PERSONAL MANAGEMENT

a course at Institute of Business Management

by NAVAID M. KHAN

BROAD CONTENTS OF THE COURSE

 UNDERSTANDING Pakistan’s BUSINESS CULTURE & ENVIRONMENT
& MANAGEMENT CHALLENGES IN THE TWENTY FIRST CENTURY
 CAREER PLANNING & Learning to THINK
 The IMPORTANCE of SELF ESTEEM & The Power of Positive thinking
 STRESS MANAGEMENT followed by Quiz
 TIME MANAGEMENT followed by Quiz
 MOTIVATION & PEAK PERFORMANCE
 CONFLICT MANAGEMENT
 PROACTIVE MINDSETS
 LEADERSHIP:
 & NEGOTIATION SKLLS
 TEAMWORK: DEVELOPING TEAM SPIRIT
 THE POWER OF PERSUASIVE PRESENTATIONS
 INTERVIEWING & BUSINESS ETIQUETTE
  ASSERTIVENESS & HOW TO GET WHAT YOU WANT
 Student’s Presentations / Reports

My Favorite Web Sites

Develop your Human Resource through Creative Training
Buy Apparel from South Asia - totally 'care free'.
Join hands with Rotary to serve the community

TOPICS FOR STUDY

The Attributes of a Leader
"Effective leadership is not about making
speeches or being liked; leadership is defined by
results not attributes."
– Peter Drucker
Leaders in business are no longer responsible
solely for their own performance; today they
have work to ensure the success of others. They
have to understand that performance is based on
people. Performance will improve only when
people will improve.

Difference between Leaders & Managers

 ‘Leadership compliments management; it
doesn’t replace it”
Successful corporations do not wait for leaders
to come from outside. They actively seek out
people with leadership potential inside their
organizations and expose them to career
experiences designed to develop that potential
• Management is about coping with Complexity.
Without good management, enterprises tend to
become chaotic. Good Management brings a
degree of order and consistency to key
dimensions like quality and profitability.
• Management is about coping with Complexity.
Without good management, enterprises tend to
become chaotic. Good Management brings a
degree of order and consistency to key
dimensions like quality and profitability.
• Leadership by contrast, is about coping with
Change. The net result is that doing what was
done yesterday, or doing it ten percent better, is
no longer the formula for Success.
Major Changes are more and more necessary to
survive and compete effectively in this changing
environment.
What Leaders Really Do By John P. Kottler
Harvard Business Review
What are Leaders required to do? • Managers
work on planning and budgeting; Leaders work
to set up direction.
• Managers work at organizing and staffing;
Leaders work on aligning people.
• Managers work on controlling and problem
solving; Leaders work on motivating people.
Leadership Is About Influence
1. Leaders have a clear vision 2. Leaders are
consistent. 3. Leaders do what they expect of
others. 4. Leaders are not afraid of competence.
5. Leaders enjoy seeing others around them
increase their skills and confidence. 6. Leaders
don’t betray trust. 7. Leaders are concerned with
getting things done. 8. Leaders confront issues
as they arise 9. Leaders recognize superior
 performance. 10. Leaders are flexible. 11.
Leaders are adaptable 12. . Leaders are human.
13. Leaders learn from their mistakes. 14.
Leaders enjoy being challenged. 15. Leaders
focus on the future, not the past. 16. Leaders
encourage and reward cooperation 17. Leaders
develop guidelines for the team. 18. Leaders
change roles according to need 19. Leaders
listen to fellow team members. 20. Leaders
involve people
the five ‘R’s of transformational leadership
R-RESPONSIBILITY
Transformational Leaders are accountable for
their performance. They know their roles and
willingly implement activities to achieve goals.
This is the case whether they work individually
or as part of a group. They understand that
accomplishments result from a detailed focus on
goals and an intense scrutiny of the tactics used
to achieve those goals. Transformational
Leaders fulfill individual obligations as well as
provide others with information that impacts the
success of the group.
R-RESPECT
Transformational Leaders recognize the value of
others’ contributions. They know that
individuals have different needs, interests, and
strengths. These leaders invite differing
viewpoints, finding the advantages as well as
the disadvantages. They are also able to
integrate differing perspectives within their
own, seeking ways to complement the strengths
of individual team members. Most importantly,
Transformational Leaders know that dialogue,
evaluative inquiry, and collaboration are at the
heart of successful performance.
R-RELATIONSHIPS
Transformational Leaders recognize the need to
establish and maintain collaborative coalitions
with the organization's stakeholders. They
understand that everyone is a customer and are
able to maintain professional working
relationships with individuals and groups within
 and outside the organization. They are able to
gain the support and assistance of all those who
must make projects work or who must live with
the results. Transformational Leaders do this by
finding commonalities that will allow for
successful outcomes.
R-REFLECTION
Transformational Leaders recognize the value of
reevaluating their actions and outcomes. They
know that true “learning” does not merely come
from doing. Instead, these leaders enhance their
knowledge base and competency-level by
performing then critiquing the success of their
outcomes. The goal for these leaders is to
always explore new and different ways to
maximize performance and achieve positive
results. Transformational Leaders embrace the
principles of Action Learning, which involves
doing, reflecting, then doing again.
R-ROLE MODELING
Transformational Leaders are always aware of
the impact they have on others. They establish
 principles around the way people should be
treated and the way goals should be pursued.
Such leaders create a standard of excellence and
then set an example for others to follow.
Transformational Leaders are self-aware. They
are also credible in their actions and can be
relied upon to fulfill their responsibilities.

10 CHARACTERSTICS OF SERVENT
LEADERSHIP
Listen. Be receptive to what other people have to say. You'll learn more about their
needs and desires, which you can use to help them or someone else. That will help
you develop your ability to respond proactively.
Heal. Seek ways to heal yourself and others from broken spirits and emotional hurts.
Individuals, teams, and organizations can be in need of healing.
Persuade. Use persuasion rather than your position or authority to convince rather
than coerce.
Conceptualize. Create opportunities for you and other people to generate concepts.
Many of the ideas will die, but others will come to fruition.
Develop. Create and take full advantage of opportunities for other people and yourself
to develop and grow personally, professionally, emotionally, intellectually, and
spiritually.
Dream. Remain rooted in the past while living in the present and focusing on the
future. Take full advantage of opportunities that come your way and build on them.
You are creating your tomorrows.
Communicate. That means open, honest, and direct communication to the right person
at the right time, by the right person in the right way.
Trust and build. Through trusting other people and developing relationships in which
we can be trusted, we are able to work at a deeper, more meaningful level with greater
impact.
Evolve. Seek to be wise as well as knowledgeable. That means growing, developing,
and emerging as a person and as a professional.
 Promote. Share the successes of other people so they can be recognized and can
benefit from accomplishments.

With those characteristics in mind, ask yourself some questions about your servant-
leadership:
* Am I attempting to use my position of authority to obtain agreement?
* Do I listen to what other people are saying through their work and actions, as well as
to what they're not saying?
* Do I seek ways to heal my personal pain and that of other people?
* Do I communicate effectively through my words and behavior? Are my words and
actions aligned?
* Do I take time for personal reflection on a regular basis as a way to grow?
* Do I seek challenges for personal and professional growth?
* Do I advocate for others even when it means I may not get what I want?

We can be servant-leaders by taking these actions:

* Get to truly know our participants. What are their needs for knowledge and
experience? How can we most effectively communicate with them?
* Know our stuff.
* Be willing to experiment. We can learn in the process of teaching.
* Listen for the wisdom of our learners. Just because we're the instructors doesn't
mean we have all of the answers.
* Encourage continued growth through resource materials, making ourselves available
after training, and giving assignments that go beyond designated classroom time.
* Recognize and appreciate the contributions of other people.
* Find appropriate ways to acknowledge and encourage learning and growth.
* Use many ways of communicating with learners. People are not all alike. We need
information presented in many different ways.
* Seek feedback, and use it for our personal growth.

Importance of Customer
Service
 Clients today want either the best or the least expensive; there
is no in between.
  The world has changed! It continues to change whether we
like the Change or not.
 Customer expectations are going up continuously…
21st Century customer wants
MORE QUALITY, MORE BENEFITS, MORE VALUE …
AND MORE SERVICE
- A Customer today no longer just wants a product or service
- Today he wants much more…
- And today he has the choices.
It’s the Satisfied Customers that pay our salaries, that keeps the
doors open, keeps our business going
If we don’t take care of our customers, someone else will.
We all want to be successful in our businesses?
- Success in today’s world does not come easy.
- To be successful we need to be Excellent in various categories
The secret to Success
We need to be Excellent in many areas
We need to have an Excellent PRODUCT
We need to have an Excellent Delivery Systems
We need to have an Excellent Service Mindset
What is Service Mindset
Service Mindset is a state of mind, an attitude, a special way of
thinking, feeling and acting towards your customers to give
them your very best
 Why is Service Important Why should we bother about
improving our service?
…because POOR SERVICE leads to UPSET CUSTOMERS
which leads to NEGATIVE WORD OF MOUTH NEGATIVE
WORD OF MOUTH leads to LOUSY REPUTATION which
leads to FEWER CUSTOMERS who also do not come back …
and it all means LOWER PROFITS which means LESS
INCOME FOR THE EMPLOYEES which means now we have
FRUSTRATED MANAGERS & UNHAPPY STAFF which
gives MORE POOR SERVICE Why is Service Important
Superior Customer Service leads to DELIGHTED
CUSTOMERS DELIGHTED CUSTOMERS lead to a
POSITIVE WORD OF MOUTH that gives us AN
EXCELLENT REPUTATION WITH EXCELLENT
REPUTATION MORE CUSTOMERS Who keep coming
Back ...which leads to HIGHER PROFITS for our company
Now we have HIGHER INCOMES FOR EMPLOYEES which
gives us MOTIVATED MANAGERS ENTUSIASTIC STAFF
who give our customers SUPERIOR SERVICE
What are Service Standards
Service standards are yardsticks in each category which tell us
How good we are now?
How good do we need to be?
What makes customers happy?
What makes them coming back?
What is your Service Standard like?
CRIMINAL Belongs in Jail What is your Service Standard like?

BASIC Is the Bare Minimum

EXPECTED Is just the average
DESIRED Is what people would like
SURPRISING Is leading the field
UNBELIEVABLE Is truly the World class Important Warning
Since the Customer Expectations are going up every day we
have to remember that what may be Unbelievable or Surprising
today will be just Basic or Expected few years down the line.
LESSON LEARNED The Best of our Service Standards need to
upgraded continuously otherwise we will be up-rooted by our
competitors
What is Service Culture
Culture sets the standards.
It tells our organization, what is accepted, rewarded &
forbidden.
Culture is the modus operandi of for all of us that keeps us
focussed on the Goal. It’s the way we get things done.

NEGOTIATION SKILLS
Negotiation is a field of Knowledge and endeavor that focuses
on gaining the Favor of people from whom we want things.
n Negotiation is the use of information and power to affect
behavior within a ‘WEB of TENSION’. n Negotiation is a way
to come together - a way to anticipate, neutralize and resolve
Conflicts.
Categories of NEGOTIATIONS
n WIN - LOSE NEGOTIATIONS
n LOSE - WIN NEGOTIATIONS
n LOSE - LOSE NEGOTIATIONS
n WIN - WIN NEGOTIATIONS
- WIN - LOSE NEGOTIATIONS: Here you want all the
‘Halwa’ for yourself. You try to dominate the other party,
whether it be a colleague, competitor, your spouse or your child.
What happens to the other party does not bother you. You mind
is totally fixed on ‘VICTORY’.
- LOSE - WIN NEGOTIATIONS: Here you try to gain what
you want by ‘losing’. You act in the passive manner and the last
thing you want is to Dominate. You just want to be ‘Mr. Nice or
Miss Nice’.
- LOSE - LOSE NEGOTIATIONS: You can not stand the
thought of the other party winning - even if in the process you
destroy everything for yourself as well. In your effort of making
certain that the other party loses, you most often sabotage your
own victory.
When most of us think of negotiating, we assume one of two
things will happen: either we'll win or we will lose. But the pros
don't look at it that way. They know that a successful
negotiation is one in which both sides feel like winners...at least
to some degree.
 - WIN _ WIN NEGOTIATIONS
This is about both parties walking away from the Negotiating
table as “Winners”. They both have enough to show for their
efforts. There is no anger or frustration or confusion when the
negotiation is finished.
Here each party must be willing to give up a certain amount to
achieve this result.
Win -Win Negotiations involves an appreciation of differences
and acknowledgement of other viewpoints.

What’s your Negotiating Style?

There is no "right" or "ideal" Style.
n A jungle Fighter
n A Dictator
n A Silhouette
n A big Daddy or Big Mamma
n A Soother
n A Win Win Negotiator
The tools of NEGOTIATION
n Overt and Hidden Agendas.
n Those mighty tools called ‘Options’.
n The art of Making ‘Trade Off.
n Trading the Present for the Future!
n Making your Cost - Benefit analysis.
n Contingency Plans: How and when to use them.
n The Bottom Line

The tactics of NEGOTIATION

Tactics are series of steps in pursuit of an objective. No single
 tactic will carry out the day. Each tactic is designed to make
specific contribution toward the ultimate goal
n Opening Ceremonies
n Getting into it
n The Warm up
n The Probe
n The Full thrust
n Mid Course Correction
n Time out
n Breaking a Deadlock
n Closing Ceremonies
n Bridging
n The Follow Through

How to Improve Your Negotiation Skills

A. Know what you want. Establish a goal and what will satisfy
you.
B. Develop a plan. Develop a negotiating strategy. Where do
you want to start and to finish. Be sure to give yourself
maneuvering room.
C. Know what the person you're negotiating with needs.
Remember, all parties must feel that some, if not all, their
interests are satisfied. Ask open ended questions to get to these
needs and to understand their position.
D. Be an empathetic listener. This will allow you to understand
other's motivations.
E. Address the problem. Focus on finding solutions to shared
problems. Don't attack the person. This is not conducive to
working with them. Be courteous and tactful.
F. Make the person you are negotiating with your friend,
especially if they have to persuade others to help you. As a
 friend, they are better able to sell your ideas and deal.
G. Educate, don't intimidate. Help the person understand your
position. Be prepared to explain, detail and justify to that person
why they should accept your offer.
H. Be patient. If at first you don't succeed try again. Slow but
steady movement creates momentum, which can lead to
agreement.
I. Consider what would occur if there is no agreement. The
pluses and the minuses. Can you afford to walk away or do you
have to do it now.
J. Be flexible and creative. Always have a fall back position.
Some alternative that satisfies you and the other party enough to
make a deal (for example, in Lease Purchasing, the consultation,
if the lease purchase doesn't work). Be competitive, you just
might find you get what you need.

The Seven Pillars of Negotiational Wisdom Relationship

Interests
BATNA

Creativity
Fairness
Commitment
Communication
Good negotiation habits
1. Separate the people from the problem Religion teaches us to
hate the sin not the sinner.
2. Distinguish between interests and positions. "What do they
want?" It is also important to ask, "Why do they want it?"
3. Consider your BATNA (Best Alternative To a Negotiated
Agreement). If you do not reach an agreement with the other,
 does that really make things worse for you?
4. Silence is golden. This is true for many reasons: If one party
is highly opinionated or emotional, keeping quiet after they
finish speaking can be quite unsettling to them.
5. Pursue Fairness. If all the participants view the process as fair,
they are more likely to take it seriously and 'buy into' its result.
6. Only one person can get angry at a time. Two fools in a room
do not make a wise man

Developing & Delivering Powerful Presentations

10 Tips To Create Powerful Presentations
n Have a focus, a main point that you are communicating. If
this is a presentation to a customer, the focus should be the
customer’s needs.
n Have a structure. Starting from an outline is the best way
to create structure. Tell them what you are going to tell
them; then tell them; then tell them what you told them.
n
TEN COMMANDMENTS OF CLIENT PRESENTATIONS

n Tell a story.
n Present only what the client needs to make a decision.
n Be flexible.
n Never overestimate eyesight.
n Don't tell what it is; show what it means.
n Deliver; don't read.
n Look and listen.
n Act like a professional.
n Be a person.
 n Plan ahead.

Overcoming Speaking Anxiety in Meetings & Presentations

n Do your knees feel like Gumby's when you have to get up
and speak in front of a group?
n Do you feel like the next words out of your mouth are
going to be the dumbest words ever uttered by a human?
If you said yes to either of the questions above, be advised,
you have a full-blown case of stage fright.

According to the book of lists, the fear of speaking in public

is the #1 fear of all fears. The fear of dying is #7! Over 41%
of people have some fear or anxiety dealing with speaking in
front of groups.

Everyone, even experienced speakers, has some anxiety

when speaking in front of a group of people. This is perfectly
normal.
Below are just a few suggestions you should use to overcome
your speaking anxiety. The first and most important of all is
preparation. I like to think of it as the 9 P's:
Prior Proper Preparation Prevents Poor Performance of the
Person Putting on the Presentation.
Remember, "He who fails to prepare is preparing for failure
- so Prepare, Prepare, Prepare"
A.U.D.I.E.N.C.E. Analysis - It's Your Key To Success
Using the word "A-U-D-I-E-N-C-E" as an acronym, I have
defined some general audience analysis categories that these
surveys should include.
 Analysis - Who are they? How many will be there?
Understanding - What is their knowledge of the subject?
Demographics - What is their age, sex, educational
background?
Interest - Why are they there? Who asked them to be there?
Environment - Where will I stand? Can they all see & hear
me?
Needs - What are their needs? What are your needs as the
speaker
Customized - What specific needs do you need to address?
Expectations - What do they expect to learn or hear from
you?
o Handle That Dreaded Question & Answer Period
Many presentations today are followed up with a question
and answer period. To some people this can be the most
exciting part of the presentation. To others it can be there
worst nightmare. In fact, there are some presenters who
purposely avoid the question and answer period all together.
Below I have provided a 5 step approach to handling
questions along with some additional tips to make your next
question and answer session go smoother.
n Listen to the entire question Listen to the entire question
BEFORE you begin to answer any questions. Too many
people start responding to a question before the entire
question is even asked. Not waiting to hear the entire
questions can result in you providing a response which had
nothing to do with the question. Force yourself to LISTEN to
the entire question and make sure you understand the
question.
 n Pause and allow yourself time the value the question and
listener. REPEAT the question out load so the entire
audience can hear it. It is important that everyone "hear"
the question or the answer you provide may not make sense
to some of the people. By repeating the question, this will
allow you some additional time to evaluate the question and
formulate a response.
n Credit The Person for asking the question. You may say
something like, "That was a great question" or, "Glad you
asked that question" or even, "I get asked that question by
many people". One word of caution: If you credit one person
with asking a question, be sure to credit EVERYONE for
asking a question. You don't want people to feel their
question was not as important.
n Respond to the Question honestly and the best you can. If
you do NOT know an answer to a question, do not try to
fake it. Be honest, and tell them you do not know but DO
promise to research the answer for them and DO get back to
them.
n Bridge to the next question by asking them a question.
"Does that answer your question?", "Is that the kind of
information you were looking for?". This is critical.. Once
they respond to you, "YES" you now have permission to go
onto the next person. This also gives them one more
opportunity to say, "No" and allow them to clarify their
question more by asking it again.
Additional Tips on Handling Questions
n Ask people to stand up when they ask a question. This does
two things: (1) It shows you more readily who is asking the
question, and (2) It make it easier for the audience to also
hear the question.
 n Have small sheets of paper available for people to write
down their questions during your presentation. They may
forget what they were going to ask earlier.
n Allow people to pass the questions to you if they feel
uncomfortable standing up and asking the question out loud.
This gives the person who truly wants to ask a question an
option.
n Always repeat the question - this does three things: (1) it
makes sure you understood the question, (2) it gives you a
chance to value the question and think of an answer, and (3)
it assures the other people in the audience can hear the
question since you are facing them.
n Always take time to think "before" you answer all
questions. This allows you time to think, especially for those
difficult questions. Do the same for those questions you
readily know the answer for. Responding too quickly to
those questions you are most comfortable with will only
bring attention to those question you do not.
"Half the world is composed of people who have something
to say and can't; the other half have nothing to say and keep
saying it."
Anyone can give a speech. Not everyone can give an effective
speech.
To give an effective speech there are 6 elements you should
consider.
n Be Prepared - Being prepared is by far the most important
element. How many times do you practice your speech? As a
general rule, you should spend about 30 hours of
preparation and rehearsal time for every hour your will be
 speaking.
n Give of Yourself - Use personal examples and stories in
your speech whenever possible. Make sure your stories help
to emphasize or support your point. The stories must match
your message.
n Stay Relaxed - To stay relaxed you should be prepared.
Also, focus on your message and not the audience. Use
gestures, including walking patterns.
n Use Natural Humor - Don't try to be a stand up comedian.
Use natural humor by poking fun at yourself and something
you said or did. Be sure NOT to make fun of anyone in the
audience.
n Plan Your Body & Hand Positions - During the practice of
your speech look for occasions where you can use a gesture.
Establish three positions where you will stand and practice
not only how to move to them but where in your speech do
you move.
n Pay attention to all details - Make sure you have the right
location. Ask how large an audience you will be speaking to.
Make sure you bring all your visual aids and plenty of
handouts.

What is a team?
A team is a group of 2 or more people who must work
together to accomplish common goal and are held
accountable for results.
- Teams are a deliberate work strategies that organizations
choose today to accomplish the goals
• Good managers create a new level of teamwork awareness
in every member of their team.
• We can not escape from teamwork because no body
specializes in all the disciplines.
FOUR STAGES IN TEAM BUILDING
• 1. Forming
• 2. Storming
• 3. Norming
• 4. Performing
• Forming when the team meets and starts to work together
for the first time.
• Storming, when the members within the team start to
“jockey” for position and when control struggles take place.
• Norming when rules are finalised and accepted and when
team rules start being adhered to.
• Performing when the team starts to produce through
effective and efficient working practices.

VIDEO LINKS TO WATCH FOR FINAL EXAM

Customer Service
http://www.youtube.com/watch?v=TJGymUHk2Nk
http://www.youtube.com/watch?
v=3wZwHwS2EtA&feature=related
http://www.youtube.com/watch?v=-
PZQcTaznSk&feature=related
 http://www.youtube.com/watch?
v=5gOtl8wLZtw&feature=related
Leadership
http://www.youtube.com/watch?v=Z9EJ0WD-rvU
http://www.youtube.com/watch?
v=FhQwlKzP_18&feature=related
Team Building
http://www.youtube.com/watch?v=WO4tIrjBDkk
Negotiation
http://www.youtube.com/watch?v=Kb-s2qTQa4M
Presentation Skills
http://www.youtube.com/watch?v=whTwjG4ZIJg

Email: [email protected]