Skill development revision

1. Time management
1.1. 80/20 rule (Pareto principle)
The 80/20 rule, also known as Pareto’s Principle, states that 80% of your results come
from only 20% of your actions. `
1.2. The glass jar: Rocks, Pebble, Sand and Water
 ROCKS: These represent your highest priority projects and deadlines with the
greatest value, often important, but not urgent tasks that move you toward your
goals.
 PEBBLES: These represent tasks that are urgent, and important.
 SAND: Now add sand to fill your jar. In other words, schedule urgent, but not
important tasks, only after important tasks.
 WATER: Finally, pour water into your jar. These trivial time-wasters are neither
important nor urgent.
1.3. Important/ Urgent Matrix
 Managing time effectively, and achieving the things that you want to achieve,
means spending your time on things that are important and not just urgent.
 IMPORTANT: These are activities that lead to the achieving your goals and
have the greatest impact on your life.
 URGENT: These activities demand immediate attention, but are often
associated with someone else’s goals rather than our own.

1.4. Plan: creating your productivity journal

  To start, get yourself a spiral notebook and label it as your Personal Productivity
Journal or your Professional Productivity Journal.
 Label each page with the day and the date and what needs to be done that
particular day.
 Next, prioritize each task in order of importance.
 Highlight the top three items and focus on those first.
 Cross off items as you complete them.
 Items that are not completed should be carried over to the next page.
1.5. 5W1H
5W1H is an acronym in which every letter corresponds to a question: what, who,
where, when, how and Why. This technique allows you to understand a situation, to
discern a problem by analysing all the aspects
1.6. SWOT

2. Teamwork
2.1. Formal and Informal group
 Formal group
 formed by managers
 have designated work assignments and specific tasks
 appropriate behaviours are established by and directed towards organisational
goals
 Informal group
 formed by employees and common interests
 are of a social nature
 occur naturally in the workplace or outside to satisfy social contact needs
2.2. 5 stages in group development
 Forming: try to understand the boundaries in the team and get a feel for what is
expected for them
  Storming: remain committed to the ideas, triggers conflicts that affects some
relationships and harms the team's progress
 Norming: realize that they need to work together to accomplish the team's goals
 Performing: members are comfortable working within their roles, and the team
make progress towards goals
 Adjourning: members experience anxiety and other emotions as they disengage
and ultimately separate from the team
2.3. Group conflict managenment
 Avoiding: those who avoid conflict, denial is never a good way to resolve any
conflict, since it is just a way to hide and not facing. Communication is important
and sometimes you need to be really sharp and sensitive, observe your teamwork.
 Competing: means domination, and therefore another way to make conflict
management another issue itself.
 Accommodation: means the member is going to be less committed and involved
since feeling left behind leads to isolation
 Collaboration: having team members ready to collaborate always empowers
effectiveness, since they are willing to get involved in conflict as much as in work
and achievements.
 Compromising: once a member feels part of the team and understand its role and
value, making him aware of the conflict relevance is easier so that he can commit
to help resolving it.
2.4. SMART model
 Specific: Success coach Jack Canfield states in his book The Success Principles
that, “Vague goals produce vague results.” In order for you to achieve a goal, you
must be very clear about what exactly you want. Often creating a list of benefits
that the accomplishment of your goal will bring to your life, will you give your
mind a compelling reason to pursue that goal.
 Measurable: It’s crucial for goal achievement that you are able to track your
progress towards your goal. That’s why all goals need some form of objective
measuring system so that you can stay on track and become motivated when you
enjoy the sweet taste of quantifiable progress.
 Achievable: Setting big goals is great, but setting unrealistic goals will just de-
motivate you. A good goal is one that challenges, but is not so unrealistic that you
have virtually no chance of accomplishing it.
 Relevant: Before you even set goals, it’s a good idea to sit down and define your
core values and your life purpose because it’s these tools which ultimately decide
how and what goals you choose for your life. Goals, in and of themselves, do not
provide any happiness. Goals that are in harmony with our life purpose do have the
power to make us happy.
  Timed: Without setting deadlines for your goals, you have no real compelling
reason or motivation to start working on them. By setting a deadline, your
subconscious mind begins to work on that goal, night and day, to bring you closer
to achievement.

2.5. Belbin team role

3. Communication
3.1. Process

3.2. Types of communication

 Verbal communication
 Nonverbal communication
3.3. ABC and 7C
 ABC
 Accuracy
 Brevity
 Clarity
 7C
 Clear
 Complete
 Concise
 Correct
 Courteous
 Consistency
 Cautious
3.4. Voice
 Tone
 Emphasis
 Volumn
 Pronounce
 Rhythm (Fluency)
 Speed
3.5. Speaking style
 Direct
 Courteous
 Ironic/derisive
 Allusion/Implication
3.6. Listening and hearing

Hearing Listening
Only use ears Use ears and brain/intellect
 Physical process, unconsciously Analyze, select, store and project
Receive sound by physical respond Pay attention, analyze and understand
Passive process Active process
Levels of listening: ignore pretend select concentrate empathize
3.7. Writing email and letter
 Outline style
 Chronological: shows events in order as they occur
 Narrative: takes audience on a journey through a flowing presentation
 Problem/Solution: states the problem, the why's, your solution and a summary
 Cause/ Effect: states the causes and explain the effects
 Topical: divides the general topic into several sub-topics
 Journalistic questions: uses some or all of the what, who, where, why and how
questions.
 Outline format
 Introduction
 Body
 Conclusion
4. Presentation: types to design the outline
4.1. Layout
 Consider your body to be the skeleton of your presentation
 Just like the skeleton supports your body, your layout should support your message
and provide structure.
4.2. Consistency
 Placement of texts and images
 Fonts style and sizes
 Background
 Charts
4.3. Color
 Use high contrast to increase legibility
 Colors should not clash, they should have a high degree of harmony
 Avoid clutter by using no more than 4 colors