY SOLD AT AFFORDABLE
PRICES.”
43. KEEP DEVELOPING NEW MEMBERS TO REPLACE YOU OR
GO AHEAD OF YOU. ONLY WHEN THE STAFF /EXECUTIVES
UNDER YOU KNOW THAT YOU ARE INTERESTED IN THEIR
DEVELOPMENT WILL THEY GIVE YOU THE NECESSARY
SUPPORT FOR YOUR SUCCESS.
BE A CRITICAL OBSERVER BUT NEVER DOWN GRADE
YOUR JUNIORS. BE POLITE AND DISCREET.
44. HAVE COMPLETE FAITH IN YOUR TEAM AND THEY TOO
MUST KNOW AND UNDERSTAND IT.HAVE
LET THEM KNOW THAT NOBODY WILL FAIL IF HE DARES
TO TRY.LET
BE TOUGH BUT NOT OVERBEARING. PUT YOUR STAFF
PROBLEMS IN PROPER PERSPECTIVE.BE
45. NEVER UNDER-ESTIMATE
YOUR TEAM MEMBERS.
REMEMBER YOUR OWN DAYS
OF LEARNING
IF THERE ARE PROBLEMS
FROM HIGHER UPS, INSULATE
YOUR TEAM MEMBERS FROM
THEM.
YOUR TEAM MEMBERS MUST
ALWAYS LOOK UP TO YOU FOR
PROTECTION AND ADVICE.
GAUTAM ADANI –
“ EITHER YOU SIT ON THE PILE
OF CASH , OR YOU CONTINUE TO
GROW ”
46. INSTITUTE
INTERNAL
SUPPORT
PRODUCT BE THE FOCUS
MARKETING BE INVOLVED
SUPPLY CHAIN BE INTEGRATED
SENSITISE FINANCE ABOUT ACTUAL NEEDS AND
CHALLENGES IN GETTING ORDERS APPROVED
MOTIVATE DISTRIBUTOR’S TEAM.
47. GENERAL POINTS
1. MANAGE YOUR ATTITUDE. THE TASK
BECOMES EASIER.
2. AVOID NEGATIVE THINKING. IT IS
INFECTIOUS.
48. GOVERNMENT AS A
CLIENT/ CUSTOMER
1. CAPITALIZE ON INTER
PERSONAL RELATIONS
2. THERE WOULD BE INSTANCES
OF NEED FOR UNDER HAND
DEALINGS
3. EXPLAIN AND SHARE
REVENUE GENERATION PLAN
AND PROFITABILITY MARGINS
49. BUSINESS WITH GOVERNMENT,
SPECIAL NATURE
1. TENDERING PROCESS
2. PRACTICE OF ELIGIBILITY CRITERIA IS AT TIMES
STAGE MANAGED
3. MULTILAYERED DECISION MAKING IS
ENCOUNTERED
4. COST CONTROLS AND LESS MARGINS
5. ACCEPTANCE OF COMPROMISE IN QUALITY
50. BUSINESS WITH GOVERNMENT
1. ALWAYS A CHALLENGE
2. RELATIONSHIP MATTERS
3. DON’T BE FIRST ONE. IT MAY BACKFIRE.
4. GIVING OF GIFTS. WHERE FEASIBLE
DON’T INVOLVE YOURSELF DIRECTLY
5. WALLMART. DON’T SELL LIQUORS IN INDIA
AS THEIR POLICIES DO NOT PERMIT
GIVING GRATIFICATIONS.
51. BEFORE APPROACHING
YOUR CUSTOMER
1. YOU MUST HAVE AN ACTION
PLAN
2. ONE PRESUMES THAT YOU
KNOW YOUR
PRODUCTS/SERVICES’S
SALIENT FEATURES
THOROUGHLY
3. ALSO KNOW THE STRONG
/WEAK POINTS OF YOUR
COMPETITORS. MENTION
ABOUT YOUR COMPETITORS
ONLY AS A LAST RESORT, AS A
LAST WEAPON.
52. 4. KNOW YOUR CUSTOMERS
THOROUGHLY AND
INTIMATELY. WHAT THEY
MAKE. GO INTO FULL
HISTORY. ALSO TRY TO
GATHER AS MUCH
INFORMATION AS POSSIBLE
ABOUT THE EXECUTIVES/
OFFICIALS YOU ARE LIKELY
TO MEET. FIND OUT HIS LIKES
AND DISLIKES
53. 5. BE PUNCTUAL AND
KEEP PATIENCE. ALWAYS
REMEMBER YOU ARE ONE
WHO WILL PROFIT AND
GAIN AND YOUR LIFE
DEPENDS ON SUCCESS IN
BAGGING EACH DEAL.
6. IF BY CHANCE YOU
LOOSE THE DEAL – STILL
BE RESPECTFUL AND
POLITE TO THE OFFICIAL.
THERE IS ALWAYS A
SECOND CHANCE
7. ALWAYS REMEMBER
YOU NEVER EXHAUST
ALL POSSIBILITIES.
THERE WILL ALWAYS
BE SOME OPENING
LEFT SOMEWHERE.
8. ALWAYS THANK THE
CUSTOMER WHETHER
YOU GET THE
BUSINESS OR NOT.
LEARN TO KEEP THE
DOOR OPEN. NEVER
CLOSE IT COMPLETELY.
55. WHAT IS SUAVE? WHAT DOES IT
MEAN?
SUAVE IS SOMEONE SMOOTH,
CONFIDENT AND CHARMING.
AN ATTRACTIVE, SUCCESSFUL
PERSON WITH LOTS OF
CONFIDENCE
56. SUAVE MEANS SOMEONE SMOOTHLY GRACIOUS OR
POLITE, POLISHED, BLANDLY INGRATIATING, URBANE,
SOPHISTICATED
“THERE IS A LOT OF STUFF
WHICH IS EXPENSIVE BUT
EASY TO DO.”
PRANNOY ROY
“LEADERS DON’T LOOK
BEHIND, THEY DON’T LOOK
TO THE SIDE , THEY LOOK
AHEAD.”
ANAND MAHINDRA
“ I LEARNT THAT PEOPLE WORK FOR
PEOPLE , AND BEING AN INSPIRATIONAL
MANAGER , CONNECTING WITH PEOPLE
AND EARNING THEIR TRUST IS CRUCIAL”
NAINA LAL KIDWAI
57. WHY SHOULD A CORPORATE
EXECUTIVE BE SUAVE?
1. HE WILL BE VERY POLITE, CHARMING
AND ELEGANT
2. HE WILL BE SMOOTH AND CONFIDENT
3. CONVERSELY HE WILL NOT BE
RUSTIC, RUDE, IMPOLITE OR COARSE
58. HOW TO BECOME SUAVE?
1. WEAR THE RIGHT CLOTHES FOR THE RIGHT
OCCASION
2. BE THE MASTER OF YOUR OWN STYLE
3. KEEP AN EYE ON THE DETAILS
4. BE HYGIENIC
“TALENT ACQUISITION,
TRANSFORMATION AND
MANAGEMENT ARE CRITICAL
ANCHORS FOR THE GROWTH OF THE
INDUSTRY.”
NANDAN NILEKANI
59. ACT SUAVE
1. MASTER A DEBONAIR SMILE
2. USE OPEN, INVITING BODY
LANGUAGE
3. MAKE EYE CONTACT
4. DEMONSTRATE SELF
CONFIDENCE
5. NOD YOUR HEAD
“THROUGHOUT MY LIFE , I HAVE VALUED
RELATIONSHIPS FAR MORE THAN THE
PROFESSIONALISM”
KARAN JOHAR
60. USE SUAVE LINGU
1. ENHANCE YOUR
VOCABULARY
2. SPEAK NATURALLY
3. BE CAREFUL WITH PET
NAMES
4. KEEP THE CONVERSATION
GOING
61. THIS PRESENTATION IS BASED ON INPUTS
FROM A NUMBER OF SENIOR, CORPORATE
EXECUTIVES, SERVING AND RETIRED, WHO
HAVE LONG EXPERTISE OF THE SUBJECT
62. Mr. D.N. MISRA
DIRECTOR(MARKETTING), KORES INDIA
Mr. NARENDRA CHATURVEDI
GM (SALES & MARKETTING), MNC PHARMA
MR. SACHIN SRIVASTAVA,
GM, HR (ONE OF THE TOP MNC IN INDIA)
Mr. AMIT CHATURVEDI,
HEAD, ALTERNATE CHANNEL BUSINESS, HAVELLS
63. Mr. DEEPANKAR TIWARI. HEAD,
VEHICLE SOLUTIONS &
DEVELOPMENT , ASIA PACIFIC,
UBER
Mr. PRASHANT MISHRA,
REGIONAL HEAD, MILESTONE
BRANDCOM (PART OF
DENTSU AEGIS NETWORK
Mr. PANKAJ CHATURVEDI
HEAD, ENTERPRISE
BUSINESS
AIRCEL LIMITED