CTM Course

CAREER - ROLES & SKILLS

What Is Career Management?

Career management is the process through which people:

Become aware of their own interests, values, strengths, and weaknesses

Obtain information about job opportunities within the company

Identify career goals

Establish action plans to achieve career goals

Career Graph- Sales

Sales Leadership Sales Management Field Sales

Key Account Manager / Account Manager Business Development Manager Channel Managers Strategic Sales / Solution Sales Application Sales

Retail & Contact Center Inbound/ Outbound Retail / Automobile etc...

Sales Support Pre-sales Post-sales Sales Logistics Customer Service

Career Graph- Marketing

Chief Marketing Officer

Marketing Head

Senior Marketing Manager/ Marketing Manager

Marketing Executive

Brand Manager

Brand Executive

Market Research Executive

Account Managers ( Advertisement, Media )

Strategic Planner ( Advertisement , Media)

Media Planning

Digital Media Executive etc

Career Graph -Finance Entry Level

Research Analyst

Financial Analyst

Relationship Manager

Middle Level

Finance Manager

AVP

DGM ( Finance)

Branch / Ops Manager

Sales Manager - Corporates

Associate Consultant

Investment Banker

Senior Level

VP/Sr.VP

CFO / CEO

Financial Controller

Ops Head

Financial Consultant

Career Graph- IT

Leadership CTO Chief Technology Officer CIO Chief Information Officer Director IT

Middle Management ERP Consultants Project Managers IT Managers Information Systems Managers Information Security Managers

Junior Management Business Analysts Technical Analysts ERP Consultant Project Leads Audit Manager

Essential Skills

Understanding Customers

Customer Characteristics

Customer Motivations

Customer Need

Customer Constraints

Customer Decision making

Finding the optimal Solution to Customers problems

Be Customer-centric

Communication

Asking the RIGHT questions

Clarity and Content

Comprehension

Concern

Reinforcing the message

Active Listening

Interest, Engagement

Be Concise

Avoid Jargons

Verbal Communication: Listening

Effective Active Listening

Visualize

Encourage Buyer to Talk

Make No Assumptions

Paraphrase & Repeat

Monitor Non-Verbal

Pay Attention

Presentation

Presenting your product/service well

Differentiate

Establish Credibility

Build Desire

Move one step ahead

Organization

Be well-organized

Information about customers, prospects, product, competitors

Be able to use right information at the right time

Self-motivation

Rude Customers

Lengthy Sales Process

Difficult Prospects

Creativity & Innovation

New ideas/ Breakthrough ideas

Useful ideas

Leading to better results using lesser resources

Domain specific Knowledge

Generate alternatives

Engage in divergent thinking

Suspend judgment

Take risks

The flow of creativity

Relationship Management

Show Respect

Build Trust

Add value

Be ethical

Making a connection

We like, trust, and believe people who like us

Personal Qualities

Integrity

Honesty

Trust-worthy

Helpful & Concerned

Positive

Energetic

An Introduction to Teamwork

What is a Team?

Two or more individuals with a high degree of interdependence geared toward the achievement of a goal or the completion of a task.

Teams make decisions, solve problems, provide support, accomplish missions, and plan their work.

How is a Team Different from a Group or Committee?

Teams embody a collective action arising out of task

interdependency Members of the team agree on the goal Members agree that they must work together to achieve

the goal

Each member is viewed as having one or more important roles to play to successfully achieve the goal

There is less hierarchy within the unit than in most work

groups

There are Many Types of Teams Examples of Teams:

Athletic Team people working together to win a game Natural Work Group people working together every

day in same office with similar processes and equipment Business Team cross-functional team overseeing a

specific product line or customer segment Improvement Team ad hoc team with responsibility for

improving an existing process

Understanding

group behavior

Group Content - what is being said, the words, the discussion

Group Process - how the group works, methods, ways of making decisions, how people participate

Aspects of Group Process:

Communication Who talks to whom?

Who interrupts and how is it handled?

How are quiet members treated?

High and low participators? Shifts in participation levels?

Do people look at each other when they talk?

How are new members treated?

Aspects of Group Process:

Decision -making

What process does the group use to make decisions?

Is the process agreed upon by everyone?

Does the process change as group proceeds?

Does anyone make a decision and carry it out without agreement from the others?

Is there evidence of a majority pushing a decision

Are minority opinions heard?

Aspects of Group Process: Problem-

solving

Does the group take time to understand the problem?

Is the problem well articulated?

Is there time for brainstorming creative solutions?

Can the group move to from problem identification, identifying possible solutions, to

selecting solutions and implementation?

Group Problem Solving

Listen for common Themes Organize ideas Evaluate alternatives Manage conflict

Involve people

Get information

Develop plan

Generate ideas

Assign responsibilities

Find resources

Monitor progress

Motivate

Details/Finish

Presentation

IDENTIFY PROBLEM

Recognizing Dysfunctional

Behavior

Blocking

Aggression

Dominating

Withdrawing

Out of field behavior

Team Roles: Task

Initiating

Seeking and Giving Information

Clarifying

Summarizing

Consensus Taking

Accountability

Team Roles: Relationships

Communication Gatekeeping

Encouraging

Resolving Conflict

Acknowledging Feelings

Setting Standards/Norms

Openness

Attitudes for Effective Teamwork

Appreciation for value of team decisions

Respect for team members

Mutual trust

Openness to feedback

Reflection on group process and interest in improving

Shared vision

Characteristics of

Effective Teams?

Members have a clear goal

The focus is on achieving results

There is a plan for achieving the goal

Members have clear roles

Members are committed to the goal

Members are competent

They achieve decisions through consensus

There is diversity among team members

Members have effective interpersonal skills

They know each other well and have good relationships

More Characteristics

Each member feels empowered to act, speak up, offer ideas

Each member has a high standard of excellence An informal climate and easiness exists among

members

The team has the support of management The team is open to new ideas There is periodic self-assessment There is shared leadership of the team The team is a relatively small size There is recognition of team member accomplishments There are sufficient resources to support the team work

Effective Team-Building

There must be frequent and prolonged contact

Team members come together around a

specific goal or project

Effective teams go through four stages of

team development

Four Stages of Team Development

Forming

Storming

Norming

Performing

Every effective team goes through these life cycle stages

Forming

Team members are introduced and begin getting to know each other

Goals and tasks are established

Generally polite behavior among members

Norms are not understood

Storming

Members are sizing each other up and may feel more comfortable and voice their views

Members may compete for team roles

May argue about goals or how they should be accomplished

May choose sides against other members

Norming

Once issues are resolved, agreement

occurs around team

norms and expectations

Trust and common interests are developing

Roles and objectives are clarified and

understood

Performing

Members make contributions and are motivated by results

Leadership is shared according to members knowledge and skills

Norms and culture are well understood

Tasks get accomplished effectively and efficiently

EMOTIONAL INTELLIGENCE

IQ vs EQ

Definition of Intelligence

The ability to learn or understand or to deal with new or trying situations : the skilled use of reason

The cognitive abilities of an individual to learn from experience, to reason well, and to cope effectively with the demands of daily living.

What Do We Know About IQ?

Predicts school grades relatively well

Does not predict success in life

Predicts 6% of job success

Peaks in late teens

Culture-bound, Gender Bias, SES

Racial controversies

Gets you in the door

Professional schools (medicine, dentistry, law)

Can help you get hired (Harvard MBA)

Static

Intelligence Core Components End-StatesLogical-

mathematical

Linguistic

Musical

Spatial

Sensitivity to, and capacity to discern, logical

or numerical patterns; ability to handle long

chains of reasoning.

Sensitivity to the sounds, rhythms, and

meanings of words; sensitivity to the

different functions of language.

Abilities to produce and appreciate rhythm,

pitch, and timbre; appreciation of the forms

of musical expressiveness.

Capacities to perceive the visual-spatial

world accurately and to perform

transformations on ones initial perceptions.

Scientist

Mathematician

Poet

Journalist

Violinist

Composer

Sculptor

Navigator

Gardners Seven Intelligences

Gardners Seven Intelligences

Intelligence Core Components End-States

Bodily-

Kinesthetic

Interpersonal

Intrapersonal

Abilities to control ones body

movements and to handle objects

skillfully.

Capacities to discern and respond

appropriately to the moods,

temperaments, motivations, and desires

of other people.

Access to ones own feelings and the

ability to discriminate among them and

draw upon them to guide behavior;

knowledge of ones own strengths,weaknesses, desires, and intelligences.

Dancer

Athlete

Therapist

Salesman

Person with

detailed

accurate self-

knowledge

Emotional intelligence involves the abilities to perceive, appraise, and express emotion; to access and/or generate feelings when they facilitate thought

to understand emotion and emotional knowledge and

to regulate emotions to promote emotional and intellectual growth

Mayer & Salovey (1997)

What Is Emotional Intelligence?

Emotional intelligence is an array of non-cognitive capabilities, competencies, and skills that influence ones ability to succeed in coping with environmental demands and pressures

Non-Ability Factors Role: "individuals with identical IQ's may differ very markedly in regard to their effective ability to cope with their environment

Wechsler

Emotionally Intelligent Behaviour?

Decades of research now point to emotional intelligence as being the critical factor that sets star performers apart from the rest of the pack. The connection is so strong that 90% of top performers have high emotional intelligence.

Emotional intelligence is the "something" in each of us that is a bit intangible. It affects how we manage behavior, navigate social complexities, and make personal decisions to achieve positive results. E.I. Is The Set Of Abilities That Helps Us Get Along In Life With Other People In All Kinds Of SituationsMaurice Elias, Rutgers U.

Emotional IQ has 5 components

Self awareness

Managing emotions

Motivating ourselves

Empathy

Resolving conflicts/handling relationships

We are not born with social skills; we must learn them.

EI Factors

Intra-Personal

Emotional Self-Awareness

Assertiveness

Self-Regard

Self-Actualization

Independence

Inter-Personal

Interpersonal Relationship

Empathy

Social Responsibility

Adaptability

Problem Solving

Flexibility

Reality Testing

Stress Management

Stress Tolerance

Impulse Control

General Mood

Optimism

Happiness

Adding The Tools To The Toolbox

Clear Communication

Empathy

Self Awareness

Decision Making

Problem Solving

Sharing

Patience

Listening

Caring

Getting Along With Others

Gentleness

Perseverance

Self Motivation

Self Control

More Strategies

Peer Mediation

Deep Breathingexhale, Hold 2 Seconds-inhale

Yoga

Use Music To Build Self-esteem, Enhance Expression, Spur Motor Development, Stimulate Listening & Receptive Language

Lessons on hurtfulness of put downs followed by discussion of put ups

Plan on handling feelingsthink rather than react aggressively

Need To Model Gentleness

Sometimes nonverbal, supportive actions are all that is needed in the situation

Dont say

its not as bad as that

big girls dont cry

boys dont cry

it didnt hurt

Ability

Accurately identify emotions in people and objects

Question Types

Identify emotions in faces, landscapes, and designs.

How the Ability May Be Used

"Read" people's moods for feedback.

Identify Emotions

Ability

Generate an emotion and solve problems with that emotion

Question Types

How moods impact thinking; relating feelings to thoughts


Creating the right feeling to assist in problem solving, communicating a vision, leading people.

Facilitate Thought

Ability

Understand the causes of emotions

Question Types

Multiple choice emotion vocabulary questions.


Being able to predict how people will emotionally react.

Understand Emotions

Ability

Stay open to emotions and blend with thinking.

Question Types

Indicate effectiveness of various solutions to problems.


Integrate emotion and thought to make effective

decisions.

Manage Emotions

Negotiation skills

Negotiation- Introduction Negotiation: A process of bargaining by which agreement is reached between 2 or more parties. We all negotiate every day in a wide range of work and social situations. It is important to know how to negotiate for a number of reasons. During the negotiation course, we will explore why negotiating skills are important for you to be successful in business and in life.

So, .......What is Negotiation?

Negotiation takes place when two or more people, with differing views, come together to attempt to reach agreement on an issue. It is persuasive communication or bargaining.

Negotiation is about getting the best possible deal

in the best possible way.

Negotiation Skills

Types of negotiation

Distributive (win-lose)

Integrative (win-win)

Negotiation Skills

Planning the negotiation In any kind of negotiation the planning stage is probably the most important.

Too often in negotiations we go in badly prepared and end up giving concessions that reduce the overall profitability of the final deal. The importance of planning is in having a very clear idea before entering into the negotiation. 1. What are my objectives? 2. What does the other side wish to achieve? 3. What information will influence the final outcome of the negotiation? 4. What concessions can I make? 5. How am I going to achieve my objectives? 6. What part will other people play in the negotiation? Generally, the more time that is spent in planning and preparing for the negotiation, the more beneficial will be the final outcome.

Objectives

Before entering into the negotiation, you need to have a clear idea of your objectives and try to work out those of the other side. Ask yourself the following questions: 1. What exactly do I wish to achieve from this negotiation? 2. Which of my objectives: a. Must I achieve? b. Do I intend to achieve? c. Would I like to achieve? 3. What options or alternatives would be acceptable to me? 4. What are the other sides' objectives? 5. How does the other side see the negotiation?

Information

It has often been said that information is power. In any negotiation, there will be 4 types of information that is important to the final outcome. 1. What information do I have that the other side has also? 2. What information do I have that the other side does not have? 3. What information do I need to have before negotiating with the other side? 4. What information does the other side need before it can negotiate with me? This can be particularly important when negotiating with people who concentrate on price issues. What other things are important to this person? What pressures does he have on him to conclude the deal? How well is his company doing at the moment? How important is it that he deals with my company? etc.

Concessions Negotiating is a process of bargaining by which agreement is reached

between two or more parties. It is rare in negotiation for agreement to be reached immediately or for each side to have identical objectives. More often than not, agreements have to be worked out where concessions are given and received and this is the area where the profitability of the final outcome will be decided. When preparing for negotiation, it is advisable to write down a realistic assessment of how you perceive the final outcome, find out the limits of your authority within the negotiation and decide what you are willing and able to concede in order to arrive at an agreement which satisfies all parties.

Concessions have two elements- cost and value

It is possible during negotiations to concede issues that have little cost to you but have great value to the other side. This is the best type of concession to make. Avoid, however, conceding on issues that have a high cost to you irrespective of their value to the other side. When preparing for negotiations, ask yourself the following questions: 1. What is the best deal I could realistically achieve in this negotiation? 2. What is the likely outcome of the negotiation? 3. What is the limit of my authority? At which point should I walk away? 4. What concessions are available to me? What is the cost of each concession and what value does each have to either side?

Preparing for negotiations.

Put down Best deal, Acceptable deal & Worst acceptable deal The best deal : --------------------------------------- An acceptable deal: ------------------------------------------ The worst acceptable deal: --------------------------------------------

Negotiating Tactics

Controlling the climate What we mean by this is the buyer making the salesperson uncomfortable by becoming less friendly, or creating conflict . In this cold climate the salesperson seeks to put things right and is vulnerable to the other sides demands.

Negotiating Tactics

The use of silence During the negotiation, you may make a proposal and find the other party remains silent. This can be very difficult to handle and often signals `disapproval to the inexperienced negotiator. Just as nature abhors a vacuum, so silence induces the need in people to talk. If you have a proposal to make, make it and ask the other side how he, or she feels about it. Having asked the question, sit back and wait for the answer. Whatever you do, don't change your offer as this could seriously weaken your position.

The vice A common technique used by negotiators when presented with a proposal is to say You'll have to do better than that. This can be a very powerful statement, especially when used with broken record. The most powerful way of dealing with this is to ask them to be more specific. Whatever you do, don't weaken your negotiating position in response to the vice by giving anything away, too easily. This will only encourage repeat behaviour.

Negotiating Tactics

List of complaints This is where the buyer has a pre prepared list of complaints, not necessarily 100% accurate, designed to knock the confidence of the salesperson. Good preparation and knowledge of the account can diminish the effect of this. If necessary adjourn the meeting to check out the list

Negotiating Tactics

Negotiating Tactics Pre-conditioning This can begin before you even get together, or start your negotiations with the other party. Let us take a sales example: You telephone for the appointment and the other side says, aggressively: "Don't bother coming if you are going to tell me about price increases. You'll be wasting your time and I will be forced to speak to your competitors! When you do arrive you are kept waiting in reception for half an hour, without being told why. As you walk through the door into the other person's office they indicate for you to sit down, but don't look up. Instead, they sit leafing through your competitor's brochure, in silence, ignoring your efforts to make conversation. You are given an uncomfortable low chair to sit in that happens to be directly in line with the sun, shining into the office. At this stage, how confident do you feel?

The use of higher authority This can be a most effective way to reduce pressure in the negotiation by introducing an unseen third party and can also be effective in bringing the negotiation to a close. I need to have this agreed by my Board of Directors. If they agree to the terms we have discussed, do we have a deal? Be careful to use this device sparingly so that the other side does not begin to feel you have no decision-making authority yourself.

Negotiating Tactics

Negotiating Tactics Nibbling Negotiations can be a tiring process. As the point draws near when an agreement is likely, both sides exhibit a psychological need to reach agreement and get on with something else. You are very vulnerable as the other side reaches for their pen to sign the order form or contract to concede items that don't significantly affect the final outcome. Oh, by the way, this does include free delivery, doesn't it? Oh, by the way, the price of the car does include a full tank of petrol? Watch out for this.

Negotiating Tactics

The good guy and the bad guy You may have come across this tactic before or else seen it used in films or on television. This is a tactic designed to soften you up in the negotiation. For example, you are negotiating the renewal of your service contract with the Buying Director and his Finance Director. You present your proposal and the Buying Director suddenly gets angry and walks out in disgust muttering to himself about how unfair you have been and how the `relationship' is well and truly over. You pick up your briefcase and are being shown the door when the Finance Director smiles at you sympathetically and says I'm terribly sorry about that. He is under a lot of pressure. I would like to help you renew your contract, but he really will not consider the price you have suggested. Why don't I go and talk to him for you and see if we can agree a compromise? What is the bottom line on the contract? If you give me your very best price, I will see what I can do.

Negotiating Tactics

Body language It is important in negotiation to react verbally and visually when offers are made. You may have seen the more theatrical negotiators hang their heads in despair or accuse you of being unfair and souring a perfectly good relationship when you present your proposal.

The power of legitimacy People believe what they see in writing. We all assume that if a thing is printed or written down, it is non-negotiable.

Factors for success

Legitimacy of your case

Confidence in presenting it

Courtesy to the other party

Adaptation to the other partys style

Rapport

Incentives and trade offs

Research the bigger picture

Negotiation Skills

Leadership In The 21st Century

79

Leadership

Dynamic leadership influences

the attitudes of the people being

led!

Leaders must be charismatic,

inspirational, respectful,

and stimulating when leading!

80

Leadership

Leadership is defined as influencing others to work diligently toward achieving their goals.

81

1. Clearly stating your vision!

2. Explaining your plan for attaining your vision!

3. Instilling confidence and optimism!

4. Expressing confidence in those you lead!!!

Organizational Factors:

82

Customer-Focused

Process

Improvement

Teams

Valuing Diversity Communication Process-Focused Quality-Focused

Competency-Focused

Outcome-Focused

Life-Long Learning (Individual Skills)

Life-Long Learning (Organizational Skills)

12 Unique Insights On

Leadership

1. Become inspirational

2. Encourage elasticity of thinking -- be a visionary versus an operational comfort seeker

3. Identify, assess, and engage the very best talent

4. Become strategic rather than operational

5. Create a climate or spirit of celebration and applause -- spirited organizations excel

6. Be committed every day to putting the pickax to the mountain, find new ways to lift yourself and others higher

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12 Unique Insights On

Leadership 7. Be the source of possibility thinking

8. Let your co-workers know they are worthwhile and full of promise

9. Find disciplined, organized ways to focus on integrity, trust, credibility, and the commitment to do the right thing

10. Know that management is about today -- and leadership is about tomorrow!

11. Know that management is about process -- leadership is about purpose

12. Recognize success is not about perfection, it's about progress

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Create A Spirit-Filled,

Motivating Environment

Speak the right things

Influence their attitudes

Develop effective

listening skills

85

Leadership Core Competencies

1. Personal Mastery

2. Technical Skills

3. Interpersonal Effectiveness

4. Customer Service

5. Flexibility/Adaptability

6. Creative Thinking

7. Systems Thinking

8. Organizational Stewardship

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The Leadership Challenge

Focus on the individual members and the team

Provide employees and stakeholders the opportunity to develop and utilize their talents and strengths

Listen to employees concerns

Allocate the right resources for the right project, at the right time

Specify standards and expectations

Delegate responsibility through empowerment

Let employees and stakeholders identify their own interests and abilities

Lead by example: set the standard for excellence

87

Types of Leadership Style

Autocratic:

Leader makes decisions without reference to anyone else

High degree of dependency on the leader

Can create de-motivation and alienation of staff

May be valuable in some types of business where decisions need to be made quickly and decisively


Democratic:

Encourages decision making from different perspectives leadership may be emphasised throughout the organisation Consultative: process of consultation before decisions

are taken

Persuasive: Leader takes decision and seeks to persuade others that the decision is correct


Democratic:

May help motivation and involvement

Workers feel ownership of the firm and its ideas

Improves the sharing of ideas and experiences within the business

Can delay decision making


Laissez-Faire: Let it be the leadership responsibilities

are shared by all

Can be very useful in businesses where creative ideas are important

Can be highly motivational, as people have control over their working life

Can make coordination and decision making time-consuming and lacking in overall direction

Relies on good team work

Relies on good interpersonal relations


Paternalistic:

Leader acts as a father figure

Paternalistic leader makes decision but may consult

Believes in the need to support staff

SELF Management

WORK Management

PEOPLE Management

SELF

The first question every employer wants to know!

Self concept has three different components:

Self image - The view you have of yourself

Self esteem or self-worth - How much value you place on yourself

Ideal self - What you wish you were really like

Developing Self - What is Personality ?

Personality is the sum total of ways in which an individual reacts and interacts with others.

An individuals Psychological traits, characteristics, motives, habits, attitudes, beliefs and outlooks.

3 Vs of Communication

VISUAL VOCAL VERBAL

Body Language * (Eye Contact, Expressions, Gestures, Posture

Voice (Volume, Modulation, Pace, Pauses, Articulation)

Content (Dependant on knowledge & Visual/Vocal)

Presentation (Personal Hygiene / Personal Grooming

Body *

Self Management

Management of or by oneself; the taking of responsibility for one's own behaviour and well-being

The personal application of behavior change tactics that produces a desired change in behavior

Self-management is a key skill that will help you throughout your life. It involves setting goals and managing your time.

Contd

Self Management

Develop motivation and concentration skills to overcome the lure of procrastination.

Effective self-management will help avoid stress and provide more opportunities to get involved in campus/ career activities.

A key skill in self-management is self regulation.

Self-regulation refers to individuals monitoring, controlling and directing aspects of their learning for themselves.

Cont

Self-Management Skills- Predisposing, Enabling & Reinforcing factors

PREDISPOSING FACTORS

Am I able?

Self-confidence

Self-efficacy

Safe environment

Access

Is it Worth it?

Self-motivation

Enjoyment

Balanced attitudes

Beliefs

Knowledge

ENABLING FACTORS

Goal setting skills

Self-assessment

Self-monitoring

Self-planning

Performance skills

Coping skills

Consumer skills

Time management

Self-Management Skills-Predisposing, Enabling & Reinforcing factors

Self-Management Skills-Predisposing, Enabling & Reinforcing factors

REINFORCING FACTORS

Success

Family Support

Peer Support

Support professionals

Stages of Change

Self Management Achieved through..

Time Management

Handling distractions

Attitude/ Confidence Strategies

Mind and Body

Benefits of Self-Management

Its an ultimate goal of education

The development of independent, self-directed people who are capable of behaving appropriately and constructively without the supervision of others

Expected, but not often specifically taught!

12 Rules for Self-Management

Live by your values, whatever they are.

Speak up!

Honour your own good word, and keep the promises you make

When you ask for more responsibility, expect to be held fully accountable.

Dont expect people to trust you if you arent willing to be trustworthy for them first and foremost.

Be more productive by creating good habits and rejecting bad ones.

12 Rules for Self-Management

Have a good work ethic, for it seems to be getting rare today. Be interesting. Read voraciously, and listen to learn. Be nice. Be courteous, polite and respectful. Be considerate.

Manners still count for an awful lot in life. Be self-disciplined. Thats what adults are supposed to grow

up to be. Dont be a victim or a martyr. You always have a choice, so

dont shy from it. Choose and choose without regret. Look forward and be enthusiastic.

Keep healthy and take care of yourself. Exercise your mind, body and spirit .

WORK Management

Any employer is interested in hiring a productive individual who has well-developed self-management skills because such an employee can fit the companys requirements and show better productivity.

For employees its highly important to develop self-management skills and abilities because higher productivity paves the way for career promotion and professional advancement.

In any way, both the employer and the employee will benefit from developing abilities and skills for self-management at work

Work Management

Stress-Resistance

Problem Solving

Communication

Time Management

Memory

Physical Activity

Goals of Time Management To be able to have control over your life - manage your time, don't let it manage you! To be healthier and happier (less stress).

Seven Suggestions for Effectively Managing Your Time

1. Be Organized

2. Plan Ahead (Schedule it and it will happen!)

3. Prioritize Your Tasks

4. Avoid Overload

5. Practice Effective Study Techniques

6. Be Able to be Flexible

7. Have a Vision (why are you doing all of this?)

Managing People

A manager's most important, and most difficult, job is to manage people. You must lead, motivate, inspire, and encourage them. Sometimes you will have to hire, fire, discipline or evaluate employees.

People Management

Relationship Management Skills That Enhance Your Business

Whether you run a large company with hundreds of employees or a small business that knows all of its customers by name, great relationship management skills will always set you apart from your competitors and help you retain customers.

7 Subcategories In People Management

Employee motivation

Organizing people

Managing yourself

Team building

Giving feedback

Recruiting

Crisis management (handling people in war time)

Skill Sets for Relationship Management

Inspiration

Influence

Developing

Initiating Change

Managing Conflict

Teamwork

DOs

1. Always understand the bigger picture 2.Display passion 3. Add value. 4. Take initiatives but do not overdo it 5. Be nice and flexible 6. Never lose your temper 7. Take regular feedback 8. Never take lunches alone 9. Play by your strengths 10. Do not get obsessed with the dream job

RESUME WRITING

The first Step towards getting Hired

Purpose of a Resume

Your resume is a marketing tool. It needs to demonstrate:

That you are employable

How you meet the job and the organisation's requirements

That you have the right qualifications and education

That you have the right experience and skills

That you have the right level of professionalism for the job

How long should a Resume be?

There is no set length for a resume. A resume varies in length depending on your experience and education. If you haven't worked much before, one or two pages is best.

Make sure you don't pad out your resume. If your resume is only one page, as long as it's well-presented it might get better results than a big resume full of unnecessary information.

Order of a Resume

Generally it's always good to present the information on your resume in this order:

Contact details Opening statement List of key skills List of technical/software skills Personal attributes/career overview Educational qualifications Employment history/volunteering/work placements References

Does a Resume have to be changed for each Application..?

You need to tailor your resume to every job application so that it responds to the specific requirements of the job you're applying for.

You might not need to change much, but you do need to make sure your opening statement, your key skills and your personal attributes all respond to the needs of the role.

You should also tailor your resume to show how your education/ work experience specifically meets the needs of the job you're applying for.

... Contd

How to Tailor Your Resume -

Ways that you can tailor your resume include:

Using your opening statement to link your experience and education to the organisation and the requirements of the job

Listing your most relevant key skills first

Including examples of achievements that meet the advertised requirements of the job

Including specifically relevant key words and phrases throughout your resume (eg Skills, Jobs ,Activities, Qualifications

Software, Tools)

What your Resume Should include

Contact details

Opening Statement

Key Skills and Strengths

Technical / Software Skills

Personal Attributes

Educational History

Employment History

References

Testimonials

What your Resume Should NOT include

Personal information

Typos or Factual Errors

Images and Graphics

Content in Headers

Fancy Formatting

PDF versions of your Resume (unless asked in that format)

Some Tips for a Crisp Resume

Focus on the Employers needs, not yours.

Plan first

A great resume has two key sections

Assertions

The evidence section

A good Objective

Summary of Qualifications as a punch line

Skills and Accomplishments

Evidence

HOW TO PRESENT YOUR WORK HISTORY, EDUCATION, ETC.

Experience . List jobs in reverse chronological order

Education . List education in reverse chronological order, degrees first, followed by certificates and advanced training. Set degrees apart so they are easily seen. Put in boldface whatever will be most impressive

Awards

Professional Affiliations

Civic/ Community Leadership

Personal Interests

References

A FEW GUIDELINES FOR A BETTER PRESENTATION

The resume is visually enticing, a work of art. So Make sure to ..

.. keep it simple, clean structured, very easy to read. symmetrical, balanced and uncrowded

.. there is uniformity and consistency in the use of italics,

capital letters, bullets, boldface, and underlining

.. No errors. No typographical errors. No spelling errors. No grammar, syntax, or punctuation errors. No errors of fact.

... Contd

GUIDELINES FOR A BETTER PRESENTATION

All the basic, expected information is included.

Jobs listed include a title, the name of the firm, the city and state of the firm, and the years.

It is targeted.

Strengths are highlighted / weaknesses de-emphasized. It has focus.

Use power words.

... Contd

GUIDELINES FOR A BETTER PRESENTATION

Show you are results-oriented.

Writing is concise and to the point.

Vary long sentences with short punchy sentences.

Right font.

Good paper

Shorter is usually

Watch your verb tense.

Dont repeat a power verb or adjective in the same paragraph.

Break it up.

Experience before educationusually (*).

Telephone number that will be answered.

PERSONAL INTERVIEW

Assessment Parameters in Personal Interviews.

Technical Skills

Communication skills

Critical thinking

Personal management

Leadership

Adaptability

Assessment Parameters in Personal Interviews

Organization Skills

Motivation

Problem Solving

Maturity

Professional Judgment

Ability to learn

Dos First Impression

Business professional dress, unless notified otherwise

Carry a binder/portfolio to contain resumes, personal calendar, pen

Dont chew gum or bring beverages or food

In the beginning. . . Company Research

Read the Job Description and the knowledge, skills and abilities required before applying.

Assess the value of what you have to offer to the organization. How does your experience apply to what is required for the job?

Become familiar with the organization and its profile.

Be realistic! Know your qualifications and limitations.

In the beginning

Research the industry/company

Identify reasons for wanting to work or having interest in that industry/company

Recall situations that show favorable behaviors/actions

Analyze the skills the employer is seeking

Practice answering common interview questions

Prepare questions to ask the employer

Applications & Resumes

Fully complete the application without being too lengthy. Resumes should be brief and to the point (1-2 pages). Both must be ERROR FREE!

Make sure all information is accurate and captures what you have done in each job.

Document your qualifications. NEVER assume anything.

The application DEADLINE date is exactly that. Plan ahead!

Dos & Donts First Impression

Convey enthusiasm, confidence, friendliness

Convey maturity and professionalism

Know your nervous body language tendencies and avoid them

Be articulate

Take time to reflect, if necessary, before answering

Be aware of your eye contact

Body Language

Be sure to smile

Dont hurry gestures/movements

Use good posture

Lean forward while listening and answering questions

Make eye contact

Use mirroring

DOs

Dress appropriately for the industry. When in doubt, go conservative.

Personal grooming and cleanliness should be impeccable.

Keep cologne or perfume to a minimum. Pay particular attention to hands and fingernails.

Arrive 10 minutes early.

Treat other people you encounter with courtesy and respect. Their opinions of you might be solicited during the hiring process.

DOs

Offer a firm handshake, make eye contact, and have a friendly expression when you are greeted by the interviewer.

Listen to be sure you understand your interviewers name and the correct pronunciation.

Even when your interviewer gives you a first and last name, address your interviewer by Mr. Or Ms. And the last name, until invited to do otherwise.

Maintain good eye contact during the interview.

Sit still in your seat; avoid fidgeting and slouching.

DOs Respond to questions and back up your statements about

yourself with specific examples whenever possible.

Ask for clarification if you dont understand a question; and be thorough in your responses while being concise in your wording.

Use good grammar and good diction. Say yes, not yeah. Dont fill pauses with um, uh or ah. Dont punctuate sentences with you know, like, see or okay.

DOs Watch the tone of your voice. While it might be trendy

among your friends to up speak (end sentence with a higher tone of voice so that sentences sound like questions), this habit will kill your credibility during the interview.

Answer the question and use professional experiences or descriptive information to demonstrate how you would react or respond to a situation.

Treat the interview seriously and show interest in the employer and the opportunity presented and respond to questions in a positive manner.

DOs Make sure answers have a definite flow. In the beginning

state major points you want to make; in the middle expand upon those points or ideas, and in the end reinforce your key points and end on a positive note.

Evaluate the interviewer and the organization. An interview is a two-way street.

Make sure you understand the employers next step in the hiring process; know when and from whom you should expect to hear next.

Donts

Be negative

Use ums/likes

Exaggerate or lie

Have your cell phone turned on

Interrupt the interviewer

Engage in a debate

Use acronyms

Donts

Dont make excuses. Take responsibility for your decisions and your actions.

Dont make negative comments about previous employers or supervisors (or others).

Dont treat the interview casually, as if you are just shopping around or doing the interview for practice. This is insulting to the interviewer and the organization.

Dont give the impression you are only interested in salary. Dont act as though you would take any job or are desperate for

employment. Dont chew gum or smell like smoke. Dont take cell phone calls during an interview. If you carry a cell

phone, turn it off during the interview

Tell me about yourself.

A dreaded, but very common question.

Importance: First Impression still malleable Tone of interview Provide depth to resume Insight into who you are Share information the employer may not already

know and present it in a way that connects to the position you are seeking.

Direct Questions

Direct questions often require only a short answer with minimal elaboration

Examples:

Are you able to

Are you willing to relocate?

Are you willing to travel?

The best predictor of future performance is past performance in similar situations. Provide specific examples/situations based on actual past behaviors, instead of based on responses to hypothetical questions.

Behavioral interviewing

Be Prepared for Behavior-based Questions

Describe a time when you were faced with problems or stresses at work that tested your coping skills. What did you do?

Give an example of a time when you had to be relatively quick in coming to a decision.

Give me an example of an important goal you had to set and tell me about your progress in reaching that goal.

Give me an example of a problem you faced on the job, and tell me how you solved it.

Tell me about a situation in the past year in which you had to deal with a very upset customer or co-worker.

Your Response Strategy:

The STAR Technique

Situation

Task

Action

Result

What to do after the interview?

Courteously thank the interviewer(s) for the opportunity to interview with the agency.

Extend a handshake and exhibit enthusiasm about the career opportunity.

Consider following up with a thank you note or e-mail of appreciation to the interviewer(s) to further show your interest.

Group Discussion

Group Discussion

Group Discussion is a modern method of assessing students personality.

It is both a technique and an art and a comprehensive tool to judge the worthiness of the student and his appropriateness for the job

Group Discussion

The term suggests a discussion among a group of persons.

The group will have 8 & 12 members who will express their view freely, frankly in a friendly manner, on a topic of current issue.

Within a time limit of 20 to 30 minutes, the abilities of the members of the group is measured.

Pre-requisites of a Group Discussion

Topics given by panelists

Planning and preparation

Knowledge with self-confidence

Communication skills/ power of speech

Presentation

Body Language and personal appearance

Being calm and cool

Listening skills

Co-operation.

Salient features

Topic may be given to judge your public speaking talent.

Discussion revolves around a specific subject.

The examiner does not interfere once he announced the topic.

Maintain cordiality and for free expression of thought and opinion.

Benefits in Group discussion for Self

Shed your shyness, nervousness & inhibition.

Stimulation of thinking in anew way.

Expansion of knowledge

Understanding of your strength and weakness

Benefits in Group discussion for Employer

Your true personality is revealed and qualities of leadership crystallize.

Evaluation parameters

- Language skills

- Academic knowledge

- Leadership skills

- People handling skills

- Team work

- General knowledge.

Three requisites for group discussion

Extensive knowledge base related to state, country and globe.

Areas are politics, sports, science & trade commerce, Industry and Technology, MNC, ect.

Analyze the social, economical issues logistically .

What skills are judged in group discussion?

How good you are at communication with others. How you behave and interact with group. How open minded are you. Your listening skill. How you put forward your views. Your leadership and decision making skills. Your analysis skill and subject knowledge. Problem solving and critical thinking skill. Your attitude and confidence.

Dos in group discussion

Initiate the GD if you have adequate knowledge

Appropriate to the issue .

Keep eye contact while speaking

Make original points & support them by substantial reasoning.

Listen to the other participants actively & carefully.

Whatever you say must be with a logical flow,& validate it with an example as far as possible.

Make only accurate statements.

* Modulate the volume, pitch and tone. * Be considerate to the feelings of the others. * Try to get your turn. * Be an active and dynamic participant by listening. * Talk with confidence and self-assurance. * Quality more important than quantity * Consistency

Dos in group discussion

Donts during group discussion

Being shy or nervous

Interrupting another participant before his arguments are over

Establish your position and stand by it

Change opinions

Dont make fun of any participant even if his arguments are funny.

Donts during group discussion

Dont engage yourself sub-group conversation.

Dont repeat and use irrelevant materials.

Address yourself to the examiner.

Worry about making some grammatical mistakes (for your interest & the matter you put across are important).

Important points in group discussion

Be assertive: An assertive person is direct & honest careful about not hurting others self-respect.

A patient listener: listening to another person is one way of showing appreciation.

Right language : Words can make friends & right words at the right time make for the best results.

Be analytical and fact-oriented : It is necessary to make relevant points which can be supported with facts

& analyzed logically.

Important points in group discussion

Accept criticism : If any member of the group criticizes or disapproves a point, it is unwise to get upset or react sharply.

In case the criticism is flimsy, the same can be pointed out politely.

Maximize participation ; one must try to contribute fully, vigorously & steadily throughout the discussion.

Show leadership ability: A group discussion also evaluates your leadership qualities

Suggestions

Never try to bluff.

Practice group discussion with friends on different subjects.

Remember ! speech is a powerful weapon

TYPES OF GDS

Normal a topic is given by the coordinator Case study a printed case study is given Role play a situation is described

BEGINNING A GD

Beginning can put you into jeopardy or command The opening speaker gets the maximum

uninterrupted time

The dangers may be marked as a person who speaks without

thinking may also be marked as a person who leads the

group in the wrong direction

Therefore Speak only if you have enough sensible things to

say

CONCLUDING A GD

Summarize the discussion at the end

Accommodate dissenting viewpoints

Do not force a consensus. It will backfire you

HOW TO RUIN YOUR GD ? Start shouting right from the beginning

Make aggressive and threatening gestures

Point out the errors of others and make fun of them

Keep changing your stand continuously

Always contradict what others have to say

Maintain a sardonic smile on your face Ask other members of the group to shut up

Keep yawning from time to time. Maintain a blank look

on your face

An internship is a temporary position with an emphasis on on-the-job training rather than merely employment, and it can be paid or unpaid

Internship What is an Internship?

It is an opportunity offered by an employer to potential employees, called "interns", to work at a firm for a fixed, limited period of time. Unlike conventional employment, internships have an emphasis on training rather than the main employment itself.

THE INTERNSHIP EXPERIENCE

It offers students a period of practical experience in the industry relating to their field of study. This experience is valuable to students as a means of allowing them to experience how their studies are applied in the "real world", and as work experience that can be highly attractive to potential employers on a candidate's resume.

It provides a great opportunity for prospective employees to gain experience in a particular field or industry. .. To determine if they have an interest in a particular career, create a network of contacts, or gain university module credits. Interns may also have the possibility of putting themselves forward for forthcoming opportunities for paid work, during their

Why do an Internship ?

Why do Companies offer Internship?

Short Term In the short-term, they provide employers with cheap (and sometimes even free) labour

Long-term, Employers can use internships as an effective way of advertising their graduate jobs and/or schemes to students. The prospect of hiring ex-interns after graduating is also very appealing to employers because these graduates already understand the company and the job they will be doing. Ex-interns require little or no training.

Internships are an Experience

Interships are also very useful to interns themselves as they offer the chance to find out what working for a particular company, or within a certain industry, is really like. Internships also allow interns to make contacts with managers and recruiters, which can later be used to negotiate full-time employment.

. Objectives of an Internship

Trial Run One of the main objectives of an internship is to expose you to a particular job and a profession or industry. While you might have an idea about what a job is like, you wont know until you actually perform it if its what you thought it was, if you have the training and skills to do it and if its something you like.


Resume Building When you apply for jobs, the more experience and accomplishments you have, the more attractive youll look to a potential employer.


Potential Job If you like your internship, you have the opportunity to excel and possibly land a job with the company. Employers have an easier time hiring a person they know because they can get a feel for that persons work ethic, skills, creativity, ability to work with others and overall fit with a company. Do more than youre required to do, learn the office politics and make friends with key people to increase your chances of landing a job with the company.

Just because you have an internship with a specific title or well-known company doesnt mean your internship will help you land a nice gig.

Make an impact where you work by asking for responsibility and looking for ways to achieve

accomplishments.

Be willing to work more hours than youre required and ask to work in different departments to expand your skill

set.

Dont just fetch coffee, make copies and sit in on meetings, even if thats all it will take to finish your internship.

Learning Objectives for Internships

What will I be able to do as a result of this internship experience?

Apply Classroom Theory What have I learned in the classroom, which relates to the world of work? How are the concepts I have read about in textbooks applied in practice? What theories , ideas, or concepts might be applied in my career area?

Skill Development What new skills will I learn or hope to learn during the internship? .

Learning Objectives for Internships

Personal Development How will I benefit personally from the internship experience? During your internship, make a special effort to observe the personal style of supervisors and colleagues. Be able to identify clear examples of leadership styles that either promote good working relationships or hinder a productive work environment. Note how to deal with pressure, tension, and praise in work relationships.

Examples of Learning Objectives

Vague learning objectives: I want to learn all about working in a consultant's office.

Specific learning objectives: I will learn the methods involved in researching consumer behaviour

Vague learning objectives: I will learn about Human Resources Management.

Specific learning objectives: I will study labour laws.

Vague learning objectives: This internship will give me experience in accounting

Specific learning objectives: I plan to study the methods of cost accounting used by this firm

Core Benefits of Doing an Internship Dedicatedly

Gain Valuable Work Experience An internship provides the opportunity to gain hands on work experience that you just cant get in the classroom. First time job seekers and career changers arent usually desirable candidates, but companies are willing to train them as interns and give them the experience they would need to get a job. Have an Edge in the Job Market Employers are usually more concerned with your work experience than your qualifications and internships are often the only way to get the work experience you need to secure a job, so they're a vital part of your resume. Many employers prefer or require applicants who have done an internship or relevant work experience and in many of the more competitive job markets it is essential to set you apart from the others.

Transition into a Job Employers see interns as prospective employees and many finish their internships and continue working with the company full time. Internships are the number one way for employers to find new staff in the US. Think of it as a really long interview, after which youve proved that you are a capable and hardworking employee. Just as youre giving the industry and the company a trial run, theyre doing the same for you. Decide if this is the Right Career for You If youre not sure if this is the right career for you, doing an internship is a great way to try it out. Internships are generally short-term, so you can test your future career without committing and find out if it is a career that will satisfy you.


Networking Opportunities Internships are a great way to meet people in your field. Even if you have experience, knowing people never hurts. An internship allows you to meet people who might help you land a job later on and give you the contacts in the industry youre trying to break into. Plus, references from people in the industry will really add weight to your application. Gain Confidence Getting experience is a great way to build your confidence. What's more, if you have an impressive resume, you will be more confident in your chances of securing a job. After youve done an internship, if an interviewer asks if you know how to do something, you wont say um, yes, I think I would be able to do that" but can say absolutely" and supplement your assertion with examples.


Don't Make These 10 Internship Mistakes

Scoffing at boring or menial tasks. You might wonder what being good at photocopying has to do with your ability to

do higher-level work. But if you excel at the boring tasks and do them cheerfully, you may be given more interesting assignments. That's because when you start as an intern, you typically haven't proven yourself in the work world.

If you do a great job on the boring work, show that you pay attention to detail, follow instructions, and care about quality, you're more likely to be trusted with more interesting work. So it's important to go into the job determined to do every task well, no matter how menial.

Dressing inappropriately. If you look like you're dressing for a class rather than a job, you'll signal that you don't take your job seriously. So pay attention to how higher-ups in your office dress and mirror that level of formality.

Being too casual. Even informal workplaces tend to

be more formal than a campus atmosphere, and interns need to adapt. That means don't put your feet up on your desk, use text-speak in emails,or swear, when you realize you made a mistake.

Ignoring the office culture. Office culture is the invisible force that tells you "how things are done around here." You can pick up on it by observing how others in the office behave.

For instance, if people lower their voices when taking

phone calls or avoid walking through the halls on the phone, do the same. If they're precisely on time for meetings, you should be too.

While these things may sound small, they'll help you

come across as someone who fits into a professional setting.

Segregating yourself with the other interns. It might be tempting to hang out with your peer group, but make sure that you get to know other employees too, including those who are older. More experienced co-workers are generally better positioned to give you career advice, help you connect to a future job, and provide strong references. Not asking for feedback. If your manager doesn't offer up much feedback, ask how you are doing and what you could do better. And welcome critical or corrective feedback; that's how you'll learn and get better at what you do.

Neglecting to thank people who help you. If a co-worker takes the time to help you learn something, make sure you offer a sincere thank you. People who feel appreciated are more likely to go out of their way to help you again. Not paying attention when something doesn't involve you. Part of the value of an internship is that you can absorb a ton of information about how things work in your field, even things beyond the scope of your immediate work. So pay attention even when something isn't directly relevant to your worklike during meetings that would otherwise be boring.

Talking more than listening. You might think that you have plenty of answers, but before you offer up new ways of doing things, soak up as much information as you can about how the organization works and why things are done the way they're done. Not keeping in touch once your internship ends. Once you're back at school or in another job, make sure that you stay in touch with the manager and co-workers from this internship. The occasional email about what you're up to can maintain the relationship and build professional relationships that can help you for years to come.

Thank You

CTM Course

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