Applied Intuitive Solutions

Evidence-Based Solutions

How can I define a process to plan and manage the inbound flow of material?


  1. Commence process to plan the receipts of inbound material receipts.
  2. Commence process to manage the inbound material flow.
  3. Commence system to monitor the performance of the inbound delivery.
  4. Design and initiate subsystem to manage the flow of returned products.
  5. Initiate a quality assurance system to control the quality of returned parts.




How can I design and implement a system to enhance logistics governance?


  1. Reframe distribution customer service requirements as logistical requirements.
  2. Initiate a system that enhances the design of logistics network.
  3. Establish a project environment and deliver outsourcing requirements.
  4. Design a process to effectively develop and maintain a delivery service policy.
  5. Install process to optimize transportation schedules and costs.
  6. Establish the Define key performance indicators as measures of logistical performance.
  7. Design system to assist in defining reverse logistics strategy.




How can I design a system to enhance lot traceability?


  1. Initiate a process to identify a real-time lot numbering system.
  2. Design a process to enable managers to assess the history of lot use.
  3. Initiate the process to enable manages to assess the history of lot use.
  4. Assess the lot use history.
  5. Monitor and update lost use history




How can I design a system to enhance the flow of materials?


Design and implement system to provide logistics governance. Develop system to plan the flow of inbound materials. Initiate subsystem to manage the flow of inbound materials. Design system to improve warehouse operations. Initiate subsystem to manage outbound transportation.




How can I design a process to effectively manage warehouse operations?


  1. Initiate inventory system to track inventory product deployment in real time.
  2. Implement subsystem to receive inbound deliveries.
  3. Implement quality control subsystem to inspect inbound deliveries.
  4. Implement warehousing subsystem to store inbound deliveries.
  5. Implement inventory management tracking subsystem to track product availability.




How can I implement a process to effectively manage warehouse operations?


  1. Specify requriements for inventory system to track inventory product deployment in real time.
  2. Design system and subsystems to receive inbound deliveries.
  3. Implement quality control subsystem to inspect inbound deliveries.
  4. Design warehousing subsystems to store inbound deliveries.
  5. Design inventory management tracking subsystem to track product availability.
  6. Engage in validation, verification, and testing at the unit, subsystem, and integration levels of acceptance.
  7. Implement operational system.




How can I design a process to effectively manage shipping operations?


  1. Implement a real time system to pick product for delivery.
  2. Implement a system to pack product for delivery.
  3. Implement a system ship product for delivery.
  4. Implement process to monitor track the accuracy of inventory in real time.
  5. Ensure that tracking system also tracks third-party logistics storage.
  6. Ensure that tracking system also monitors shipping performance.
  7. Implement subsystem to maintain the inventory for physical inventory finished goods.




How can I effectively operate outbound transportation when shipping products?


  1. Implement distribution subsystem to operate outbound transportation.
  2. Design and implement a system to plan the shipping of outbound products.
  3. Design and implement a system to transport outbound products.
  4. Design and implement a system to deliver outbound products.
  5. Implement a system to monitor the delivery of the performance record of carriers.




How can I implement a system to manage the details of the distribution process?


  1. Implement a system to manage the transportation fleet.
  2. Implement a system to process carrier invoices.
  3. Implement a system to process distribution related documents.
  4. Implement a system to audit carrier invoices in real time.
  5. Implement a system to audit distribution documents in real time.
  6. Implement a system that enables organization to initiate and manage reverse logistical operations.




How can I deliver effective service?


  1. Initiate a process to introduce a governance program for service delivery.
  2. Initiate a process to introduce strategies for service delivery.
  3. Design a system to manage the resources of service delivery.
  4. Implement a system to manage the resources of service delivery.
  5. Design a system to deliver service to customers.
  6. Implement a system to deliver service to customers.




How can I initiate a process to introduce a governance program for service delivery?


  1. Implement a system to manage the governance of service delivery.
  2. Initiate a system to maintain the governance of service delivery in real time.
  3. Implement a management system to ensure effective service delivery.
  4. Implement a process to enhance the performance of service delivery in real time.
  5. Implement a process to manage the development of service delivery capabilities.
  6. Implement a process to manage the direction of service delivery.
  7. Implement a process to capture the feedback of customers regarding the satisfaction of service delivery.




How can I target service delivery strategies that improve customer relations?


  1. Implement a strategic system that enables management to unify business and service delivery goals.
  2. Design a process enables manages to more rapidly define responsive labor policies.
  3. Implement a process that enables mangers to evaluate the availability of resources in real time.
  4. Assess the supply constraints and employ these to manage the network for service delivery.
  5. Form a team to model the process for service delivery.
  6. Initiate a quality assurance process to assess and validate the procedures governing service.
  7. Design the environment of service delivery including systems and infrastructure.




How can I initiate a process to manage the available resources for service delivery?


  1. Initiate a real time system to manage the demand for service delivery resources.
  2. Establish a project team to complete the resources plan.
  3. Design a system to facilitate the management of the demand for service-delivery resources.
  4. Implement the system to facilitate the management of the demand for service delivery resources.
  5. Monitor the system for performance and reliability.
  6. Adjust the system to improve productivity of service delivery.




How can I initiate a real time system to manage the demand for service delivery resources?


  1. Design a process to continuously monitor the pipeline.
  2. Implement a process to continuously monitor the pipeline.
  3. Link forecasting system to demand history to develop a baseline for forecasting.
  4. Design process to encourage customer collaboration.
  5. Implement and assess process to encourage customer collaboration.
  6. Initiate secondary process to build consensus forecast.




How can I initiate a real time system to assist in fulfilling the demand forecasting requirements?


  1. Design a system to assist managers in determining the range of skills available to deliver current customer orders.
  2. Design a system to assist managers in determining the range of skills available to deliver forecast customer orders.
  3. Initiate a quality control process to continuously monitor activity against forecast.
  4. Initiate system to employ activity against forecast information to revise forecast.
  5. Initiate process to assess approach to forecasting.
  6. Initiate process to use assessments to update the accepted approach to forecasting.
  7. Implement system to assess accuracy of forecasting.




How can I establish a project team to complete the resources plan?


  1. Form management team to create the project team’s skills taxonomy.
  2. Employ a management process to continually assess and update the team’s skills taxonomy.
  3. Form a management team to build a human resources plan.
  4. Initiate a system to align the demand for human resources with the available capabilities.
  5. Initiate a system to align the demand for human resources with the available skills.
  6. Initiate a system to align the demand for human resources with the available capacities.




How can I create an environment to expand my pool of human resources?


•• Initiate a process to assist in collaborating with suppliers to supplement skills. •• Initiate a process to assist in collaborating with suppliers to supplement capabilities, •• Initiate a process to assist in collaborating with partners to supplement skills. •• Initiate a process to assist in collaborating with partners to supplement capabilities. •• Implement a system to assist with identifying critical resources. •• Implement a system to assist with identifying supplier capacity. •• Implement a system to assist with monitoring and managing the capacity and availability of human resources.




How can I design an environment to facilitate the skills development of service-delivery staff?


•• Form a service-delivery management team to finalize a training plan for service-delivery resources. •• Form a skills development team to finalize training materials and iSOD™ capabilities. •• Initiate a process to enable the management team to establish appropriate training schedules. •• Prepare a team to deliver operations training. •• Prepare a team to deliver technical training.




How can I design an environment to manage the skills and capabilities development of service-delivery staff?


•• Establish an environment to deliver skills testing. •• Establish an environment to monitor skills testing. •• Establish an environment to control skills testing. •• Establish an environment to deliver capabilities testing. •• Establish an environment to monitor capabilities testing. •• Establish an environment to control capabilities testing. •• Initiate a management process to assess the effectiveness of skills and capabilities training programs.




How can I design an environment to manage the skills and capabilities development of service-delivery staff?


•• Establish an environment to deliver skills testing. •• Establish an environment to monitor skills testing. •• Establish an environment to control skills testing. •• Establish an environment to deliver capabilities testing. •• Establish an environment to monitor capabilities testing. •• Establish an environment to control capabilities testing. •• Initiate a management process to assess the effectiveness of skills and capabilities training programs.




How can I initiate a process to effectively deliver a service to the customer?


•• Prepare an environment to assist in delivering service to customers. •• Initiate a process to assist with executing service delivery. •• Implement a risk management system to assist management with reviewing the contractual terms and conditions. •• Initiate a management process that assists management with mastering the customer requirements. •• Initiate a management process that enables management to refine the customer requirements.




How can I manage the service delivery planning process?


•• Establish the service-delivery planning environment. •• Initiate a process the update the project plan. •• Initiate a subprocess to revise the technical details of the project plan. •• Initiate a subprocess to gain management approval of the project plan. •• Initiate a process to assess customer business objectives. •• Initiate management process to sign-off on the readiness of the service-delivery environment.




How can I establish a management environment that enables me to plan for service delivery?


•• Initiate a management process to identify human resources. •• Initiate a management process to select human resources. •• Initiate a management process to assign management resources as required. •• Initiate a system that enables management to effectively define people objectives. •• Form a management team to define the service delivery rules-of-engagement. •• Implement a system that enables management to finalize the plan for service delivery. 




How can I establish a management environment that enables me to effectively execute service delivery?


•• Implement a management system that enables me to analyze the service delivery environment. •• Implement a management system that enables me to analyze the needs of the customer. •• Initiate a process that enables management to define an effective service delivery solution. •• Initiate a process that enables management to engage quality control to validate the solution. •• Initiate a process that enables management establish the solution for the service delivery organization.




How can I establish a management environment that enables me to monitor and update service management solutions?


•• Initiate a process that enables management to monitor service delivery solution. •• Initiate a process that enables management to identify changes to the service delivery solution. •• Initiate a process that enables management to update service delivery solution. •• Initiate a review process that enables management to obtain approval to proceed with the solution. •• Initiate a process that enables management to make build or buy decisions as a solution. •• Initiate a process that enables management to deploy the service management solution.




How can I establish a management environment that enables me to complete the service delivery process?


•• Implement a system that enables me to execute a service delivery review. •• Implement a subsystem that enables me to execute a service delivery project review. •• Implement a subsystem that enables me to assess the success of the service delivery solution. •• Implement a subsystem that enables me to complete the financial management activities of service delivery. •• Implement a subsystem that enables me to finalize the financial management activities of services delivery.




How can I establish a management environment that enables me to finalize service delivery?


•• Implement a management system that enables management to confirm service delivery according to contract terms and conditions. •• Implement a subsystem that enables me to release resources. •• Initiate a process that enables me to supervise the completion of service delivery. •• Implement a subsystem that enables me to collect and store knowledge as lessons learned. •• Implement a management subsystem that enables the service delivery organization to archive information and records. •• Implement a management subsystem that enables the organization to update all service delivery systems and processes.




How can I initiate a process to effectively manage customer service?


•• Initiate a system to deliver a customer care strategy. •• Initiate a system to deliver a customer service strategy. •• Implement a planning process to manage customer service contacts. •• Implement a process to effectively manage customer service contacts. •• Implement a process to deliver post-sales service of products.




How can I initiate a process to enhance the quality of products?


•• Initiate a process to manage product recalls. •• Initiate a process to manage regulatory audits. •• Implement a quality assurance process to assess the operations of customer service. •• Implement an assessment program to determine customer satisfaction levels. •• Enhance customer service in real-time as required.




How can I initiate a system to deliver a customer care strategy?


•• Initiate a process to establish the customer service requirements for the enterprise by core process. •• Initiate a process to frame the customer service experience. •• Implement a system to clarify the channel strategy for customer service. •• Initiate a process to manage the channel strategy for enterprise-wide customer service. •• Finalize the policies governing customer service.




How can I initiate a system to enable me to manage the product recall process?


•• Implement the procedures governing the customer service process. •• Charter a team to introduce the service level targets for each customer segment. •• Initiate a process to specify the warranty terms and conditions. •• Finalize the strategies that govern the recall of products. •• Monitor the product recall process and report on findings.




How can I initiate a process to specify the warranty terms and conditions?


•• Initiate a process to specify warranty policies. •• Initiate a system to document the warranty policies. •• Initiate a process that enables management to establish warranty rules. •• Initiate a process that enables customer service to manage warranty rules. •• Initiate a process to develop warranty rules to resolve issues of product consistency.




How can I initiate a process that enables customer service organizations to manage warranty obligations?


•• Initiate a process to enable customer service organizations to manage warranty rules of products. •• Initiate a process that enables customer service to create claim codes for products. •• Initiate a process that enables customer service organizations to manage claim codes for products. •• Initiate a process that enables customer service organization to share warranty responsibilities with suppliers. •• Initiate a process that enables management to finalize warranty terms and conditions for customers.




How can I initiate a process that enables management to govern the warranty and recall strategies?


•• Initiate a system that enables management to effectively communicate the policies governing warranties. •• Initiate a subsystem that enables management to effectively communicate warranty terms and conditions. •• Initiate a process that enables management to define a recall strategy. •• Initiate a subsystem that enables management to publish the recall strategy. •• Initiate a subsystem that enables management to issue recall announcements. •• Initiate a subsystem that enables management to manage the entire product recall process.




How can I initiate a process to effectively plan customer service contacts?


•• Implement planning process to identify customer service contacts. •• Initiate design process to define the requirements for the customer service organization. •• Plan the process to enable customer service to prioritize problems. •• Plan the process to enable management to address customer service problems. •• Plan the process to manage the customer service requests in real time. •• Finalize plan to initiate real time process to enable customer service to address all inquiries.




How can I employ the organization transition program to initiate a process that effectively implements customer service mediation?


•• Implement virtual system to address customer complaints within the constraints defined by procedures. •• Implement a system to process returns in real time. •• Implement system to report negative incidents to the appropriate individuals identified by the procedures. •• Implement real time monitor system to identify risks to customer service operations. •• Implement system to rapidly report risk to designated regulatory authorities. •• Implement correct actions as specified by designated authorities.




How can I employ the organization transition program to initiate a process that effectively manages customer service contracts?


•• Initiate a process that enables the appropriate organization to plan customer service contracts. •• Initiate a process that enables the appropriate organization to manage customer service contracts. •• Initiate a process that enables the appropriate organization to form the customer service teams that manage the customer service contracts. •• Initiate a process that enables the appropriate organization to manage the customer service teams that reconcile the customer service contracts. •• Initiate a process that enables management to automate repetitive contract management tasks.




How can I employ the organization transition program to initiate a process that effectively manages customer transactions?


•• Initiate a process that enables the appropriate organization to manage customer service requests. •• Initiate a process that enables the appropriate organization to manage customer service inquiries. •• Initiate a process that enables the appropriate organization to manage customer service complaints. •• Initiate a process that enables the appropriate organization to resolve customer service complaints. •• Initiate a process that enables the appropriate organization to manage customer service problems




How can I employ the organization transition program to initiate a process that effectively manages the primary governance roles and responsibilities?


•• Initiate a process that enables the appropriate organization to process product returns. •• Initiate a process that enables the appropriate organization to complete product returns. •• Initiate a process that enables individuals to report incidents to the appropriate GRC organization. •• Initiate a process that enables individuals to report incidents to the appropriate regulatory body. •• Initiate a process that enables individuals to report risks to the appropriate GRC organization. •• Initiate a process that enables individuals to report risks to the appropriate regulatory body.




How can I derive the customer service process from the Organization Transition Program to effectively manage the complaints of customers in real time?


•• Implement a system that receives, categorizes, and prioritizes customer complaints in real time. •• Initiate a subsystem that routes customer complaints to the appropriate responding agent. •• Initiate a subsystem that accesses the appropriate guidelines and procedures to resolve the complaints of customers in real time. •• Initiate a subsystem that enables the customer service organization to respond to the complaints of customers in real time. •• Implement a quality management process that facilitates customer service follow-through processing of each customer complaint. •• Initiate a real time subsystem that enables the customer service organization to analyze the gap between the reception of the customer complaints and the response and redressal of each complaint.




How can I employ the organization transition program to effectively mana ge customer service requests?


•• Implement a process that enables the customer service organization to receive requests. •• Implement a process that enables the customer service organization to analyze and prioritize requests. •• Initiate a process that enables the customer service representative to resolve incoming requests. •• Initiate an integrated process that enables customer service representatives to respond to customer requests according to priority. •• Initiate a customer service process that enables you to effectively identify and capture upsell/cross-sell opportunities. •• Initiate the customer service subsystem that enables the customer service representative to deliver the upsell-cross-sell opportunity to the appropriate sales team




How can I employ the organization transition program to effectively manage customer service inquiries?


•• Initiate a system that receives customer inquiries in real time. •• Initiate a system that enables customer service representatives to analyze every inquiry to determine response. •• Define the procedures that guide the process for responding to inquiries. •• Implement the process that enables the customer service representative to respond to inquiries in real time. •• Initiate the subsystem that enables the customer service team to identify and capture upsell/cross-sell opportunities for the sales organization. •• Initiate a process that enables the customer service team to deliver the customer opportunity to sales team in real time.




How can I employ the organization transition program to effectively manage customer service problems?


•• Initiate process to assist you with receiving customer problems. •• Initiate systems to assist you with analyzing the inbound problems. •• Initiate system that enables you to access guidelines for resolving customer problems. •• Initiate subsystem to enable you to effectively respond to customer problems in real time. •• Initiate a process that enables you to reduce customer service problems by identifying upsell/cross-sell opportunities. •• Initiate a process that enables you to reduce the number of customer problems by capturing upsell/cross-sell opportunities. •• Initiate a process that enables you to more effectively deliver emerging opportunities to sales teams and more effectively address customer service problems.




How can I employ the organization transition program to initiate a process that effectively assists management with planning the customer service workforce?


•• Initiate a system that assists you in defining the scope of work. •• Identify the tasks and activities involved in the work. •• Define the time constraints for the scope of work. •• Determine the cost of completing the tasks and activities involved in the work. •• Identify all resources required for success in doing the work. •• Define the standards and procedures that govern the workplace relationships. •• Identify the Key Performance Indicators for success.




How can I employ the organization transition program to initiate a process that effectively plans and manages the customer service workforce?


•• Initiate a process that enables management to forecast volume of customer service contacts. •• Initiate a process to schedule the customer service work force. •• Initiate a process to track work force utilization. •• Initiate a system to monitor quality of customer interactions with customer service representatives. •• Initiate a system to evaluate the quality of customer interactions with customer service representatives.




How can I derive the customer service process from the Organization Transition Program to effectively process product returns in real time?


•• Design a system that facilitates the product return cycle in real time beginning with authorization. •• Implement a system that facilitates the product return cycle in real time beginning with authorization. •• Initiate a subsystem that enables the customer service organization to process returns in real time. •• Initiate a subsystem that enables the customer service organization to record the reason for the return and update the customer status. •• Initiate a governance process that enables customer service to report incidents and risks to appropriately designated managers. •• Initiate a governance process that enables customer service to report incidents and risks to appropriately designated regulatory bodies if and when required.




How can I derive the customer service process from the Organization Transition Program to effectively service products after sales and track process in real time?


•• Implement a system integrated with contracts that processes warranty claims. •• Implement a subsystem integrated with customer service and contracts that tracks the resolution of warranty claims. •• Implement a subsystem integrated with customer services that tracks warranty management with customer history. •• Implement a system that manages supplier recovery as a dimension of the governance, risk, and compliance subsystems. •• Initiate a process that enables customer service to manage product failures through the application of targeted service and maintenance procedures. •• Initiate a process that assists customer service with the salvage of products. •• Initiate a process that assists the appropriate organization with repairing returned products.




How can I initiate a warranty management process that assists the customer service organization with processing warranty claims?


•• Implement system that enables customer service representatives to receive and register warranty claims. •• Initiate a subsystem that enables customer service representatives to validate warranty claims in real time. •• Implement a system that enables customer service representatives to link to related systems to investigate, prioritize, and promote warranty issues. •• Initiate a real time subsystem that enables customer service managers to determine the individual or team responsible for each warranty claim. •• Initiate a real time subsystem that enables customer service mangers to certify and facilitate validated pre-authorizations.




How can I initiate a warranty management process that assists the customer service organization with resolving warranty claims?


•• Implement a system that enables customer service managers to approve or reject validated warranty claims. •• Initiate a subsystem that enables the customer service representative to notify originator of approve/reject decision that a payment will be authorized. •• Initiate a subsystem that enables the customer service representative to authorize the warranty claim payment. •• Initiate a process that enables the customer service organization to close the warranty claim. •• Initiate a process that enables the customer service organization to reconcile the resolution of the warranty claim transaction.




How can I initiate a subsystem that enables customer service representatives to validate warranty claims in real time?


•• Implement a system that enables customer service to verify and validate all issues with warranties in real time. •• Initiate a subsystem that enables customer service representatives to define the issues covered by the warranty. •• Implement a system that enables customer service representatives to analyze the deeper cause of the warranty issues. •• Initiate a subsystem that enables the customer service organization to receive and store the findings of the analysis. •• Initiate a subsystem that enables the customer service organization to recommend a solution to correct the issue.




How can I Implement a system that manages supplier recovery as a dimension of the governance, risk, and compliance subsystems?


•• Initiate a process that enables customer service organizations to create claims for supplier recovery. •• Initiate a subprocess that enables customer service organizations to negotiate recoveries with suppliers. •• Initiate process to collect recoveries from suppliers. •• Verify that expected recoveries equal received recoveries. •• Build recovery history with each supplier. •• Initiate subsystem to monitor recovery history with each supplier in real time. •• Update recovery history with suppliers in real time as required by supplier history.




How can I Implement a system that enables the product management organization of customer service to service products?


•• Implement a process to identify all resources required to satisfy the demands for product service. •• Initiate a subprocess that enables the product service organization to schedule the allocated resources to satisfy the requirements for service. •• Initiate a subprocess that enables the product service organization to service the products of previously validated customers. •• Initiate a quality assurance process to ensure that product service operations provide high-quality results. •• Ensure that the product service organization salvages returned product according to standards of quality governing each product. •• Ensure that the product service organization repairs returned product according to standards of quality governing each product.




Implement a process to identify and schedule all resources required to satisfy the demands for product service?


•• Initiate a process designed to create a resourcing plan required to satisfy the demands for product service. •• Implement a scheduling system that manages the time constraints that govern the demands for product service. •• Implementing a scheduling subsystem that enables the customer service product management organization to build the order fulfillment schedules. •• Implementing a scheduling subsystem that enables the customer service product management organization to implement the order fulfillment schedules. •• Initiate a quality management monitoring system to ensure that the customer service product management organization delivers Key Performance Driven results.




How can I initiate a subprocess that enables the product service organization to service the products of previously validated customers?


•• Implement a customer service product management scheduling system that organizes daily service order fulfillment schedules in real time. •• Initiate a subsystem to the product management scheduling system that enables customer service product management to initiate a product repair order. •• Initiate a customer service product management control system that enables customer service product management to manage the service order fulfillment process. •• Initiate a subsystem to the product management control system that enables the customer service organization to manage the service order fulfillment process. •• Initiate a customer service product management quality control system to ensure that customer service delivers high quality service as previously defined. •• Initiate a quality monitoring system to track and assess the quality of the customer service product management results.




How can I initiate a customer service product management quality control system to ensure that customer service delivers high quality service as previously defined?


•• Implement a real time customer service tracking system that enables customer service to target product repair orders for assessment based on customer feedback. •• Initiate a real time subsystem that enables the customer service tracking system to identify inadequate or incomplete service orders and schedule them for resolution. •• Initiate a real time subsystem that enables the customer service tracking system to identify product service failures and schedule them for resolution. •• Implement a real time customer service customer information system that collects customer feedback to the quality of the delivered services. •• Initiate a feedback subsystem that enables the customer service organization to prioritize the customer feedback and recommend improvements in product quality assurance processes. •• Implement a system that enables customer service management to share customer feedback with marketing, sales, and product development organizations. •• Initiate a subsystem that enables customer service to track the results of the customer service product information.




How can I initiate a subsystem to the product management control system that enables the customer service organization to manage the returned product salvage or repair fulfilment process?


•• Initiate a process that enables the returned product maintenance organization to complete the salvage operations. •• Initiate a subprocess that enables the returned product maintenance organization to manage the repair of the returned product. •• Initiate a subprocess that enables the returned product maintenance organization to manage the refurbishment of the returned product. •• Initiate a subprocess that enables the returned product maintenance organization to manage the delivery of the returned product to the customer. •• Initiate a subprocess that enables the returned product maintenance organization to manage the delivery of the returned product to stock if appropriate. •• Initiate a subprocess that enables the returned product maintenance organization to manage the scrapping of the returned product to junk if appropriate.




How can I initiate a process that enables the customer service organization to manage product recalls?


•• Implement a system that enables the organization to manage product recalls. •• Initiate a subsystem that enables the organization to initiate a recall based on customer service recommendations. •• Initiate a subsystem that enables the organization to manage in real time any communications related to the recall process. •• Initiate a subsystem that enables customer services to monitor the effectiveness of any recall. •• Initiate a subsystem that enables customer services to audit the effectiveness of any recall. •• Initiate a subsystem that enables customer service to manage the termination of the product recall.




How can I initiate a process that enables the compliance organization (GRC) to manage product regulatory audits?


•• Initiate a subsystem that enables the organization to assess the probability of producing a hazard. •• Initiate a real time subsystem that enables the organization to estimate the consequences of any hazard. •• Initiate a real time subsystem that enables the organization to submit regulatory reports to the proper agency according to procedures. •• Initiate a process that enables management to prepare the information for regulatory reports. •• Initiate a subprocess that assists management in reviewing and updating the regulatory reports prior to submission. •• Initiate a subprocess that enables management to sign-off on the regulary report prior to submission. •• Initiate a real time system that manages the submission and tracking of the regulatory reports to the appropriate regulatory agencies.




How can I implement a real time system that enables management to assess the customer satisfaction?


•• Implement a subsystem that enables management to measure the satisfaction of customers with the handling of problem requests. •• Implement a subsystem that enables management to measure the satisfaction of customers with the resolution of problem requests. •• Implement a subsystem that enables management to measure in real time the satisfaction of customers with the handling of inquiries by type. •• Implement a subsystem that enables management to measure in real time the satisfaction of customers with the resolutions of inquiries by type. •• Implement a real time subsystem that enables management to measure the satisfaction of customers with the handling of customer complaints. •• Implement a real time subsystem that enables management to measure the satisfaction of customers with the resolution of customer complaints.




How can I implement a real time system that enables management to assess the effectiveness of customer service operations?


•• Implement a real time subsystem that enables management to measure the range of customer satisfaction with products. •• Implement a real time subsystem that enables management to measure the range of customer satisfaction with service operations. •• Implement a real time subsystem that enables management to evaluate the performance of recall operations. •• Implement a subsystem that enables management to assess the performance of product warranties. •• Implement a real time subsystem that enables management to assess the rate of innovation in the processing of product warranties.




How can I implement a system that enables management to measure the levels of customer satisfaction with customer service handling of problems, requests, and inquiries?


•• Initiate a process that enables customer service managers to receive customer feedback about their satisfaction with the larger customer care experience. •• Initiate a subprocess that enables customer service to assess the customer service information to set priorities for innovation. •• Initiate a subprocess that enables customer service to assess the priorities for innovation and identify opportunities for rapid improvement. •• Initiate a feedback and adjustment process to enable customer service management to link with product development management. •• Initiate a subprocess to enable customer service management to share information about the customer product experience with the product develop organization.




How can I implement a system that enables the customer service organization to assess customer satisfaction with the handling of complaints?


•• Initiate a subsystem that enables the customer service organization with capturing feedback from customers about the handling of complaints. •• Initiate a subsystem that enables customer service analysts to study the complaint related data and information of customers. •• Initiate a subsystem that enables customer service management to isolate opportunities for improvement. •• Initiate a subsystem that enables customer service management to isolate the most common complaints of customers. •• Initiate a process that enables customer service management to prioritize the most common customer complaints as a foundation for process improvement through rapid innovation.




How can I implement a system that enables the customer service organization to assess customer satisfaction with the resolution of complaints?


•• Initiate a subsystem that assists the customer service organization with capturing feedback from customers about the resolution of complaints. •• Implement a process that assists customer service managers with understanding the tracking data and accumulated information about the resolution of customer complaints. •• Initiate a subsystem that enables customer service mangers to recognize the immediate opportunities for improving the performance of customer service operations through rapid innovation. •• Initiate a subsystem that enables customer service managers to categorize customer complaints by level of impact to business, priority, most common, and least common. •• Initiate a subsystem that enables the customer service organization to rapidly implement a continuous improvement program designed to increase productivity.




How can I implement a system that enables the customer service organization to determine the level of customer satisfaction with products?


•• Initiate a subsystem that enables the customer service organization to gather customer feedback on products after the sale. •• Initiate a subsystem that enables the customer service organization to collect customer feedback on products specific ad effectiveness after the sale. •• Initiate a subsystem that enables the customer service organization to gather customer feedback on the success or failure of the cross-channel product sales experience. •• Initiate a subsystem that enables the customer service organization to assess product satisfaction data from all internal sources. •• Initiate a subsystem that enables the customer service organization to employ information about customer satisfaction to isolate productivity improvement innovations that will enhance sales programs.




How can I implement a system that enables the customer service organization to deliver customer feedback to enhance the innovation of product teams?


•• Initiate a subsystem that enables the customer service organization to deliver customer feedback to product design teams. •• Initiate a subsystem that enables the customer service organization to deliver customer feedback to product development teams. •• Initiate a subsystem that enables the customer service organization to deliver customer feedback to product marketing teams. •• Initiate a subsystem that enables the customer service organization to deliver customer feedback to product manufacturing teams. •• Initiate a subsystem that enables the customer service organization to deliver customer feedback to products planners.




How can I implement a system that enables the customer service organization to deliver insight to enhance the innovation of product teams?


•• Initiate a subsystem that enables the customer service organization to deliver insight to product design teams. •• Initiate a subsystem that enables the customer service organization to deliver insight to product development teams. •• Initiate a subsystem that enables the customer service organization to deliver insight to product marketing teams. •• Initiate a subsystem that enables the customer service organization to deliver insight to product manufacturing teams. •• Initiate a subsystem that enables the customer service organization to deliver insight feedback to products planners.




How can I initiate a system that enables the customer service organization to determine the level of customer satisfaction with services?


•• Initiate a subsystem that enables the customer service organization to gather customer feedback on service after the sale. •• Initiate a subsystem that enables the customer service organization to collect customer feedback on service specific ad effectiveness after the sale. •• Initiate a subsystem that enables the customer service organization to gather customer feedback on the success or failure of the cross-channel service sales experience. •• Initiate a subsystem that enables the customer service organization to assess service satisfaction data from all internal sources. •• Initiate a subsystem that enables the customer service organization to isolate productivity improvement innovations that will enhance services sales programs.




How can I implement a system that enables the customer service organization to deliver customer feedback to enhance the innovation of service teams?


•• Initiate a subsystem that enables the customer service organization to deliver customer feedback to service design teams. •• Initiate a subsystem that enables the customer service organization to deliver customer feedback to service development teams. •• Initiate a subsystem that enables the customer service organization to deliver customer feedback to service marketing teams. •• Initiate a subsystem that enables the customer service organization to deliver customer feedback to service delivery teams. •• Initiate a subsystem that enables the customer service organization to deliver customer feedback to service planners.




How can I implement a system that enables the customer service organization to deliver insight to enhance the innovation of service teams?


•• Initiate a subsystem that enables the customer service organization to deliver insight to service design teams. •• Initiate a subsystem that enables the customer service organization to deliver insight to service development teams. •• Initiate a subsystem that enables the customer service organization to deliver insight to service marketing teams. •• Initiate a subsystem that enables the customer service organization to deliver insight to service production teams. •• Initiate a subsystem that enables the customer service organization to deliver insight to service planners.




How can I initiate a process that enables the customer service organization to employ customer satisfaction with warranty handling to assess the performance of warranties?


•• Initiate a process that enables the customer service organization to determine customer satisfaction with warranty handling. •• Establish metrics process for warranty handing to determine the level of performance of customer service warranty management processes. •• Initiate a system to monitor the trends in the warrant handling metrics program. •• Initiate a system to report and distribute information about the findings of the warranty handling metrics program. •• Study the metrics warranty handling collection information to uncover possible targets for improvement. •• Study the metrics warranty handling information to uncover opportunities for reducing warranty waste. •• Initiate a governance process to examine instances when customers make fraudulent complaints against the warranty handling process.




How Can the CPM Program Manager Define the Insider Threat Prevention Framework?


•Define the Enterprise Transition Program Management Approach •Establish the Knowledge Management domain •Establish the Performance Management Domain •Identify the Functional-Process Continuum •Establish the Rapid Problem Solving Baseline •Identify the Fifteen Project Development Stages




How can the CPM Team Member really understand his or her CPM Program Manager?


•Begin by studying your client’s organization. •Next, study the decision-maker to whom your client reports. •Determine how your client’s decisions reflect the decision-maker’s decisions. •Examine the schedule of your client to determine how your client dedicates his or her time. •Identify your client’s inner team of influence. •Assess the major accomplishments of the team in respect to your client’s stated goals and the goals of his or her decision-maker. •By now, you should be understanding your client more fully.




How can I initiate a process that enables the customer service organization to manage the performance of warranties?


•• Initiate a process that enables customer service management to establish a warranty performance metrics program to track customer satisfaction. •• Initiate a system that enables the customer service organization to manage the performance of warranty handling by tracking the customer satisfaction metrics. •• Initiate a subsystem that enables the customer service organization to manage the performance of warranty resolution by tracking customer satisfaction metrics. •• Initiate a subprocess that enables the customer service organization to manage the performance of warranties by monitoring in real time the metrics of warranty management. •• Initiate a subprocess that enables customer service management to manage the performance of warranties by reporting on warranty management metrics. •• Initiate a subprocess that enables the customer service organization to manage the performance of warranties by uncovering customer service opportunities for improvement. •• Initiate a subprocess that enables the customer service organization to manage the performance of warranties by uncovering innovative opportunities for eliminating warranty waste.




How can I initiate a process that enables the customer service organization to uncover simplify the warranty conditions for service?


•• Initiate a process to continually simplify the language of the warranty terms and conditions. •• Initiate a process that encourages the customer to communicate about the complexity of the warranty document. •• Initiate a process that enables the customer service organization to validate the warranty claims of customers to guard the organization against fraudulent customer activities. •• Initiate a subprocess that enables the customer service organization to define the common classes of warranty fraud attempted by customers. •• Initiate a real time system that assists customer service management with determining the customer characteristics that most often are associated with warranty fraud. •• Initiate a subprocess that enables the customer service fraud protection organization to uncover attempts at warranty fraud in real time.




How can I initiate a process that enables the customer service organization to uncover fraudulent customer warranty claims?


•• Design a warranty governance, risk, and compliance environment to assist the customer service organization with eliminating the causes of warranty fraud. •• Implement the warranty governance, risk, and compliance management process to increase the productivity of the customer service organization. •• Define the penalties for customer warranty fraud. •• Publish the penalties for customer warranty fraud. •• Initiate a process that enables the customer service organization to enforce the penalties for warranty fraud. •• Review the results of the warranty governance program to track the trends in warranty fraud. •• Adjust the warrant governance program to enhance the effectiveness of warranty management in real time.




How can I really understand my colleague in the workplace relationship?


•• Begin by studying his or her function in the workplace relationship. •• Study the relationship of the colleague with the senior decision-maker in the workplace relationship •• Determine how your colleague’s decisions reflect the senior decision-maker’s decisions about the purpose of the workplace relationship. •• Examine the schedule of your colleague to determine how your client dedicates his or her time to execute his or her duties on the workplace relationship. •• Identify the internal team of influence that governs your colleague’s productivity on the workplace relationship. •• Assess the major accomplishments of the workplace relationship in reference to your colleague’s stated goals on the workplace relationship.




How can I begin by studying my colleague’s function in the workplace relationship?


•• Review the design of the workplace relationship. •• Identify the human components of the workplace relationship. •• Identify the organizing perspective of the workplace relationship. •• Identify the organizing perspective of the workplace relationship. •• Identify the processes of each human component of the workplace relationship. •• Describe the processes of the colleagues in the workplace relationship. •• Describe the environment in which my colleague in the workplace relationship functions.




How can I study the relationship of the colleague with the senior decision-maker in the workplace?


•• Assess the productivity level of the colleague. •• Determine the participation level of the colleague in operational problem solving. Assess the confidence level of your colleague when presenting issues to the senior decision-maker. •• Determine the level of discrete behavior of the colleague within the workplace relationship. •• Determine whether the colleague behaves consistently in thought and action. •• Assess the level of attention given to the colleague by the decision-maker in response to project issues.




How can I determine whether my colleague’s decisions reflect the senior decision-maker’s decisions about the purpose of the workplace relationship?


•• Identify the functions of my colleague in the workplace relationship. •• Identify the functions of the senior decision-maker. •• Identify the purpose of the workplace relationship support the goals of the senior decision-maker. •• Identify how the senior decision-maker’s decisions support the purpose of the workplace relationship. •• Assess how the decisions of my colleague in the workplace relationship support the purpose of the workplace relationship. •• Describe how my colleague’s decisions fulfil the purpose of the workplace relationship.




How can I examine the schedule of your colleague to determine how your client dedicates his or her time to execute his or her duties on the workplace relationship?


•• Assess the history of your colleague in delivering results for the workplace relationship. •• Examine the plan of actions and milestones of your colleague in working with others on the workplace relationship. •• Examine the results delivered by your colleague in meeting his or her obligations for the workplace relationship. •• Examine the timing of the deliverables of my colleague in the workplace relationship. •• Examine the commitments of your colleague in the workplace relationship. •• Assess how successful your colleague is in meeting his or her commitments to the workplace relationship. •• Determine how well your colleague meets his or her schedules when completing his or her duties for the workplace relationship.




How can I Identify the internal team of influence that governs your colleague’s productivity on the workplace relationship?


•• Assess the role status of each member of the workplace relationship. •• Identify the subgroups of your vital workplace relationships. •• Assess the flow of communications between colleagues on the same workplace relationships. •• Identify the “doers” and the “talkers” in your vital workplace relationships. •• Identify the team oriented members in the workplace relationship. •• Determine who your colleague connects with most frequently. •• Assess how your colleague’s connections most influence his or her productivity.




How can I assess the major accomplishments of the workplace relationship in reference to my colleague’s stated goals as a participating member?


•• Identify the goals and objectives of the specific workplace relationship. •• Identify the goals and objectives of the colleague for joining the workplace relationship. •• Assess how the goals and objectives of the colleague support the larger goals and objectives of the workplace relationships. •• Determine whether the results confirm the stated intentions of the colleague participating with the workplace relationship. •• Assess the accomplishments of the workplace relationship without the contributions of the colleague. •• Determine how the colleague can better contribute to the goals and objectives f the workplace relationship.




How can I master my workplace relationships?


•• Define a more simple way of describing the nature of workplace relationships. •• Define a more effective way of mastering your workplace relationships. •• Assess the interpersonal effectiveness of your workplace relationships. •• Assess the professional effectiveness of your workplace relationships. •• Identify the types of painful situations your experience in your workplace relationships. •• Identify the factors that cause your workplace relationships to be less effective.




How can I define a more simple way of describing the nature of workplace relationships?


•• Describe the external environment of the workplace relationship. •• Describe the workplace relationship as a human system that focuses on the delivery of productivity in the external environment of the wider organization. •• Describe the external inputs to the workplace relationship. •• Describe the internal inputs to the workplace relationship. •• Describe the transformation that occurs on the internal and external inputs. •• Describe the outputs to the external environment of the workplace relationship. •• Initiate feedback and adjustment processes to improve the productivity of the workplace relationship.




How can I define a more effective way of mastering my workplace relationships?


•• Assess the state of your current workplace relationships. •• Determine your contribution to the success of your workplace relationships. •• Assess your capability for building potent workplace relationships. •• Identify how you can expand your workplace relationship skills. •• Identify how you can deepen your workplace relationship emotional quotient. •• Monitor you developmental progress by assessing the potency of your contribution to workplace relationships.




How can I assess the interpersonal effectiveness of my workplace relationships?


•• Identify the goals for forming your interpersonal relationships. •• Identify the objectives for acting as a participant in the workplace relationship. •• Assess the priorities that influence your behavioural in the workplace relationship. •• Assess the gap between your priorities for acting in the workplace relationship and the demands of the workplace relationship on your behaviour. •• Determine how you can meet your goals and objectives while simultaneously meeting the expectations of the people form the workplace relationship.




How can I assess the professional effectiveness of my workplace relationships?


•• Define how you want colleague to respond to you professionally in your workplace relationships. •• Assess the emotional behaviors of colleagues toward you before beginning a project in the workplace relationship. •• Assess the emotional behaviors of colleagues toward you after a project in the workplace relationship. •• Determine if your colleagues respond to you appropriately following a work specific interpersonal reaction in the workplace relationship. •• Define a personal strategy that will assist you with continually building highly productive workplace relationships. •• Continually monitor your workplace relationships to assess their emotional states. •• Adjust your workplace relationships as required to meet the demands of professional workplace relationships.




How can I identify the types of painful situations I experience in my workplace relationships?


•• Determine the frequency of threats endured in workplace relationships. •• Identify the frequency and types of attacks colleagues make against you. •• Identify the type of attacks colleagues make against you. •• Assess your approach in relating to colleagues in workplace relationships. •• Assess your level of interest in the performance and emotional reactions of your colleagues in the workplace relationships. •• Learn to validate the signals colleagues give you about the pain you may be causing them. •• Initiate a process that enables you to link the emotional reactions of your colleagues toward you to your manner of worki ng with them.




How can I identify the factors that cause my workplace relationships to be less effective?


•• Describe the current situation in any unstructured manger. •• Assess the effort you make in understanding the feelings of colleagues in your workplace relationships. •• Learn to listen to your colleagues to learn what they want from you. •• Discover the reasons your colleagues refuse to support your ideas. •• Assess your effectiveness in working with your colleagues. •• Determine the approach you employ to display your competence in working with colleagues. •• Assess the gap you have between the competence your colleagues expect of you and the competence you display.




How can I design a more effective way of mastering my workplace relationships?


•• Define what you mean by design. •• Define what you mean by “more effective”. •• Conduct a design inquiry into your current workplace relationships to determine your current approach of mastering them. •• Identify the less effective factors of your approach to mastering your workplace relationships. •• Design an approach for designing a more effective way of mastering your workplace relationships. •• Engage the approach to more effectively master your workplace relationships. •• Engage in loops of feedback and adjustment to improve your approach to master your workplace relationships.




How can I describe what I mean by design?


•• Describe the architecture of design. •• Describe the design methodology. •• Describe the spaces of design. •• Describe the environments of design. •• Describe the systems of design. •• Describe the dynamics of design. •• Describe the design practice.




How can I describe the design practice?


•• Describe the specialized techniques of design. •• Describe the general rules of design. •• Describe the universal principles of design. •• Describe the specialized tools of design. •• Describe the processes of design.




How can I define the dynamics of design?


•• Define the iterative cycles of creative activities which constitute of the dynamics of design. •• Engage the dynamics of iterative and spiralic design. •• Engage the dynamics of feedback and feedforward. •• Engage the dynamics of divergence and-convergence. •• Engage the dynamics of multi-systemic thrusts in design. •• Engage the dynamics of participative design.




How can I describe the environments of design?


•• Describe the environment of the system of problems. •• Describe the environment of the future system. •• Describe the environment of the design system. •• Describe the environment of the knowledge system. •• Describe the environment of the design participants.




How can I describe the systems of design?


•• Describe the system of strategic concepts.( ideas, aspirations, and intentions. •• Describe the system of problems. (compelling the problem solution, the move to a new situation, or a new system) •• Describe the future system as the system to be designed. •• Describe the design system. •• Describe the system of operations. •• Describe the knowledge system. •• Describe the support system.




How can I determine whether my workplace relationships inspire colleagues to become more productive?


Determine whether your workplace relationships characteristically produce more turmoil than satisfaction. Determine whether your workplace relationships characteristically produce more disaster than productivity. Determine how often you have had to snatch victory out of the grips of defeat. Determine how often you have had to overcome the “strangeness” of people in the workplace who you could not understand. Determine how frequently you have experienced bad situations in your workplace relationships. Determine whether your workplace relationships make any sense.




How can I study the relationship of the colleague with the senior decision-maker in the workplace?


Determine the participation level of the colleague in operational problem solving. Note whether the senior decision-maker formally or informally expects the colleague to participate in operational problem solving. Determine whether the senior decision-maker facilitates or hinders participation. Assess the participation level based on this expectation. Determine whether the colleague desires to participate. Assess the participation level based on this attitude of the colleague. Summarize the determination.




How can I study the relationship of the colleague with the senior decision-maker in the workplace?


Assess the confidence level of your colleague when presenting issues to the senior decision-maker. Assess the quality of the relationship between the senior decision-maker and the colleague. Note the historical course of the relationship and its impact on the performance of the colleague or the senior decision-maker. Assess whether the senior decision-maker displays confidence in the colleague. Note whether this display, or lack of it, negatively impacts the confidence level of the colleague when presenting issues to the senior decision-maker.




How can I study the relationship of the colleague with the senior decision-maker in the workplace?


Determine the level of discrete behaviour of the colleague within the workplace relationship. Note the behaviour of the colleague that conforms to the expectations of the workplace relationship and the senior decision-maker. Identify the behaviour that surpasses expectations of the workplace relationship but conflicts with the senior decision-maker. Identify the behaviour of the colleague that is independent of all expectations of the environment and negatively impact performance of the workplace relationship




How can I study the relationship of the colleague with the senior decision-maker in the workplace?


Determine whether the colleague behaves consistently in thought and action. Note the verbal commitments of the colleague to the workplace relationship. Note the emotional non-verbal commitments of the colleague. Assess whether the verbal or the emotional commitments more positively influence the behaviour of the colleague. Determine whether the commitments and the behaviours display consistency in thought and action. Identify the actions that differ from the commitments and indicate lack of consistency in thought and action.




How can I study the relationship of the colleague with the senior decision-maker in the workplace?


Assess the level of attention given to the colleague by the decision-maker in response to project issues. Effective people often receive less attention by senior decision-makers. Effective people do a good job and everyone knows it. Emotionally draining people often receive less attention by senior decision-makers and everyone knows it. Note the respect the colleague receives from the senior decision-maker and the level of attention given to the colleague by the senior decision-maker. Assess the relationship between the colleague’s level of performance, respect of senior decision-maker and attention given to the colleague




How can I study the relationship of the colleague with the senior decision-maker in the workplace?


Assess the productivity level of the colleague. Determine the participation level of the colleague in operational problem solving. Assess the confidence level of your colleague when presenting issues to the senior decision-maker. Determine the level of discrete behaviour of the colleague within the workplace relationship. Determine whether the colleague behaves consistently in thought and action. Assess the level of attention given to the colleague by the decision-maker in response to project issues.








How can I form more productive workplace relationships?


Determine the proportion of workmates who believe that everything is fine with the workplace relationship even though it is in crisis mode. Assess whether you are the type of person who should recruit other people to work with you. Assess whether you are indeed good for other people in your workplace relationships. Determine whether you are really a good person to be invited into another person’s workplace relationship. Evaluate whether people should form a workplace relationship with you even when you are not in a leadership role. Verify your findings by reviewing your professional experience in workplace relationships.




How can I study the relationship of the colleague with the senior decision-maker in the workplace?


Determine the participation level of the colleague in operational problem solving. Note whether the senior decision-maker formally or informally expects the colleague to participate in operational problem solving. Determine whether the senior decision-maker facilitates or hinders participation. Assess the participation level based on this expectation. Determine whether the colleague desires to participate. Assess the participation level based on this attitude of the colleague. Summarize the determination.




How can I study the relationship of the colleague with the senior decision-maker in the workplace?


Assess the confidence level of your colleague when presenting issues to the senior decision-maker. Assess the quality of the relationship between the senior decision-maker and the colleague. Note the historical course of the relationship and its impact on the performance of the colleague or the senior decision-maker. Assess whether the senior decision-maker displays confidence in the colleague. Note whether this display, or lack of it, negatively impacts the confidence level of the colleague when presenting issues to the senior decision-maker.




How can I study the relationship of the colleague with the senior decision-maker in the workplace?


Determine the level of discrete behaviour of the colleague within the workplace relationship. Note the behaviour of the colleague that conforms to the expectations of the workplace relationship and the senior decision-maker. Identify the behaviour that surpasses expectations of the workplace relationship but conflicts with the senior decision-maker. Identify the behaviour of the colleague that is independent of all expectations of the environment and negatively impact performance of the workplace relationship.




How can I study the relationship of the colleague with the senior decision-maker in the workplace?


Determine whether the colleague behaves consistently in thought and action. Note the verbal commitments of the colleague to the workplace relationship. Note the emotional non-verbal commitments of the colleague. Assess whether the verbal or the emotional commitments more positively influence the behaviour of the colleague. Determine whether the commitments and the behaviours display consistency in thought and action. dentify the actions that differ from the commitments and indicate lack of consistency in thought and action.




How can I study the relationship of the colleague with the senior decision-maker in the workplace?


Assess the level of attention given to the colleague by the decision-maker in response to project issues. Effective people often receive less attention by senior decision-makers. Effective people do a good job and everyone knows it. Emotionally draining people often receive less attention by senior decision-makers and everyone knows it. Note the respect the colleague receives from the senior decision-maker and the level of attention given to the colleague by the senior decision-maker. Assess the relationship between the colleague’s level of performance, respect of senior decision-maker and attention given to the colleague.




How can I study the relationship of the colleague with the senior decision-maker in the workplace?


Assess the productivity level of the colleague. Determine the participation level of the colleague in operational problem solving. Assess the confidence level of your colleague when presenting issues to the senior decision-maker. Determine the level of discrete behaviour of the colleague within the workplace relationship. Determine whether the colleague behaves consistently in thought and action. Assess the level of attention given to the colleague by the decision-maker in response to project issues.




How can I really understand my colleague in the workplace relationship?


Study the relationship of the colleague with the senior decision-maker in the workplace relationship. Examine how your colleague relates to the senior decision-maker. Observe how your colleague contributes to the decision-making process by adding personal insights. Assess how other colleagues support or ignore this colleagues insights. Assess the level of formality the decision-maker demands of the colleague. Observe how the decision-maker relates to other people in the workplace. Examine the consistency in thought and action between your colleague and the engagement of the decision-maker with you and other team members.




How can I really understand my colleague in the workplace relationship from a deeper perspective?


Begin by studying his or her function in the workplace relationship. Identify your colleague’s job function and range of responsibility. Determine whether your colleague has responsibility for people and systems. Determine your colleague’s budgetary responsibilities and chain of command. Determine whether your colleague’s work style is controversial and poorly received or innovative and well-received.




How can I really understand my colleague in the workplace relationship from an even deeper level?


Determine how your colleague’s decisions reflect the senior decision-maker’s decisions about the purpose and direction of the workplace relationship. Note the most significant decisions of the seniors decision-maker’s decisions. Note the significant decisions of your colleague. Note the direction of each person’s decisions. Assess the variance, if any, between each person’s decisions. Note how your colleague’s decision support and align with the decisions of the senior decision maker.




How can I more clearly understand my colleague in the workplace relationship?


Examine the schedule of your colleague to determine how your client dedicates his or her time to execute his or her duties on the workplace relationship. Note the work schedule of your colleague. Identify the duties of your client. Note how you colleague dedicates his or her time to execute his or her duties. Rank the client’s duties based upon the time dedicated to each duty of the client, Assess how this information reflects the participation of the client as a member of the workplace relationship.




How can my client really understand his colleague in the workplace relationship?


Identify the internal team of influence that governs your colleague’s productivity on the workplace relationship. Note the priority of relationships enjoyed by the colleague within the Workplace Relationship. Note the results of the influence enjoyed by the colleague with members of the workplace Relationship. Identify who responds to your colleague and who resists the ideas of your colleagues. Assess the potency of the positive relationships of your colleague on team participation. Assess the impact of the negative relationships on your colleague’s influence with management teams.




How can I more clearly understand my colleague in the workplace relationship?


Assess the major accomplishments of the workplace relationship in reference to your colleague’s stated goals as a member of the workplace relationship. Note the stated goals of your colleague. Note the goals of the management team that impact the workplace relationship. Assess the engagement level of members of the workplace relationship. Identify the expectations that the members of the workplace relationship have about the contributions of your colleague. Determine how your colleague’s contributions facilitate the contributes of the workplace relationship to the goals of the management team. Summarize how these workplace expectations conform with the goals of the management team.




How can my client better understand his colleague in the workplace relationship?


Study the relationship of the colleague with the senior decision-maker in the workplace relationship. Begin by studying his or her function in the workplace relationship. Determine how your colleague’s decisions reflect the senior decision-maker’s decisions about the purpose of the workplace relationship. Examine the schedule of your colleague to determine how your client dedicates his or her time to execute his or her duties on the workplace relationship. Identify the internal team of influence that governs your colleague’s productivity on the workplace relationship. Assess the major accomplishments of the workplace relationship in reference to your colleague’s stated goals on the workplace relationship.




How can I assess the values of the organization as it migrates business processes?


•Study the management and leadership styles •Evaluate the perceptions and rationalizations of the above •Test the attitudes about communication •Establish formal feedback processes •Encourage candor, never rudeness •Manage the organization to reduce and balance dissent




How can I better assess the values of the organization as it migrates business processes?


•Study the management and leadership styles. •Every organization has its own leadership and management style. These are psychological and emotional aspects of the human environment. Study how management communicates its message. Determine what behavior is most acknowledged. Assess how leadership communicates and follows the organization vision.




How can I more deeptly assess the values of the organization as it migrates business processes?


Evaluate the perceptions of teh above. Evaluate the ationalizations of the above. Observe the perceptions and the rationalizations of workmates as they support business process migration. Assess their compliance with the guidance of management.




How can I more clearly assess the values of the organization as it migrates business processes?


•Test the attitudes about communication. •Assess whether management freely communicates with his or her entire team or only with certain people. Assess whether management solicits feedback or refuses to listen to the team in general. Determine how different management communicates up the ladder versus down the ladder. Assess how management works with other managers.




How can I examine the values of the organization as it migrates business processes?


•Establish formal feedback processes. •Informal feedback is important but not enough. Formalize feedback processes to ensure that you are not ignored. This is one way to determine how much you influence the organization.




•How can I assess the values of the organization as it migrates business processes?


•Establish formal feedback processes. •Informal feedback is important but not enough. Formalize feedback processes to ensure that you are not ignored. This is one way to determine how much you influence the organization.




•How can I assess the values of the organization as it migrates business processes?


•Encourage candor, never rudeness. •How we communicate is as important as what we communicate. Learn to influence how others communicate with you by learning to communicate with them. Teach people how they should communicate with you by consistently responding diligently.




•How can I assess the values of the organization as it migrates business processes?


•Manage the organization to reduce and balance dissent. •Dissent is important because it tells you about the counter-culture that influences the organization. Each organization has known or perceived values. These are announced in some way by management. Every organization also has hidden values that are very influential. You must learn to balance both to reduce and balance dissent.




•How can I assess the values of the organization as it migrates business processes?


•Values assessment never stops. You must learn to assess your organization’s values every day because people change more than people realize, especially managers and leaders. The action steps presented here will enable you to assess the values of your organization as it migrates business processes. As an interesting practice, you might want to make this values assessment Action Plan as a permanent part of your self-development program. Values, known and unknown, impact your life more than you probably realize. We often live under their influence without realizing which ones influence us the most.




•How can I assess the values of the organization as it migrates business processes?


•Study the management and leadership styles •Evaluate the perceptions and rationalizations of the above •Test the attitudes about communication •Establish formal feedback processes •Encourage candor, never rudeness •Manage the organization to reduce and balance dissent




How can I study the management and leadership styles?


•Realize that every organization has its own leadership and management style. Realis tat they are psychological and emotional aspects of the human environment. Study how management communicates its message. Determine what behavior is most acknowledged. Assess how the leadership communicates and follows the organization vision.




•How can I evaluate the perceptions and rationalizations of the above?


•Observe the perceptions as they support business process migration. Observe the rationalizations of workmates as they support business process migration. Observe the rationalizations of workmates as they impede business process migration. Assess their compliance with the guidance of management.




•How can I test the attitudes about communication?


•Assess whether management freely communicates with his or her entire team or only with certain people. Assess whether management solicits feedback or refuses to listen to the team in general. Determine how different management communicates up the ladder versus down the ladder. Assess how management works with other managers.




•How can I establish formal feedback processes?


•Realize that informal feedback is important but not enough. Formalize feedback processes to ensure that you are not ignored. Determine how much you influence the organization. Assess whether you are contributing to project goals. Improve behavior as required.




•How can I encourage candor, never rudeness?


•Realize that how you communicate is as important as what you communicate. Learn to influence how others communicate with you by learning to communicate with them. Teach people how they should communicate with you by consistently responding diligently. Dedicate yourself to building your communication skills.




•How can I manage the organization to reduce and balance dissent?


•Real that dissent is important because it tells you about the counter-culture that influences the organization. Recognize that each organization has known or perceived values. Realize that these are announced in some way by management. Understand that every organization also has hidden values that are very influential. Realize that you must learn to balance both known and perceived values to reduce and balance dissent.




How can I ensure that values assessment never stops in my organization?


•Learn to assess your organization’s values every day because people change more than people realize, especially managers and leaders. Assess the values of your organization as it migrates business processes. Make avalues assessment Action Plan a permanent part of your self-development program. Understand that values, known and unknown, impact your life more than you probably realize. Realize that you live under their influence of values without realizing which ones influence you the most.




How can I form more productive workplace relationships?


•Determine the proportion of workmates who believe that everything is fine with the workplace relationship even though it is in crisis mode. Assess whether you are the type of person who should recruit other people to work with you. Assess whether you are indeed good for other people in your workplace relationships. Determine whether you are really a good person to be invited into another person’s workplace relationship. Evaluate whether people should form a workplace relationship with you even when you are not in a leadership role. Verify your findings by reviewing your professional experience in workplace relationships.




•How can I deliver all products and services with excellence?


Deliver not only results, but deliver results that matter. Give value, so that you will be valued. Deliver results that matter by executing well. Share sensitive information with sensitively. Maintain confidences that do not reduce your ability to assist your client. Do not enter into confidences that subordinate your proper role or authority.




How can I deliver not only results, but deliver results that matter?


Excellence is a word with a big meaning. To achieve excellence, your have to design it into the product and service. Then you have to become excellent yourself. To deliver results that matter, one begins by delivering products and services that matter. This takes a special kind of person who values excellence all along the path from conceptual product development to actual product delivery and post delivery relationship management.




How can I give value, so that you will be valued?


Value requires preparation. One must understand how value is defined by other people. One must also recognize what builds value in the minds of other people. The wrong words, an incorrect solution, a common misunderstanding, a meaningless price, all contribute to the destruction of product and service value.




How can I deliver results that matter by executing well?


Listen to the customer. Study the problem situation. Assess the motivation of the customer. Define a product idea based on the needs of the customer. Build it, then deliver it as simply as you can.




How can I sShare sensitive information with sensitively?


Identify the characteristics that define sensitive information. Define the elements of a sensitive product and service. Establish the rules that govern the management of sensitive information. Design an approach for sharing sensitive information. Establish the guidelines for sharing sensitive information using the designed approach. Learn how to share the information without alienating the audience.




How can I maintain confidences that do not reduce your ability to assist your client?


Confidences are tarpits. Define your “rules-for-engagement” for managing them. Understand what it means to keep a confidence. They are often deal killers. When you agree to an invitation to share a confidence, you could say that the you reduce your independence. In some way, one can argue that the person who shares a confidence with you owns you. Clarify the limit of your obligation whenever you receive or share a confidence with another. Never keep a confidence that ties your hands from acting to resolve a problem. Never share a confidence in the workplace.




How can I avoid enterining into confidences that subordinate your proper role or authority?


Excellence requires wisdom, judgment, skills, and knowledge. The core of excellence is skill at navigating the pitfall of confidences. Confidences can be strategic, tactical, or operational. Learn to master the skill of leveraging confidences to build excellence in your organization. Excellent organizations deliver excellent products and services. Excellence begins with you.




•How can I create a win-win opportunity during difficult situations?


•Adopt a calm attitude. •Speak clearly. •Eliminate domineering behaviors. •Collaborate attentively. •Resolve mistakes rapidly. •Deliver all products and services with excellence. •Pay careful attention when listening to the other person.




How can I adopt a calm attitude?


Upset means failure. Learn to control yourself and defuse the situation as necessary. Learn to develop an expanded view of the other person’s goal. Gratitude where appropriate become a great facilitator of success.




How can I speak clearly?


Everyone processes information at different speeds. People focus on key words that they look for in a discussion to turn the situation to their advantage. Do not unnecessarily fog the discussion.




How can I eliminate domineering behaviors?


People want to work with people they like. People agree more often with people they like. Why complicate your life by making people dislike you. Learn to replace domineering behaviors with respectful behavior. You will feel better and so will the other person.




How can I collaborate attentively?


Since many people believe that collaboration presents a submissive posture, it has nearly become a lost success building skill. Collaboration make great things possible because it delivers the framework for a win-win outcome. Master the skill of collaboration.




How can I resolve mistakes rapidly?


We all make mistakes, and then we solve them. Occasionally, this year’s solution becomes next year’s mistake. Since you will be solving a lot of problems throughout life, learn to solve them rapidly and then use the free time to make less mistakes.




How can I deliver all products and services with excellence?


This is what a win-win result is all about, excellence. Practice will never ever make you perfect, but it will enable you to build excellence in performance and delivery.




How can I pay careful attention when listening to the other person?


Listening has become a lost skill for many people. Truthfully, through, listening has always challenged many people. God gave us two ears and one mouth, but we behave as if we have two mouths and one ear. Success is not accidental, it emerges from one’s skill at listening. Listening, really listening, requires attention to the little remarks, understanding, interest in the topic, and respect of the other person.




•How can I deliver the results that clients can use?


•Demonstrate commitment to the client’s vision. •Establish rapport with the client to rapidly build relationships that excel. •Influence the people in the client’s organization with integrity, not through manipulation or force. •Immediately handle content related to the engagement. •Facilitate effective meetings at regular intervals to keep the client on the path forward. •Immediately process issues that impact client performance. •Ensure that you consistently meet the client’s expectations.




How can I adopt a calm attitude?


Upset means failure. Learn to control yourself and defuse the situation as necessary. Learn to develop an expanded view of the other person’s goal. Gratitude where appropriate become a great facilitator of success.




How can I speak clearly?


Everyone processes information at different speeds. People focus on key words that they look for in a discussion to turn the situation to their advantage. Do not unnecessarily fog the discussion.




How can I eliminate domineering behaviors?


People want to work with people they like. People agree more often with people they like. Why complicate your life by making people dislike you. Learn to replace domineering behaviors with respectful behavior. You will feel better and so will the other person.




How can I collaborate attentively?


Since many people believe that collaboration presents a submissive posture, it has nearly become a lost success building skill. Collaboration make great things possible because it delivers the framework for a win-win outcome. Master the skill of collaboration.




How can I resolve mistakes rapidly?


We all make mistakes, and then we solve them. Occasionally, this year’s solution becomes next year’s mistake. Since you will be solving a lot of problems throughout life, learn to solve them rapidly and then use the free time to make less mistakes.




How can I deliver all products and services with excellence?


This is what a win-win result is all about, excellence. Practice will never ever make you perfect, but it will enable you to build excellence in performance and delivery.




Hpw can I pay careful attention when listening to the other person?


Listening has become a lost skill for many people. Truthfully, through, listening has always challenged many people. God gave us two ears and one mouth, but we behave as if we have two mouths and one ear. Success is not accidental, it emerges from one’s skill at listening. Listening, really listening, requires attention to the little remarks, understanding, interest in the topic, and respect of the other person.




•How can I deliver the results that clients can use to fulfill the vision?


•Demonstrate commitment to the client’s vision. •Establish rapport with the client to rapidly build relationships that excel. •Influence the people in the client’s organization with integrity, not through manipulation or force. •Immediately handle content related to the engagement. •Facilitate effective meetings at regular intervals to keep the client on the path forward. •Immediately process issues that impact client performance. •Ensure that you consistently meet the client’s expectations.




–Demonstrate commitment to the client’s vision.


Commitment to the client’s vision requires deep knowledge about its constraints and feasibility. You need to determine if the vision is compatible with the results that the client expects you to deliver.




–Establish rapport with the client to rapidly build relationships that excel.


Rapport is a two-way street. Determine whether the client is an open communicator or keeps everything close to the vest. Be careful of confidences that may reduce your effectiveness.




–Influence the people in the client’s organization with integrity, not through manipulation or force.


Eventually you will be in a position to influence the people in the client’s organization. Behave prudently and do not let other people manipulate you. Establish rules of engagement and follow them.




–Immediately handle content related to the engagement.


Content comes in several forms during a client engagement. Some of it will be relevant to your engagement some of it will be irrelevant. It is best to ignore irrelevant content that may distract your performance.




–Facilitate effective meetings at regular intervals to keep the client on the path forward.


The nature of the client relationship is crucial to delivering solid results. Work to ensure that your relationship remains professional rather than overly social. Formally scheduled personal meetings can assist you in building an effective client relationship.




–Immediately process issues that impact client performance.


You cannot achieve success if the client does not work with you. The client’s professional performance is central to your ability to deliver results the client can use.




–Ensure that you consistently meet the client’s expectations


As you consistently meet the client’s expectations, ensure that they confirm to the identified results and related vision of the client so that you can keep the project on the appropriate path.




How can I influence others with integrity, not through manipulation, force or threat?


•Establish positive rapport in building relationships that excel. •Transform conflicts into constructive opportunities. •Create commitment that offers a win-win scenario. •Engender a two-way environment of responsiveness. •Encourage active support from others for others. •Remain sensitive and compassionate in all situations. •Consistently encourage integrity in your relationship with the client.




–Establish positive rapport in building relationships that excel.


Integrity emerges from a life-long quest. It can assist you with establishing positive rapport by defining the boundaries of every relationship. Here you can better respond to nonverbal communications, reduce the intensity of your ego and force of your speech. Integrity will enable you to become more thoughtful, listen better, ask more direct questions, master the use of time, manage expectations, and reach out to other with authenticity. In this way, you can establish positive rapport by using integrity to facilitate the process.




–Transform conflicts into constructive opportunities


Guided by integrity you develop your capacity to accept conflicts as relationships challenges. You see conflicts as windows of opportunity that enable you integrate multiple time frames and pose the energies of conflict as dilemmas. Hence you transform complexity into a manageable aspect of conflict transformation as you identify the impact of identity on each relationship.

Thus, you prevent destructive conflicts from emerging by addressing latent tensions. You resolve any overt conflicts which do develop and contain any escalating power struggles that temporarily escape resolution. To transform conflicts into constructive opportunities, you resolve what is not prevented and contain what is not resolved.




–Create commitment that offers a win-win scenario


Eventually you will be in a position to influence the people in the client’s organization. Behave prudently and do not let other people manipulate you. Establish rules of engagement and follow them. Ensure that your commitments are attainable and think deeply about the commitments of your client to ensure that they are reasonable and support your commitments.




–Engender a two-way environment of responsiveness


Note the client’s and your environment of responsiveness. Identify the scope of the personal attitudes that motivate, activate, and operationalize two-way responsiveness. Identify your and the client’s personal attitudes about the environment. Identify the elements of the organization that translate attitudes into effective behavior, including supportive management structures, training and two-way communication.




–Encourage active support from others for others


The nature of the client relationship is crucial to delivering solid results. Work to ensure that your relationship remains professional rather than overly social. Formally schedule personal meetings to assist you in building an effective client relationship.




–Remain sensitive and compassionate in all situations


You cannot achieve success if the client does not work with you. The client’s professional performance is central to your ability to deliver results the client can use. Execute a situation assessment that enables you to attain situational understanding. Define methods to gain situation awareness. Define the significance of the situation.




–Consistently encourage integrity in your relationship with the client.


Think about your behavior. Do you easily behave with an abundance of integrity? If you expect other people to behave with integrity toward you, take the lead and behave consistently with integrity in thought and action. Operationalize integrity in your relationship with the client in terms of objective, clearly specified independent and dependent variables .




•How can I transform conflicts into constructive opportunities?


–Appropriately acknowledge others –Appropriately compliment others –Never be insincere, always honest and kind –Create a win-win opportunity during difficult situations –Remain fair during tough challenges –Be as tough as necessary, but never cruel




–Appropriately acknowledge other people.


Acknowledgement is a potent approach for linking with people during conflict. However, we must base acknowledgement on something substantial that can assist in defusing conflicts. Hence, whenever we can, we acknowledge the other person with sincerity. We search for something valuable to acknowledge and then acknowledge it. We exercise due diligence in doing this is a sensitive way that reduces the risk of being viewed as a fraud. Finally, we make the acknowledgement public and use this as an opportunity to reduce the conflict by even a little. We work hard to make valuable everything positive the other person does.




–Appropriately compliment other people.


Compliments are not acknowledgements. However, just as in acknowledgements, there are right and wrong ways to compliment other people. First, we want to find something to compliment. Secondly, not to offend anyone, we want to phrase the compliment correctly. Next, we want to make the compliment a public statement about the dedication of the other person. We strive to compliment the person without embarrassing him or her. Next, we make the effort to learn how to space compliments so that we do not make them empty statements of little value.




–Never be insincere, always honest and kind.


Never and always are big words. In this case, they are essential reminders of how to transform conflict into constructive opportunities. Learn to deliver honesty with kindness. Never use honesty to humiliate the other person. Deliver your remarks to move the process forward and to build cooperation among contributors. Learning everything you can about a situation so that you can hold your ground if the other person attempts to deflect the honesty.




–Create a win-win opportunity during difficult situations.


Clarify what you mean by win-win situation. Assess the appropriateness of the win-win approach foe conflict transformation. Determine your rationale for advocating a win-win approach. Identify opportunities for building win-win tactics. Design your approach for attaining a win-win opportunity. Locate the win-win strategy into your conflict transformation approach.




–Remain fair during tough challenges.


Define the meaning of “fairness” for this situation. Assess the rationale for its application in this situation. Define the rules governing the use of fairness. Design an approach for initiating the fairness rules. Continually assess the results of the rules in this situation. Adjust the rules as needed to facilitate the conflict transformation.




–Be as tough as necessary, but never cruel.


Understand that toughness does not mean meanness. Use toughness to protect your integrity and to keep the situation on the reliability path forward. Remain tough in every situation to hold onto your ideals. Frame toughness as a virtue to guide your behavior. Employ toughness to enable conflict transformation.




•How can I create a win-win opportunity during difficult and seemingly impossible situations?


•Adopt a calm attitude. •Speak clearly. •Eliminate domineering behaviors. •Collaborate attentively. •Resolve mistakes rapidly. •Deliver all products and services with excellence. •Pay careful attention when listening to the other person.




Adopt a calm attitude


Upset means failure. Learn to control yourself and defuse the situation as necessary. Learn to develop an expanded view of the other person’s goal. Gratitude where appropriate become a great facilitator of success.




–Speak clearly.


Everyone processes information at different speeds. People focus on key words that they look for in a discussion to turn the situation to their advantage. Do not unnecessarily fog the discussion.




–Eliminate domineering behaviors.


People want to work with people they like. People agree more often with people they like. Why complicate your life by making people dislike you. Learn to replace domineering behaviors with respectful behavior. You will feel better and so will the other person.




–Collaborate attentively.


Since many people believe that collaboration presents a submissive posture, it has nearly become a lost success building skill. Collaboration make great things possible because it delivers the framework for a win-win outcome. Master the skill of collaboration.




–Resolve mistakes rapidly.


We all make mistakes, and then we solve them. Occasionally, this year’s solution becomes next year’s mistake. Since you will be solving a lot of problems throughout life, learn to solve them rapidly and then use the free time to make less mistakes.




–Deliver all products and services with excellence.


This is what a win-win result is all about, excellence. Practice will never ever make you perfect, but it will enable you to build excellence in performance and delivery.




–Pay careful attention when listening to the other person.


Listening has become a lost skill for many people. Truthfully, through, listening has always challenged many people. God gave us two ears and one mouth, but we behave as if we have two mouths and one ear. Success is not accidental, it emerges from one’s skill at listening. Listening, really listening, requires attention to the little remarks, understanding, interest in the topic, and respect of the other person.




•How can I deliver all products and services with excellence?


–Deliver not only results, but deliver results that matter –Give value, so that you will be valued –Deliver results that matter by executing well –Share sensitive information with sensitively –Maintain confidences that do not reduce your ability to assist your client –Do not enter into confidences that subordinate your proper role or authority




–Deliver not only results, but deliver results that matter


Excellence is a word with a big meaning. To achieve excellence, your have to design it into the product and service. Then you have to become excellent yourself. To deliver results that matter, one begins by delivering products and services that matter. This takes a special kind of person who values excellence all along the path from conceptual product development to actual product delivery and post delivery relationship management.




–Give value, so that you will be valued.


Value requires preparation. One must understand how value is defined by other people. One must also recognize what builds value in the minds of other people. The wrong words, an incorrect solution, a common misunderstanding, a meaningless price, all contribute to the destruction of product and service value.




–Deliver results that matter by executing well.


Listen to the customer. Study the problem situation. Assess the motivation of the customer. Define a product idea based on the needs of the customer. Build it, then deliver it as simply as you can.




–Share sensitive information with sensitively.


Identify the characteristics that define sensitive information. Define the elements of a sensitive product and service. Establish the rules that govern the management of sensitive information. Design an approach for sharing sensitive information. Establish the guidelines for sharing sensitive information using the designed approach. Learn how to share the information without alienating the audience.




–Maintain confidences that do not reduce your ability to assist your client.


Confidences are tarpits. Define your “rules-for-engagement” for managing them. Understand what it means to keep a confidence. They are often deal killers. When you agree to an invitation to share a confidence, you could say that the you reduce your independence. In some way, one can argue that the person who shares a confidence with you owns you. Clarify the limit of your obligation whenever you receive or share a confidence with another. Never keep a confidence that ties your hands from acting to resolve a problem. Never share a confidence in the workplace.




–Do not enter into confidences that subordinate your proper role or authority


Excellence requires wisdom, judgment, skills, and knowledge. The core of excellence is skill at navigating the pitfall of confidences. Confidences can be strategic, tactical, or operational. Learn to master the skill of leveraging confidences to build excellence in your organization. Excellent organizations deliver excellent products and services. Excellence begins with you.




•How can I assist my workplace relationship in resolving the conflicts that decrease performance?


•Identify specific Conflict Resolution strategies to assure that the members of the workplace relationship more effectively cooperate. •Open a discussion to initiate the calming process. •Initiate a written communication campaign to build upon verbal communications. •Seek compromise to ensure that you get what you desire. •When all else fails, enlist members of the workplace relationship to vote on the outcome to resolve the conflict for each member.




•Identify specific Conflict Resolution strategies to assure that the members of the workplace relationship more effectively cooperate.


•Conflict is a re-occurring challenge for workplace relationships. If ignored for too long, it can become quite serious. Whenever conflict arises, assess the situation as soon as possible. Identify several strategies that restore workplace relationship effectiveness. Then design the strategies to respond to the specific kind of conflict your colleagues experience. Ensure that the strategies remain as simple as possible. Then implement them and adjustment them as necessary to eliminate the avoidable conflict.




•Open a discussion to initiate the calming process.


•Conflict signals a probable disconnect in communications of some kind. Assess whether the conflict emerged from a failure to communicate effectively. Establish a schedule to get everyone talking rather than arguing. Establish guidelines to protect employees who have something sensitive to address. Remain vigilant and adopt another strategy if this fails to build team effectiveness.




•Initiate a written communication campaign to build upon verbal communications.


•Occasionally workplace relationships become more effective when all important communications are put in writing. Use written communications to bring down the emotional barriers that conflict has put up. Get everyone to add their insights about the problem. Such an approach requires more thought and discipline. Use written communications to document the conflictual situation.




•Embed mediation into the Conflict Resolution process when other strategies become too complicated or tie consuming.


•Conflict Resolution can become intractable as the parties become entrenched and refuse to budge as they attempt to resolve the conflict among themselves. At this time, initiate mediation using a third party experienced in Conflict Resolution. Employ mediation to assist sincere individuals with effectively resolving their problems.




•Seek compromise to ensure that you get what you desire.


Define the terms of the compromise. Identify what each party may gain in agreeing to the compromise. Set a date and time for settling the compromise. Use the compromise strategy to ensure that each party receives the same treatment and process and understands that this is an attempt to reach a fair agreement




•When all else fails, enlist members of the workplace relationship to vote on the outcome to resolve the conflict for each member.


•This provides an opportunity for everyone to weigh in and overcome the intractability. While this is a desperate measure, it can be an effective strategy. The downside, of course, is that each party may still not accept the results of the vote and strengthen resistance.




•How can I create a win-win opportunity during difficult situations?


•Adopt a calm attitude. •Speak clearly. •Eliminate domineering behaviors. •Collaborate attentively. •Resolve mistakes rapidly. •Deliver all products and services with excellence. •Pay careful attention when listening to the other person.




–Adopt a calm attitude.


Upset means failure. Learn to control yourself and defuse the situation as necessary. Learn to develop an expanded view of the other person’s goal. Gratitude where appropriate become a great facilitator of success.




How can I speak clearly to create a win-win opportunity??


Everyone processes information at different speeds. People focus on key words that they look for in a discussion to turn the situation to their advantage. Do not unnecessarily fog the discussion.




–Eliminate domineering behaviors.


People want to work with people they like. People agree more often with people they like. Why complicate your life by making people dislike you. Learn to replace domineering behaviors with respectful behavior. You will feel better and so will the other person.




Collaborate attentively


Since many people believe that collaboration presents a submissive posture, it has nearly become a lost success building skill. Collaboration make great things possible because it delivers the framework for a win-win outcome. Master the skill of collaboration.




–Resolve mistakes rapidly.


We all make mistakes, and then we solve them. Occasionally, this year’s solution becomes next year’s mistake. Since you will be solving a lot of problems throughout life, learn to solve them rapidly and then use the free time to make less mistakes.




–Deliver all products and services with excellence.


This is what a win-win result is all about, excellence. Practice will never ever make you perfect, but it will enable you to build excellence in performance and delivery.




–Pay careful attention when listening to the other person.


Listening has become a lost skill for many people. Truthfully, through, listening has always challenged many people. God gave us two ears and one mouth, but we behave as if we have two mouths and one ear. Success is not accidental, it emerges from one’s skill at listening. Listening, really listening, requires attention to the little remarks, understanding, interest in the topic, and respect of the other person.




•How can I deliver the results that clients can use?


•Demonstrate commitment to the client’s vision. •Establish rapport with the client to rapidly build relationships that excel. •Influence the people in the client’s organization with integrity, not through manipulation or force. •Immediately handle content related to the engagement. •Facilitate effective meetings at regular intervals to keep the client on the path forward. •Immediately process issues that impact client performance. •Ensure that you consistently meet the client’s expectations.




–Demonstrate commitment to the client’s vision.


Commitment to the client’s vision requires deep knowledge about its constraints and feasibility. You need to determine if the vision is compatible with the results that the client expects you to deliver.




–Establish rapport with the client to rapidly build relationships that excel.


Rapport is a two-way street. Determine whether the client is an open communicator or keeps everything close to the vest. Be careful of confidences that may reduce your effectiveness.




–Influence the people in the client’s organization with integrity, not through manipulation or force.


Eventually you will be in a position to influence the people in the client’s organization. Behave prudently and do not let other people manipulate you. Establish rules of engagement and follow them.




–Immediately handle content related to the engagement.


Content comes in several forms during a client engagement. Some of it will be relevant to your engagement some of it will be irrelevant. It is best to ignore irrelevant content that may distract your performance.




–Facilitate effective meetings at regular intervals to keep the client on the path forward.


The nature of the client relationship is crucial to delivering solid results. Work to ensure that your relationship remains professional rather than overly social. Formally scheduled personal meetings can assist you in building an effective client relationship.




–Immediately process issues that impact client performance.


You cannot achieve success if the client does not work with you. The client’s professional performance is central to your ability to deliver results the client can use.




–Ensure that you consistently meet the client’s expectations.


As you consistently meet the client’s expectations, ensure that they confirm to the identified results and related vision of the client so that you can keep the project on the appropriate path.




•How can I transform conflicts into constructive opportunities?


–Appropriately acknowledge others –Appropriately compliment others –Never be insincere, always honest and kind –Create a win-win opportunity during difficult situations –Remain fair during tough challenges –Be as tough as necessary, but never cruel




–Appropriately acknowledge other people.


Acknowledgement is a potent approach for linking with people during conflict. However, we must base acknowledgement on something substantial that can assist in defusing conflicts. Hence, whenever we can, we acknowledge the other person with sincerity. We search for something valuable to acknowledge and then acknowledge it. We exercise due diligence in doing this is a sensitive way that reduces the risk of being viewed as a fraud. Finally, we make the acknowledgement public and use this as an opportunity to reduce the conflict by even a little. We work hard to make valuable everything positive the other person does.




–Appropriately compliment other people.


Compliments are not acknowledgements. However, just as in acknowledgements, there are right and wrong ways to compliment other people. First, we want to find something to compliment. Secondly, not to offend anyone, we want to phrase the compliment correctly. Next, we want to make the compliment a public statement about the dedication of the other person. We strive to compliment the person without embarrassing him or her. Next, we make the effort to learn how to space compliments so that we do not make them empty statements of little value.




–Never be insincere, always honest and kind.


Never and always are big words. In this case, they are essential reminders of how to transform conflict into constructive opportunities. Learn to deliver honesty with kindness. Never use honesty to humiliate the other person. Deliver your remarks to move the process forward and to build cooperation among contributors. Learning everything you can about a situation so that you can hold your ground if the other person attempts to deflect the honesty.




–Create a win-win opportunity during difficult situations.


Clarify what you mean by win-win situation. Assess the appropriateness of the win-win approach foe conflict transformation. Determine your rationale for advocating a win-win approach. Identify opportunities for building win-win tactics. Design your approach for attaining a win-win opportunity. Locate the win-win strategy into your conflict transformation approach.




–Remain fair during tough challenges.


Define the meaning of “fairness” for this situation. Assess the rationale for its application in this situation. Define the rules governing the use of fairness. Design an approach for initiating the fairness rules. Continually assess the results of the rules in this situation. Adjust the rules as needed to facilitate the conflict transformation.




–Be as tough as necessary, but never cruel.


Understand that toughness does not mean meanness. Use toughness to protect your integrity and to keep the situation on the reliability path forward. Remain tough in every situation to hold onto your ideals. Frame toughness as a virtue to guide your behavior. Employ toughness to enable conflict transformation.




•How can I reduce the impact of conflicts in my closely held business?


•Identify the root cause of the conflict. •Build the cohesion of key people as an example of cooperation. •Design Conflict Management Strategies for Success. •Delay the conflict indefinitely by employing well-designed avoidance strategies. •Work with the other party by accommodating the demands, expectations, and build a joint action program to get to the next step. •Introduce collaboration to defuse the conflicts that naturally occur during joint action. •Identify opportunities for compromise or competition.




•Identify the root cause of the conflict.


•Conflict is everywhere. When no other person is around, people even have conflicts with themselves. Generally, though, conflict in organizations requires at least two people. People suffer from conflicts because they experience philosophical differences chase conflicting goals or suffer the stings of power imbalances. The root cause of conflict can be real or imaginary, but it impacts the organization.




•Build the cohesion of key people as an example of cooperation.


•Unplanned conflicts reduce trust and performance. If unchecked, they will destroy an enterprise. Design your conflict management strategies. Learn how to use them to defuse the situation before the conflict grows into an open battle.




•Design Conflict Management Strategies for Success.


•Conflict Management is not a recent concern. People have employed many Conflict Management strategies throughout human history. Happily we can categorize these as the “2A3C” strategies for Accommodating, Avoiding, Collaborating, Compromising, and Competing.




•Delay the conflict indefinitely by employing well-designed avoidance strategies.


•Use this strategy makes sense whenever a strong possibility exists that everything will work out in a positive manner. Interestingly people most unsure of themselves or lacking formal power revert to this strategy most often. For these people, avoidance may become a successful conflict management strategy whenever new people may come along who can reduce the conflict.




•Work with the other party by accommodating the demands, expectations, and build a joint action program to get to the next step.


•The accommodating strategy essentially entails giving the opposing side what it wants. The use of accommodation often occurs when one of the parties wishes to keep the peace or perceives the issue as minor. For example, a business that requires formal dress may institute a "casual Friday" policy as a low-stakes means of keeping the peace with the rank and file. Employees who use accommodation as a primary conflict management strategy, however, may keep track and develop resentment.




•Introduce collaboration to defuse the conflicts that naturally occur during joint action.


•Collaboration is an integration strategy used by different people to support each team’s ideas. Through collaboration, people become innovative and creative because each person seeks to build a productive joint team. The problem here, of course, is that collaboration is time consuming and will not work well in an emergency or in response to a highly competitive action taken by an outside company. In these cases, competitive strategies should be introduced.




•Identify opportunities for compromise or competition.


•Assess whether the other party holds similar authority, power, influence, and reach. Identify the issues that you willing to walk away from if such an action will facilitate an acceptable solution. When employing compromise as a Conflict Management strategy, identify the gains and the loses of each party. If parties are not equal, the more aggressive party may turn to a competitive strategy to dominate the outcome even if ill-will results.




How can I study the relationship of the colleague with the senior decision-maker in the workplace?


§Assess the productivity level of the colleague. §Determine the participation level of the colleague in operational problem solving. §Assess the confidence level of your colleague when presenting issues to the senior decision-maker. §Determine the level of discrete behaviour of the colleague within the workplace relationship. §Determine whether the colleague behaves consistently in thought and action. §Assess the level of attention given to the colleague by the decision-maker in response to project issues.




§Assess the productivity level of the colleague.


§Determine whether the colleague is local or remote. Clarify the senior decision-makers productivity expectations for the workplace relationship. Identify the function of the colleague in the workplace relationship. Identify the productivity expectations of the workplace relationship guiding the colleague’s performance. Assess the consistency of expectations with the senior decision-maker. Identify the variance between the workplace relationship and the senior decision-maker of the expectations for productivity of the colleague . Assess the actual productivity level of the colleague in respect to the identified variance. §




§Determine the level of discrete behaviour of the colleague within the workplace relationship.


§Note the behaviour of the colleague that conforms to the expectations of the workplace relationship and the senior decision-maker. Identify the behaviour that surpasses expectations of the workplace relationship but conflicts with the senior decision-maker. Identify the behaviour of the colleague that is independent of all expectations of the environment and negatively impact performance of the workplace relationship.




•How can I forge a team spirit with my client and his or her organization?


•Confront resistances in real-time •Ø Anticipate the various forms of resistance •Ø Think diagnostically with an expanded perspective •Ø Identify with the client •Ø Bring resistances to the surface very cautiously




•How can I anticipate the various forms of resistance impacting the client and his or her organization?


•Identify the forms of resistance •Ø Label it with the most stringent at the top of the list •Ø Work through each resistance in real-time •Ø Manage the various forms of resistance in real-time




How can I identify the forms of resistance?


•Note the forms of significant resistances by assessing the behavior of my client •Ø Assess the manner in which my client resists my attempts at solution finding •Ø Determine the emotional fear that may be pressing my client to react with such resistances •Ø Observe my client’s level of resistance to the solutions of others •Ø Assess the nature and characteristics of all resistances manifested by my client




•How can I manage the primary forms of resistance?


•Overcome my client’s attitude of imperial knowledge: “I know what the problem is” •Ø Overcome my client’s effort to challenge my methodology •Ø Reverse my client’s tendency to challenge my competence •Ø Defeat my client’s attempt to give me the silent treatment




How can I defeat my client’s attempt to challenge my competence?


•Identify and engage the appropriate solutions to then forms of resistance •Ø Exhaust my client’s tendency to become obsessed with detail •Ø Present findings politically to disarm my client’s tendency to disagree with conclusions •Ø Reduce my client’s impatience by being proactive •Ø Focus only on the immediate issues to neutralize my client’s frequent flights into health




•How can I identify and engage the appropriate solutions to the various forms of resistance?


•Develop a strategy for defeating the tendency of my client “knowing the problem” •Ø Develop an approach to dissuade my client •Ø Present information to persuade my client •Ø Provisionally accept my client’s interpretation of the problem to build rapport •Ø Use the opening this provides to build on the rapport




•How can I use the opening to build on the rapport?


•Reshape the rapport •Ø Find a way to relieve my client of his or her guilt •Ø Reassure my client about his or her involvement in the solution •Ø Reassure my client about how much you need them •Ø Enlist my client in qualifying my methodology




•How can I enlist my client in linking my methodology to the challenge of my client?


•Proactively encourage my client to challenge my methodology •Ø Listen carefully to my client’s remarks and observations •Ø Ask facilitating questions focused on the methodology •Ø Masterfully assert my competence by expert delivery




•How Can I Reduce My Client’s Tendency To Challenge My Competence?


•Steer my client back to the diagnostic data and the “What’s in it for them” issues •Ø Articulate the soundness of the design •Ø Bend in the wind while remaining strong to strengthen rapport •Ø Remain sincere and truthful •Ø Normalize the give and take process to improve delivery on both sides




•How Can I Normalize The Give And Take Process With My Client?


•Acknowledge my appreciation for my client’s candor •Ø Target opportunities to reframe my client’s anger •Ø Pursue the root causes of disagreement or anger •Ø Work through the problem by asking for my client’s help in resolving it




•: How Can I Overcome My Client’s Tendency To Constantly Disagree With My Conclusions?


•Demur as best I can and attempt to overcome the latent mistrust in my abilities until I can defend my conclusions •Ø Systematically retest my conclusions •Ø Refine my conclusions if necessary •Ø Proactively reduce my client’s impatience •Ø Identify the non-rational process issues that may be changing the equilibrium




•How Can I Proactively Reduce My Client’s Impatience?


•Reduce your clients’ common desire to protect and hold on to from his or her illusions about the organization and themselves •Ø Revisit the big picture •Ø Ask your clients to determine how much he or she may be contributing to the problem •Ø Encourage our client to become part of the solution •Ø Offer quick results to build the trust and confidence of my client •Ø Determine if the disagreement serves to clarify the original assignment




•How Can I Defuse The Silent Treatment Of My Client?


•Employing the “what’s in it for them” “WIIT” rationale •Ø Use the shared vision and mission as a basis for discussing any problem •Ø Encourage the client to be open because you can take it •Ø Determine if this problem leads to a deeper understanding of the problems within the organization •Ø Overcome my client’s tendency to become obsessed with detail




•How Can I Overcome My Client’s Tendency To Become Obsessed With Detail?


•Redirect my client’s attention to become knowledgeable about what’s really going on •Ø Raise my client’s awareness that he or she is better off working with me •Ø Demonstrate my history at analyzing a wide range of problems •Ø Lead my client to understand that he or she can do it better with my expertise •Ø Overcome my client’s tendency to always disagree with my solutions even when they are the better solutions




•: How Can I Overcome My Client’s Tendency Take Flights Into Exaggerated Concern For Health?


•Confront the client without antagonism •Ø Stick to the facts of the situation •Ø Remind the client of the price to be paid if the project is not completed successfully •Ø Embrace the Resistance through creativity not resistance •Ø Use it fruitfully as energy for the engagement •Ø Ask your clients to look at themselves carefully




•How can I exceed the expectations of my client?


•Maintain my integrity •Ø Remain candid with my client •Ø Respond directly to my client while consistently remaining on topic •Ø Remain eager to address potential conflicts immediately •Ø Deliver results that matter, every time




•How can I remain candid with my clients?


•Deliver expertise in every situation •Ø Speak only when adequate to the situation •Ø Use an economy of words •Ø Deliver the hard news, regardless of impact on client always realizing that the messenger is executed •Ø Say only what I mean carefully •Ø Maintain a sense of realism about your capabilities




•How can I maintain a sense of realism about my capabilities?


•Act with objectivity and integrity •Ø Make my capabilities fully available to clients •Ø Provide the best possible solution in my `client’s best interest •Ø Put the interests of my client first •Ø Charge accordingly, fairly, and honestly




•How can I make my capabilities fully available to my client?


•Prepare clients for the different kinds of outcomes •Ø Share one’s consulting methodologies as common practice for the project. •Ø Proactively transfer expertise and capability as a best practice. •Ø Use an open architecture approach with clients •Ø Discourage my client from thinking magically about my capabilities




•How can I prepare clients for different kinds of outcomes?


•Pull the plug if project is more dire than initially assessed. •Ø Walk away from the mess for another day to clear the mind •Ø Optimize not maximize my involvement. •Ø Keep eye on the big picture using the vision as a compass. •Ø Transfer my expertise to enhance the success of my client




How can I optimize, not maximize, my involvement with my client?


•Deliver value, always •Ø Use time effectively •Ø Continually ask the hard questions •Ø Strive to create solutions, not more problems •Ø Use the questioning process to overcome poor judgment




•How can I use the questioning process to overcome poor judgment?


•Question my client to illuminate Ill-rational behavior •Ø Question my client to overcome the naïveté occurring through lack of experience •Ø Assess my client to reduce that narcissism which occurs through too easy success •Ø Use targeted questions to eliminate the tunnel vision that occurs through lack of understanding and emotional confusion •Ø Use questions to reduce the confusion which emerges through poor communications upward




•How can I question my client to illuminate Ill-rational and other self-defeating behaviors?


•Use questioning to assume a collaborative role, not an expert role •Ø Use questions to ensure that your results always make a positive difference to my client •Ø Articulate all conflicts of interest precisely without charged emotion •Ø Resolve all conflicts of interest impartially •Ø Consistently overcome the shortcomings of my client




How can I Consistently overcome the shortcomings of my client?


•Continually ask yourself the hard project management questions •Ø Ensure that we doing the right things •Ø Identify the biases that I am bringing to the project •Ø Protect my vision from being distorted by the client’s shortcomings •Ø Consistently abide by the organization’s core values




•How can I Consistently overcome the shortcomings of my client?


•Continually ask yourself the hard project management questions •Ø Ensure that we doing the right things •Ø Identify the biases that I am bringing to the project •Ø Protect my vision from being distorted by the client’s shortcomings •Ø Consistently abide by the organization’s core values




•How can I ensure that we are doing the right things?


•Consistently deliver value •Ø Ensure that I am delivering a win-win situation •Ø Ensure that my approach offers a win-win solution •Ø Offer a design solution that is appropriately simple and remains simple •Ø Offer a design solution that makes sense




•How can I ensure that my approach offers a win-win solution?


•Determine the risks and down side if I take my planned approach •Ø Ensure that my approach is free and clear of a conflict-of-interest •Ø Ensure that I am consistently behaving fairly •Ø Determine if my client is behaving fairly to his organization •Ø Determine if my proposed solution is fair to my client




•How can I determine if I am consistently behaving fairly?


•Ensure that my solution or plan of action protects everyone’s individual rights •Ø Review all ethical concerns that could harm the client •Ø Ensure that I am not introducing ethical issues anywhere •Ø Ensure that my client is not introducing any ethical issues •Ø Determine if I am remaining consistent in thought and Action




•How can I remain consistent in thought and action?


•Assess whether my approach is in the best interest of my client •Ø Assess whether my action supports the vision •Ø Determine if my client’s actions support the vision of his or her organization •Ø Assess whether I should recommend any changes to my approach •Ø Determine if my client should change his or her approach •Ø Monitor daily progress in my relationship with me client




•How can I build a framework for coaching and consulting success?


•Clarify in-depth why I am willing to facilitate coaching and consulting interventions •Ø Focus on only two questions to clarify my motivation for facilitating coaching and consulting interventions •Ø Determine why I want to be trusted as a coach or consultant, WIIFM •Ø Determine why anyone would seek coaching or consulting assistance from me, WIIFT •Ø Give clear answers to these questions to be more effective or fuzzy answers to be less effective •Ø Determine how to enhance my coaching and consulting credibility




•How Can I Enhance My Coaching And Consulting Credibility?


•Deliver and market my expertise to expand my impact •Ø Provide an enhanced sense of purpose and meaning •Ø Value coaching and consulting expertise as positive and worth the time and effort •Ø Identify my subordinate’s expectations with great clarity •Ø Increase my rationality while decreasing my mind-reading and guessing games about the inter-personnel issues of subordinates •Ø Raise the confidence of subordinates about my coaching and consulting expertise




•How Can I Raise The Confidence Of Subordinates About My Coaching And Consulting Expertise?


•Facilitate the results clients expect •Ø Assist in fulfilling the wants or needs of subordinates as requirements for professional growth •Ø Assist subordinates in meeting their soft-skills-related professional challenges usually of a psychological and emotional nature •Ø Demonstrate vital experience in meeting the coaching needs of subordinates surpassing mere expertise •Ø Assist subordinates in exploring deeper levels of self-discovery that lead to heightened professional achievement •Ø Develop more effective coaching and consulting relationships




•How Can I Develop More Effective Coaching And Consulting Relationships?


•Clarify the value system governing the consulting or coaching process •Ø Clarify why the client engages a coach or consultant, WIIFT •Ø Share insights that make a difference during critical times •Ø Participate in humanizing the workplace •Ø Leverage all coaching and consulting interventions to build more productive relationships •Ø Enhance my coaching and consulting expertise




•How Can I Enhance My Coaching And Consulting Expertise?


•Increase my motivation for facilitating coaching or consulting solutions •Ø Enjoy continuous learning and the acquisition of new perspectives •Ø Increase team-wide satisfaction of collaboration and teamwork •Ø Learn new things to deepen my professional growth •Ø Capture the power to make a difference •Ø Leverage coaching and consulting for professional success




•How Can I Leverage Coaching And Consulting For Professional Success?


•Clarify the mission statement of the organization as the vision that enables the coaching and consulting relationship •Ø Use coaching and consulting practices to assists in improving team performance by augmenting the core soft-skills competencies •Ø Gain recognition and appreciation for a significant accomplishment •Ø Introduce a more humane work environment through alternative work strategies that encourage more win-win outcomes •Ø Gain an environment of collegiality while developing new friendships and maintaining long term relationships •Ø Leverage coaching and consulting activities to enhance my professional performance




•How Can I Leverage Coaching And Consulting Activities To Enhance My Professional Performance?


•Enhance my mastery of the factors that lead to the emergence of high-performance relationships •Ø Continually develop and expand my core competence soft-skills •Ø Enhance my personal courage by building confidence using the appropriate soft-skills •Ø Introduce enhanced communications processes focused on feedback and adjustment outcomes •Ø Employ coaching and consulting to introduce targeted organization innovations




•How can I determine if I have a receptive audience that needs coaching and consulting assistance?


•Ask again what’s in it for them, WIIFT, in accepting my assistance •Ø Expand my perspective to understand the situation of my subordinates •Ø Increase my objectivity in addressing team and individual performance •Ø Enter each situation with authentic sincerity




•How Can I Leverage The Impact Of Agency Theory On Team Morale?


•Enhance my professional identity by delivering results that make a difference to subordinates •Ø Ensure variety, challenge, and achievement to build a team attitude •Ø Provide opportunities for team members to earn prestige by contributing to the success of the team •Ø Identify what’s in it for them, WIIFT •Ø Display feelings of appreciation





Copyright © June 26, 2019 Raymond L. Newkirk 

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