Home' Trinidad and Tobago Guardian : June 11th 2015 Contents narrative involves your company solving a
business need or seizing an opportunity by
acting on your idea.
To build that story, first identify the strate-
gic need or opportunity you want to address.
Then map out how your idea supports that
important strategic or organizational objec-
Once you ve done your homework, you
can outline your project approach and
explain how your idea will be implemented.
Finally, describe the benefits your project
will deliver if it s funded.
Avoid vague goals like "improve customer
satisfaction," "cut costs" or "drive sales."
Get specific: "We ll reduce product returns
by 10 per cent, saving $300,000."
(Adapted from "Craft a Story to Sell Your
Business Case," by Raymond Sheen.)
Ask for more details if you
get unfair feedback
Say your boss gives you feedback that
you believe is wrong and unfair. What s the
best way to handle the situation? You don t
want to react immediately and reject it. Act
calmly and respectfully. First make sure that
you fully understand the feedback.
• Ask for more details: "What were the
customer s concerns that you think I failed
• Ask about how this situation could have
been better handled: "What would have
been a better way to handle that request?"
or "How might you have handled it?"
• Try to find examples of what went well:
"Based on what you ve heard, were there
any positive aspects in the way the customer
complaint was handled?"
• Probe for any deeper messages: "Do
you think that I m generally not customer-
focused enough? Or was it specifically this
event that you re concerned about?"
(Adapted from "What To Do When the
Boss Gives You Baseless Feedback," by Jack
Zenger and Joseph Folkman.)
@2015 The Economist Newspaper Ltd.
Distributed by the New York Times Syn-
BUSINESS GUARDIAN www.guardian.co.tt JULY 2012 • WEEK FOUR
Development of aN
OUTDOOR RECREATION CENTRE
the Piarco AeroPark
TrINIDAD AND TOBAGO
Development of aN
OUTDOOR RECREATION CENTRE
at the Piarco AeroPark
TrINIDAD AND TOBAGO
Airports Authority of Trinidad and Tobago ('the Authority')
invites suitably qualified firms and individuals to submit
proposals for leasing and developing land at the Piarco
AeroPark for an Outdoor Recreation Centre. This is an
attractive opportunity to operate in one of the most
high-traffic areas in Trinidad and Tobago.
The Piarco AeroPark is the first aerotropolis or airport city in
the Caribbean. It will contain zones for various activities
Copies of the RFP can be obtained from 1st May 2015
between 8:00 a.m. and 4:00 p.m. at the Cashier's Booth,
Airports Authority Administration Centre, Piarco International
Airport, South Terminal, Golden Grove Road, Piarco, Trinidad
and Tobago upon payment of a non refundable fee of
US$200.00 plus VAT.
A Pre-Proposal Conference and Facility Tour will take
place at 10:00 a.m. on 1st June 2015 at the following address:
Proposers and their representatives are encouraged to attend
the Facility Tour to acquaint themselves with the conditions
therein which may influence their proposals.
The deadline for submission of proposals is 6th October
2015 @ 2:00 p.m. AST. Late submissions will not be
The Authority does not bind itself to accept the lowest or any
Questions or requests for further information should be
The Secretary Tenders Committee
The subject line should read
The right time to
ask for a raise
Most people make their pitch for a raise at review
time, when their bosses are often overwhelmed with
the pressure of completing evaluations. Instead, time
your request to coincide with changes in your own
tasks. You should ask for a raise just before you take
on new responsibilities or right after you successfully
complete a project.
If you ve just created more value for your company,
it s a great time to say, "Can we share that value?"
If you ve collected evidence about your contributions
and have a reasonable target figure in mind, you re
more likely to get what you want. Just make sure to
look forward, not backward. You want to highlight
your contributions, but then you should pivot to
what you hope to tackle next.
If your boss doesn t seem receptive, suggest revis-
iting the issue in a few months and then get that on
(Adapted from "How to Ask for a Raise," by Carolyn
Know when it's time to
kill a project
Zombie projects are the ones that fail to fulfill their
promise and yet keep shuffling along, sucking up
resources. They happen because shutting a project
down can be very emotional, and people often struggle
to acknowledge when something just doesn t work.
To make people view the process more rationally,
create clear and simple guidelines for when to con-
tinue---or kill---a project.
Consider these questions: Is there a real market
need? Can we fulfill that need better than competitors?
Can we meet our financial objectives? If it s still hard
to make a final decision, bring in objective outsiders,
such as someone from a different division or even
outside the company, to weigh in. You can also help
people accept a project s conclusi
on by emphasising what was learned along the
way. Hold action-after reviews to capture lessons
learned, and create a database to store and share
(Adapted from "Zombie Projects: How to Find Them
and Kill Them," by Scott Anthony, David Duncan and
Pontus MA Siren.)
Make coaching more
effective by following up
Too many managers don t follow up after coaching
sessions, thereby squandering the important time
they invested in the first place. No matter how suc-
cessful a session feels, if it doesn t lead to change,
it hasn t been effective. You need to track people s
You re not going to remember everything you see,
hear and think about during your conversation, so
write things down. Good notes will allow you to keep
track of goals, observe growth and give more mean-
ingful feedback in the future. Create a standard tem-
plate that you can fill in each time. After each session,
• What can I do to support this employee s devel-
opment between now and our next coaching meet-
• What did I learn from this meeting that I didn t
know going in?
• What did the person I m coaching learn? What
key messages were reinforced in the meeting?
(Adapted from "Your Coaching Is Only as Good as
Your Follow-Up Skills," by Harvard Business Review
Turn your business case
into a compelling story
The business cases that win funding tell compelling
and memorable stories. That s the best way to capture
decision-makers imaginations and make your idea
Think of your business case as a concise adventure
novel, with your company as the protagonist. The
TIPS & TALKING POINTS
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