فن القيادة الدرس الثاني

12:04 ‫م‬12:04 ‫م‬12:04 ‫م‬12:04 ‫م‬ dr/Yasser abdelmaksouddr/Yasser abdelmaksoud 11
MASTER CLASSMASTER CLASS
MANAGEMENT ANDMANAGEMENT AND
LEADERSHIPLEADERSHIP
TRAININGTRAINING

12:04ĕ‫م‬12:04ĕ‫م‬ dr/Yasser abdelmaksoud 2
Management Skills CourseManagement Skills Course
IntroductionIntroduction
Business will always need effectiveBusiness will always need effective
managers and effective managementmanagers and effective management
practices. If management ispractices. If management is
marginal, services and products willmarginal, services and products will
suffer. If management issuffer. If management is
exceptional, services and productsexceptional, services and products
will flourishwill flourish..

LESSON 1 - HOW TO BE A GREAT MANAGERLESSON 1 - HOW TO BE A GREAT MANAGER
THROUGH STRONG LEADERSHIPTHROUGH STRONG LEADERSHIP
IntroductionIntroduction::
Those who succeed in Management are GreatThose who succeed in Management are Great
LeadersLeaders..
As a leader you need to be proactive andAs a leader you need to be proactive and
creative. As a manager you need to be directive,creative. As a manager you need to be directive,
action-oriented and responsive. You as a leaderaction-oriented and responsive. You as a leader
must get your organization to believe that themust get your organization to believe that the
work and goals are worthwhile. As a manager,work and goals are worthwhile. As a manager,
you need to make sure each individual has theyou need to make sure each individual has the
skills necessary to achieve those goals. Quiteskills necessary to achieve those goals. Quite
simply, it takes a strong leader to getsimply, it takes a strong leader to get
thethe groupgroup to see the big picture, and a greatto see the big picture, and a great
manager to get themanager to get the individualindividual to be a part of theto be a part of the
big picturebig picture..

12:04ĕ‫م‬12:04ĕ‫م‬ dr/Yasser abdelmaksoud 4ĕ
Five key points to Strong Leadership (thus a GreatFive key points to Strong Leadership (thus a Great
ManagerManager((
11--Develop trust and credibilityDevelop trust and credibility..
22--Share the vision with absolute clarityShare the vision with absolute clarity..
33--Be there to help them succeed - Coaching,Be there to help them succeed - Coaching,
mentoring, communicating, andmentoring, communicating, and
listeninglistening..
4ĕ4ĕ--Make the decisions and be heldMake the decisions and be held
accountableaccountable..
55--Keep it all under control and headed in theKeep it all under control and headed in the
right directionright direction..

11--Develop trust and credibilityDevelop trust and credibility
When people trust you, they will be more inclined toWhen people trust you, they will be more inclined to
follow you. Trust is based on the respect andfollow you. Trust is based on the respect and
expectations of a leaderexpectations of a leader..
these five traits will help guide you on the right path tothese five traits will help guide you on the right path to
strong leadershipstrong leadership..
--HonestyHonesty
--IntegrityIntegrity
--CompassionCompassion
--FairnessFairness
--Good relationshipsGood relationships

22--Share the vision with absolute clarityShare the vision with absolute clarity..
Leaders need to share the vision of whatLeaders need to share the vision of what
they want their department to achievethey want their department to achieve..
A way to see the dream come true is byA way to see the dream come true is by
charting successes, as well as failures. Ifcharting successes, as well as failures. If
the employees always know where theythe employees always know where they
stand, they will know what part theystand, they will know what part they
played in achieving the visionplayed in achieving the vision..

33--Be there to help them succeed - Coaching,Be there to help them succeed - Coaching,
mentoring, communicating, and listeningmentoring, communicating, and listening. .
Great interpersonal skills are vital for aGreat interpersonal skills are vital for a
successful leader. You don’t lead by hidingsuccessful leader. You don’t lead by hiding
behind your desk. Be out there and find thebehind your desk. Be out there and find the
strengths and talents of your employees,strengths and talents of your employees,
and place them where they can shine. Theyand place them where they can shine. They
need to know how their strengths serve theneed to know how their strengths serve the
objectives. Show them the respect theyobjectives. Show them the respect they
deserve, and you have their interests atdeserve, and you have their interests at
heartheart

CoachingCoaching
Try and help them improve their skillsTry and help them improve their skills
to do their job better. Give themto do their job better. Give them
feedback on their performance withfeedback on their performance with
observations and give good advice.observations and give good advice.
Use specific statements rather thanUse specific statements rather than
general comments, whether good orgeneral comments, whether good or
badbad..

MentoringMentoring
Help them understand what you are allHelp them understand what you are all
about, guide them for a betterabout, guide them for a better
chance of promotion, and have themchance of promotion, and have them
learn about other aspects andlearn about other aspects and
functions of the businessfunctions of the business..

CommunicatingCommunicating
Clearly share your visions and goals,Clearly share your visions and goals,
encourage individuals and groups,encourage individuals and groups,
praise when praise is due, and takepraise when praise is due, and take
the time for one-on-one meetingsthe time for one-on-one meetings..

ListeningListening
Let them share ideas, concerns, andLet them share ideas, concerns, and
know you are approachable andknow you are approachable and
caringcaring..

44--Make the decisions and be heldMake the decisions and be held
accountableaccountable..
--Sift the data for facts and relevanceSift the data for facts and relevance..
--Look closely at the issue at hand while neverLook closely at the issue at hand while never
losing sight of the big picturelosing sight of the big picture..
--Talk to subject experts if neededTalk to subject experts if needed..
--Don’t make a decision too quickly unlessDon’t make a decision too quickly unless
necessarynecessary..
--Think about the cost-benefit for both short-Think about the cost-benefit for both short-
term and long-termterm and long-term..
--Once a decision is made, do not be wishy-Once a decision is made, do not be wishy-
washy or unsure about yourself. You will bewashy or unsure about yourself. You will be
seen as a person who can be easilyseen as a person who can be easily
persuaded with little confidencepersuaded with little confidence..

55--Keep it all under control and headed inKeep it all under control and headed in
the right directionthe right direction..
You, as leader and manager, need to focus onYou, as leader and manager, need to focus on
what’s most important related to the visionwhat’s most important related to the vision
and goals of the organizationand goals of the organization..
Everyone needs to have the same focus andEveryone needs to have the same focus and
direction you havedirection you have
Consistency is key to maintaining control andConsistency is key to maintaining control and
keep things going in the right directionkeep things going in the right direction..

101101Tips, Tricks Secrets to Success inTips, Tricks Secrets to Success in
Leadership and ManagementLeadership and Management
key principles that will help get you started rightkey principles that will help get you started right
away to a successful management careeraway to a successful management career..
Part 1Part 1 - Employee Interaction, which deals with- Employee Interaction, which deals with
communication skillscommunication skills..
Part 2Part 2 - Professional Advice, which gives some- Professional Advice, which gives some
tips on running a departmenttips on running a department..
Part 3Part 3 - Personal Advice, which is focused on- Personal Advice, which is focused on
inner-self qualitiesinner-self qualities..
Part 4Part 4 - Words of Wisdom, which contains some- Words of Wisdom, which contains some
gems to incorporate into your leadership stylegems to incorporate into your leadership style..

Part 1 - Employee Interaction - TipsPart 1 - Employee Interaction - Tips
1 through 271 through 27
11--Get them excited about a betterGet them excited about a better
futurefuture..
22--Make sure your employees listenMake sure your employees listen
to youto you..
33--You define, and then let yourYou define, and then let your
employees conqueremployees conquer..
–44--Make it a point to personallyMake it a point to personally
meet with everyone in yourmeet with everyone in your
departmentdepartment..

Part 1 - Employee Interaction - Tips 1Part 1 - Employee Interaction - Tips 1
through 27through 27
55--Motivating a group differs from that ofMotivating a group differs from that of
motivating an individualmotivating an individual..
66--When motivating, focus on the employee’sWhen motivating, focus on the employee’s
strengths and accomplishmentsstrengths and accomplishments..
77--Find the strong points and unlock theFind the strong points and unlock the
employee’s potentialemployee’s potential..

THE ENDTHE END
LESSON 1LESSON 1

LESSON 2LESSON 2––
HOW TO MANAGE ANDHOW TO MANAGE AND
ORGANIZE YOURORGANIZE YOUR
DEPARTMENT TO MEET THEDEPARTMENT TO MEET THE
GOALSGOALS

IntroductionIntroduction::
Managers need to plan and guide the workManagers need to plan and guide the work
for their employeesfor their employees..
In order to accomplish the goals desired,In order to accomplish the goals desired,
you will need to have a good strategicyou will need to have a good strategic
and tactical plan. You will need a basicand tactical plan. You will need a basic
roadmap on where you are now, androadmap on where you are now, and
where you are going. You would alsowhere you are going. You would also
need to determine the best way on howneed to determine the best way on how
to get from point A to point B. Finally,to get from point A to point B. Finally,
you would need to make sure you haveyou would need to make sure you have
the means to get to your final destinationthe means to get to your final destination..

The 7-S Model and how it can helpThe 7-S Model and how it can help
improve your organizationimprove your organization
It is the seven key elements of an organization that areIt is the seven key elements of an organization that are
critical to understand its effectiveness. These sevencritical to understand its effectiveness. These seven
elements are: Strategy, Structure, Systems, Sharedelements are: Strategy, Structure, Systems, Shared
Values, Style, Staff, and Skills. The beauty of the 7-SValues, Style, Staff, and Skills. The beauty of the 7-S
model is that it can be used in a wide variety ofmodel is that it can be used in a wide variety of
situations such assituations such as::
11--A diagnostic tool for an ineffective organizationA diagnostic tool for an ineffective organization..
22--Improve the performance of a companyImprove the performance of a company..
33--Guides organizational changesGuides organizational changes..
44--Align departments and processes during a merger orAlign departments and processes during a merger or
acquisitionacquisition..
55--Determine how best to implement a proposedDetermine how best to implement a proposed
strategystrategy..
66--Combines rational and hard elements with emotionalCombines rational and hard elements with emotional
and soft elementsand soft elements

StrategyStrategy::
Refers to tRefers to the plan or route-map to maintainhe plan or route-map to maintain
competitive advantage.competitive advantage. What is your planWhat is your plan
for the future? How do you intend tofor the future? How do you intend to
achieve the objectivesachieve the objectives??

StructureStructure::
Refers to tRefers to the framework in which the activities of thehe framework in which the activities of the
organization’s members are coordinated. A keyorganization’s members are coordinated. A key
function of structure is to focus employees’ attentionfunction of structure is to focus employees’ attention
on what needs to get done by defining the work theyon what needs to get done by defining the work they
do and whom they should be working with.do and whom they should be working with. How isHow is
the organizational structure designed right nowthe organizational structure designed right now??

SystemsSystems::
Refers to tRefers to the day-to-day processes andhe day-to-day processes and
procedures. Having effective systems helpsprocedures. Having effective systems helps
reduce redundancy and streamlines processreduce redundancy and streamlines process..

Shared ValuesShared Values::
))also known asalso known as Super ordinate goalsSuper ordinate goals): Refers): Refers
to the guiding principles of theto the guiding principles of the
organization.organization. These are the core values ofThese are the core values of
the company and your departmentthe company and your department

StyleStyle::
Refers to the leadership approach and theRefers to the leadership approach and the
organizations overall operating approachorganizations overall operating approach

StaffStaff::
Refers to the staff levels and how people areRefers to the staff levels and how people are
hired, developed, trained, socialized,hired, developed, trained, socialized,
integrated, and ultimately how their careersintegrated, and ultimately how their careers
are managedare managed

SkillsSkills::
Refers to the distinctive competencies ofRefers to the distinctive competencies of
people within the organization. What skillspeople within the organization. What skills
have you been hiring for? What skills dohave you been hiring for? What skills do
you need? What skills will you need in 1 oryou need? What skills will you need in 1 or
2 years from now2 years from now??

Manage your Department to its OptimumManage your Department to its Optimum
in 10 stepsin 10 steps
Here are the 10 steps to plan and build your department to itsHere are the 10 steps to plan and build your department to its
optimum to meet the goalsoptimum to meet the goals::
Step 1 - Determine your part in the company’s goals and objectivesStep 1 - Determine your part in the company’s goals and objectives
Step 2 - Absolutely know what’s expected of you as managerStep 2 - Absolutely know what’s expected of you as manager
Step 3 - Fully know the company's products, services, and systemsStep 3 - Fully know the company's products, services, and systems
used to support themused to support them
Step 4 - Establish goals and objectives for your departmentStep 4 - Establish goals and objectives for your department
Step 5 - Strategize, plan and structure to meet the objectiveStep 5 - Strategize, plan and structure to meet the objective
Step 6 - Get the right people you need to meet the objectiveStep 6 - Get the right people you need to meet the objective
Step 7 - Get the right materials to get the job done rightStep 7 - Get the right materials to get the job done right
Step 8 - Get your staff all of the training it needsStep 8 - Get your staff all of the training it needs
Step 9 - Organize it all to put the plan into effectStep 9 - Organize it all to put the plan into effect
Step 10 - Monitor and control it all to keep it running smoothlyStep 10 - Monitor and control it all to keep it running smoothly

Step 1 – Determine your part in the company’s goalsStep 1 – Determine your part in the company’s goals
and objectivesand objectives
11..The company’s goals and objectives will be filtered down to allThe company’s goals and objectives will be filtered down to all
department managers, most likely while in meetings with upperdepartment managers, most likely while in meetings with upper
managementmanagement..
22..Department managers will take their part of the plan and fullyDepartment managers will take their part of the plan and fully
understand the goals and objectivesunderstand the goals and objectives..
33..A timeline to achieve these goals would need to be put into placeA timeline to achieve these goals would need to be put into place..
44..The department manager will create the projects and tasksThe department manager will create the projects and tasks
associated with the plan and clearly state the goals and objectivesassociated with the plan and clearly state the goals and objectives
to their employees. Training is given and processes are createdto their employees. Training is given and processes are created..
55..The project is monitored to ensure quality and maintain focusThe project is monitored to ensure quality and maintain focus..
66..The manager reacts to any problem with the process as soon asThe manager reacts to any problem with the process as soon as
possiblepossible..
77..Status reports and updates are given to upper managementStatus reports and updates are given to upper management

Step 2 – Absolutely know what’s expected ofStep 2 – Absolutely know what’s expected of
you as manageryou as manager
You need to know exactly what it is upper managementYou need to know exactly what it is upper management
expects from youexpects from you..
In order to achieve and even surpass expectations, youIn order to achieve and even surpass expectations, you
will always need a good solid plan that is wellwill always need a good solid plan that is well
understood by allunderstood by all..
You need to make sure the setup and flow of theYou need to make sure the setup and flow of the
department works in efficiency and harmonydepartment works in efficiency and harmony..

Step 3 – Fully know the company’s products, services,Step 3 – Fully know the company’s products, services,
and systems used to support themand systems used to support them
You have to know the company’s productsYou have to know the company’s products
··A goodA good productproduct is an entity that meets all qualityis an entity that meets all quality
standards. Products that are flawed are consideredstandards. Products that are flawed are considered
of low quality. This is a problem for both theof low quality. This is a problem for both the
customer and the company employees who have tocustomer and the company employees who have to
support the productsupport the product..
··A goodA good serviceservice is complete satisfaction from theis complete satisfaction from the
customer’s point of view with the quality of thecustomer’s point of view with the quality of the
company’s help and action taken. Service that is badcompany’s help and action taken. Service that is bad
is considered of low quality customeris considered of low quality customer
interaction. Bad service can also be related tointeraction. Bad service can also be related to
numerous outages from service providing entitiesnumerous outages from service providing entities
such as your electric or Internet servicesuch as your electric or Internet service..

Step 4 – Establish goals and objectives forStep 4 – Establish goals and objectives for
your departmentyour department
As manager, you need to determine how the goals and objectives forAs manager, you need to determine how the goals and objectives for
your department are setyour department are set Here is a list of some typical goals andHere is a list of some typical goals and
objectives that are common within a business that you might haveobjectives that are common within a business that you might have
to face as a managerto face as a manager::
11--Improve customer satisfactionImprove customer satisfaction
22--Reduce churn rate (customers who no longer use your service,Reduce churn rate (customers who no longer use your service,
product, etcproduct, etc((
33--Prepare for a new product launchPrepare for a new product launch
44--Improve project managementImprove project management
55--Reduce attrition rate (employees leaving the companyReduce attrition rate (employees leaving the company((
66--Reduce product defectsReduce product defects
77--Reduce service outagesReduce service outages
88--Reduce hold timesReduce hold times
99--Reduce costs, and increase profitsReduce costs, and increase profits
1010--Coordinate efforts on acquiring another companyCoordinate efforts on acquiring another company
1111--Outsource specific projectsOutsource specific projects
1212--Expand operationsExpand operations
1313--Improve product delivery timeImprove product delivery time
1414--Improve order delivery timeImprove order delivery time
1515--Implement new (or upgrade) your company’s information systemsImplement new (or upgrade) your company’s information systems
such as an inventory databasesuch as an inventory database,,

Step 5 – Strategize, plan and structure toStep 5 – Strategize, plan and structure to
meet the objectivemeet the objective
..AA generalgeneral goal might be to answer callsgoal might be to answer calls
quickly. Aquickly. A specificspecific goal would be to answer all callsgoal would be to answer all calls
in an average of 30 secondsin an average of 30 seconds..
··Calls are answered in an average of 30 secondsCalls are answered in an average of 30 seconds
··Abandon rate needs to be under 3%Abandon rate needs to be under 3%
··Repeat cases needs to be under 5%Repeat cases needs to be under 5%
··MTTR (Mean Time To Repair – which is theMTTR (Mean Time To Repair – which is the
average time it took to open, troubleshoot and closeaverage time it took to open, troubleshoot and close
the case) needs to be under 90 minutesthe case) needs to be under 90 minutes
··Customer Satisfaction surveys of all customersCustomer Satisfaction surveys of all customers
polled within your department needs to be 95% orpolled within your department needs to be 95% or
greatergreater

Step 6 – Get the right people you need to meet theStep 6 – Get the right people you need to meet the
objectiveobjective
It’s pretty obvious that you need to have goodIt’s pretty obvious that you need to have good
people to do a good jobpeople to do a good job
Step 6 is probably the most important step in thisStep 6 is probably the most important step in this
lesson. It really is all about the people within yourlesson. It really is all about the people within your
organization who truly make a difference. Your joborganization who truly make a difference. Your job
as manager is so much easier when you’reas manager is so much easier when you’re
surrounded by nothing but the best peoplesurrounded by nothing but the best people..

Step 7 – Get the right materials to get theStep 7 – Get the right materials to get the
job done rightjob done right
You need to make sure your staff has all the tools itYou need to make sure your staff has all the tools it
needs to get the job done right such as efficientneeds to get the job done right such as efficient
equipment, materials, and suppliesequipment, materials, and supplies

Step 8 – Get your staff all of the training itStep 8 – Get your staff all of the training it
needsneeds
Before anyone can do anything, they need to know howBefore anyone can do anything, they need to know how
to do itto do it
Here are 20 training ideas that could pertain to yourHere are 20 training ideas that could pertain to your
departmentdepartment::
11--Work with one of your most knowledgeableWork with one of your most knowledgeable
employees to develop a training process andemployees to develop a training process and
procedure manualprocedure manual
22--Set up weekly training sessions for the supervisor orSet up weekly training sessions for the supervisor or
lead to go over training issues that popped uplead to go over training issues that popped up
during the week with their staffduring the week with their staff..

2020training ideas that could pertain to yourtraining ideas that could pertain to your
departmentdepartment::
33--Find online training programs such as technical schools thatFind online training programs such as technical schools that
your staff can take. Put aside some time during the dayyour staff can take. Put aside some time during the day
or even pay overtime for after hours study at homeor even pay overtime for after hours study at home..
4ĕ4ĕ--Have a “Lunch and LearnHave a “Lunch and Learn.”.”
55--Find a webinar or workshop that specializes in the subjectFind a webinar or workshop that specializes in the subject
matter. It can be viewed either in house or at a yearlymatter. It can be viewed either in house or at a yearly
retreat type of eventretreat type of event..

departmentdepartment
66--You might find someone who can benefit from some one-on-You might find someone who can benefit from some one-on-
one mentoring. A gesture like this goes a long way notone mentoring. A gesture like this goes a long way not
to mention builds morale and shows leadershipto mention builds morale and shows leadership..
77--Take the time to get with your staff to discuss the optimalTake the time to get with your staff to discuss the optimal
training they would like to receivetraining they would like to receive..
88--If it is within the budget, offer a company paid tuition to aIf it is within the budget, offer a company paid tuition to a
local college. This is a huge motivational and retaininglocal college. This is a huge motivational and retaining
tool to usetool to use..

99--Try to relate the training to something they already knowTry to relate the training to something they already know
and are confident doing. It is easier to learn somethingand are confident doing. It is easier to learn something
new when you can relate it to what you already knownew when you can relate it to what you already know..
1010--Training should be as visual as possible with true hands onTraining should be as visual as possible with true hands on
participation. They need to actually perform the tasksparticipation. They need to actually perform the tasks
they are being taughtthey are being taught..
1111--Make sure your boss or upper management shows theirMake sure your boss or upper management shows their
excitement towards this training amongst yourexcitement towards this training amongst your
employees. This will generate more enthusiasm andemployees. This will generate more enthusiasm and
determinationdetermination..

12:04ĕ‫م‬12:04ĕ‫م‬ dr/Yasser abdelmaksoud 4ĕ0
1212--Make sure they are motivated and want to learnMake sure they are motivated and want to learn
1313--Keep the training area away from any office or factoryKeep the training area away from any office or factory
related noise and commotionrelated noise and commotion
14ĕ14ĕ--Make sure you take a quick break after each main subjectMake sure you take a quick break after each main subject..
1515--It is ok to do repetitive training if it is neededIt is ok to do repetitive training if it is needed

1616--If anyone cannot make the training, ask one of theIf anyone cannot make the training, ask one of the
employees who took the training to train otheremployees who took the training to train other..
1717--During the training seminar, make sure to discuss how theDuring the training seminar, make sure to discuss how the
material being taught applies to real life scenarios. Ifmaterial being taught applies to real life scenarios. If
there are good examples to use, this would be a greatthere are good examples to use, this would be a great
time to discusstime to discuss..
1818--If you cannot set up a training course or provide onlineIf you cannot set up a training course or provide online
training, you can always purchase business books for thetraining, you can always purchase business books for the
employeesemployees

1919--Set up a buddy systemSet up a buddy system..
--Puts the less experienced employee at ease by not showingPuts the less experienced employee at ease by not showing
off and is humble with stories about when they first startedoff and is humble with stories about when they first started
outout..
--Asks what the person knows or does not know about theAsks what the person knows or does not know about the
training subjecttraining subject..
--Covers the main objectives and goals including how their jobCovers the main objectives and goals including how their job
relates to the big picturerelates to the big picture..
--Motivates and creates excitement. This is a time for positiveMotivates and creates excitement. This is a time for positive
interaction, not negative opinioninteraction, not negative opinion..

1919--Set up a buddy systemSet up a buddy system..
--Clearly goes over the workflow both visually and in theoryClearly goes over the workflow both visually and in theory..
--Makes sure the less experienced person performs the tasksMakes sure the less experienced person performs the tasks..
--Sets up a post meeting, and if necessary another trainingSets up a post meeting, and if necessary another training
session, to make sure all is goodsession, to make sure all is good
2020--Training is an ongoing commitment you need to make toTraining is an ongoing commitment you need to make to
your team. You need to always keep on top of any trainingyour team. You need to always keep on top of any training
needs. Always remember, “The more you train, the moreneeds. Always remember, “The more you train, the more
they retainthey retain.”.”

12:04ĕ‫م‬12:04ĕ‫م‬ dr/Yasser abdelmaksoud 4ĕ4ĕ
Step 9 – Organize it all to put the planStep 9 – Organize it all to put the plan
into effectinto effect
By deciding and planning correctly, your staff willBy deciding and planning correctly, your staff will
understand what is expected of them and their placeunderstand what is expected of them and their place
within the organizationwithin the organization..
11--Utilize your resources to their optimal performanceUtilize your resources to their optimal performance
22--Look at all the possible scenarios and make sure thereLook at all the possible scenarios and make sure there
are clear benefits to each decisionare clear benefits to each decision..
33--When in doubt map it out. That is what the whiteWhen in doubt map it out. That is what the white
board is for and you should use it wheneverboard is for and you should use it whenever
possible. Visually looking at possible structurepossible. Visually looking at possible structure
changes makes things so much easierchanges makes things so much easier..

Step 9 – Organize it all to put the planStep 9 – Organize it all to put the plan
into effectinto effect
4ĕ4ĕ--Hold daily meetings with your supervisors to makeHold daily meetings with your supervisors to make
sure the plan will work as good in real life as it lookssure the plan will work as good in real life as it looks
on paperon paper..
55--Make sure you get your employees suggestions, asMake sure you get your employees suggestions, as
they are the ones in the trenches who really knowthey are the ones in the trenches who really know
which processes work and which don’twhich processes work and which don’t..
Point to keep in mindPoint to keep in mind::
You always want to keep your boss informed beforeYou always want to keep your boss informed before
making any changes or implementing any plans. Bymaking any changes or implementing any plans. By
giving well-documented processes, procedures, andgiving well-documented processes, procedures, and
laid out plans, you will look good as well as makelaid out plans, you will look good as well as make
your boss look good. Upper management expectsyour boss look good. Upper management expects
this type of detail to achieve success from you, thethis type of detail to achieve success from you, the
managermanager..

Step 10 – Monitor and control it all to keep itStep 10 – Monitor and control it all to keep it
running smoothlyrunning smoothly
Now that you have the department in order, everyoneNow that you have the department in order, everyone
is trained and happy, and you have all of youris trained and happy, and you have all of your
processes and procedures in place, the best way toprocesses and procedures in place, the best way to
determine how things are going is through reportsdetermine how things are going is through reports
and feedbackand feedback..

Quick Lesson SummaryQuick Lesson Summary
11--You need a solid plan and the methods needed toYou need a solid plan and the methods needed to
succeed to obtain the goals and objectivessucceed to obtain the goals and objectives..
22--You need to make sure both you and your employeesYou need to make sure both you and your employees
fully understand the mission, goals, companyfully understand the mission, goals, company
products, what is expected of them, and what isproducts, what is expected of them, and what is
expected of youexpected of you..
33--Carefully analyze all aspects within your departmentCarefully analyze all aspects within your department
before making any changes. Get with key membersbefore making any changes. Get with key members
of your staff and discuss all optionsof your staff and discuss all options..
44--You need to get the right people to do the rightYou need to get the right people to do the right
job. You might need to reassign them for optimaljob. You might need to reassign them for optimal
performanceperformance..
55--You need to set up a timeline whenever a majorYou need to set up a timeline whenever a major
project, task, or structuring takes place. The short-project, task, or structuring takes place. The short-
term plans must coincide with the long-termterm plans must coincide with the long-term
objectiveobjective..
66--You need to provide the right materials and training. A lackYou need to provide the right materials and training. A lack
of materials and training will result in a lack of efficiencyof materials and training will result in a lack of efficiency..

The end LESSON 2The end LESSON 2
MASTER CLASS MANAGEMENTMASTER CLASS MANAGEMENT

LESSON 3LESSON 3
HOW TO MANAGE YOUR EMPLOYEESHOW TO MANAGE YOUR EMPLOYEES
AND BUILD A STRONG TEAMAND BUILD A STRONG TEAM

Introduction: Get the most out of your employeesIntroduction: Get the most out of your employees
including working as a teamincluding working as a team
The definition of a team is a group of individuals who clearlyThe definition of a team is a group of individuals who clearly
know what is expected of them both individually and as aknow what is expected of them both individually and as a
wholewhole..

Shape the individual and build the teamShape the individual and build the team
in 5 stepsin 5 steps
11--Create and Develop a strong team with solidCreate and Develop a strong team with solid
expectationsexpectations
22--Motivate Professionally and with respectMotivate Professionally and with respect
33--Recognize and Praise great workRecognize and Praise great work
44--Evaluate and Appraise employeeEvaluate and Appraise employee
performanceperformance
55--Compensate and Reward a job well doneCompensate and Reward a job well done

Step 1 - Create and Develop a strong team withStep 1 - Create and Develop a strong team with
solid expectationssolid expectations
11--Make sure the team is set and ready to goMake sure the team is set and ready to go..
22--Start off with a fresh approachStart off with a fresh approach..
33--Create a one or two paragraph missionCreate a one or two paragraph mission
statementstatement..
4ĕ4ĕ--Periodically walk around the departmentPeriodically walk around the department
55--Periodically hold team meetingsPeriodically hold team meetings..
66--Make sure everyone is fully trained and hasMake sure everyone is fully trained and has
what they needwhat they need..

Step 1 - Create and Develop a strong team with solidStep 1 - Create and Develop a strong team with solid
expectationsexpectations
77--Teach them how to work as a teamTeach them how to work as a team..
88--Show how the goals of the team tie into theShow how the goals of the team tie into the
organizational goalsorganizational goals..
99--Make their opinions count and always follow upMake their opinions count and always follow up..
1010--Support the differing strengths of your teammatesSupport the differing strengths of your teammates..
1111--Sometimes let the team decideSometimes let the team decide..
1212--Make sure your team members are not afraid toMake sure your team members are not afraid to
speak upspeak up..
1313--Make sure everyone understands what is expectedMake sure everyone understands what is expected..
1414--Demand the needed attention to detailDemand the needed attention to detail..

Step 1 - Create and Develop a strong team withStep 1 - Create and Develop a strong team with
solid expectationssolid expectations
1515--Stress that the customer is right, no matterStress that the customer is right, no matter
how wrong they arehow wrong they are....
1616--Try to curb any negativity about customersTry to curb any negativity about customers
or other departmentsor other departments..
1717--They should act as if a camera is filmingThey should act as if a camera is filming
themthem..
1818--They should act like they are AmbassadorsThey should act like they are Ambassadors
for the companyfor the company..
1919--Team Building is not a one-time activityTeam Building is not a one-time activity..

Points to keep in mindPoints to keep in mind::
11--Strong teams do need to beStrong teams do need to be
micromanaged notmicromanaged not..
22--Make sure you know what they knowMake sure you know what they know..
33--Balance is keyBalance is key..
4ĕ4ĕ--Project teams within a teamProject teams within a team..

Step 2 – Motivate ProfessionallyStep 2 – Motivate Professionally
and with respectand with respect
To motivate you need to be positive, honest,To motivate you need to be positive, honest,
encouraging and directencouraging and direct..
They are motivated in different waysThey are motivated in different ways::
11--By the actual work they performBy the actual work they perform
22--Their payTheir pay
33----The work environmentThe work environment
44--A helpful manager when neededA helpful manager when needed
55--Not micromanaged when all is under controlNot micromanaged when all is under control

2323other ways in which to motivateother ways in which to motivate
professionally and with respectprofessionally and with respect::
11--Be a solid leaderBe a solid leader
22--Give clear instructionsGive clear instructions
33--Show how much you value everyone in yourShow how much you value everyone in your
departmentdepartment..
4ĕ4ĕ--Help people growHelp people grow..
55--Encourage your employees to recognize eachEncourage your employees to recognize each
other for great workother for great work..

66--Motivate by building their confidenceMotivate by building their confidence..
77--Motivate the already confident by listeningMotivate the already confident by listening
and discussing triumphsand discussing triumphs..
88--Show the team you truly careShow the team you truly care..
99--Stress their importance to the companyStress their importance to the company..
1010--Create more interesting and admirable jobCreate more interesting and admirable job
titlestitles..

1111--Do not rule by intimidationDo not rule by intimidation..
1212--Don’t raise your voiceDon’t raise your voice..
1313--Don’t penalize them for doing their bestDon’t penalize them for doing their best..
14ĕ14ĕ--Focus on their strengths and try to workFocus on their strengths and try to work
around their weaknessesaround their weaknesses..
1515--Really, really motivate your favoritesReally, really motivate your favorites
1616--Continually train and keep your departmentContinually train and keep your department
up to speedup to speed..

1717--Make the environment for the employees asMake the environment for the employees as
nice as possiblenice as possible..
1818--Motivate the good workers by discipliningMotivate the good workers by disciplining
the badthe bad..
1919--Make your positive attitude seenMake your positive attitude seen..
2020--Don’t let them burn outDon’t let them burn out..

2121--Have some funHave some fun..
2222--Buy Cokes, donuts, bagels, pizza, etc for theBuy Cokes, donuts, bagels, pizza, etc for the
team periodicallyteam periodically..
2323--The Management team cooks a barbequeThe Management team cooks a barbeque
for all the stafffor all the staff..

Point to keep in mindPoint to keep in mind::
11--When you hit a plateau… There will be timesWhen you hit a plateau… There will be times
when your department does great for sowhen your department does great for so
long that the challenge is no longer therelong that the challenge is no longer there
22--Ask a few of your most trusted employeesAsk a few of your most trusted employees
what truly motivates the teamwhat truly motivates the team
33--Hire nothing but the best peopleHire nothing but the best people
4ĕ4ĕ--Don’t forget the people out of sightDon’t forget the people out of sight..
55--Again, do not micromanageAgain, do not micromanage..

Step 3 - Recognize and Praise great workStep 3 - Recognize and Praise great work
Here are 12 ways to recognize and praise your staff in aHere are 12 ways to recognize and praise your staff in a
professional and dignified wayprofessional and dignified way::
11--Don’t hesitate to acknowledge the goodDon’t hesitate to acknowledge the good
thingsthings..
22--Praise in publicPraise in public..
33--Don’t publicly praise an individual on a teamDon’t publicly praise an individual on a team
related effortrelated effort..
44--Post the results on the wall in big letters andPost the results on the wall in big letters and
in clear view for all to seein clear view for all to see..
55--Make it publicly known when there isMake it publicly known when there is
something positive to share about ansomething positive to share about an
employeeemployee

66--Create a storyboard on the wall to showCreate a storyboard on the wall to show
motivational achievementsmotivational achievements
77--Recognize and praise quicklyRecognize and praise quickly..
88--Give Praise, recognition and positiveGive Praise, recognition and positive
feedback on what means the most to thefeedback on what means the most to the
individual and teamindividual and team..
99--Admiration of a person’s skill is a show ofAdmiration of a person’s skill is a show of
respect and recognitionrespect and recognition

1010--Go into detail regarding the recognitionGo into detail regarding the recognition
1111--Write a letter, forward the e-mail, or writeWrite a letter, forward the e-mail, or write
the e-mail yourselfthe e-mail yourself..
1212--Have someone in upper management takeHave someone in upper management take
the time to acknowledge the individual orthe time to acknowledge the individual or
teamteam..

11--The effect of giving praise is a veryThe effect of giving praise is a very
powerful and productive toolpowerful and productive tool..
22--Don’t start with praising, and endDon’t start with praising, and end
with a lecturewith a lecture
33--Praise when praise is truly duePraise when praise is truly due..

Step 4 - Evaluate and Appraise employeeStep 4 - Evaluate and Appraise employee
In general, most appraisals cover the set goals andIn general, most appraisals cover the set goals and
objectives includingobjectives including::
--Volume or production levelsVolume or production levels
--Thoroughness and attention to detailThoroughness and attention to detail
--AccuracyAccuracy
--AttitudeAttitude
--TeamworkTeamwork
--Attendance and punctualityAttendance and punctuality
--Corporate valuesCorporate values
--Future goalsFuture goals
--and Final notesand Final notes

here are 19 valuable tips to think about whenhere are 19 valuable tips to think about when
performing employee evaluationsperforming employee evaluations::
11--Evaluations keep a written record to support payEvaluations keep a written record to support pay
increasesincreases..
22--In most cases evaluations have a set of core jobIn most cases evaluations have a set of core job
objectives and corporate valuesobjectives and corporate values..
33--Appraisals, at the very least, lets the employee knowAppraisals, at the very least, lets the employee know
that someone at work is thinking about their jobthat someone at work is thinking about their job
4ĕ4ĕ--Hopefully because you have managed the departmentHopefully because you have managed the department
so wellso well
55--Be sure your supervisors also follow these guidelinesBe sure your supervisors also follow these guidelines..

here are 19 valuable tips to think abouthere are 19 valuable tips to think about
when performing employee evaluationswhen performing employee evaluations::
66--If you expect or anticipate complications with aIf you expect or anticipate complications with a
particular employee performance reviewparticular employee performance review……
77--If you have an employee who is performing belowIf you have an employee who is performing below
expectationsexpectations……
88--Whatever you do, make sure you complete theWhatever you do, make sure you complete the
performance appraisals on timeperformance appraisals on time..
99--It is better to focus on the positive rather than theIt is better to focus on the positive rather than the
negativenegative..

1010--When discussing appraisals, be sure to tailor eachWhen discussing appraisals, be sure to tailor each
one to each person’s personalityone to each person’s personality
1111--Make an outline of the significant items to coverMake an outline of the significant items to cover..
1212--It’s a “bit of an art” to encourage someone with poorIt’s a “bit of an art” to encourage someone with poor
performanceperformance..
1313--Do not compare the employee to other employeesDo not compare the employee to other employees..
14ĕ14ĕ--Encourage open communicationEncourage open communication
1515--Treat each appraisal with the same mindset andTreat each appraisal with the same mindset and
professionalism of a job interviewprofessionalism of a job interview

1616--Stay on track and keep to the specificsStay on track and keep to the specifics
1717--Focus on the significance of each success andFocus on the significance of each success and
failurefailure..
1818--Always make sure the employee leaves knowingAlways make sure the employee leaves knowing
what is expected in the futurewhat is expected in the future
1919--Always be sure you did everything you could beforeAlways be sure you did everything you could before
terminating an employee based on the performanceterminating an employee based on the performance
appraisalappraisal..

11--If you have an employee who is disruptive, has a badIf you have an employee who is disruptive, has a bad
attitude, or is a “bad apple…”attitude, or is a “bad apple…” you need to deal with theyou need to deal with the
person as soon as possibleperson as soon as possible..
22--Measure the goals and show proofMeasure the goals and show proof
33--Make sure they feel accountable and takeMake sure they feel accountable and take
responsibility for their workresponsibility for their work
4ĕ4ĕ--Lets face it; it’s mostly about the moneyLets face it; it’s mostly about the money……

12:045‫م‬12:045‫م‬ dr/Yasser abdelmaksoud 73
Step 5 - Compensate and RewardStep 5 - Compensate and Reward
a job well donea job well done
Here are 16 ideas for you to incorporate regardingHere are 16 ideas for you to incorporate regarding
compensation and other rewardscompensation and other rewards::
11--Try to pay them what they are worthTry to pay them what they are worth..
22--A raise based on the EmployeeA raise based on the Employee
Appraisal/Performance ReviewAppraisal/Performance Review..
33-.-.Promotion is the rewardPromotion is the reward
4545--Try to have the power to give on the spotTry to have the power to give on the spot
raisesraises
55--Do your research when it comes toDo your research when it comes to
requested increases in payrequested increases in pay..

1616ideas for you to incorporate regardingideas for you to incorporate regarding
66--Give small gifts such as movie ticketsGive small gifts such as movie tickets
77--Employee of the week parking spaceEmployee of the week parking space
88--Move the person to a better office or deskMove the person to a better office or desk..
99--Bonus for hitting the goalsBonus for hitting the goals..
1010--Paid time off and unpaid leavesPaid time off and unpaid leaves..
1111--Awards such as plaques, trophies, orAwards such as plaques, trophies, or
certificatescertificates..
1212--Employee points used towards companyEmployee points used towards company
provided giftsprovided gifts..

1616ideas for you to incorporate regardingideas for you to incorporate regarding
1313--Annual recognition banquet held for awardAnnual recognition banquet held for award
events and ceremonies such as employee ofevents and ceremonies such as employee of
the yearthe year
1414--Make sure to reward as quickly as theMake sure to reward as quickly as the
achievement was accomplishedachievement was accomplished..
1515--Match the award with the personMatch the award with the person..
1616--The reward should compliment theThe reward should compliment the
achievementachievement..

PointsPoints to keep in mindto keep in mind::
11--Reward programs require a lot of planningReward programs require a lot of planning
and preparationand preparation
22--Don’t make rewarding predictableDon’t make rewarding predictable
33--Do not reward if the goal was not achievedDo not reward if the goal was not achieved
44--When it comes to compensation you need toWhen it comes to compensation you need to
be carefulbe careful..
55--You will have your favorite employeesYou will have your favorite employees

Managing Different PersonalitiesManaging Different Personalities
Here are some ways to deal with different personalityHere are some ways to deal with different personality
traitstraits::
11--The “Considerate” are nice, calm, and like to thinkThe “Considerate” are nice, calm, and like to think
things throughthings through..
22--The “Aggressive” likes to take control and do thingsThe “Aggressive” likes to take control and do things
quicklyquickly..
33--The “Analyst” will always try to find flaws in theThe “Analyst” will always try to find flaws in the
systemsystem..
44--The “Sensitive” takes any type of confrontation tooThe “Sensitive” takes any type of confrontation too
personallypersonally..
55--The “Talkative” tend to be more feelings oriented andThe “Talkative” tend to be more feelings oriented and
will show more emotion, whether positive orwill show more emotion, whether positive or
negativenegative..

66--The “Brainiac” will use knowledge andThe “Brainiac” will use knowledge and
sarcasm to get what they wantsarcasm to get what they want..
77--The “Quiet” is one who very rarely talks atThe “Quiet” is one who very rarely talks at
meetings, seems to have low self-esteem,meetings, seems to have low self-esteem,
and is continually sub-conscious of theirand is continually sub-conscious of their
actionsactions..
88--The “Results-Driven” tend to focus solely onThe “Results-Driven” tend to focus solely on
targeted metrics but sometimes lose focustargeted metrics but sometimes lose focus
on the big pictureon the big picture..
99--The “Loner” just wants to do the job and notThe “Loner” just wants to do the job and not
get involved with company picnics, breakget involved with company picnics, break
room conversations, or any non-workroom conversations, or any non-work
related subjectsrelated subjects..

1010--The “Overly-Confident” feels like they knowThe “Overly-Confident” feels like they know
everything and can do no wrongeverything and can do no wrong..
1111--The “Curmudgeon” thinks of everyone butThe “Curmudgeon” thinks of everyone but
them self as incompetent, and does not takethem self as incompetent, and does not take
supervision wellsupervision well..
1212--The “Mean-Spirited” makes it known thatThe “Mean-Spirited” makes it known that
they are not happy with work or the peoplethey are not happy with work or the people
around themaround them..
1313--The “Bad Attitude” is a major problemThe “Bad Attitude” is a major problem..

LESSON 4LESSON 4––
HOW TO HIRE RETAINHOW TO HIRE RETAIN
THE RIGHT PEOPLETHE RIGHT PEOPLE

IntroductionIntroduction
The goal is to hire and keep the best peopleThe goal is to hire and keep the best people
The most important aspect when looking toThe most important aspect when looking to
hire someone is to have the mindset tohire someone is to have the mindset to
hire and retainhire and retain the best and right person forthe best and right person for
the job. Try to recruit people who will thrivethe job. Try to recruit people who will thrive
under your management approachunder your management approach..
Be patient when you are hiring, and whateverBe patient when you are hiring, and whatever
you do, don’t just hire for hiring’s sakeyou do, don’t just hire for hiring’s sake..
This lesson will show you valuable informationThis lesson will show you valuable information
and ideas to use during the interview andand ideas to use during the interview and
hiring stage. There will also be some ideashiring stage. There will also be some ideas
and ways keep them in your company for aand ways keep them in your company for a
long timelong time..

Creating the right job description to find theCreating the right job description to find the
right personright person
You need to create a job descriptionYou need to create a job description You needYou need
to define the right job responsibilitiesto define the right job responsibilities..
----Items that should be on the job descriptionItems that should be on the job description
areare::
11--General Description: Basic overview of whatGeneral Description: Basic overview of what
you are looking for in a candidateyou are looking for in a candidate..
22--Primary Job Functions: Brief description ofPrimary Job Functions: Brief description of
the type of work performedthe type of work performed..

Items that should be on the jobItems that should be on the job
description aredescription are::
33--Required skills: The “must have” would beRequired skills: The “must have” would be
on top, the “should have” in the middle, andon top, the “should have” in the middle, and
“nice to have” at the bottom“nice to have” at the bottom..
44--Desired skills: This would be skills you wishDesired skills: This would be skills you wish
the applicant had, but not absolutelythe applicant had, but not absolutely
necessarynecessary..
55--Experience: Type of work experience theExperience: Type of work experience the
applicant must have, and the amount ofapplicant must have, and the amount of
years doing this type of workyears doing this type of work..

Items that should be on the jobItems that should be on the job
description aredescription are::
66--Education: Needed or desired. This can beEducation: Needed or desired. This can be
anything from technical certification to aanything from technical certification to a
master’s degreemaster’s degree..
77--Work status: Full or part timeWork status: Full or part time..
88--Travel: Enter a percentage if there is anyTravel: Enter a percentage if there is any
travel associated with the positiontravel associated with the position..
99--Reporting: The positions direct report. ItReporting: The positions direct report. It
might be you or one of your supervisorsmight be you or one of your supervisors..

How to find the right personHow to find the right person
11--Online job finder (minimal costOnline job finder (minimal cost((
22--Post on the company’s website (none to veryPost on the company’s website (none to very
minimal costminimal cost((
33--Newspaper ad (minimal costNewspaper ad (minimal cost((
4545--Recruiter or Headhunter (medium to high costRecruiter or Headhunter (medium to high cost((
55--Networking (none to very minimal costNetworking (none to very minimal cost((
66--College or trade school bulletin board (none toCollege or trade school bulletin board (none to
very minimal costvery minimal cost(.(.
77--Employment agency (medium costEmployment agency (medium cost((
88--Radio or TV advertising (medium to high costRadio or TV advertising (medium to high cost((
99--Temp (Temporary) agency (low to medium costTemp (Temporary) agency (low to medium cost((

What to look for in an intervieweeWhat to look for in an interviewee
When screening and reviewing resumes youWhen screening and reviewing resumes you
will develop a quick eye forwill develop a quick eye for::
··Key phrasesKey phrases
··AcronymsAcronyms
··Familiar companies in the genre of yourFamiliar companies in the genre of your
companycompany
··Over qualified or under qualifiedOver qualified or under qualified
··Bounces around a lotBounces around a lot

Here are 16 things to look for whenHere are 16 things to look for when
interviewing and evaluating a person to joininterviewing and evaluating a person to join
your companyyour company::
11..Natural talentNatural talent..
22..What the person has really done inWhat the person has really done in
previous jobsprevious jobs..
33..Knowledge of your industry or productKnowledge of your industry or product
without going off trackwithout going off track..
44..Emphasis on a great education and hopingEmphasis on a great education and hoping
you do not notice the lack of experienceyou do not notice the lack of experience..
55..How long they spent at each job based onHow long they spent at each job based on
their application and resumetheir application and resume..

66..Are they over qualified and only applyingAre they over qualified and only applying
because of a slow economy and highbecause of a slow economy and high
unemployment? This employee, althoughunemployment? This employee, although
qualified, might be desperate for a job. Theyqualified, might be desperate for a job. They
might leave the moment something bettermight leave the moment something better
comes alongcomes along..
77..A nice and good personality. RememberA nice and good personality. Remember
this adage,this adage, “You can train a nice person to “You can train a nice person to
become skilled, but you can’t train a skilled become skilled, but you can’t train a skilled
person to become niceperson to become nice.”.”
88..Integrity and honesty with a strong work Integrity and honesty with a strong work
ethicethic..
99..Comfortable eye contactComfortable eye contact..

1010..Nervous mannerisms showing they haveNervous mannerisms showing they have
something to hidesomething to hide..
1111..Someone who can articulate clearly andSomeone who can articulate clearly and
speaks wellspeaks well..
1212..Excellent attendance and dependabilityExcellent attendance and dependability..
1313..They way they are dressed. A dirty lookThey way they are dressed. A dirty look
says a lot about their personalitysays a lot about their personality..
1414..A person with a team attitude who will fitA person with a team attitude who will fit
in with the rest of the team. Think aboutin with the rest of the team. Think about
how much energy will this person bring in tohow much energy will this person bring in to
the departmentthe department
1515..Someone who wants to go the “extra mile”Someone who wants to go the “extra mile”
to ensure top customer satisfactionto ensure top customer satisfaction..
1616..Someone who looks like they willSomeone who looks like they will
appreciate the job and opportunity and willappreciate the job and opportunity and will
have fun at workhave fun at work..

Job interview questions to askJob interview questions to ask
Here are 14 questions you can askHere are 14 questions you can ask
during the live interviewduring the live interview..
11--Ask about their experienceAsk about their experience
22--Ask about their educationAsk about their education
33--Ask about their skillsAsk about their skills
44--Look at the application and review the salaryLook at the application and review the salary
range at their previous or currentrange at their previous or current
employmentemployment..
55--Ask a couple of questions to see if thereAsk a couple of questions to see if there
might be some potential conflict or attitudemight be some potential conflict or attitude
issues down the roadissues down the road..

during the live interviewduring the live interview..
66--Ask what they liked the most about their lastAsk what they liked the most about their last
jobjob..
77--Ask what they least liked about their last jobAsk what they least liked about their last job
88--Ask about the best praise or recognitionAsk about the best praise or recognition
they’ve received and what made it so goodthey’ve received and what made it so good..
99--Ask about their greatest strengths andAsk about their greatest strengths and
weaknessesweaknesses
1010--Ask what is the best way they learn andAsk what is the best way they learn and
when in their career did they learn thewhen in their career did they learn the
most and whymost and why

during the live interviewduring the live interview
1111--Can they multitask and perform well underCan they multitask and perform well under
pressure? Give a few different scenariospressure? Give a few different scenarios
related to the positionrelated to the position..
1212--Are they a team player and will they fit inAre they a team player and will they fit in??
1313--What makes them feel they are moreWhat makes them feel they are more
qualified than the next personqualified than the next person??
1414--If you have a company website with yourIf you have a company website with your
product line, you can ask them if they wentproduct line, you can ask them if they went
to the website before the interviewto the website before the interview..

Don’t be surprised if you get questions asked from theDon’t be surprised if you get questions asked from the
interviewee ..Here are a couple of questions that ifinterviewee ..Here are a couple of questions that if
asked, should be considered dubiousasked, should be considered dubious::
11--When can they take a vacation and for how longWhen can they take a vacation and for how long??
22--Will they get paid if they take off the day before orWill they get paid if they take off the day before or
day after a holidayday after a holiday??
33--Is working overtime mandatoryIs working overtime mandatory??
44--Is working on the weekends mandatoryIs working on the weekends mandatory??
55--Can they only work the hours that are requiredCan they only work the hours that are required??
66--If it is slow, can they leave earlyIf it is slow, can they leave early??
77--When will they be promotedWhen will they be promoted??
88--How long do they have to work in your departmentHow long do they have to work in your department
before they can transfer to another departmentbefore they can transfer to another department??
99--When will they get a raiseWhen will they get a raise??
1010--How late can they be before it is considered a tardyHow late can they be before it is considered a tardy??

Questions you should not askQuestions you should not ask
You need to be familiar with topics that areYou need to be familiar with topics that are
not permissible as interview questions tonot permissible as interview questions to
avoid possible discriminationavoid possible discrimination
lawsuits. Examples would be race,lawsuits. Examples would be race,
ethnicity, gender, religion, age, health,ethnicity, gender, religion, age, health,
illness, disabilities, and national origin. Stayillness, disabilities, and national origin. Stay
away from all questions and conversationaway from all questions and conversation
that is not related to the job unless they arethat is not related to the job unless they are
just some nice pleasantries like hobbies orjust some nice pleasantries like hobbies or
the weatherthe weather

*Checking their references*Checking their references
**How much should you payHow much should you pay??
**Making the final offerMaking the final offer

Employee on-boarding and orientation processEmployee on-boarding and orientation process
Here are 10 tips to use whenever dealing with Here are 10 tips to use whenever dealing with
the new employeethe new employee::
··Gladly welcome the employee theGladly welcome the employee the
moment they arrive. Shake their hand withmoment they arrive. Shake their hand with
a hearty welcoming tonea hearty welcoming tone..
··Chances are they will be nervous andChances are they will be nervous and
already stressed by filling out all of the newalready stressed by filling out all of the new
hire forms with HR. Offer a cup of coffee orhire forms with HR. Offer a cup of coffee or
something to help make them feel at easesomething to help make them feel at ease..
··Walk the employee around the building,Walk the employee around the building,
and introduce the new hire to your staff as aand introduce the new hire to your staff as a
welcomed addition to the team andwelcomed addition to the team and
companycompany..

Here are 10 tips to use whenever dealingHere are 10 tips to use whenever dealing
with the new employeewith the new employee::
··Give a brief history of the company andGive a brief history of the company and
where you feel you’re headed. Explain howwhere you feel you’re headed. Explain how
it works, described the products and/orit works, described the products and/or
services you provide, talk about theservices you provide, talk about the
competition, etccompetition, etc..
··Go over the department and company’sGo over the department and company’s
goals and objectivesgoals and objectives..
··Go over the job functions andGo over the job functions and
responsibilitiesresponsibilities..

Here are 10 tips to use wheneverHere are 10 tips to use whenever
dealing with the new employeedealing with the new employee::
··Give absolute clear expectations of theGive absolute clear expectations of the
employee’s role in your department andemployee’s role in your department and
companycompany
··Cover any rules or regulations that HRCover any rules or regulations that HR
did not cover. This includes any safetydid not cover. This includes any safety
policies and procedurespolicies and procedures..
··Talk about the schedule, the person orTalk about the schedule, the person or
people who will be doing the training,people who will be doing the training,
seating and computer arrangements, etcseating and computer arrangements, etc..

Here are 10 tips to use wheneverHere are 10 tips to use whenever
dealing with the new employeedealing with the new employee::
··Make sure a positive and welcomingMake sure a positive and welcoming
feeling has been established, and shake thefeeling has been established, and shake the
employee’s hand with a sense of value andemployee’s hand with a sense of value and
ensuring confidenceensuring confidence..

Employee RetentionEmployee Retention
These 16 specific actions will help you withThese 16 specific actions will help you with
recruiting and retaining all the talent yourecruiting and retaining all the talent you
needneed::
11--Be known as a great company to workBe known as a great company to work
forfor..
22--Be known as a great boss to work forBe known as a great boss to work for
33--Always provide the right tools and trainingAlways provide the right tools and training
44--Continue to promote the bestContinue to promote the best..
55--Pay better than the competitionPay better than the competition..
66--Use your influence to have, and keep, theUse your influence to have, and keep, the
best benefits packagebest benefits package

recruiting and retaining all the talent you needrecruiting and retaining all the talent you need::
77..Have a company bonus planHave a company bonus plan..
88..Offer stock optionsOffer stock options..
99..Offer tuition reimbursementOffer tuition reimbursement
1010..Competitive vacation packageCompetitive vacation package..
1111..Provide cross trainingProvide cross training..
1212..Inspire employee feedbackInspire employee feedback..

recruiting and retaining all the talent you needrecruiting and retaining all the talent you need::
1313..Parity amongst departmentsParity amongst departments
1414..Do not rule by intimidationDo not rule by intimidation..
1515..Keep to your commitmentsKeep to your commitments..
1616..Make sure they feel like theyMake sure they feel like they
are part of the “in crowd.” Treatare part of the “in crowd.” Treat
your employees like they areyour employees like they are
special and that working for youspecial and that working for you
is coolis cool..

THE ENDTHE END
LESSON 4LESSON 4

LESSON 5LESSON 5
HOW TO DEAL WITHHOW TO DEAL WITH
CONFLICT, PROBLEMS,CONFLICT, PROBLEMS,
DIFFICULT EMPLOYEES ANDDIFFICULT EMPLOYEES AND
FIRINGFIRING

Introduction: The toughest part of theIntroduction: The toughest part of the
jobjob……
You, as manager, need to do your best toYou, as manager, need to do your best to
make sure your department is running like amake sure your department is running like a
well oiled “team-machine” as discussed inwell oiled “team-machine” as discussed in
lesson 3. However, just when you thinklesson 3. However, just when you think
everything is going along smoothly andeverything is going along smoothly and
under control, the inevitable conflicts,under control, the inevitable conflicts,
disagreements, and differences of opiniondisagreements, and differences of opinion
start to escalate, and harmony within thestart to escalate, and harmony within the
team is disruptedteam is disrupted..

Dealing with ConflictDealing with Conflict
Examples of conflict areExamples of conflict are::
11--A personal problem with two or moreA personal problem with two or more
peoplepeople..
A- Asking for sexual favors in return forA- Asking for sexual favors in return for
providing a raise, promotion, etc. (Quid proproviding a raise, promotion, etc. (Quid pro
quoquo(.(.
B- What a woman perceives as a hostileB- What a woman perceives as a hostile
environment like unwanted touching, pin-upenvironment like unwanted touching, pin-up
calendars, sexual jokes, sexual comments,calendars, sexual jokes, sexual comments,
leering, inappropriate photos, etcleering, inappropriate photos, etc..

Examples of conflict areExamples of conflict are::
22--A perception of one working harder thanA perception of one working harder than
the otherthe other..
33--One person blaming another for pastOne person blaming another for past
mistakesmistakes..
44--Rebellious jealousy because it looks likeRebellious jealousy because it looks like
you are playing favoritesyou are playing favorites..
55--Not happy or thinks it’s unfair with theNot happy or thinks it’s unfair with the
type of work assigned to themtype of work assigned to them..
66--Personality clashPersonality clash
77--DisagreementsDisagreements
88--Inappropriate dress for workInappropriate dress for work..
99Personal hygienePersonal hygiene..

Determine the type of conflictDetermine the type of conflict
and the severityand the severity..
Here are three questions to determine theHere are three questions to determine the
type and the actions you should take basedtype and the actions you should take based
on the severity of the conflicton the severity of the conflict::
11--Is the conflict an issue that is shared by all Is the conflict an issue that is shared by all
on the team?(on the team?( such as problems with thesuch as problems with the
processes and proceduresprocesses and procedures((
22--Is the conflict due to one individualIs the conflict due to one individual??
))dress codedress code issue -issue -hygienehygiene issue -issue -not happynot happy((
33--Is the conflict pertaining to more than one Is the conflict pertaining to more than one
individual based on personal issues, individual based on personal issues,
personality clashes, disagreements, etcpersonality clashes, disagreements, etc??

conflict examples between two or moreconflict examples between two or more
peoplepeople::
11--Friendship problemsFriendship problems
22--Personality clash, differences in life styles,Personality clash, differences in life styles,
different beliefs and values, etcdifferent beliefs and values, etc
33--Disagreements or mixed expectationsDisagreements or mixed expectations

Steps to take when dealing with conflictSteps to take when dealing with conflict::
11--Counsel and Verbal warningCounsel and Verbal warning
22--Written warning, suspension orWritten warning, suspension or
terminationtermination::
**Always remember that you should beAlways remember that you should be::
--Well preparedWell prepared
--Non-judgmentalNon-judgmental
--Documenting everythingDocumenting everything!!!!!!

Dealing with Violence, Bullying, andDealing with Violence, Bullying, and
Anger in the WorkplaceAnger in the Workplace
you speak to an employee, whether it relatesyou speak to an employee, whether it relates
to bulling, anger or violence, always be sureto bulling, anger or violence, always be sure
to document everything thatto document everything that
transpired. You would need to give, at thetranspired. You would need to give, at the
very least, a verbal warning. Depending onvery least, a verbal warning. Depending on
the severity, an incident report is usuallythe severity, an incident report is usually
written up by you or HR. Depending on thewritten up by you or HR. Depending on the
nature of the act, suspension and/ornature of the act, suspension and/or
termination is highly possibletermination is highly possible..

Dealing with Difficult EmployeesDealing with Difficult Employees
11--Calls out sick and rides the time off policiesCalls out sick and rides the time off policies
to the very edgeto the very edge..
22--Does the absolute minimum workDoes the absolute minimum work
expected, but just enough to fly under theexpected, but just enough to fly under the
radarradar..
33--Testing and criticizing the office policiesTesting and criticizing the office policies
in placein place..
44--Gossiping, but not to where it can beGossiping, but not to where it can be
seen in the officeseen in the office..
55--Backstabs fellow employeesBackstabs fellow employees..
66--Controls a situation by using negativityControls a situation by using negativity
77--Has a bad attitudeHas a bad attitude..
88--Conducts themselves poorlyConducts themselves poorly

Steps to take when dealing withSteps to take when dealing with
difficult employeesdifficult employees::
11--Counsel and verbal warningCounsel and verbal warning::
22--First and second writtenFirst and second written
warningswarnings::
33--Suspension and/or terminationSuspension and/or termination..

Dealing with Poor Job Performance andDealing with Poor Job Performance and
Required ExpectationsRequired Expectations
Steps to take when dealing with poorSteps to take when dealing with poor
job performancejob performance::
11..Verbal warningVerbal warning
··The employees’ immediate supervisorThe employees’ immediate supervisor??
··A process issueA process issue??
··A lack of training and/or is the trainingA lack of training and/or is the training
relevant to the job at handrelevant to the job at hand??
··Insufficient or a lack of toolsInsufficient or a lack of tools??
··Personnel issues regarding co-workersPersonnel issues regarding co-workers??

Steps to take when dealing withSteps to take when dealing with
poor job performancepoor job performance::
22..First written warningFirst written warning::
33..Second written warning orSecond written warning or
suspensionsuspension::
44..Suspension and/or terminationSuspension and/or termination

Dealing with Attendance issuesDealing with Attendance issues
Here are eight points to keep in mind on howHere are eight points to keep in mind on how
to control and possibly reduce attendanceto control and possibly reduce attendance
issuesissues::
11--Make sure your employees understand yourMake sure your employees understand your
view towards attendanceview towards attendance
22--Have your employee’s call you direct insteadHave your employee’s call you direct instead
of their immediate supervisorof their immediate supervisor..
33--Maintain accurate recordsMaintain accurate records..
44--Look for trendsLook for trends..

Here are eight points to keep in mind on howHere are eight points to keep in mind on how
to control and possibly reduce attendanceto control and possibly reduce attendance
issuesissues::
55--Individual problem - have a one on oneIndividual problem - have a one on one
meeting. Multiple people - hold a teammeeting. Multiple people - hold a team
meetingmeeting..
66--Allow for personal businessAllow for personal business..
77--Create an award program for those who doCreate an award program for those who do
not call out or are tardy for a certain periodnot call out or are tardy for a certain period
of timeof time..
88--Have them make up time missed to make upHave them make up time missed to make up
for time lostfor time lost..

Steps to take when dealingSteps to take when dealing
with attendance problemswith attendance problems::
11..Counsel and verbal warningCounsel and verbal warning::
22..First written warningFirst written warning::
33..Second written warning orSecond written warning or
suspensionsuspension::
44..Suspension and/or terminationSuspension and/or termination::

Dealing with Firing or Laying off anDealing with Firing or Laying off an
EmployeeEmployee
Steps to take when firing an employeeSteps to take when firing an employee::
11..Hold the employment terminationHold the employment termination
meetingmeeting..
22..Don’t be tentative and dance around theDon’t be tentative and dance around the
subjectsubject..
33..Even though it should come as no surpriseEven though it should come as no surprise
to the employee, you will probably be askedto the employee, you will probably be asked
the question, “Why am I being fired?” Statethe question, “Why am I being fired?” State
the reason for the employment terminationthe reason for the employment termination

Steps to take when firing an employeeSteps to take when firing an employee
44..The employee might want to ask a coupleThe employee might want to ask a couple
of questionsof questions
55..The employee might be acceptable andThe employee might be acceptable and
want to end the experience as soon aswant to end the experience as soon as
possiblepossible
66..If the employee is not showing any signsIf the employee is not showing any signs
of being too upset, you can give some adviceof being too upset, you can give some advice

Steps to take when firing an employeeSteps to take when firing an employee
77..If the employee needs to go back to theirIf the employee needs to go back to their
desk to pick up some personal belongings, you,desk to pick up some personal belongings, you,
and preferable a security guard, should be withand preferable a security guard, should be with
them at all timesthem at all times..
88..HR will most likely meet with the individualHR will most likely meet with the individual
in their office to discuss possible severance,in their office to discuss possible severance,
when their last paycheck is coming, whenwhen their last paycheck is coming, when
benefits terminate, and any informationbenefits terminate, and any information
regarding extending their health coverage orregarding extending their health coverage or
any other detailsany other details
99..Your department will be talking about whatYour department will be talking about what
they saw and will be anxious to find out whatthey saw and will be anxious to find out what
is happeningis happening..

Firing an employee is an immediate necessity forFiring an employee is an immediate necessity for
the safety and well being of the rest of yourthe safety and well being of the rest of your
employees such asemployees such as::
11--Is physically violentIs physically violent..
22--Brings a weapon to workBrings a weapon to work..
33--Arrives to work under the influence of drugs orArrives to work under the influence of drugs or
alcoholalcohol..
44--Views pornographic movies on work computersViews pornographic movies on work computers..
55--Steals company propertySteals company property..

Quick Lesson SummaryQuick Lesson Summary
11--You got to take the good with the badYou got to take the good with the bad
22--Always be ethical, legal, caring andAlways be ethical, legal, caring and
compassionatecompassionate..
33--Know how to determine and deal with conflictKnow how to determine and deal with conflict
as soon as possibleas soon as possible
44--Conflict and difficult employee situations differConflict and difficult employee situations differ
from poor job performance and attendancefrom poor job performance and attendance
issuesissues
55--Although firing an employee is not the mostAlthough firing an employee is not the most
pleasant thing to do, when necessary, it is thepleasant thing to do, when necessary, it is the
right thing to doright thing to do
66--Don’t hesitate if you have to deal with a violentDon’t hesitate if you have to deal with a violent
employeeemployee

THE ENDTHE END
LESSON 5LESSON 5

LESSON 6LESSON 6
HOW TO DELEGATE,HOW TO DELEGATE,
MANAGE YOUR TIME, SOLVEMANAGE YOUR TIME, SOLVE
PROBLEMS AND MAKE THEPROBLEMS AND MAKE THE
RIGHTRIGHT
DECISIONSDECISIONS

Introduction: Know how to get it all doneIntroduction: Know how to get it all done
with the least amount of stresswith the least amount of stress
Managers usually have to juggle many tasks,Managers usually have to juggle many tasks,
projects, and meetings daily. If you try toprojects, and meetings daily. If you try to
take on every project yourself, you will mosttake on every project yourself, you will most
likely end up missing deadlines andlikely end up missing deadlines and
ineffectively prioritizing . This lesson willineffectively prioritizing . This lesson will
cover how to effectively delegate, focus oncover how to effectively delegate, focus on
how to multi-task, manage your time, andhow to multi-task, manage your time, and
making the right decisions to solve themaking the right decisions to solve the
problems, all the while keeping your stressproblems, all the while keeping your stress
levels downlevels down..

Delegate ConfidentlyDelegate Confidently
The basic definition of delegating is “assigningThe basic definition of delegating is “assigning
duties to another person or persons whileduties to another person or persons while
still being held accountablestill being held accountable
Before you delegate, first ask yourself theseBefore you delegate, first ask yourself these
three questionsthree questions::
11--Can this project or task be delegated and doCan this project or task be delegated and do
you have the staff that can honestly do theyou have the staff that can honestly do the
work requiredwork required??
22--Should it be delegated or is it too critical andShould it be delegated or is it too critical and
truly needs your involvementtruly needs your involvement??
33--Do you have enough time to delegate the jobDo you have enough time to delegate the job
effectively and explain the expectations andeffectively and explain the expectations and
outcomeoutcome??

If you can say yes to the three questions justIf you can say yes to the three questions just
asked, utilize these eight tips and points whenasked, utilize these eight tips and points when
delegating:delegating:--
1-Pick the right person best suited for the task.1-Pick the right person best suited for the task.
2-Make sure the person can work independently.2-Make sure the person can work independently.
3-Make sure the person understands exactly what it3-Make sure the person understands exactly what it
is you want them to do.is you want them to do.
4.4. Get the agreement and commitment of theGet the agreement and commitment of the
employee.employee.
5.5. Give the person the authority to take control ofGive the person the authority to take control of
the whole project.the whole project.
6.6. Determine what tasks will need moreDetermine what tasks will need more
monitoring than others.monitoring than others.
7.7. Motivate them by discussing how the success ofMotivate them by discussing how the success of
the project will make a positive impactthe project will make a positive impact
8.8. Once the project or task is completed, carefullyOnce the project or task is completed, carefully
review.review.

Here are three different possibilities toHere are three different possibilities to
consider, before a task or project isconsider, before a task or project is
considered completeconsidered complete::
11--Do you need to make the final decisionDo you need to make the final decision
that the task is completedthat the task is completed??
22--Do you need to review with the employeeDo you need to review with the employee
and the two of you decide that the task isand the two of you decide that the task is
completedcompleted??
33--Do you let the employee make the decisionDo you let the employee make the decision
that the task is completedthat the task is completed??
try not to always pick the same persontry not to always pick the same person..

Multitask and PrioritizeMultitask and Prioritize
..Multitasking is about knowing how toMultitasking is about knowing how to
juggle several issues or tasks atjuggle several issues or tasks at
onceonce..
Prioritizing is about knowing which ofPrioritizing is about knowing which of
the issues or tasks are the mostthe issues or tasks are the most
important and need to get done firstimportant and need to get done first
““Never let them see you sweatNever let them see you sweat,”,”

فن القيادة الدرس الثاني

فن القيادة الدرس الثاني

Recommended

Recommended

More Related Content

What's hot

What's hot (20)

Similar to فن القيادة الدرس الثاني

Similar to فن القيادة الدرس الثاني (20)

More from yasser maksoud

More from yasser maksoud (12)

Recently uploaded

Recently uploaded (20)

فن القيادة الدرس الثاني