The document discusses determining critical success factors for organizations. It provides context on what critical success factors are and how they relate to an organization's mission and strategic goals. A 5-step process is outlined for identifying an organization's critical success factors: 1) Pull together a team, 2) Get employee feedback, 3) Examine long-term goals using frameworks like SWOT analysis and strategic planning, 4) Determine the key factors for achieving long-term plans, 5) Implement the strategic plan considering the critical success factors. Examples of critical success factors and how to write them are also provided.

1. Creating a Successful Mindset &
Alignment with Organization

2. Module (1): Setting the State Strategically

3. Who are Managers?

4. Managers
Managers are required in all the activities of organizations:
budgeting, designing, selling, creating, financing, accounting,
and artistic presentation; the larger the organization, the more
managers are needed.
Everyone employed in an organization is affected by
management principles, processes, policies, and practices as
they are either a manager or a subordinate to a manager.

5. Managers
We tend to think about managers based on their position in an
organization.
This tells us a bit about their role and the nature of their
responsibilities.

6. Discussion Question
What is the difference between the historic (traditional)
and the contemporary views of organizations with
respect to managerial roles?

7. Managers
In the traditional view, hierarchical relationship among layers
of management and managers and employees,
In the contemporary view, top managers support and serve
other managers and employees (through a process called
empowerment), just as the organization ultimately exists to
serve its customers and clients.

8. Empowerment
Empowerment is the process of enabling or authorizing an
individual to think, behave, take action, and control work and
decision making in autonomous ways.
In both the traditional and contemporary views of management,
however, there remains the need for different types of managers.
Top managers are responsible for developing the organization’s
strategy and being a steward for its vision and mission.

9. Empowerment
A second set of managers includes functional, team, and general
managers.
Functional managers are responsible for the efficiency and
effectiveness of an area, such as accounting or production.
Supervisory or team managers are responsible for coordinating
a subgroup of a particular function or a team composed of
members from different parts of the organization.

10. The Nature of Managerial Work
Managers are responsible for the processes of getting
activities completed efficiently with and through other people
and setting and achieving the firm’s goals through the
execution of four basic management functions: planning,
organizing, leading, and controlling (P.O.L.C)
Both sets of processes utilize human, financial, and material
resources.
Managers assume multiple roles. A role is an organized set of
behaviors.

11. The Nature of Managerial Work
The interpersonal roles ensure that information is provided.
The informational roles link all managerial work together.
The decisional roles make significant use of the information.
The performance of managerial roles and the requirements of these
roles can be played at different times by the same manager and to
different degrees, depending on the level and function of
management.
The ten roles are described individually, but they form an integrated
whole.

12. The Nature of Managerial Work
The three interpersonal roles are primarily concerned with
interpersonal relationships.
In the figurehead role, the manager represents the
organization in all matters of formality.
The top-level manager represents the company legally and
socially to those outside of the organization.
The supervisor represents the work group to higher
management and higher management to the work group.

13. The Nature of Managerial Work
In the liaison role, the manager interacts with peers and
people outside the organization.
The top-level manager uses the liaison role to gain favors
and information, while the supervisor uses it to maintain the
routine flow of work.
The leader role defines the relationships between the
manager and employees.
The direct relationships with people in the interpersonal roles
place the manager in a unique position to get information.

14. The Nature of Managerial Work
Thus, the three informational roles are primarily concerned
with the information aspects of managerial work.
In the monitor role, the manager receives and collects
information.
In the role of disseminator, the manager transmits special
information into the organization.
The top-level manager receives and transmits more
information from people outside the organization than the
supervisor.

15. The Nature of Managerial Work
In the role of spokesperson, the manager disseminates the
organization’s information into its environment.
Thus, the top level manager is seen as an industry expert,
while the supervisor is seen as a unit or departmental
expert.
The unique access to information places the manager at the
center of organizational decision making.
There are four decisional roles managers play.

16. The Nature of Managerial Work
In the entrepreneur role, the manager initiates change.
In the disturbance handler role, the manager deals with threats to
the organization.
In the resource allocator role, the manager chooses where the
organization will expand its efforts.
In the negotiator role, the manager negotiates on behalf of the
organization.
The top-level manager makes the decisions about the
organization as a whole, while the supervisor makes decisions
about his or her particular work unit.

17. The P-O-L-C Framework

18. 1) Planning
Planning is the function of management that involves
setting objectives and determining a course of action for
achieving those objectives.
Planning requires that managers:
a) be aware of environmental conditions facing their
organization and forecast future conditions.
b) be good decision makers.
Planning is a process consisting of several steps.

19. 1) Planning
The process begins with environmental scanning which
simply means that planners must be aware of the critical
contingencies facing their organization in terms of economic
conditions, their competitors, and their customers.
Planners must then attempt to forecast the future conditions.
These forecasts form the basis for planning.
Planners must establish objectives, which are statements of
what needs to be achieved and when.

20. 1) Planning
Planners must then identify alternative courses of action for
achieving objectives.
After evaluating the various alternatives, planners must make
decisions about the best courses of action for achieving
objectives.
They must then formulate necessary steps and ensure effective
implementation of plans.
Finally, planners must constantly evaluate the success of their
plans and take corrective action when necessary.
There are many different types of plans and planning.

21. Strategic planning
Strategic planning generally includes the entire organization and includes
formulation of objectives.
Typical strategic planning processes examine
- An organization’s current environment and abilities (the present
situation),
- Considerations about how it would like to grow or evolve (the desired
future),
- Its aspirations ‫تطلعات‬ as an organization (what it will strive to do), and
- Its intentions for moving forward (how it will move forward).

22. These high-level elements are described
below:
• The What: These are descriptions of what the organization
does and what it aspires to achieve—its organizational targets—
including its goals, objectives, and quantitative performance
measures.
• The Present: The present situation, or current environment, is
typically described in terms of the organization’s mission, guiding
principles (or values), organizational strengths (or enablers), and
organizational barriers (weaknesses or challenges).

23. These high-level elements are described
below:
• The Future: The desired future is described by the
organizational vision and targets.
• The How: The preferred route to achieving the organizational
goals, objectives, and mission is communicated as a strategy or
as strategic goals

24. These high-level elements are described
below:
Note that goals and the steps to achieving them (i.e., the whats
and hows) can take on a different contents at different
hierarchical levels of an organization.
For example, an organizational strategy might serve as a set of
goals for managerial staff, for which that staff will create a sub-
strategy; that sub-strategy might translate into goals for technical
or production staff.

25. Tactical planning
Tactical planning is intermediate-range (one to three years)
planning that is designed to develop relatively concrete and
specific means to implement the strategic plan.
Middle-level managers often engage in tactical planning.

26. Operational planning
Operational planning generally assumes the existence of
organization-wide or sub-unit goals and objectives and
specifies ways to achieve them.
Operational planning is short-range (less than a year)
planning that is designed to develop specific action steps that
support the strategic and tactical plans.

27. 2) Organizing
Organizing also involves the design of individual jobs within the
organization.
Decisions must be made about the duties and responsibilities
of individual jobs, as well as the manner in which the duties
should be carried out.
Organizing at the level of the organization involves deciding
how best to departmentalize, or cluster, jobs into departments
to coordinate effort effectively.

28. 2) Organizing
There are many different ways to departmentalize, including
organizing by function, product, geography, or customer.
Many larger organizations use multiple methods of
departmentalization.
Organizing at the level of a particular job involves how best to
design individual jobs to most effectively use human resources.

31. 3) Leading
Leading involves the social and informal sources of influence that
you use to inspire action taken by others.
If managers are effective leaders, their subordinates will be
encouraged to exert effort to attain organizational objectives.
Personality research and studies of job attitudes provide important
information as to how managers can most effectively lead
subordinates.
For example, this research tells us that to become effective at
leading, managers must first understand their subordinates’
personalities, values, attitudes, and emotions.

32. 4) Controlling
Controlling involves ensuring that performance does not deviate from
standards.
Controlling consists of three steps, which include:
1) establishing performance standards,
2) comparing actual performance against standards, and
3) taking corrective action when necessary.
Performance standards are often stated in monetary terms such as
revenue, costs, or profits but may also be stated in other terms, such as
units produced, number of defective products, or levels of quality or
customer service.

33. Conclusion!
The management functions of planning, organizing, leading, and
controlling are widely considered to be the best means of
describing the manager’s job, as well as the best way to classify
accumulated knowledge about the study of management.
Although there have been tremendous changes in the
environment faced by managers and the tools used by managers
to perform their roles, managers still perform these essential
functions.

34. Mission, Vision, and Values
Mission and vision both relate to an organization’s purpose and are typically
communicated in some written form.
Mission and vision are statements from the organization that answer questions
about who we are, what we value, and where we’re going.
A vision statement, is a future-oriented declaration of the organization’s
purpose and aspirations.
Do you know what is GCCIA vision?

35. Mission, Vision, and Values
A mission statement communicates the organization’s reason for
being, and how it aims to serve its key stakeholders.
Customers, employees, and investors are the stakeholders most
often emphasized, but other stakeholders like government or
communities (i.e., in the form of social or environmental impact) can
also be discussed.
Do you know what is GCCIA mission?

36. Mission, Vision, and Values
Values are the beliefs of an individual or group, and in this
case the organization, in which they are emotionally invested.
Do you know what is GCCIA value?

37. Key Roles of Mission and Vision

38. Module (2): Mapping Your Future
Directions

39. Critical success factor (CSF)
It's a management term for an element that is necessary for an
organization or project to achieve its mission.
It is a critical factor or activity required for ensuring the success
of an organization.
The term was initially used in the world of data analysis and
business analysis.
For example, a CSF for a successful information technology
project is user involvement.

40. Thus! Critical success factors (CSF) are:
“Those few things that must go well to ensure success for a
manager or an organization, and, therefore, they represent
those managerial or enterprise area, that must be given
special and continual attention to bring about high
performance.
CSFs include issues vital to an organization's current
operating activities and to its future success."

41. Critical Success Factor Hierarchy

42. How to Determine Critical Success Factors
for Your Business
A critical success factor (often abbreviated “CSF”) may sound
complicated, but it’s actually a pretty simple concept.
A CSF is a high-level goal that is critical for a business to meet.
In order to be effective, a critical success factor must:
- Be vital to the organization’s success.
- Benefit the company or department as a whole.
- Be synonymous with a high-level goal.
- Link directly to the business strategy.

43. How to Determine Critical Success Factors
for Your Business?
Critical success factors are best stated as action phrases and may
include the means and/or desired results, as well as the action.
Here are a few critical success factor examples:
- Increase Market Share Through Current Customers
- Be Service-Oriented When Working With Our Customers
- Achieve Order Fulfillment Excellence Through On-Line Process
Improvement
- Align Incentives & Rewards With Employee Roles For Increased
Employee Satisfaction

44. The 5-Step Process for Determining Critical
Success Factors
Step 1: Pull together the team that will be working with the CSFs.
Step 2: Have employees submit their ideas or give feedback.
Step 3: Use multiple frameworks to examine the key elements of
your long-term goals.
Step 4: Determine which factors are key in achieving your long-
term organizational plan.
Step 5: Implement your company-wide strategic plan with your
critical success factors in mind.

45. Step 1: Pull together the team that will be
working with the CSFs
Before you do anything else, it is critical to pull together a
team that will be working on critical success factors.
This should start at the top level of the organization, as it’s
extremely important to have senior-level buy-in.

46. Step 2: Have employees submit their ideas
or give feedback
It’s important that employees around the organization are able
to provide their feedback in some form when you are
determining your 10 -15 high-level CSFs.
But, this step could come into play after step three, depending
on your preferences.
You could come up with your CSFs with a smaller group and
then shop those around to get interoffice feedback.
Regardless of what you choose, make sure ideas from across
the board are taken into consideration.

47. Step 3: Use multiple frameworks to examine
the key elements of your long-term goals
This step is vitally important in helping you define and
determine your business’s critical success factors, so don’t
skip it:
a) SWOT analysis
b) Strategic plan

48. a) SWOT analysis
SWOT is an acronym for “Strengths, Weaknesses, Opportunities,
and Threats, of how to put together a comprehensive SWOT
analysis to help your organization “optimize performance, maximize
potential, manage competition, and minimize risk.”
SWOT is about making better decisions, both large and small.
It can help you determine the efficacy of something as small as
introducing a new product or service or something as large as a
merger or acquisition.
Again, SWOT is a method that, once mastered, can only enhance
performance.

50. b) Strategic plan
Strategic plan: There are six important steps you need to take
before you can get to a clear, understandable strategic plan, as
following:
1) Identify your core mission
2) Have a future-focused vision statement
3) Identify priorities
4) Build a communication or rollout plan
5) Hold people accountable
6) Review, review, review

51. 1. Identify your core mission
Your mission statement is the foundation of your strategic plan.
It tells everyone in your organization: “This is what we do.” You will
want to briefly describe what your organization does, provide insight
into the value you create, and capture the essence of your company.

52. 2. Have a future-focused vision statement
Your strategic plan will be your roadmap to where you want to
go.
However, much like using GPS Navigation, you have to enter
your destination.
Your vision statement should be that destination.

53. 3. Identify priorities
Priorities are the issues so critical to your organization that they require
the entire management team’s attention.
These are the issues your strategic plan should focus on.
Avoid being distracted by anything else.

54. 4. Build a communication or rollout plan
How you will communicate and rollout your strategic plan is
one of the most important elements of the plan itself, but it is
often overlooked.
You need to make sure all your employees understand how
they fit into the strategic plan and how the work they do
contributes to it.
Figure out the best way to explain that.
If you do not get employee buy-in, you might find yourself
facing a major hard battle.

55. 5. Hold people accountable
Make sure you assign responsibility to an individual.
Saying this component belongs to the finance department is a
good step, but it does not go far enough.
Instead, say the component belongs to Mazen from finance. If
there is a question about an objective, measure, or initiative, we
know to turn to Mazen, he owns it.
Same for Masood job.
We’re going on the road trip now.

56. 6. Review, review, review
The strategic planning process is not over.
It should never end as a strategic plan should be a dynamic, living
document.
To ensure performance, you need to hold regular formal reviews
and refine accordingly.
These reviews should be at least once a quarter and possibly
monthly depending on your organization and your industry.

57. 6. Review, review, review
You might not get your strategic plan right the first time, and that
is okay.
It is important to start the process and learn while you’re at it.
If you correctly implement the six suggestions above,
congratulations!––you’ve just avoided some major rookie
mistakes while building your strategic plan.

58. Step 4: Determine which factors are key in
achieving your long-term organizational plan
In order to achieve a strategic plan and overcome challenges in
any of the aforementioned frameworks, you’ll need to understand
what the key factors are in achieving a long-term plan.
Essentially, you’ll combine the key elements you’ve gathered
from your SWOT analysis and strategic plan, and then determine
what your top CSFs are.
You need to take all of your CSFs and divide them out by what
the Balanced Scorecard framework calls “perspectives.”

59. Balanced Scorecard (BSC)
Traditional strategic frameworks would only examine a financial
perspective, but that system is flawed.
There are several more important aspects that can impact
strategy that can’t properly be lumped into the category of
finance.
The four are: Financial, Customer, Internal Process, and
People.
When you group each of your 10-15 high-level goals under one of
these four perspectives, you are setting yourself up for greater
success and better measurability.

61. Step 5: Implement your company-wide strategic
plan with your critical success factors in mind
Don’t think that identifying your critical success factors,
grouping them under a perspective, and then leaving them on
a shelf to collect dust is going to help you succeed.
You need to take action to get CSFs implemented throughout
the organization.

62. Module (03): Enhancing Individual
Contribution

63. Steps to Building an Effective Team
The first rule of team building is an obvious one: to lead a team
effectively, you must first establish your leadership with each team
member.
Remember that the most effective team leaders build their
relationships of trust and loyalty, rather than fear or the power of their
positions.
Consider each employee's ideas as valuable. Remember that
there is no such thing as a stupid idea.
Be aware of employees' unspoken feelings. Set an example to
team members by being open with employees and sensitive to their
moods and feelings.

64. Steps to Building an Effective Team
Act as a harmonizing influence. Look for chances to mediate and
resolve minor disputes; point continually toward the team's higher goals.
Be clear when communicating. Be careful to clarify directives.
Encourage trust and cooperation among employees on your team.
Remember that the relationships team members establish among
themselves are every bit as important as those you establish with them.
As the team begins to take shape, pay close attention to the ways in
which team members work together and take steps to improve
communication, cooperation, trust, and respect in those relationships.

65. Steps to Building an Effective Team
Encourage team members to share information. Emphasize the
importance of each team member's contribution and demonstrate how all of
their jobs operate together to move the entire team closer to its goal.
Delegate problem-solving tasks to the team. Let the team work on creative
solutions together.
Facilitate communication. Remember that communication is the single
most important factor in successful teamwork. Facilitating communication
does not mean holding meetings all the time.
Instead it means setting an example by remaining open to suggestions and
concerns, by asking questions and offering help, and by doing everything you
can to avoid confusion in your own communication.

66. Steps to Building an Effective Team
Establish team values and goals; evaluate team performance.
Be sure to talk with members about the progress they are making
toward established goals so that employees get a sense both of
their success and of the challenges that lie ahead.
Address teamwork in performance standards. Discuss with your
team:
 What do we really care about in performing our job?
 What does the word success mean to this team?
 What actions can we take to live up to our stated values?

67. Steps to Building an Effective Team
Make sure that you have a clear idea of what you need to
accomplish; that you know what your standards for success are
going to be; that you have established clear time frames; and that
team members understand their responsibilities.
Use consensus. Set objectives, solve problems, and plan for
action.
While it takes much longer to establish consensus, this method
ultimately provides better decisions and greater productivity
because it secures every employee's commitment to all phases of
the work.

68. Steps to Building an Effective Team
Set ground rules for the team. These are the norms that you and the
team establish to ensure efficiency and success.
They can be simple directives (Team members are to be punctual for
meetings) or general guidelines (Every team member has the right to
offer ideas and suggestions), but you should make sure that the
team creates these ground rules by consensus and commits to them,
both as a group and as individuals.
Establish a method for arriving at a consensus. You may want to
conduct open debate about the pros and cons of proposals, or
establish research committees to investigate issues and deliver
reports.

69. Steps to Building an Effective Team
Encourage listening and brainstorming. As supervisor, your
first priority in creating consensus is to stimulate debate.
Remember! Employees are often afraid to disagree with one
another and that this fear can lead your team to make only
moderate (not very good) decisions.
When you encourage debate you inspire creativity and that's how
you'll encourage your team on to better results.

70. Steps to Building an Effective Team
Establish the parameters of consensus-building sessions. Be
sensitive to the frustration that can mount when the team is not
achieving consensus.
At the outset of your meeting, establish time limits, and work with
the team to achieve consensus within those parameters.
Watch out for false consensus; if an agreement is struck too
quickly, be careful to note individual team members to discover
their real feelings about the proposed solution.

71. Increase your Effectiveness at Applying Techniques

72. Increase your Effectiveness at Applying
Techniques
Many of us could benefit from tweaking at least a few of our skills, in
order to become even more effective.
For instance, perhaps you've always excelled at time management,
but how much time do you put into learning new skills, or staying on
top of industry trends?
Or, maybe you're well skilled at managing the considerable demands
you face day-to-day, but, when things get really hectic, your
communication skills start to suffer as stress levels begin to rise.

73. The steps to become more effective are:
Step 1: Identify Priorities
Step 2: Adopt a Good Attitude

74. Step 2: Adopt a Good Attitude
Effective workers have a "good attitude." But what does this really
mean?
People with a good attitude take the initiative whenever they
can.
They willingly help a colleague in need, they pick up the slack
when someone is off sick, and they make sure that their work is
done to the highest standards.
"Good enough" is never quite good enough for them!

75. Step 2: Adopt a Good Attitude
A good attitude at work will do more than just earn you respect:
setting standards for your work and your behavior means that
you're taking responsibility for yourself.
So, focus on adopting a good attitude at work, and make
decisions that intuitively "ring true."
At the very least, you'll sleep easier at night!

76. What is Integrity?
Integrity is a characteristic that many of us value in ourselves,
and it's one we look for consistently in our leaders.
But what does it really mean to have integrity?
Integrity is defined as:
1) Adherence to moral and ethical principles; soundness of
moral character; honesty.
2) The state of being whole, entire, or undiminished.
3) A sound, unimpaired, or perfect condition.

77. What is Integrity?
You could say that integrity is always doing the right thing, even
when no one is looking, and even when the choice isn't easy.
Or, you might see integrity as staying true to yourself and your word,
even when you're faced with serious consequences for the choices
that you're making.
When we live our lives with integrity, it means that we're always
honest, and we let our actions speak for who we are and what we
believe in.
Integrity is a choice we make, and it's a choice we must keep
making, every moment of our lives.

78. Why is Integrity Important?
There are several reasons why integrity is so important.
First, living a life of integrity means that we never have to spend
time or energy questioning ourselves.
When we listen to our hearts and do the right thing, life becomes
simple.
Our life, and our actions, are open for everyone to see, and we
don't have to worry about hiding anything.
When we have integrity, we gain the trust of our leaders, our
colleagues and our team.

79. Why is Integrity Important?
We're dependable, and, when we hold ourselves accountable for
our actions, we become role models for others to follow.
All of this, in turn, directly impacts our success in life.
People who live and work with integrity are more likely to be
considered for promotions. Why?
Because integrity is a hallmark of ethical leadership –
organizations want leaders that they can trust, and when you
demonstrate integrity, you show everyone you can be trusted.

80. How to Develop and Preserve Integrity
The reputation of a thousand years may be determined by the
conduct of one hour. – Japanese Proverb
Your integrity is what determines your reputation, and, just as
this proverb states, all it can take is a single bad choice to
destroy a lifetime's worth of integrity.
So, how can you work on developing and preserving your
own integrity?

81. So, how can you work on developing and
preserving your own integrity?
Step 1: Define Your Values
Step 2: Analyze Every Choice You Make
Step 3: Encourage Integrity
Step 4: Build Essential Skills

82. Step 1: Define Your Values
You can't live by values if you don't know what you truly
believe in.
So, start by defining your core values.
These are the values that, no matter what the consequence,
you're not going to compromise on.

83. Step 2: Analyze Every Choice You Make
Often, people make bad choices when they think no one is
watching.
Having integrity means that, no matter what, you make the right
choice – especially when no one is watching!
If you're not sure what the right choice is, ask yourself these two
questions:

84. Step 2: Analyze Every Choice You Make
1) "If my choice was printed on the front page of the newspaper
for everyone to see, would I feel OK about it?“
2) "If I make this choice, will I feel OK with myself afterwards?"
Remember, honesty and integrity aren't values that you should
live by when it's convenient; they're values that you should live
by all the time.
This includes the big choices and the little choices – the choices
everyone sees, and the choices that no one sees.

85. Step 3: Encourage Integrity
People with integrity often have the same characteristics:
- they're humble,
- they have a strong sense of self,
- they have high self-esteem, and
- they're self-confident.
These characteristics are important, because, sometimes, you'll
be under intense pressure from others to make the wrong
choice.

86. Step 3: Encourage Integrity
Work on building and improving these characteristics within
yourself, so that you have the strength and courage to do the
right thing when the time comes.
Build your self-confidence and self-esteem, and work on
developing character.
Spend time getting to know yourself, and what you believe in.
Develop friendships and work relationships with others who
demonstrate integrity, and who will support your decisions.

87. Further Tips:
Learn how to be assertive, so that you can defend an ethical
position from an adult point of view, without being aggressive.
Avoid white lies. They may seem harmless, but tiny lies are still
lies. Always tell the truth.
Learn to take responsibility for your actions. If you make a
mistake, own up to it immediately and do whatever it takes to
right the situation.

88. Further Tips:
Keep your word, and don't make promises that you know you
can't keep.
Keep in mind that in times of fear, disaster and chaos, the
temptation is even greater to make a wrong choice. Use these
opportunities to demonstrate your true character.
Avoid seeming self-satisfied when you're acting with integrity:
stay humble and down-to-earth, don't look for approval, and,
where you sensibly can, try to let people save face.

89. Step 4: Build Essential Skills
Chances are that you have a lot of competing demands on your
time.
One of the best ways of becoming more effective at work and
life is to learn how to manage your time more efficiently.
Other key areas include learning how to manage stress,
improving your communication skills, and taking action on
career development.
All of these can have a major impact on your effectiveness at
work.
Let's look at time management in some detail.

90. Time Management/Productivity
Probably the most crucial thing that you can do to become more
effective at work is to learn how to manage your time.
Without this skill, your days will feel like a frantic race, with every
project, email, and phone call competing for your attention.
Start by looking at your daily schedule. Do you know how you
spend your time every day?

91. Time Management/Productivity
If not, the answer might surprise you! Use an Activity Log to
analyze how much time you're devoting to your various tasks, like
meetings, checking email, and making phone calls.
It can be an eye-opening experience to look at this objectively,
especially if you discover that you're spending lots of time on
tasks that don't help you meet your objectives.

92. The Important vs. the Urgent

94. Module (4): Begin to Design Your Future

95. Personal Goal Setting
Planning to Live Your Life Your Way

96. Starting to Set Personal Goals
You set your goals on a number of levels:
- First: you create your "big picture" of what you want to do with your life (or
over, say, the next 10 years), and identify the large-scale goals that you
want to achieve.
- Then, you break these down into the smaller and smaller targets that you
must hit to reach your lifetime goals.
- Finally, once you have your plan, you start working on it to achieve these
goals.
This is why we start the process of setting goals by looking at your lifetime goals.
Then, we work down to the things that you can do in, say, the next five years, then next
year, next month, next week, and today, to start moving towards them.

97. Step 1: Setting Lifetime Goals
The first step in setting personal goals is to consider what you want
to achieve in your lifetime (or at least, by a significant and distant
age in the future).
Setting lifetime goals gives you the overall perspective that shapes
all other aspects of your decision making.
To give a broad, balanced coverage of all important areas in your
life, try to set goals in some of the following categories (or in other
categories of your own, where these are important to you):
Career – What level do you want to reach in your career, or what do
you want to achieve?

98. Step 1: Setting Lifetime Goals
Financial – How much do you want to earn, by what stage? How
is this related to your career goals?
Education – Is there any knowledge you want to acquire in
particular? What information and skills will you need to have in
order to achieve other goals?
Family – what is your plans for family’s future?
Attitude – Is any part of your mindset holding you back? Is there
any part of the way that you behave that upsets you? (If so, set a
goal to improve your behavior or find a solution to the problem.)

99. Step 1: Setting Lifetime Goals
Physical – Are there any athletic goals that you want to achieve, or
do you want good health deep into old age? What steps are you
going to take to achieve this?
Pleasure – How do you want to enjoy yourself? (You should ensure
that some of your life is for you!)
Public Service – Do you want to make the world a better place? If
so, how?

100. Step 1: Setting Lifetime Goals
Spend some time brainstorming these things, and then select one or
more goals in each category that best reflect what you want to do.
Then consider trimming ‫تقليم‬ again so that you have a small number of
really significant goals that you can focus on.
As you do this, make sure that the goals that you have set are ones
that you genuinely want to achieve, not ones that your parents,
family, or employers might want.
If you have a partner, you probably want to consider what he or she
wants – however, make sure that you also remain true to yourself!)

101. Step 2: Setting Smaller Goals
Once you have set your lifetime goals, set a five-year plan of
smaller goals that you need to complete if you are to reach your
lifetime plan.
Then create a one-year plan, six-month plan, and a one-month
plan of progressively smaller goals that you should reach to
achieve your lifetime goals.
Each of these should be based on the previous plan.
Then create a daily To-Do List of things that you should do today
to work towards your lifetime goals.

103. Step 2: Setting Smaller Goals
At an early stage, your smaller goals might be to read books and
gather information on the achievement of your higher level goals.
This will help you to improve the quality and realism of your goal
setting.
Finally review your plans, and make sure that they fit the way in
which you want to live your life.

104. Further Tips for Setting Your Goals
The following broad guidelines will help you to set effective,
achievable goals:
State each goal as a positive statement – Express your goals
positively – "Execute this technique well" is a much better goal
than "Don't make this stupid mistake."
Be precise: Set precise goals, putting in dates, times and
amounts so that you can measure achievement.
If you do this, you'll know exactly when you have achieved the
goal, and can take complete satisfaction from having achieved it.

105. Further Tips for Setting Your Goals
Set priorities – When you have several goals, give each a priority.
This helps you to avoid feeling overwhelmed by having too many
goals, and helps to direct your attention to the most important ones.
Write goals down – This crystallizes‫يبلور‬ them and gives them more
force.
Keep operational goals small – Keep the low-level goals that
you're working towards small and achievable.

106. Further Tips for Setting Your Goals
If a goal is too large, then it can seem that you are not making
progress towards it.
Keeping goals small and incremental gives more opportunities for
reward.
Set performance goals, not outcome goals – You should take
care to set goals over which you have as much control as
possible.
It can be quite dispiriting ‫معنويات‬ ‫تحطيم‬to fail to achieve a personal goal
for reasons beyond your control!

107. Further Tips for Setting Your Goals
In business, these reasons could be bad business environments
or unexpected effects of government policy.
In sport, they could include poor judging, bad weather, injury, or
just plain bad luck.
If you base your goals on personal performance, then you can
keep control over the achievement of your goals, and draw
satisfaction from them.
Set realistic goals – It's important to set goals that you can
achieve.

108. Further Tips for Setting Your Goals
All sorts of people (for example, employers, parents, media, or
society) can set unrealistic goals for you.
They will often do this in ignorance of your own desires and
ambitions.
It's also possible to set goals that are too difficult because you
might not appreciate either the obstacles in the way, or
understand quite how much skill you need to develop to achieve
a particular level of performance.

109. Achieving Goals
When you've achieved a goal, take the time to enjoy the
satisfaction of having done so.
Absorb the implications‫األثار‬ ‫استوعب‬ of the goal achievement, and
observe the progress that you've made towards other goals.
If the goal was a significant one, reward yourself appropriately.
All of this helps you build the self-confidence you deserve.

110. Achieving Goals
With the experience of having achieved this goal, review the rest
of your goal plans:
- If you achieved the goal too easily, make your next goal harder.
- If the goal took a dispiriting length of time to achieve, make the
next goal a little easier.
- If you learned something that would lead you to change other
goals, do so.
- If you noticed a deficit in your skills despite achieving the goal,
decide whether to set goals to fix this.

112. Achieving Goals
Good organization is also important for working effectively and
productively.
If you're disorganized, you can waste a huge amount of time just
looking for lost items.
So learn how to file properly, and find out how to create an
effective schedule

113. Career Development/Learning
No matter what your field is, it's important that you keep learning
and developing your skills.
To begin with, carry out a Personal SWOT Analysis to identify the
areas that you need to work on.

114. Making the Most of Your Talents and
Opportunities
You are most likely to succeed in life if you use your talents to
their fullest extent.
Similarly, you'll suffer fewer problems if you know what your
weaknesses are, and if you manage these weaknesses so that
they don't matter in the work you do.
So how you go about identifying these strengths and
weaknesses, and analyzing the opportunities and threats that
flow from them? SWOT Analysis is a useful technique that helps
you do this.

115. Making the Most of Your Talents and
Opportunities
What makes SWOT especially powerful is that, with a little
thought, it can help you uncover opportunities that you would not
otherwise have spotted.
And by understanding your weaknesses, you can manage and
eliminate threats that might otherwise hurt your ability to move
forward.
If you look at yourself using the SWOT framework, you can start
to separate yourself from your peers, and further develop the
specialized talents and abilities you need to advance your career
and help you achieve your personal goals.

116. Strengths
What advantages do you have that others don't have (for example,
skills, certifications, education, or connections)?
What do you do better than anyone else?
What personal resources can you access?
What do other people (and your boss, in particular) see as your
strengths?
Which of your achievements are you most proud of?
What values do you believe in that others fail to exhibit?
Are you part of a network that no one else is involved in? If so, what
connections do you have with influential people?

117. Strengths
Consider this from your own perspective, and from the point of
view of the people around you.
And don't be modest or shy – be as objective as you can.
Knowing and using your strengths can make you happier and
more fulfilled at work.
And if you still have any difficulty identifying your strengths, write
down a list of your personal characteristics.
Some of these will hopefully be strengths!

118. Weaknesses
What tasks do you usually avoid because you don't feel confident
doing them?
What will the people around you see as your weaknesses?
Are you completely confident in your education and skills
training? If not, where are you weakest?
What are your negative work habits (for example, are you often
late, are you disorganized, do you have a short temper, or are
you poor at handling stress)?

119. Weaknesses
Do you have personality traits that hold you back in your field?
For instance, if you have to conduct meetings on a regular basis,
a fear of public speaking would be a major weakness.
Again, consider this from a personal/internal perspective and an
external perspective.
Do other people see weaknesses that you don't see? Do co-
workers consistently outperform you in key areas? Be realistic –
it's best to face any unpleasant truths as soon as possible.

120. Opportunities
What new technology can help you? Or can you get help from
others or from people via the Internet?
Is your industry growing? If so, how can you take advantage of
the current market?
Do you have a network of strategic contacts to help you, or offer
good advice?
What trends (management or otherwise) do you see in your
company, and how can you take advantage of them?

121. Opportunities
Are any of your competitors failing to do something important? If
so, can you take advantage of their mistakes?
Is there a need in your company or industry that no one is filling?
Do your customers or vendors complain about something in your
company? If so, could you create an opportunity by offering a
solution?

122. You might find useful opportunities in the
following:
Networking events, educational classes, or conferences.
A colleague going on an extended leave. Could you take on some of this
person's projects to gain experience?
A new role or project that forces you to learn new skills, like public speaking or
international relations.
A company expansion or acquisition. Do you have specific skills (like a second
language) that could help with the process?
Also, importantly, look at your strengths, and ask yourself whether these open
up any opportunities – and look at your weaknesses, and ask yourself whether
you could open up opportunities by eliminating those weaknesses.

123. Threats
- What obstacles do you currently face at work?
- Are any of your colleagues competing with you for projects or
roles?
- Is your job (or the demand for the things you do) changing?
- Does changing technology threaten your position?
- Could any of your weaknesses lead to threats?
Performing this analysis will often provide key information – it can point out
what needs to be done and put problems into perspective.

124. In addition to the technical skills required to do your job, you
also need to focus on soft skills.
These include areas such as leadership skills, problem solving
techniques, emotional intelligence skills, and creative thinking.
Anything you can do to enhance these skills will pay off in the
workplace.

125. Leadership skills

126. Leadership skills

128. Module (05): Promote Choice and Trust

129. How Good Are Your Motivation Skills?
Discover Key Factors for Building a Motivated Team
Managers everywhere want teams that are effective, focused and
committed to organizational goals.
With a team like this, just think of the performance and results
you could deliver!
Teams only perform like this if their managers are motivating
them effectively.
This is why you need to be able to motivate your team if you want
to create a productive work environment.

130. How Good Are Your Motivation Skills?
By combining good motivational practices with meaningful work,
the setting of performance goals, and use of an effective reward
system, you can establish the kind of atmosphere and culture
that you need to excel.
The better you are able to link these factors together, the higher
the motivation levels of your team are likely to be.
That's a win-win for you, them, and the organization.
The interactive motivational skills quiz (will discuss shortly) helps
you identify the aspects of team motivation that you can improve.

132. Module (06): Avoid Power Struggles

133. What is Emotional Intelligence (EI)?
We all have different personalities, different wants and needs,
and different ways of showing our emotions.
Navigating through this all takes tact and cleverness – especially
if we hope to succeed in life.
This is where EI becomes important.
EI is the ability to recognize your emotions, understand what
they're telling you, and realize how your emotions affect people
around you.

134. What is Emotional Intelligence?
It also involves your perception of others: when you understand
how they feel, this allows you to manage relationships more
effectively.
People with high EI are usually successful in most things they do.
Why? Because they're the ones that others want on their team.
When people with high EI send an email, it gets answered. When
they need help, they get it.
Because they make others feel good, they go through life much
more easily than people who are easily angered or upset.

135. Characteristics of Emotional Intelligence
Five elements that define emotional intelligence:
Self-Awareness – People with high EI are usually very self-aware.
They understand their emotions, and because of this, they don't let
their feelings rule them.
They're confident – because they trust their intuition and don't let
their emotions get out of control.
They're also willing to take an honest look at themselves.
They know their strengths and weaknesses, and they work on these
areas so they can perform better.

136. Characteristics of Emotional Intelligence
Many people believe that this self-awareness is the most
important part of EI.
Self-Regulation – This is the ability to control emotions and
impulses.
People who self-regulate typically don't allow themselves to
become too angry, and they don't make impulsive, careless
decisions. They think before they act.
Characteristics of self-regulation are thoughtfulness, comfort with
change, integrity, and the ability to say no.

137. Characteristics of Emotional Intelligence
Motivation – People with a high degree of EI are usually
motivated.
They're willing to defer immediate results for long-term success.
They're highly productive, love a challenge, and are very effective
in whatever they do.
Empathy – This is perhaps the second-most important element
of EI.

138. Characteristics of Emotional Intelligence
Empathy is the ability to identify with and understand the wants,
needs, and viewpoints of those around you.
People with empathy are good at recognizing the feelings of others,
even when those feelings may not be obvious.
As a result, empathetic people are usually excellent at managing
relationships, listening, and relating to others.
They avoid judging too quickly, and they live their lives in a very
open, honest way.
Social Skills – It's usually easy to talk to and like people with good
social skills, another sign of high EI.

139. Characteristics of Emotional Intelligence
Those with strong social skills are typically team players.
Rather than focus on their own success first, they help others
develop and shine.
They can manage disputes, are excellent communicators, and are
masters at building and maintaining relationships.
As you've probably determined, EI can be a key to success in your
life – especially in your career.
The ability to manage people and relationships is very important in
all leaders, so developing and using your EI can be a good way to
show others the leader inside of you.

140. How to Improve Your Emotional Intelligence?
The good news is that EI can be learned and developed.
As well as working on your skills in the five areas above, use
these strategies:
a) Observe how you react to people. Do you rush to judgment
before you know all of the facts? Look honestly at how you
think and interact with other people.
Try to put yourself in their place, and be more open and accepting
of their perspectives and needs.

141. How to Improve Your Emotional Intelligence?
b) Look at your work environment. Do you seek attention for
your accomplishments? Humility can be a wonderful quality, and
it doesn't mean that you're shy or lack self-confidence.
When you practice humility, you say that you know what you did,
and you can be quietly confident about it.
Give others a chance to shine – put the focus on them, and don't
worry too much about getting praise for yourself.
c) Do a self-evaluation. What are your weaknesses? Are you
willing to accept that you're not perfect and that you could work
on some areas to make yourself a better person?

142. How to Improve Your Emotional Intelligence?
Have the courage to look at yourself honestly – it can change
your life.
d) Examine how you react to stressful situations. Do you
become upset every time there's a delay or something doesn't
happen the way you want? Do you blame others or become
angry at them, even when it's not their fault?
The ability to stay calm and in control in difficult situations is
highly valued – in the business world and outside it.
Keep your emotions under control when things go wrong.

143. How to Improve Your Emotional Intelligence?
e) Take responsibility for your actions. If you hurt someone's
feelings, apologize directly – don't ignore what you did or avoid
the person.
People are usually more willing to forgive and forget if you make
an honest attempt to make things right.
f) Examine how your actions will affect others – before you
take those actions. If your decision will impact others, put yourself
in their place.
How will they feel if you do this? Would you want that
experience? If you must take the action, how can you help others
deal with the effects?

145. Communication Skills
Think about just how often we communicate every day.
We make phone calls, attend meetings, write email, give
presentations, and talk to customers, and so on.
We can seem to spend all day communicating with the people
around us.
This is why good communication skills are essential, especially
when your goal is to work more effectively.

146. Understanding Communication Skills
Communications Skills – The Importance of Removing Barriers
Communication barriers can pop-up at every stage of the
communication process (which consists of sender, message, channel,
receiver, feedback and context – see the diagram below.

147. How good are your communication
skills?
• Are you a good speaker?
• Are you a good listener?
• How good are you at interpreting non-verbal messages?
• How good are your written communication skills?
• How confident are you with the telephone?
• How good are you at using email and other forms of electronic
communication?

149. Understanding Communication Skills
Start by developing your active listening skills.
This means that you're making a planned effort to really hear and
understand what other people are saying to you.
Don't let yourself become distracted by what's going on around
you, and don't plan out what you're going to say next, while the
other person is talking.
Instead, just listen to what they're saying.
You may well be surprised at how much miscommunication can
be avoided simply by listening actively.

150. Active Listening
Hear What People are Really Saying

151. Becoming an Active Listener
There are five key active listening techniques.
They all help you ensure that you hear the other person, and that the
other person knows you are hearing what they say.
1) Pay Attention
2) Show That You're Listening
3) Provide Feedback
4) Defer Judgment
5) Respond Appropriately

152. 1. Pay Attention
Give the speaker your undivided attention, and acknowledge the
message.
Recognize that non-verbal communication also "speaks" loudly.
- Look at the speaker directly.
- Put aside distracting thoughts.
- Don't mentally prepare a rebuttal!
- Avoid being distracted by environmental factors. For example, side
conversations.
- "Listen" to the speaker's body language.

153. 2. Show That You're Listening
Use your own body language and gestures to convey your
attention.
- Nod occasionally.
- Smile and use other facial expressions.
- Note your posture and make sure it is open and inviting.
- Encourage the speaker to continue with small verbal
comments like yes, and uh huh.

154. 3. Provide Feedback
Our personal filters, assumptions, judgments, and beliefs can
distort what we hear.
As a listener, your role is to understand what is being said.
This may require you to reflect what is being said and ask
questions.
- Reflect what has been said by paraphrasing. "What I'm hearing
is," and "Sounds like you are saying," are great ways to reflect
back.
- Ask questions to clarify certain points. "What do you mean
when you say?" "Is this what you mean?"

155. 3. Provide Feedback
- Summarize the speaker's comments periodically.

156. 4. Defer Judgment
Interrupting is a waste of time. It frustrates the speaker and limits
full understanding of the message.
- Allow the speaker to finish each point before asking questions.
- Don't interrupt with counter arguments.

157. 5. Respond Appropriately
Active listening is a model for respect and understanding.
You are gaining information and perspective.
You add nothing by attacking the speaker or otherwise putting
him or her down.
- Be open, and honest in your response.
- Assert your opinions respectfully.
- Treat the other person in a way that you think he or she would
want to be treated.

160. Module (07): Seek Pro-Action vs. Re-
Action

161. Critical thinking

162. Critical thinking

163. Critical thinking

165. Critical thinking