Home' Trinidad and Tobago Guardian : April 14th 2016 Contents the title, the subtitle, the front flap,
and the table of contents. What s the
Read the introduction and the con-
clusion word for word, but quickly.
Then, skim each chapter. End with the
table of contents, to summarise the
main points in your head.
When you re actively engaging with
the material in this way, your mind is
more alert and able to retain a great
deal of information.
(Adapted from "How to Read a Book
a Week," by Peter Bregman)
Help focus your
sales team on the
Sales executives often talk about how
salespeople spend too much time with
existing customers rather than focusing
on high-potential prospects. Redirect
your sales efforts by asking six ques-
• Do salespeople know what s impor-
tant? Communicate exactly how you
want people to spend their time.
• Do salespeople have the informa-
tion they need? Give them the data to
match product offerings to customer
• Do salespeople have the compe-
tencies required? Train people on how
to find and qualify buyers, describe the
product s competitive advantages and
convince customers to buy.
• Are salespeople motivated? They
need to perceive value from their efforts:
career success, recognition, personal
satisfaction, money or all of the above.
• Do salespeople have enough band-
width? If not, consider creating spe-
cialised teams that find new clients,
while others support existing relation-
• Do salespeople have the right char-
acteristics? Look for "natural sellers"
who can learn the industry.
(Adapted from "Help Your Salespeople
Spend Time on the Right Things," by
Andris A Zoltners, PK Sinha and Sally
Cool down a heated
Emotions can get heated during a
high-stakes negotiation. But there are
a few ways to defuse a tense conver-
• Focus on your physical reaction.
Breathe deeply to send a message to
your brain to remain calm.
• Listen to what your counterpart is
saying. Don t always feel you need to
respond to an outburst. If you can, let
it go and move on.
• Show you ve heard him. Calmly
paraphrase your counterpart s argument.
Sometimes people just want to be
• Show some empathy. Acknowledge
that this is a tough situation.
• Find out more. If you re the cause
of the other person s frustration, dig
deeper to find out why.
• Take a break. If you re the one get-
ting angry or emotional, step out, go
for a walk and come back when you re
feeling more grounded.
(Adapted from "How to Cool Down
a Heated Negotiation," by Jeff Weiss)
@2016 Harvard Business School Pub-
lishing Corp. Distributed by the New
York Times Syndicate
Avoid hiring a
Toxic employees are incredibly
costly for organisations; they can
lower employee morale, upset cus-
tomers and even bring on litigation
fees. So it s essential to weed them
out before they join your company.
When you re interviewing a can-
didate, be on the lookout for signs
of incivility. Consider asking ques-
tions such as:
• What would your former
employer say about you --- positive
• Tell me about a time when
you ve had to deal with stress or
conflict at work. What did you do?
• What about yourself would
you like to improve most? How
about a second thing? A third?
Also find out how the candidate
treated your parking lot attendant,
your receptionist and your admin-
istrative assistant. Was he gracious
and respectful or rude and con-
descending? Finally, conduct care-
ful reference checks and investigate
any hunches thoroughly.
(Adapted from "How to Avoid
Hiring a Toxic Employee," by Chris-
In meetings, tell
your team that
Many managers assume that
when they ask for feedback, people
will offer their thoughts candidly
and directly. But that often doesn t
happen, especially in public set-
tings and high-stakes situations.
To force people to open up, no
matter how reluctant (or passive-
aggressive) they may be feeling,
set one key ground rule: "Silence
denotes agreement." Explain that
silence doesn t mean "I m not vot-
ing" or "I reserve the right to weigh
in later." It means "I m completely
on board with what s being dis-
cussed." You must then commit
to enforcing the rule.
If someone---even a powerful
team member or friend---button-
holes you after a meeting to express
reservations about what was said,
tell them, "You should have spoken
up at the meeting. Now everyone
is on board and the ship has sailed.
Next time, say something."
(Adapted from "Before a Meeting,
Tell Your Team That Silence Denotes
Agreement," by Bob Frisch and Cary
The trick to reading
a book a week
Reading nonfiction books is one
of the best ways to stay engaged
with the newest thinking in your
field. But how can you make time
for reading if your schedule is
already overloaded? Understand
that you don t need to read a non-
fiction book cover to cover to learn
from it; you can actually absorb
just as much if you approach it in
a different way. Start with the
author bio to get a sense of the
person s bias and perspective. Read
BUSINESS GUARDIAN www.guardian.co.tt APRIL 14 • 2016
TIPS & TALKING POINTS
NATIONAL HELICOPTER SERVICES LIMITED
National Helicopter Services Limited, a leading provider of
helicopter transport and related services to the energy and state
sectors, is seeking to recruit suitably qualified professionals to
fill the following position:
SIKORSKY S76 C++/D CAPTAIN
The S76 C++/D Captain serves as a Senior Pilot and Pilot in Command on the
or sent to:
No later than April, 15th 2016
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