Home' Trinidad and Tobago Guardian : October 22nd 2015 Contents One thing that can help is to pre-introduce
yourself. A week or two before the confer-
ence, think about who you really want to
get to know and then carve out time to
achieve that goal.
Create a "priority wish list" of people
you d like to connect with. Send them an
email introducing yourself (if possible, get
an intro from a mutual friend or colleague).
If the person is presenting, tell her you ll
be at her session.
There s a lot of fear when presenting that
no one will attend your session, so the fact
that you re making the effort will be appre-
ciated. If the person is not presenting, invite
him for coffee or see what sessions he s
excited about. Then ask, "Can we sit togeth-
(Adapted from "How to Get the Most Out
of a Conference," by Rebecca Knight.)
Lead your b-level players
to a-level success
Can a team of B players achieve A+ suc-
cess? Research says yes --- but only with an
A-level leader. Effective leaders can have a
variety of styles, but they share certain char-
acteristics: superior judgment, which helps
them make good decisions and learn from
mistakes; high emotional intelligence, which
helps them stay calm under pressure and
build relationships with their teams; and
high ambition, which pushes them to high
performance. In addition, there are four
tactics any leader can use to make their
teams more effective: Have a strong vision
that motivates your team with tactics, a
plan of attack and milestones. Use analytics
to help your team make smarter, better deci-
sions with data.
Give feedback to be honest about team
members limits and help them improve.
And foster morale by encouraging team
bonding. When people care about each other,
they raise their performance for each other
too. (Adapted from "How to Manage a Team
of B Players," by Tomas Chamorro-Premuz-
BUSINESS GUARDIAN www.guardian.co.tt OCTOBER 22 • 2015
TIPS & TALKING POINTS
The right way
to switch jobs
Everyone has advice about the best way to switch
jobs, but how do you know who s right? If you re
thinking about leaving, here s what the experts say
you need to know:
• Staying at a job for one to two years is no longer
necessary. Seventy percent of people quit their jobs
within two years, so employers have become more
accepting of job-hopping.
• Consider telling your boss you re looking for a
new job. She may want to try to keep you by offering
more money or flexibility.
• But be wary of accepting your company s coun-
teroffer. There was a reason you started looking for
another job in the first place. Make sure you address
those issues before accepting an offer to stay.
• Focus on interesting work, not title and com-
pensation. More money and a fancier title rarely make
us happy. Instead, look for autonomy, mastery and
purpose in your next role.
(Adapted from "Setting the Record Straight on
Switching Jobs," by Amy Gallo.)
Know when your boss can
help resolve a conflict
Sometimes it s better to address a conflict indirectly.
For example, if you re working in a culture where
group harmony is important, you may not be able
to confront someone directly about an issue. And
sometimes people are more willing to take feedback
from others --- either someone more powerful or a
close confidant. In these cases, it s best to get a third
Go to your boss and explain the problem. If a col-
league is preventing you from running a successful
meeting, your boss can step in and move the con-
versation along. Or if you and another team member
don t agree on how to spend your shared budget,
you might ask your boss to make the decision. That
way, neither of you loses and you re just carrying
out your manager s orders. In Western culture this
indirect approach might be frowned upon, but in
other places it s more effective for handling disagree-
(Adapted from the "HBR Guide to Managing Conflict
at Work," by Amy Gallo.)
3 mistakes to avoid when
taking over a team
Taking over as the leader of a team is daunting.
Your team members are used to how their previous
leader liked to do things, and adjusting their habits
can be a challenge. But it s important to avoid three
common mistakes that new leaders make when trying
to ease the transition:
• Being a friend rather than a leader. Investing too
much energy in befriending the team can confuse
the power relationship. Most teams want clear, con-
• Expressing frustration with the quality of the
team. What team members are good at is a reflection
of what the previous leader expected of them. If your
expectations are different, you need to help the team
make that shift.
• Attempting to force trust too quickly. Until team
members have had time to see how you handle
uncomfortable topics too much candor will do more
harm than good. Let trust build over time.
(Adapted from "Pitfalls to Avoid When You Inherit
a Team," by Liane Davey.)
The right prep makes
conferences more productive
Conferences are an overwhelming rush of presen-
tations, conversations and potential meet-ups, and
it can be tough to know where to focus your time.
NATIONAL HELICOPTER SERVICES LIMITED
HAS BEEN UPGRADED TO
CORPORATE CREDIT RATING BY
On October 5th 2015, Caribbean Information and
Credit Rating Services Limited (CariCRIS) upgraded
its Corporate Credit ratings of National Helicopter
Services Limited (NHSL) by one notch to CariA-
(Foreign and Local Currency Rating) on its regional
rating scale and ttA- on the Trinidad and Tobago
(T&T) national scale.
These new ratings represent an improvement from
the initial CariBBB+ Corporate Credit Rating
assigned to NHSL in 2014.
Commenting on the rating upgrade, Mr. Wayne
Dass, Chief Executive Officer of CariCRIS said that
this second public rating of NHSL, a State
Enterprise, continues to represent an important step
in improving the accountability and transparency of
operations in the State Enterprise Sector. He con-
gratulated the Government of the Republic of
Trinidad & Tobago, as majority shareholder, and the
Board and Executive of NHSL on this initiative and
The rating upgrade is driven by a strong improve-
ment in NHSL's financial performance and debt serv-
ice metrics over the past year, due to a higher level
of business and increased exploration activity by
some of its clients.
Also supporting the ratings are NHSL's good market
position as evidenced by contracts with most off-
shore oil and gas operators, the Company's
favourable geographic location and the modest
growth potential in NHSL's existing core business
buttressed by its regional expansion efforts.
The CariA- Corporate Credit Rating indicates that
the level of creditworthiness of this obligor, adjudged
in relation to other obligors in the Caribbean and
within T&T is good.
Mr. Wayne Dass (right) presents the A- Certification
to the Chairman of National Helicopter Services
Ltd., Capt. Marc Dasent (centre) and the General
Manager, Mr. Joshey Mahabir (left).
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