Part 3

It's All About Working With Others

Chapter 10 A plying Critical Work Skills
Chapter 11 Developing Customer Focus
Chapter 12 Valuing Diversity
Chapter 13 Acting Ethically
Workplace Focus
Michael Hu is a financial analyst for the Health Alliance of Greater Cincinnati. Michael supports
hospital finance staff by using software tools to collect, maintain, and analyze data.
For Michael, preparation is key to being successful and reducing on-the-job stress. "Everyone
has his or her own work and organizational style. Figure out the approach that works best for
you and tackle projects with your own customized plan. Calendars and task lists can help
prioritize your work and increase efficiency. If you let it, working with a diverse team can teach
you new methods and approaches to work and life. Encourage and embrace a diverse
environment to become a better team member and individual."
"Client satisfaction should always be your top responsibility," advises Michael. "Their
satisfaction or dissatisfaction correlates directly to your job proficiency and the organization's
image. I take a personal stake in my work and our clients' satisfaction, and that motivates me to
excel even more."
Michael balances hard work with post-work recreation. "Having activities you look forward to
outside of work lets you unwind and is very healthy for your sanity. In my case, I schedule
evening rock climbing or cycling two or three times a week. By planning ahead, I can flow from
work to play and focus on the exercise at hand.”

Chapter 10
Applying Critical Work Skills
10.1 Preparation
Complying with behavioral expectations if you want to improve your behavior, and the ability to
help you.
Time Management
Many people find concentrating on one task and managing their time ment. Time management
most effective for one's Time management money. While one can once work on two things
prove yourself.
Get Organized
Disorganization can and increase stress to another. This means The ability to organize space
so that you should be neat at your reach. It means you use information workstation properly.
Analyze How You Work
How do you start each you can determine the time intervals in which all activities must be doing
meeting with a day, a week, etc., and spend your time.
OBJECTIVES
After completing this chapter, you should be able to:
* Develop and apply time-management skills.
* Understand the importance of balancing life and work.
* Practice techniques for reducing stress and anger.
* Develop skills for effective decision making.
* Take steps to develop your creativity.
* Use technology effectively and safely.
* Develop the skills necessary to speak before a group.
Think About It: Sonya arrives at Topco Electric a few minutes early. She hangs up her coat,
pours herself a cup of coffee, logs on to her computer, and uses the first few minutes of her
morning to plan the day. She views her To Do list and organizes the items in order of
importance. She reviews her e-mail to see if additional items should be added to today's
priorities. An e-mail from Helen, her supervisor, requires her to make two phone calls. Sonya
adds the calls to her To Do list. She checks her electronic calendar to see what meetings or
appointments are scheduled for today, pulls documents that she will need in the meetings, and
finds the telephone numbers needed for today's work. She organizes her desk and checks to
make sure that the copier, printer, and fax machines are loaded with paper.
What do you think about Sonya's system of organizing her day? Does she use her time well?
How does Sonya's early morning planning help her to avoid stress?
paper. Many interruptions take her in different during the day, but she handles each interruption
in stride, deals with it, and then returns to her planned list of tasks. She checks off each task as
she completes it. At the end of the day, Sonya straightens her workstation and takes a final look
at the To Do list. She moves any incomplete or deferred tasks to her list for the next day.

10.1 Self-Management Tools

Preparing for a job and a career includes developing self-management skills that enable you to
complete tasks independently and take an active role in monitoring and reinforcing your own
behavior. These value-added skills tell your employer that you have effective work habits.
If you have good self-management skills, your life and work are well organized. This means that
your behavior is disciplined and directed toward clearly defined goals. You have the motivation
and the ability to be orderly, efficient, and systematic in your work life and personal life. This
section will help you manage your time, balance life and work, and manage stress and anger.
Time Management
Many people spend their days in a frenzy of activity but achieve very little because they are
concentrating on "being busy" rather than focusing on getting results. If you were to ask
supervisors and managers to identify the most important efficiency factor, most would choose
time management. Time management refers to planning and using the hours and minutes of a
workday in the most effective and efficient manner possible to complete specific assignments,
projects, and goals.
Time is a valuable resource that you must learn to use wisely. You may have heard "time is
money." What is so different about managing time? Money lost can be earned back; however,
time once spent is gone forever. Time management requires practice; and with practice, you
can improve your skill. Some time-management techniques follow.
Get Organized
Disorganization can be a major time waster and lead to inefficiency, thereby reducing
productivity and increasing costs. Searching for the paper you just had in your hands, shifting
from one project to another, and missing deadlines are all signs of a disorganized person.
The ability to organize is a key factor in time management. Start by organizing your work space
so that you can work efficiently and productively. Everything you see on a daily basis should be
nearby. Place your telephone, computer, components, and reference materials within easy
reach. Eliminate clutter from your workstation surface area. Put materials and supplies that you
use infrequently close by in a drawer, on a shelf, or in a supply cabinet. Everything at your
workstation should have a place and be in its place.
Analyze How You Spend Your Time
How do you spend your time? Keep a written record of what you do and how much time is used
so you can determine whether you are using your time effectively. First, create a time-use log by
listing time intervals (15-minute intervals seem to work best) down the left side of a sheet of
paper. Record all activities in the log-time spent returning telephone calls, reading and
responding to e-mails, attending meetings, etc. Don't forget to record lunch and break time. You
may opt to keep the log for a day, a week, or longer. The longer you keep the log, the more
representative it will be of how you spend your time.

When your log is complete, analyze the results. Ask yourself these questions:
* During what time of the day was I most productive? When was I least productive?
* What caused me to lose or waste time?
* Are certain times during the day peak or slack work periods?
Everyone has a "best time." If you are a morning person and do your best work before lunch, try
to manage your schedule to keep mornings free for the most important work. If you find that you
tend to waste time about 3:00 each afternoon, you might schedule your afternoon break at that
time. Once you have identified your peak and slack work periods, you can plan ahead. To
accommodate a peak period, think ahead to tasks you can complete before the peak period hits
so you can focus on the most important work during that time. Use slack periods to catch up on
tasks that do not have deadlines but must be done.
Prioritize Your To Do List
Take five or ten minutes at the beginning or end of the workday to do your planning. Creating a
To Do List (either on the computer or by hand) is an excellent way to organize your time, tackle
the right things first, and ensure that you don't forget any essential tasks.
TO DO LIST
MONDAY, MARCH 23
| Priority | Item | Completed X = done F = forwarded |
|---|---|---|
| A-3 | Order office supplies before 10:30 a.m. | |
| A-1 | Call service company to repair laser printer. | |
| B-2 | Make plane reservation for trip to New Orleans next month. | |
| B-3 | Arrange for car rental in New Orleans. | |
| C-1 | Archive last year's copies of sales agreements with vendors. | |
| A-2 | Key agenda for tomorrow's staff meeting, e-mail team the agenda and reminder about
tomorrow's 1 p.m. meeting in Conference Room A. | |
| A-2 | Key expense reimbursement documents for Ellis and Cathy and submit them to
accounting. | |
| B-1 | Reserve conference room for next month's staff meeting. | |
Making the list is an essential first step; prioritizing the To Do list is also important. Focusing on
the task at hand and putting other tasks at the bottom of your concern is essential if you're going
to work productively. Without prioritizing, you may work very hard, but you won't achieve the
necessary results because you aren't completing the tasks in priority order. Unfortunately,
people tend to complete first the tasks they enjoy or that seem the easiest, but these tasks may
not be the most important ones. Your goal should be to work smarter, not harder.
There are many styles of To Do lists so find the one that best works for you. Create your own or
download a template from sites such as Mindtools.com.
FIGURE 10-1 Sample To Do list at the beginning of the workday.

FIGURE 10-1 shows a sample To Do list. Notice that tasks have been assigned a priority of A,
B, or C. The A-level tasks are those that need immediate attention or completion. Tackle B-level
tasks after the A-level ones are completed. C-level tasks have no specific deadline and are
completed last. You may find it helpful to further prioritize the list by assigning 1, 2, 3, etc. within
each priority level. For example, calling the service company to repair the laser printer is
identified as the A-level task to complete first because the printer being out of service affects
everyone in the department.
To determine the priority of the tasks, ask yourself:
* How important is this task? If you have too many A tasks, decide which is most important.
* Determine the difference between "important" and "urgent."
* Is there a deadline? What will happen if this task isn't completed on time?
* Do I need input from others to complete this task?
* Can the task be broken down into manageable chunks?
* How much time will it take to complete this task? You cannot use time wisely unless you can
predict how much time you need to complete a given task.
If you keep your To Do list on the computer, consider organizing the list with the most important
tasks at the top, preferably in red font. If necessary, discuss your priorities with your supervisor.
Once you have set your priorities, keep the list accessible and check it frequently. Follow
through by completing the tasks in priority order and checking them off as you go.
Develop a Workable Schedule
After you prioritize the items on your To Do list, the next step is to schedule each item. Consider
this your action plan. Scheduling is the process by which you plan the use of your time and set
deadlines for completing tasks. It is best to schedule on a regular basis - at the beginning of the
week, for example. When you schedule effectively, you reduce stress and maximize your
efficiency.
Alicia must complete an important project by Friday morning. On Monday morning, she
schedules a two-hour block of time each day (Monday through Thursday) to work on the project.
By Thursday morning, she notes that the project is almost finished. She'll make her deadline
with time to spare!
Using a printed schedule (kept on the computer or in a daily, weekly, or monthly planner) to plan
and monitor your activities helps you make the best use of your time. Check off each task as
you complete it. However, do not become a slave to the schedule. Unexpected demands will
occasionally take your time.
Control Large Projects
It is sometimes difficult to start working on a large project-even though that project may be
important. For example, you may put off gathering the tax information needed by the company
who prepares your taxes. Rather than trying to do all the work at once, divide the large project
into smaller tasks and begin with a simple task to get the momentum going. Day one, call the
tax preparer and set up an appointment. Day two, pull together your income statements. Day
three, list your expenses and divide them by categories, and so on. Soon you will have
organized the information and be ready to meet with the tax preparer.

Watch Out for Time Wasters

If you are aware of events in your day that are not productive, you may be able to gain
additional minutes or hours by eliminating these time wasters. Check out the following time
wasters.
Visitors. Coworkers who drop by to chat can be one of the worst time wasters. If you have an
open door that you can close, do so. Others will get the message that you are busy. If you work
in an open area, you might tell colleagues in a friendly tone of voice, "I really must get back to
work. Maybe we can discuss this at lunch."
Phone calls. Phone calls can interrupt your work. Try setting aside a time each day to make and
return phone calls.
Leaving your workstation. Leaving your work area often leads to unplanned conversations with
coworkers that distract you from your intended destination and waste time, especially when
working next to talk about the latest reality TV show. Be ready with a response for those who
just want to talk.
Daydreaming. It happens to everyone now and then. Your mind wanders to something else-to
something more enjoyable or to a nagging problem. This causes you to lose concentration and
your productivity slips. When this occurs, take appropriate action. If you are daydreaming about
what you plan to do later, force yourself to regain focus on the task. If the daydreaming involves
a problem, take an action step toward resolving the problem.
E-mail and Internet. E-mail can be a classic time waster. Responding to e-mails the moment
they arrive decreases your efficiency and causes you to lose your concentration. Set a time
each day to read and send e-mail rather than interrupting your work each time a message
arrives. Surfing the Internet can also use up significant chunks of work time. Confine your
surfing to job-related tasks and do your personal surfing on your own time.
Misplaced items. How often do you waste time looking for a misplaced key, a folder, or a cell
phone? Items that you frequently misplace should have a specific "place" and be in that place
when they are not being used.
False starts. Avoid false starts by having an overall understanding of each task assignment.
Make sure you completely understand what you are to do and how to do it. Assemble all the
information and supplies you will need before beginning your task.
Stop Procrastinating
Procrastinating or delaying an action to a later time is a major drain on productivity. Perhaps you
have already learned from experience that putting things off provides only a temporary feeling of
relief. Everyone procrastinates at one time or another. The key is to recognize when you are
procrastinating and take action to remedy the situation. The causes of procrastination vary -
disorganization (the scope of a project has you feeling overwhelmed), fear (what if you don't do
a good job or what if you don't meet your deadline?), or lack of enthusiasm for the task (purging
files, for example). Try these techniques for dealing with procrastination.

Make promises to others. You may find it easier to do unpleasant assignments by willing to
disappoint yourself by procrastinating, but you won't let others down or be embarrassed by not
meeting a goal or deadline. For example, you announce to your team that the vacation schedule
will be posted on a specific day. You don't want to disappoint them, so you make an extra effort
to post the schedule on time.
Attack the task. Attack the task and prove to yourself that it was not as difficult as you had
feared. The next time you catch yourself saying, "I don't want to do this now-I can do this later,"
push away the negative feelings and just do it!
Evan had procrastinated all day about keying the minutes from a long meeting held earlier in the
week, but he knew he was running out of time. First, he made a conscious decision to begin. He
referred to his notes and handouts from the meeting. When he was sure he had all the materials
needed, he keyed the minutes. Much to his surprise, the dreaded task was not as bad as he
had anticipated.
Make a contract with yourself. Agree to reward yourself with an activity you like or an item you
want after you accomplish the task. The flip side of this agreement is that you must accept a
"punishment" if you don't accomplish the task (no chocolate for a week, for example).
Kicking the procrastination habit may take some time. However, the satisfaction of knowing you
can complete difficult or dreaded tasks will provide a great sense of accomplishment and may
motivate you to ignore future temptations to procrastinate.
Take Care When Multitasking
Quite simply, multitasking is attempting to do more than one task at a time. It has become
common practice to check or send text messages while at a ballgame or to read e-mail while
talking on the phone. But is multitasking a skill you want to acquire? Maybe, or maybe not.
Advocates of multitasking would lead us to believe that doing two things at once allows us to
accomplish more. However, not everyone is an advocate for multitasking, nor is multitasking
always appropriate. Studies show that negative consequences can occur when someone
attempts two activities that require creativity or analytical ability. Dr. David Meyer, director of the
Brain, Cognition and Action Laboratory at the University of Michigan, says, "The bottom line is
that if you simultaneously be thinking about your tax return and writing a report, just as you can
talk to yourself about two things at once." Each time you switch your attention, you lose focus.
However,

multitasking may produce positive results for simple, routine tasks that do not require a good
deal of concentration.
On The Job
Deacon is the assistant manager of a supermarket. His goal is to manage one of the large
stores in the chain within three years. He works extremely hard and tries to learn everything he
can by observing others, asking questions, and searching the Internet for articles on
management. After one year, he is recognized as the "employee of the year." He is thrilled. In
his eagerness to continue to climb the success ladder, he puts in voluntary overtime, offers to
help coworkers in all departments, provides special services for customers, and designs a
"green" program for disposing of cartons and pallets. Deacon ignores the fact that he hasn't
taken any vacation time in the last year. Some nights he is unable to sleep because he is
thinking about work. He is losing weight, feels tense, and his stomach is frequently upset. His
friends and family are concerned about him.
What could be causing Deacon's physical symptoms? If you were Deacon's friend, what advice
would you offer?
APPLY IT!
Dr. Fortgang recommends this exercise to determine what matters most to you. Think very
carefully before answering each question:
* If my life could focus on one thing and one thing only, what would that be?
* If I could add a second thing, what would that be?
* A third?
* A fourth?
* A fifth?
If the questions are answered thoughtfully and honestly, the result will be a list of your top five
priorities. The key is not just knowing your priorities, but dedicating your full attention to just one
priority at a time*.
Cynthia was able to multitask while waiting for her computer to finish backing up her files. Once
she started the backup function, no action other than monitoring was needed until the backup
was complete. During that time, she was able to file hard copy documents.

Balancing Life and Work

Balancing the many demands of work, family, friends, and personal interests can be a
challenge. However, achieving balance is important as it provides peace of mind and energy for
each aspect of your life. Spending too many hours on the job without counterbalancing your
work with some personal time may cause you to experience burnout and decrease your job
satisfaction.
Determine what really matters to you. If you have too many A tasks, decide which is most
important. As Laura Berman Fortgang, an author in the field of personal or life coaching, says, ".
. . getting your priorities clear is the first and fundamental step toward achieving a well-balanced
life. The important point here is to figure out what you want your priorities to be, not what you
think they should be." Your goal is to maintain balance in your life so that you are thinking about
work when you are at work and about your vacation strategy when you are on the court. Take
time now to complete the 'Apply It' exercise in this section to determine what matters most to
you.
Eliminate unnecessary activities. Once you establish your priorities, eliminate those that didn't
make your list as a top concern. Unnecessary activities keep you away from things that matter
most to you.
One of Hector's top priorities was to spend time with his son. He enjoyed playing catch with
Jake on Saturdays and taking him for ice cream afterward. When his buddies called to ask him
to play golf on Saturday, Hector had his priorities straight. He thanked them for the invitation but
declined.
Let others help. Others can help you balance your life. Tag team with coworkers-"I'll work this
weekend if you will work for me next weekend." Ask friends and family members to help free up
time to take care of your top priorities.
Plan time for you. Build time for yourself into your schedule. These are stress-free periods when
you can relax and restore the balance of a busy lifestyle. If you believe that a relaxing activity is
important in life, make the time for it and let go of any guilt you have about taking time for
yourself.
Stress Management
How do you feel when your car won't start? When you are at the airport and your goal is on the
back seat of the friend's car that brought you there? Chances are you feel stressed. Stress is
simply worry with many definitions. A practical way of defining stress is the feeling you get from
prolonged, unexpressed emotions. Positive emotions do not cause stress because you can
express them openly. Negative emotions, however, are often hidden and internalized, thereby
causing you to suffer anxiety and experience stress.
Keep stress under control by redirecting your thoughts to something more pleasant and
relaxing.
Prolonged stress can affect your productivity on the job and devastate your health. Stress raises
the level of the hormone adrenaline, which can increase your heart rate, respiration, and blood
pressure. The more you try to hold your emotions inside, the more the pressure builds up. It is
almost impossible to insulate your personal life from work stress. If you are under too much
work, it is difficult to maintain positive and upbeat feelings with your family and friends. Similarly,
stress in your personal life is bound to have a negative impact at work.
Common Causes of Stress
There are many causes of stress. Some stressors (factors that create the stress in life) can be
eliminated and others must be dealt with as a part of life. With practice, you can learn to survive
the emotional down times without allowing stress to overwhelm you. You can also eliminate or
reduce controllable stress factors such as running late, procrastinating, or not getting enough
sleep.
Everyday events. A few frustrating experiences throughout the day can build up and cause
stress. At home, the air conditioning quits or the dog chews your favorite slippers. Common
workplace stressors include tight deadlines, conflicting priorities, changing job responsibilities,
and conflict with coworkers. In contrast, sometimes not having enough work can create stress.
No matter where you work, you will experience some stress.
Life's transitions. Even positive experiences such as an upcoming marriage, a promotion, or
moving to a new home can be stressful, especially when you must cope with too many changes
at once.
Dwayne is pleased that he is being considered for a promotion to branch manager, but his
mother is ill, and he feels responsible for her care. The promotion, if he gets it, will require that
he relocate to a branch 65 miles from home. The possible promotion, his mother's illness, and a
possible move cause him excessive stress.
Personal finances. Managing your finances can be troublesome regardless of your income
level, but it is especially difficult if you must support others. Unpaid bills, misuse of credit, and
budget limitations can make life difficult.
Serious situations. Serious circumstances cause stress. Examples are separation from loved
ones, job loss, personal illness, or the illness or death of someone close to you. The list goes
on.
Understanding the cause of your stress and accepting the fact that you are under stress is
important. This may sound obvious, but it requires a deliberate, conscious effort to pause and
ponder your situation. Recognize the warning signs of stress and vow to deal with them. Several
warning signs are given in the Stress Signals feature box.
TECHNIQUES for Dealing with Stress
With practice, you can build relaxation and stress management into your lifestyle to
counterbalance the routine unpleasantness and dangers of stress that you cannot avoid.
Several suggestions follow.
STRESS SIGNALS
Stress has a way of creeping into your life and before you know it, you are "stressed out." Here
are some common stress signals to watch for as you work to balance life and work.
* Impulsive, irrational behavior
* Frequent headaches
* Insomnia, fitful sleeping
* Anxiety
* Tension in shoulders, neck, and back
* Persistent low energy
* Irregular pulse rate (racing pulse)
* Mood swings
* Inability to concentrate
* Frequent flu or colds
* Increased absenteeism
* Reduced human interaction
Get regular exercise. A healthy body is an excellent weapon to combat stress. A full-blown
exercise program can "burn up" the tension that builds in your body during a long period of
stress. Activities such as walking, playing tennis, jogging, and yoga can help you offset the
effects of too much stress before it harms you. Many companies offer health and wellness
programs designed to maintain and improve employee health. Others support employee
wellness by providing an on-site gym or paying a portion of the fee to a fitness center.
Be easy on yourself. Learn to accept what you cannot change and change those things that are
under your control. Do not expect perfection in yourself or in others. Strive to improve yourself,
of course, but ask yourself if you are aiming at the reasonable or the impossible.
EASY STRESS REDUCERS
* Sit up straight. Slouching restricts breathing and blood flow and can increase feelings of
helplessness. Sitting up straight improves your breathing and gets more oxygen to your brain.
* Try some simple neck-rotating exercises. First rotate to the left and then to the right. Drop
your chin. Try this with your eyes closed.
* Get up periodically and stretch if your job requires you to sit for long periods of time.
* Drink more water. Because you perspire more when you are stressed, you are left feeling
dehydrated. A couple of eight-ounce glasses of water will help.
* Talk it out. Discussing problems with a trusted friend or counselor can help clear your mind of
confusion so you can concentrate on problem-solving.
* Use your lunch break to get away from your work area in body and mind.

Take a break. If you have been working too hard for too long, you may find it helpful to "get
away from it all." Unfortunately, most of us cannot afford an exotic two-week vacation in the
Bahamas, but you can redirect your thoughts to something pleasant and relaxing to "recharge
your batteries."
Use stress reducers. Some easy ways to relieve stress are shown in Figure 10-2. Try them to
see how well they work for you.
Anger Management
Anger is a normal human emotion. But when it gets out of control and turns destructive, it can
lead to problems at work, in your personal relationships, and in your life in general. External and
internal events can evoke anger. Your anger may be directed at a person (coworker, friend, or
supervisor) or an event (traffic jam, delayed flight, or a computer problem).
SYMPTOMS OF ANGER
Do you show symptoms of anger management problems? Dr. David Burns, author of The
Feeling Good Handbook, identifies the following symptoms of anger:
* Explosive outbursts leading to physical attack or destruction of property.
* Exaggerated hostility to unimportant irritants.
* Rapid and harsh judgment statements made to or about others.
* Use of body language such as tense muscles, clenched fist or jaw, glaring looks, or refusal to
make eye contact.
* Social withdrawal due to anger.
* Refusing to complete assignments on timely basis.
* Refusing to follow instructions or rules.
* Complaining about authority figures behind their back.
* Refusing to participate in activities when this behavior is expected.
* Authority is challenged or disrespected.
* Verbal abusive language is utilized.
There are two kinds of anger-passive anger and aggressive anger. Passive anger is anger that
"slowly burns in your heart." This type of anger usually evolves into pure vindictiveness and
often is expressed in secretive or obsessive behavior, manipulation, or self-blame. Aggressive
anger is anger that explodes quickly on the spot and often is displayed as a threatening
outburst.
Anger management refers to the ability of a person to control his/her temperament particularly in
stressful situations. To manage anger, you first must recognize the anger within you,
acknowledge how it harms both you and others, and appreciate the benefits of being patient in
the face of difficulties. Then apply practical methods to control your reactions, reduce anger,
and ultimately to prevent anger.

Applying Critical Work Skills 237

Reactions to Anger
Three ways in which people react to anger are expressing, suppressing, and calming.
Expressing. People naturally become angry and act aggressively to defend themselves in
situations that threaten their survival. But you cannot express anger toward every person or
event that annoys you. Yelling, throwing things, and slamming doors are not acceptable
reactions to such situations-and they are never acceptable in the workplace.
Suppressing. When you suppress anger, you hold it in, stop thinking about it, or try to focus on
something else. Over time, anger that is bottled up can lead to physical symptoms such as
headaches or hypertension or cause you to get back at others indirectly.
Calming. Tell yourself to calm down. When you make an effort to be calm, you control your
outward behavior (aggressive actions or words) and your internal responses, thereby lowering
your heart rate, calming down, and letting the negative feelings go away.
Techniques for Dealing with Anger
There are techniques you can use to reduce anger and help you deal with the unsettling
situations that are a normal part of life. With practice, you can control your actions, reduce
feelings of anger, and channel the emotions into positive behavior. Many emotional reactions
result from failure to accept things (and people) as they are. Figure 10-3 shows calming
techniques recommended by the Mayo Clinic. Try them to see how well they work for you.
ANGER MANAGEMENT TECHNIQUES
* Take a "time out." Counting to 10 before reacting, or leaving the situation altogether, can
defuse your temper.
* Do something physically exerting. Physical activity can provide an outlet for your emotions,
especially if you're about to erupt.
* Practice deep-breathing exercises, visualize a relaxing scene, or repeat a calming word or
phrase to yourself, such as "Take it easy."
* Don't hold a grudge. Forgive the other person. It's unrealistic to expect everyone to behave
exactly as you want.
* Practice relaxation skills. Learning skills to relax and de-stress can also help control your
temper when it may flare up.
* Use assertive communication rather than aggressive behavior.
FIGURE 10-3 Techniques for managing anger.
Checkpoint
* Identify five techniques for managing time.

* Explain why it is important to plan and prioritize your day.

* Why is it important to balance life and work?
* List four techniques for reducing stress.
* List five techniques for dealing with anger.
Applications
* Identify key time wasters at home, at school, and at work and explain how you could deal with
each one.
* Create a To Do list of eight things you want to accomplish this week that are related to school
work, and/or your personal life. Use a rating system like the one in Figure 10-1.
 * Describe situations in your personal or work life in which you multitask. Are your multitasking
efforts successful? Why or why not?

Applying Critical Work Skills 239

* Describe two recent situations that caused you to feel stressed. What physical symptoms did
you experience? How did you manage the stress?
* Describe a recent situation that made you angry. How did you react? Were you able to control
your emotions? If so, what technique did you use? If not, what might you do differently the next
time you face a similar situation?
10.2 Efficient Work Habits
As a family member or an employee, you are expected to "carry your own weight" or, in other
words, to do your fair share of the work. Your supervisor and coworkers count on you to assist
in daily tasks, decision making, and problem solving. Further, you will be expected to think
creatively and use technology efficiently and safely. Remember, you want to work smarter, not
harder.
This section will help you understand the decision-making process and present techniques to
help you make wise decisions. You will also learn how to think more creatively and use
technology responsibly.
Making Decisions and Solving Problems
Decision making and problem solving are interrelated. Effective decisions must be made if
problems are to be solved satisfactorily. The decisions you make will vary in importance. Some
decisions are easy-"What should I wear to class today?" Other decisions take more
thought-"Who should I hire for the open position?"
Decision making is the part of the problem-solving process that involves selecting one course of
action from several possible alternatives. For example, you decide what to wear to class by
considering the alternatives-"I could wear my jeans with the red shirt, the blue pullover, or the
striped shirt." You also eliminate other alternatives-the black shirt needs laundering and the tan
shirt isn't ironed, etc. Your decision about what to wear to class is based on a study of the
available alternatives. Even if you decide to do nothing, you are making a decision. A decision
left unmade will result in a "decision by default" or a decision being made for you.

Carla's cell phone contract is up, and she is entitled to a new phone if she signs a new two-year
contract. At the store, she is amazed at how many models there are. Does she want a cell
phone with a digital camera? A speakerphone? Should it be Bluetooth enabled? What about
removable memory? All the choices are too confusing so she decides to do nothing. "No
problem, says the sales agent. We'll put you on a monthly contract. That will give you time to
make up your mind."
Uncertainty and Risk
Decision making involves reducing uncertainty and doubt about alternatives. Note that
uncertainty is only reduced, not eliminated. Very few decisions can be made with absolute
certainty because complete knowledge about all alternatives is seldom possible. Every decision
involves some element of uncertainty and risk.
The ideal moment to make a decision is when all accurate information and all possible
alternatives are known and you have unlimited time to make a decision. However, the likelihood
of having all the information and time you need is slim. For example, you want to fill your gas
tank at the lowest possible price. There are 35 gas stations in your area. Are you going to spend
time and your remaining gas checking out all of the alternatives? No, you would likely check out
a few stations and fill up at the one offering the best price at the time.
Do you gain anything by delaying a decision? Maybe, or maybe not. Delaying a decision may be
a good idea for several reasons: (1) more information may become available, (2) a new
alternative may present itself, or (3) your preferences might change. But delaying is not always
beneficial. Think about the example of the gas stations. You could run out of gas checking all
the alternatives!
Information for Decision Making
You need adequate information to make an informed decision. However, you can become
overloaded with information and problems can result. Perhaps you shopped for a digital camera
only to find that there were so many alternatives that you couldn't make a choice-and you left
the store with nothing. Accumulating too much information can actually diminish the chances for
a good decision.
Your goal should be to consciously select and utilize the information you gather. Make sure you
have the necessary, accurate information to make a decision, but eliminate unneeded
information. Don't overanalyze the information. Consider each workable alternative and then
move on.
Consequences of Decisions
You gather information, examine alternatives, and make a choice without thinking about
previous decisions made by others that created the current situation. But all decisions have far
reaching consequences. The decisions made by others often influence the decisions you can
make in a situation. Your decisions will affect decisions that others will make.

On The Job
Briggs is a chain of department stores located throughout the Midwest. Marco is the buyer for
the menswear department and goes to the buyers' market each year. He views the selection of
winter coats and chooses several styles that he believes will appeal to his customers. As winter
temperatures are typically very cold and the cities where the stores are located, he selects coats
for warmth as well as style. He reviews last year's sales and finds that very few coats remained
in the sales at the end of the season. In fact, several stores tried to order more coats late in the
season. Marco decides to increase the total coat order by 10 percent. Winter begins and coat
sales are very slow because the weather is unseasonably mild. The heavy coats remain on the
racks and then go on sale for huge discounts at the end of the season. Marco made a decision
based on his knowledge, experience, and facts, but the outcome wasn't what he expected.
What do you think about Marco's decision? Would you have made the same decision? Why or
why not?
Frieda goes into her favorite electronics store to buy a digital video recorder. She can buy one
of the five models stocked by the store. There may be 40 models of DVRs available, but her
alternatives have already been limited by the store's decision to carry five models.
Methods of Decision Making
Some techniques for making decisions are relatively simple, while others are more methodical.
An easy way to make a decision is to list the advantages and disadvantages of each alternative.
You need to buy a new bicycle so you list the pros and cons of buying each model (bicycle A or
bicycle B). After reviewing your list, you decide to buy bicycle B because it has the most
advantages. Although this method will work effectively in some cases, in other situations it may
be helpful to carry the process a step further and weight the advantages and disadvantages,
because some may be more important than others.
Gabriel must decide which laptop to buy (laptop A or laptop B). He writes "Laptop A" at the top
left side of a sheet of paper and "Laptop B" at the top right. Down the left side he lists the factors
to be rated (memory, size of hard drive, color choice). After weighing, etc. He decides on a 5-
point scale, with 5 being the highest rating. Laptop A has 1 GB of memory, which, to Gabriel, is
worth 5 points. Laptop B has only 2 GB of memory so he rates it a 3. Laptop A has a 500 GB
hard drive, which he rates a 5. Laptop B has a 320 GB hard drive, which he rates a 4. He
continues in this manner until he has rated all the factors. Based on the ratings, he decides to
buy laptop A.
A more structured approach to decision making is shown in Figure 10-4. You may find the
sequential steps of this method helpful. Note that these steps are similar to the problem-solving
steps described in Section 8-2.

242 Personal Development for Work and Life

EIGHT-STEP DECISION-MAKING PROCESS
| | |
|---|---|
| 1. Identify the goal and the decision to be made. | |
| 2. Get the facts. | |
| 3. Identify the alternatives. | |
| 4. Rate each alternative. | |
| 5. Rate the risk of each alternative. | |
| 6. Make your decision based on the goal, facts, | |
| alternatives, and risks involved. | |
| 7. Implement the decision. | |
| 8. Evaluate the outcome of your decision. | |
FIGURE 10-4 Steps in the problem-solving and decision-making process.
Step 1. Identify the goal together with the decision to be made. For example, your goal is to
manage one of the large stores in the chain within three years. He works extremely hard and
tries to learn everythin away from work. You need to decide where to go.
Step 2. Get the facts. How much money can you spend on a vacation? How many vacation
days do you have? Are you going to drive or fly? Where would you like to go? Will you spend
your entire vacation in one place?
Step 3. Identify the alternatives. Write down possible choices. Gather information on each
vacation spot that you intend to consider. For example, you want to fill your gas tank at the
lowest possible price. There are 35 gas stations in your area. Are you going to spend time and
your remaining gas checking out all of the alternatives? No, you would likely check out a few
stations and fill up at the one offering the best price at the time.
Step 4. Rate each alternative. Consider the good and bad points of each alternative. You might
consider cost, time available for travel, method of travel, availability and cost of lodging,
vacation packages available, and so on.
Step 5. Rate the risk of each alternative. Every alternative has risks. For example, if you take a
vacation during hurricane season, there is a risk of bad weather in Fort Lauderdale. If there is
no hurricane, you might still experience bad weather.
Step 6. Make your decision based on the goal, facts, alternatives, and risks involved. You may
choose Fort Lauderdale because it is the least expensive option offering all the amenities
desired. Or, you may decide that you like none of the alternatives. Instead, you might decide to
spend the time at home and delay taking a vacation until next year.
Step 7. Implement the decision. If you decided on Fort Lauderdale, you begin by making your
lodging and travel arrangements and figuring what you need to do before you leave-pay the
mail, ask the neighbor to feed the cat, etc. But don't hesitate to "rethink" your decision if that
isn't working out as planned. For example, you intended to use frequent flier miles for your
airline ticket to Fort Lauderdale. But when you go online to finalize the tickets, you find that you
can't get a confirmed flight on the first day of your vacation-you would have to wait until the next
day. In which case, you might opt to change your plans.
Step 8. Evaluate the outcome of your decision. Evaluate the outcome of your decision. Ideally,
the outcome will prove to be what you expected. You had a relaxing vacation in Fort Lauderdale
and all went according to plan. However, outcomes do not always match expectations. The
group of your vacation coincided with spring break for hundreds of high-spirited students. Each
night was "party time" in the room next door, and the pool was filled with fun-loving young
people. You make a mental note to go to the mountains if you ever take another vacation during
spring break.

Developing Creativity
Creativity and imagination are helpful when trying to make decisions, solve problems, or deal
with the challenges of everyday life. Creativity is the tendency to generate or recognize ideas,
alternatives, or possibilities that may be useful in solving problems, communicating with others,
and entertaining ourselves. Creative people are problem solvers. Creativity is especially helpful
in the workplace, where workers face problems and must make decisions on a daily basis. Are
you one of the characteristics of a Creative Personality feature in this section. As you review the
characteristics, you will likely conclude that everyone has the capacity to be creative. But it will
take time and effort to develop your creativity. Allow yourself to be creative and think beyond the
traditional ways of analyzing a situation.
Look for Alternatives
When faced with a problem, many people immediately look for a quick solution. Creative people
know better. They avoid "vertical thinking," the tendency to look toward one right answer. The
vertical thinker might say, "I need more space-I need to buy a bigger house." The creative
thinker, on the other hand, is always looking for alternatives. The creative thinker asks, "How
can I get more space in this house? I could have a garage sale to get rid of 'stuff.' I no longer
need. I could convert part of the garage into a storage area. I could finish the basement or add a
room."
Creative thinkers begin by viewing a problem as a creative challenge. If you can turn problems
into thought-provoking challenges, your creativity will lead you to solutions. The invention of
Post-it® notes is an excellent example of creative thinking.
In the early 1970s, Art Fry was in search of a bookmark for his church hymnal that would neither
fall out nor damage the hymnal. Fry noticed that a colleague of 3M, Dr. Spencer Silver
CHARACTERISTICS OF A CREATIVE PERSONALITY
According to an article that appeared in Personality Today, creative individuals have identifiable
characteristics.
Creative people:
* Are curious and enjoy a challenge.
* Have a great deal of physical energy, but they are also often quiet and at rest.
* Tend to be optimistic and smart.
* Display a combination of playfulness and discipline, of responsibility and irresponsibility.
* Are comfortable with imagination yet maintain a sense of reality.
* Don't give up easily; they persevere and work hard.
* Are willing to take risks.
* Are very passionate about their work yet can be extremely objective about it as well.

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Personal Development for Work and Life
had developed an adhesive that was strong enough to stick to surfaces, but left no residue after
removal and could be repositioned. Fry took some of Dr. Silver's adhesive and applied it along
the edge of a piece of paper. His church hymnal problem was solved! Fry soon realized that his
"bookmark" had other potential functions when he used it to leave a note on a work file, and
coworkers kept dropping by, seeking "bookmarks" for their offices. This "bookmark" was a new
way to communicate and to organize. 3M Corporation crafted the name Post-it note for Fry's
bookmarks and began production in the late 70s for commercial use.
How Can I Be More Creative?
You want to bring new ideas and be a problem solver, but perhaps you think, "I'm not creative.
My ideas are so traditional." The first thing to do is change your thinking. Everyone has the
potential to be creative, but some people develop that trait sooner than others. As a child, you
likely entertained yourself by being creative. You may have created a "drum" by banging with a
spoon on a pan or used blocks of wood to build a "house." Now as an adult, you want to nurture
that childhood creativity. With practice, you will find yourself becoming more and more creative.
Some suggestions are given here.
* Be problem-friendly. Think of a problem as a challenge—not an obstacle. Each problem gives
you an opportunity to discover something new or a new way of doing something.
* Be optimistic. Trust that there is a solution and do not give up easily. Believe that you can
find that solution.
* Be curious. Let your mind wander. Ask questions that begin with what, when, why, where, and
how. Don't be afraid to question traditional ways of doing things. Look at a procedure and ask,
"Is there a better way of doing this?"
* Brainstorm by yourself. You learned in Section 8-2 how brainstorming is used in a group
setting to generate ideas. The term brainstorming is applied to someone who brainstorms alone.
Your objective is to identify as many alternatives as you can. Make note of every idea no matter
how "far out" it might be. The "out of the box" ideas are sometimes the most creative. Set goals
for yourself—"I am going to brainwrite for five minutes and in those five minutes, I am going to
list ten ideas." Once the ideas are collected, carefully evaluate the alternatives.
* Force yourself to think creatively. Put your mind in training. Make up a problem and write
down possible solutions.
* Make notes. Always carry a small notebook and a pen or pencil (or use your smartphone)
When you get an idea, quickly make note of it.
Using Technology Effectively
Technology, used wisely, can help you to work more efficiently. You understand the need to use
proper etiquette when using e-mail, voicemail, and texting, and in Chapter 9 you learned how
technology can be used to connect people in distant locations for meetings. This section
focuses on using technology effectively to manage information and files. Safety and security
issues are also discussed.

Microsoft Outlook® is an example of an information manager program that can help with
everyday tasks such as maintaining an address book (list of contacts), keeping track of
appointments, listing tasks (To Do list), and setting reminders.
Maintaining Contact Lists. The contact feature allows you to store contact information (names,
addresses, phone numbers, e-mail addresses, fax numbers, pager numbers, etc.) for clients,
suppliers, family members, and friends in an address book for easy reference. From your
address book, you can create distribution lists or groups of contacts as an easy way to send a
single e-mail message to several people at the same time. For example, you might group your
family into a distribution list named "Family" and your best friends in a group named "BFFs."
Then you could create a single e-mail message to send to all members of a group using the
group name rather than key each person's e-mail address separately.
Astrid's responsibilities include sending a monthly e-mail message to members of the market-
ing team. She creates a distribution list named "Marketing Team" that contains the e-mail
addresses of everyone on that team. She enters the group name on the "To" line. When she
clicks "Send," her message is sent to every person on the Marketing Team distribution list.
Contact lists require maintenance. Review your contacts regularly. Do not let your list of
contacts become unmanageable. Update contact information and delete contacts you no longer
need.
Calendaring. Keeping an electronic calendar offers many timesaving options. For example, you
can schedule activities in your calendar as appointments, meetings, events, or tasks. You can
mark scheduled time as busy, free, or tentative. And if you choose, when it's time to go to a
meeting, Outlook will remind you. You can also set your calendar alarms or alerts to remind you
of special events such as birthdays and anniversaries. You can synchronize (or link) your work
computer, home computer, or other devices (cell phones, iPods, smartphones, PDAs). When
you set or delete an appointment, the change is made on all of the linked devices. You can also
check your calendar through these devices when you're away from the workplace. You can view
your calendar a day at a time, a week at a time, or a month at a time.
Inez is driving across Wisconsin to a meeting in Milwaukee. Colin, her administrative assistant,
has added an appointment to Inez's Milwaukee schedule. Rather than call Inez on her cell
phone while she is driving, Colin enters the appointment in his shared electronic calendar, and
Inez's smartphone automatically receives notification of the added meeting as it syncs with
Inez's desk-top in the home office. Colin enters the information Inez will need for the new
appointment in Milwaukee—address, time, contact, and notes so that Inez will be prepared for
the meeting.
Some programs offer group calendaring, which facilitates the scheduling of meetings. If
coworkers keep their calendars up to date, you can check their availability when you schedule a
meeting. You can e-mail coworkers an invitation to the meeting. If they accept your invitation,
the date of the meeting is automatically entered on their calendars.
Task Lists. Maintaining an electronic list of tasks is an excellent time-management device. A
task can be a one-time only action (responding to a letter) or it can be a recurring item
(submitting an article every two months for a newsletter). You can divide a large project into
individual parts and

track the progress of each task until the project is complete. You can display all tasks, tasks yet
to be completed (your To Do list), or completed tasks. You can assign a priority to each task
and set an alert to remind you of a deadline. Your To Do list can be integrated with your digital
calendar so that the tasks appear on the calendar and can be crossed off as they are
completed.
File Management
As with paper files, it is important to estab-lish a logical and easy-to-use file manage-ment
system to organize your electronic files and enable you to find files quickly. Good file
organization begins with giving your folders and file names that are logical and easy to
understand. Resist the temptation to use "Miscellaneous" as a filename. All too often these
become "junk drawers" where files ultimately are lost. Delete unwanted files and folders from
your hard drive monthly to increase hard drive performance. Archive the files you are no longer
working on but should retain for historical purposes.
Archiving refers to moving data to a secondary storage medium that can be easily accessed, if
re-quired. Although archived data may remain on the same computer, archived files are typically
stored in a secondary location for backup and historical purposes. You can archive to data
disks, a flash drive, an external hard drive, or to a service that provides online data storage
service.
Image Caption: Technology used wisely can help you work more efficiently.
Julio has been working on a client's project. After the project is complete, he makes sure the
project records (text, audio, and video files) are archived in a secure fashion so they can be
accessed easily in the future. As these kinds of files take a good deal of storage space, Julio
decides to remove them from his hard drive and archive them on a flash drive.
Safety and Security
Exercise caution in your daily use of the computer. As far as possible, you want to protect your
computer against common threats such as viruses and phishing.
Viruses. A virus is a software program designed to interfere with the operation of your com-
puter. Computer viruses range from simply irritating to completely devastating. They can display
messages, turn documents into templates, or cripple your computer. Viruses are products of
malice. The people who create them and the people who knowingly pass them on to others are
the same as thieves, stealing time and data from victims and disrupting normal work. Viruses
are spread by opening infected documents, using an infected disk, running an infected
application, or visiting a website that has a virus built into its code.
You must take precautions to avoid "catching" computer "diseases." While there is no guar-
antee you won't get a virus, you can reduce your risk by keeping your software up to date. Your

computer should never be without up-to-date anti-virus software. As the name implies, anti-virus
software continually scans your computer for viruses. Most anti-virus programs automatically
download and install updates on a regular basis. New viruses are continually being programmed
and released so it is important to keep your virus checker up to date and back up your data on a
regular basis.
Backing up data is the only way to completely protect against loss of data due to viruses,
improper shutdowns, or equipment crashes. Backup refers to making copies of data so that
these additional copies may be used to restore the original files after a data loss. These
additional copies are typically called backups. Backups have two purposes. The first is to
restore data following a disaster such as the crash of a computer's hard drive or a fire. The
second is to restore a small num-bers of files after they have been accidentally deleted or
corrupted.
Phishing. The act of sending an e-mail that falsely claims to be an established entity (a bank or
credit card company, for example) is called phishing. It is an attempt to lure people into
providing confidential personal and financial information such as credit card numbers, social
security numbers, and bank account numbers. This information can be used to empty accounts
and steal a person's identity. Be alert and realize that such scams exist. Credit card companies
and banks don't ask for this type of information online.
APPLY IT!
Protect your computer against viruses by taking these simple steps:
* Check for periodic updates of your software or take advantage of the many programs that will
automatically download and install updates at regular intervals.
* Scan your disks for viruses regularly, especially if you use the Internet frequently.
* Do not open e-mail from any source you do not recognize. E-mail is a frequent carrier of
viruses. Some viruses piggyback on spam, luring unsuspecting users into infecting their
computers.
* Use a firewall. A firewall is an integrated collection of security measures designed to prevent
unauthorized electronic access to a networked computer system by limiting "back-door" access
to your computer by other computers on the network. Some oper-ating systems come equipped
with firewall protection, and some software companies include firewall protection with their anti-
virus products.
* Change your password at least every six months. Passwords can help to protect your
computer from unauthorized use and protect your various accounts from unauthorized access,
which in turn help protect your confidential documents and information.
* Perform routine backups of data from your hard drive to an external hard drive, flash drive, or
CD.

Responsible Use
Always act responsibly when using a computer. Your work may allow you to obtain confidential
information (telephone numbers, social security numbers, credit card information, medical
records, etc.) that should be used only when you are authorized to do so by your employer or
the person to whom it relates. Such information in the hands of an unethical person could do
much harm.
Copying material to claim it as your original work is called plagiarism. Plagiarism in term papers,
reports, or business presentations is a serious offense. Copyright laws protect infor-mation,
software, and media such as graphics and video. Copyright laws protect individuals or
companies from the theft or misuse of their creative, artistic, or literary work. It is illegal to make
copies of software programs or copy, share, or download media without permission of the
copyright holder. Information on the Web is usually copyrighted and protected by the creators of
the website. When using information from the Internet, cite your sources. If you quote material,
credit the writer. Cite the website, author, and original source where applicable. Violators of any
kind of copyright infringement are subject to prosecution.
Checkpoint
* Explain why decisions are not made in isolation.
* List the steps in the decision-making process.
* List five characteristics of a creative person.
* List three techniques you can use to develop your creativity.
* Why is it important to back up data regularly?

Applications
* Identify two decisions you have made recently. What alternatives did you consider? What was
your final decision? Did the decision meet your expectations?
* Do you consider yourself creative? Do you tend to "think outside the box" when faced with a
problem? If so, which characteristics of a creative person do you possess? If not, how might you
develop your creativity?
* Has your computer (or a friend's computer) been infected with a virus? If so, what was the
result? What safety and security measures do you use to protect your home computer?
* Does your school have an Internet Acceptable Use Policy (AUP) that sets guidelines that
govern the access to and transmission of data and information? Do you have a copy of that
policy? If not, where is it available?
10.3 Public Speaking
You will likely have opportunities to do some form of public speaking in either your personal or
work life. For example, you may participate in a panel, give an update of an ongoing proj-ect,
teach a software application to a group of coworkers, or give a formal speech at a meeting or
conference.
Many people have a great deal of anxiety about speaking before others. This anxiety will lessen
if you are truly prepared for the speaking experience. Your preparation (whether you will

speak to two coworkers or before a large group) includes identifying the interests and needs of
the audience, considering what you know about the topic, planning what you will say, and
identifying any handouts or equipment needed.
This section focuses on giving a formal speech. However, many of the principles discussed ap-
ply to less formal situations as well. The most important thing to remember is "preparation is the
key to effective public speaking." The better prepared you are, the more confident you will be.
The more confident you are, the better you will be able to communicate your message.
Planning Your Speech
A speech is a formal presentation of information to an audience. Speeches are typically given to
in-form, persuade, entertain, or inspire. Rarely does a speech serve only one purpose. Most
speeches invite the audience to react in one of three ways: feeling, thinking, or acting. For
example, a man-ager speaks to the staff to create enthusiasm for a new project; an instructor
gives a presentation to stimulate thinking about a topic; or a coworker from human resources
demonstrates how to com-plete new health insurance forms.
On The Job
Tamara is one of several administrative assistants in a large travel agency. She likes her job
and has a reputation for being able to work under pressure and meet deadlines. Her time man-
agement skills are excellent. Her To Do list is always visible, and she handles large projects by
breaking them down into smaller, more manageable tasks. The travel agents she supports are
pleased with Tamara's work and have praised her to the agency manager, Robin Marree. Robin
is on the board of a local organization that trains women to re-enter the workforce. She asks
Tamara to speak to the women and share the time management tips she uses so effectively at
work. At first, Tamara is reluctant to agree. "I'm not a public speaker," she thinks to herself. But
she eventually agrees to speak. Robin reminded her that she would be sharing information that
is meaningful to her, that the group would include only ten women, and that Tamara could
determine the presentation length. Tamara prepared for the presentation. First, she asked
Robin to identify the specific interests and needs of the women. Next, she decided on five time
management tips to share. Then she planned and developed her information points and the
slides she would use. Finally, she determined what handouts to pro-vide and arranged to have a
media cart available for her laptop. She practiced her pre-sentation until she "had it down cold."
On the day of the presentation, she walked confidently into the room, smiled at the audience,
and delivered an informative presen-tation. After the program, she received many compliments
on her delivery and content.
What points did Robin make that convinced Tamara to agree to make the presentation? What
steps did Tamara take to prepare for the pre-sentation? Do you think Tamara will agree to
speak in public again, and if so why?

Whether you speak before two people or two hundred people, allow ample time to prepare and
conduct research. Developing a good speech takes thought and attention to detail. Good
speech preparation means digging something from within you. To deliver a convincing, factual
speech, you must believe in what you say. You want to capture the attention of your audience,
convey ideas in a logical manner, and use reliable evidence to support your points.
There are four basic issues you should consider as you think about any speech: the interests
and needs of your audience, your knowledge of the subject, how you will organize the speech,
and where and how you will present the speech.
The Interests and Needs of Your Audience
Find out as much as possible about your audience so that you can include information that
connects to their interests, concerns, expectations, and level of knowledge. This is vital if you
can identify ways to engage your listeners, your speech will be interesting and useful. A good
speech should make each listener feel that you are talking directly to him or her. Ask yourself
three questions about your audience:
* What do they have in common? Age? Interests? Gender? Ethnicity?
* Do they know something about the topic or will the information be new?
* Why will these people be listening to me? Will they be there by choice?
* What level of detail will be effective for them?
Your Knowledge of the Subject
Are you knowledgeable about this topic or do you need to conduct research? Jot down what you
know about the subject. You can decide later which information you will actually share with your
audience. Your immediate goal is to determine your preparedness level to address the topic.
Allow time to research and verify your information or seek new information.
How You Will Organize the Speech
Your audience will have only one chance to grasp the information as you deliver it, so your
speech must be well organized and easily understood. In addition, the content of the 'speech
and your delivery must fit the audience. Make sure the topic is appropri-ate. Topics such as "e-
commerce" or "eco-nomics" are too broad. Break the topic into manageable points that can be
covered and understood by your audience in the time al-lowed for your presentation.
Jesse has 45 minutes to present the topic of workplace ergonomics to an

audience of insurance agents. He decides to cover two areas of interest to his audience—
workstation ergonomics and laptop/PC ergonomics.
Use an outline to organize your speech. Don't make the mistake of thinking you can just "stand
up and speak" without first organizing your thoughts. Many people outline their speech on a
com-puter. This is especially useful if you will use slides in your presentation. The slides guide
your presentation, and you can use the slides as the starting point for handout materials. Others
prefer to write their outline on index cards. The cards are easy to hold and refer to, and you can
reorganize your talking points "on the fly" by re-sorting the cards.
Each speech should have three basic parts—an introduction, body, and conclusion.
Design the introduction to get the attention of the listener. You might begin with a story, make a
startling statement, use an example, ask a question, or share interesting facts. Then give a brief
overview of what your speech will cover. Your introduction lets your audience know what to ex-
pect and prepares them to be receptive to your message.
The body is the "nuts and bolts" of what you want the audience to know. Organize your
information into logical, easy-to-understand points. These questions may help as you develop
your main points. Will the listeners gain from hearing this? Is this point too brief or too de-tailed
for this circumstance? Will including this point take away from my purpose? Am I in-cluding this
information for me or for the listeners? Include a good balance of facts, examples, and (if
appropriate) anecdotes or stories to keep the attention of your audience. Use transi-tions to link
your main points so that the presentation has an "even flow" from one point to the next.
The conclusion provides a brief summary of what you have said. The conclusion is the last
chance to get across your message to the audience. What do you want your listeners to
remember? Restate your main points so that the listeners will know that they have heard a
complete and well-planned presentation. You might use a personal example or a story to
reinforce your message.
Plan to cover the topic in the time allotted. No one likes to hear a speaker ramble on and on.
Remember, "the mind can absorb only what the seat can endure."
APPLY IT!
There will be times when you must then decide if you will accept the invitation to speak on a
specific topic. Ask these questions to help you make your decision.
* Do I have adequate knowledge of the subject?
* If I am not familiar with the subject, will I be able to provide my audience with good
information? Is there enough time for me to research the topic?
* Is the subject appropriate for the situation in which I will present?
* Does the subject have "audience appeal"?
* Can I make the subject understandable to everyone in the audience?
* Is the subject of sufficient interest to me that I will be motivated to present it effectively?

Where and How You Will Present the Speech

Sometimes you may stand before a small group in a conference room. At other times, you may
stand behind a lectern in a large room. The size of the room, the number of people in your
audience, and the subject of your speech will determine what media and equipment are needed.
If you are speaking for only a few minutes, you may decide that no equipment is needed—that a
short handout will be enough. For a longer speech, you may choose to use slides or other
visuals and provide an extensive handout.
Walk-Through of the Planning Phase
You have read about the basics of preparing and presenting a speech. Now let's do a "walk-
through" of the process again using an actual situation. Assume that you are the company
nurse for Betamy Mining and Extraction. You have been asked to speak to a local business
about adopting the community hospital's health and wellness program. You begin by asking
yourself questions in the initial planning phase. The answers to these questions will guide you
the next step—organizing the presentation.
* What is the purpose of my speech? The answer to this question should be written in one con-
cise sentence. Is my goal to inform, persuade, entertain, or inspire?
* The purpose of my speech is to persuade the audience that their company should adopt the
community hospital's health and wellness program.
* Who is my audience? What is their main interest in this topic?
 * The audience includes managers and representatives from each department. Their main
interest is in reducing absenteeism and improving employee well-being, self-image, and self-
esteem.
* What do I know and believe about this topic, and can I relate it to this audience?
* I know the facts about the health and wellness program I am presenting. Qualified phy-
sicians and mental health experts developed the program, and it has been successful at Betamy
and other area companies. This program has reduced absenteeism rates and im-proved the
well-being and self-esteem of employees. My information relates to the needs of this company.
* What additional research is needed?
* I need to find information about other local companies that have instituted this program.
What percentage of the employees participated in the program? Did the employees need
incentives to participate? What was the actual percentage of reduced absenteeism? Have there
been any follow-up studies on employee well-being and self-esteem?
* What are the main points of this presentation?
* The company should consider adopting a health and wellness program.
* Experts in the health field designed the program.

* The program will require very few facility changes.

* The activities involved in the program include exercise classes, a weight-control program,
yoga classes, a strength-training program, and periodic cholesterol and blood pressure
screenings.
* The company can control the cost of the program by the components it selects.
* What information and examples can I use to support my main points?
* Health and wellness programs have boosted employee morale in many companies.
* The outstanding expertise of the people who have developed the program. Mention their
education and experience.
* Testimonial comments from other companies who have adopted the program.
* Do I have an effective introduction?
* Yes. I will begin with statistics that will get the attention of my audience. I will talk about my
experience at Betamy, which instituted a health and wellness program and reduced the
absenteeism rate by 40 percent in the first year of the program. I will include comments from the
human resources director about the improved employee morale and well-being.
* Do I have an effective conclusion?
* Yes. In my summary, I will answer the question, "What's in it for me?" I will restate my main
points. I will talk about the reduced absenteeism rates and overall health improve-ment of
participants. I will tell the story of the woman at Betamy who, during a choles-terol screening,
discovered that her cholesterol level was dangerously high. Her doctor believes the program
may have saved her life.
* Have I polished and prepared the language and words I will use?
* Yes. I have reviewed the speech and decided what words to use that will be most appealing
to my audience.
 * What visual aids, if any, do I need?
* I will prepare a multimedia presentation that will include the main points, photos of health
and wellness programs in operation at various facilities, and a video clip of an employee talking
about his experience in the program.
* What handouts, if any, do I need?
* I will print handouts of the slides I use in the presentation.
Practicing Your Speech
You are now ready to practice your speech aloud several times. Practice in front of a mirror or
with a friend so that you can work on your gestures, movements, and facial expressions. Make
sure your voice is loud enough to be heard, clear and expressive, and that you don't speak too
fast. Time your presentation

if it is too short, add some supporting material under your main points. If it is too long, consider
deleting one or more sub-points. Practice your opening and closing enough times so that you
can keep your eyes on the audience, not your notes.
If you use presentation software to display slides, put your main points on the slides. Practice
what you will say when you transition from one slide to the next. Do not try to dazzle your audi-
ence with excessive use of animation, sound clips, or gaudy colors. The font size must be large
enough to be read at the back of the room. Do not torment your audience by putting a long
docu-ment in small print on the screen and reading it to them.
If you use index cards for your outline, practice using the cards before you give the speech.
Figure 10-5 shows a sample outline that might appear on your cards. Do not be concerned
about the audience being aware of your cards; the cards signal to them that you are prepared.
Write out and memorize your opening remarks, but do not try to memorize the rest of your
speech. Think about what you want to say, but choose the wording as you move from one point
to an-other. That way you will not need to keep your eyes glued to your slides or notes, and
your audience will feel like you are talking to them. Slides or index cards are simply devices to
help you organize your comments, statistics, and main points.
Delivering Your Speech
Before the day of your speech, take time to go over every part of the experience in your mind.
Imagine what the audience will look like, how you will present your talk, what the questions will
be and how you will answer them, and so on. Visualize the experience the way you want it to
be. You may find that when the time comes to make the actual presentation, it will be "old hat"
and much of your anxiety will be gone.
TIPS FOR SPEAKING BEFORE A GROUP
Connecting with your audience is the key to a making a successful presentation. Follow these
tips to communicate your message to your audience.
* Keep your audience in mind.
* Speak with conviction.
* Maintain eye contact with your audience and do not read from your notes.
* Look for feedback from your audience. Respond to their reactions, adjust, and adapt.
 * Pause periodically. Allow yourself and your audience a little time to reflect and think.
* Don't let your body language interfere with your message. Avoid extremes: don't be as "stiff
as a board," and don't use excessive gestures that can distract attention from what you are
saying.
* Allow time for questions. Before answering, repeat each question for the benefit of anyone
who may not have heard the question.
* Have handouts ready and give them out at the appropriate time. Tell the audience ahead of
time that you are handing out an outline of the key points. Listeners who want to note details
can write them on the outline.

#### With a “can do” attitude, careful study, and preparation, you can deliver a speech that will
communicate your intended message and give you a well-deserved feeling of accomplishment.
If you are prepared, your anxiety level will be just enough to support you in giving an animated
presentation.

#### Techniques You Can Use

If you have prepared and practiced ahead of time, there is no reason to be anxious about the
delivery. Follow these techniques to put yourself at ease and give an effective speech:
- If possible, make small talk with your audience before your presentation. That way you will
recognize some familiar faces when you give your speech.
- Drink a small glass of warm water to open your throat before speaking. (Cold water can cause
your throat muscles to constrict.)
- Learn to relax your throat. Yawn. Notice how your throat feels. When you yawn your throat is
open. Try to keep this feeling when you are speaking.
- When it is your turn to speak, walk quickly and confidently to the front of the room and wait for
everyone’s attention before you begin. Look at the audience, smile, take a deep breath, and
share your thoughts and ideas.
- Pick out four or five people in different parts of the room and speak to them, shifting your eyes
from one to another.
- Speak to the back of the room so everyone will hear your voice. You will lose your audience in
a hurry if they cannot hear you.
- If you are stuck for a word or thought, glance down at your notes or at the slides, think about
what you just said, and wait for the word or thought to come. Do not fill in the time.

#### OUTLINE
##### Employee Health and Wellness Program
**I. Introduction**
- Belamy Mining and Extraction instituted a health and wellness program and reduced
absenteeism by 40 percent in the first year. The program health and wellness program could
benefit your company. A similar...

**II. Body**
A. Why consider a health and wellness program?
B. Where have health and wellness programs been successful?
C. Who designed and prepared the recommended program?
D. What activities and services are included in the program?
E. What changes to your facility are needed?
F. What does the program cost?

**III. Conclusion**
- Your company can join the ranks of other companies that have reduced absenteeism and
improved morale by instituting a health and wellness program. Review key points. Give example
of the Belamy employee and wellness program. A dangerous cholesterol level during a routine
screening in the program. Her doctor has said that the program may have saved her life.

**FIGURE 10-5 Sample of a speech outline.**

### Applying Critical Work Skills

#### with “oh, uh ...” Don’t apologize if you get stuck. Take a deep breath and go on with the
speech.
- Use your hands naturally to show conviction or honest enthusiasm. Avoid nervous habits such
as fiddling with clothing or jewelry. Do not lean against the podium. Stand on both feet and do
not rock from one foot to another.
- Ask your audience to hold questions until the end. Then repeat each question before you
answer it. This ensures that everyone has heard the question and gives you some time to
organize your thoughts. If appropriate, ask the audience if they have information to add to the
response.

#### Checkpoint
1. What are the four basic purposes of a speech?

2. What four things should you consider as you think about a speech?

3. Why is it important to know your subject?

4. What are the three basic parts of a speech?

5. Describe four techniques for putting yourself at ease before a presentation.

#### Applications
1. Describe a situation in which you spoke before a group, even if for only a few minutes. What
steps did you take to prepare? How long did you speak? How was your message received?
What did you learn from the experience?

2. Prior to speaking before a group, why is it important to find out as much as possible about
your audience? Describe a situation in which your needs as a member of the audience were not
met. How did you feel at the end of the presentation?

3. Write an opening paragraph for a presentation to persuade your class to raise money for a
local animal shelter. Use one or more of the techniques presented in the chapter: begin with a
story, make a startling statement, use an example, ask a question, or share interesting facts.

4. Write the closing paragraph for the presentation described in Application 3.

5. What information would you provide about the local animal shelter in Application 3? Where
would you find additional information? List some key points based on your research or personal
experience.

### Points to Remember

Review the following points to determine what you remember from the chapter.
- Self-management skills enable you to complete tasks independently and take an active role in
monitoring and controlling your behavior.
- Time-management skills are critical to job success. Start each day with a realistic schedule
and remain flexible enough to adjust the schedule when things don’t go as planned.
- The ability to balance life and work provides peace of mind and energy for each aspect of your
life.
- Prolonged stress can be devastating to your health and productivity. Practice effective
techniques for dealing with stress.
- Anger that is out of control can turn destructive and lead to problems. You can learn to control
your reactions, reduce anger, and finally prevent it.
- Decision making and problem solving are interrelated skills. Effective decisions must be made
to solve problems satisfactorily.
- Develop your creativity by thinking beyond your traditional way of looking at things.
- Use technology wisely to handle information efficiently and make everyday tasks easier.
Protect your stored information from viruses and practice ethical use of information found on the
Internet.
- View an opportunity to give a speech or presentation as a chance to share your knowledge.
- How did you do? Did you remember the main points you studied in the chapter?

### Chapter Activities

1. Create a To Do list of things you need to accomplish in the next five days. The tasks may be
from your personal, school, or work life. Prioritize your list using the A, B, C system described in
Section 10-1. Estimate how much time it will take to complete each task.

2. Describe four stressful situations you have experienced. Opposite each situation, identify a
technique you used to manage the stress.

| Situation | Stress Management Technique |

|-----------|-----------------------------|
| | |
| | |
| | |
| | |

3. Review the anger management techniques in Figure 10-3. List the three techniques that work
best for you and explain why.

4. Assume you want to buy a new car. Identify five factors that will influence your final decision
(price, fuel efficiency, features, etc.). Research cars you like and narrow your list to two cars.
Make your decision based on the goal, facts, alternatives, and risks involved. Which car did you
chose? Why?

5. Develop an outline for a 30-minute speech on a topic of your choice. Be sure that you have
an interesting introduction, good material in the body of the speech, and a conclusion that
summarizes what you said.
- Topic:
- Key points:
- Conclusion:

### Critical Thinking

#### Case 10-1 Miguel Triumphs!
Miguel was a member of his Neighborhood Watch program. He had worked on several
committees attended safety conferences, and had helped other neighborhoods form watch
groups. The local police chief asked Miguel to speak at a community service organization
meeting next month about the benefits of a Neighborhood Watch program and encourage
members to form watch groups.

Miguel was terrified. He would have to stand up and speak to 65 strangers. He couldn't tell the
"no"—he had done so much for the community. He thought of ways to get out of speaking, but
he knew this speech was important to the community and worth doing. He read about other
Neighborhood Watch groups on the Internet and found statistics showing the value of watch
programs and stories of successful organizations. He talked to the president of his organization
and gathered information about the members.

He wanted to say and outlined the speech on index cards. He practiced his speech in front of a
mirror several times and presented it to his parents, who gave him some useful tips.

Miguel's anxiety decreased as he walked confidently to the podium, his preparation increased.
On the day of the presentation, he received many compliments following the program from his
audience, and gave an informative talk. He received compliments following the program from
his audience, and gave an informative talk. The local police chief happily took the names and
addresses of those interested in joining Miguel's group or starting a Neighborhood Watch
program in their neighborhood.

1. How might Miguel have responded to the six questions in the Apply It activity on page 252?
1.
2.
3.
4.
5.
6.

2. What steps did Miguel take that helped to decrease his anxiety and deliver an effective
presentation?

3. What conclusions do you think Miguel came to as he reflected on his public speaking
experience?

### Case 10-2 Why Did Dora Lose It?

Dora, an assembly plant line supervisor, is ordinarily an easygoing employee who enjoys her
work. But this morning she arrived late at work because her son missed the school bus, and she
had to drive him to school. Dora was gridlocked in unusually heavy traffic, spilled coffee on her
lap, and someone else had parked in her assigned space at work. When she finally got to the
line, she found her coworkers idle because the materials they needed hadn’t been delivered. At
this point, Dora lost her temper and yelled at her assistant Tyrone for not taking charge of the
problem.

After the situation was under control and everyone was back on the job, Dora went to see the
division manager and her longtime friend, Luis. She said, “I blew up at Tyrone this morning
because I had all the facts. When I got to the line, my workers were doing nothing, and I lost my
cool in front of them. The lack of materials was caused by an error in the supply area and totally
out of Tyrone’s control.” Luis replied, “Dora, that’s not like you. What’s going on?” Dora
answered, “My husband and I were up most of last night after another on the way to work and
I’m exhausted.”

Luis said, “You’ve had some unexpected challenges in your personal life, but you need to
remain calm when talking with your coworkers. First, you need to apologize to Tyrone. Then
take a long lunch and get yourself together. You may find it helpful to talk to one of the
counselors in the office.”

#### Employee Assistance Program. A counselor may be able to suggest some ways to avoid
and relieve stress."
1. At what point could Dora have paused and gained control of her emotions?

2. Luis tells Dora to apologize to Tyrone. What would you say to Tyrone if you were in Dora's
place?

3. Using the suggestions in this chapter, write a list of tips for Dora.

4. Describe a situation where you faced an accumulation of small incidents that caused you to
react in a manner you later regretted. What did you do to correct the situation? How can you
react differently when you face a similar situation?