9/10/2014

An-Najah National University

Master Program of Engineering Management

Essentials of Management
Part 2

Fall, 2014
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Purpose

1. Mangers role in leadership

2. How to manage a team

Two major aspects needed for:

- Conflict Resolution
- Crisis Management

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Management

Definition:
The process of dealing with or controlling things or
people (google)

The act or skill of controlling and making decisions

about a business, department, sports team, etc.
(MW Dictionary)

The organization and coordination of the activities in a

business in order to achieve a defined objectives
(Business Dictionary)

Outline

6. Confronting Difficult Employee

Behavior
7. Managing a Diverse Team
8. Treating Your Direct Reports Fairly
9. Caring about Your Team
10. Acting Decisively in All Situations
11. Dismissing an Employee
12. Managing During Transitions

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Confronting Difficult
Employee Behavior
You may need to handle a challenging
employee at some point of your tenure.

Find Out What's Happening

• When you first encounter a difficult employee, you
need to remember that accurate information will be
your best ally in the resolution of a tough situation.

• You need to be absolutely certain you have the right

information about what has happened, and what may
still be happening.
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To collect Information about

Difficult Employee
• Talk to the complainant – Talk to the person who is
complaining about the employee. This might be a
team member, or a manager, or even a customer or
client. Find out what they know, what they think, and
what they want done about the situation.

• Talk to the manager – Next, talk to the employee's

manager to find out what they think and whether they
have spotted a trend in behavior. You may also find
out whether they have already talked to the person
about the issue in the past, what has been done, and
whether extenuating circumstances exist.
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To collect Information about

Difficult Employee
• Talk to team members – Find out from co-workers
what the employee is like, and whether they know
about the situation. Learn more about what the
employee does on a regular day and if the situation
was one that was unique.

• Look in the employee's file – Review the employee's

file to see if there is anything on record about their
behavior. See if this is the first time this has happened,
or if there is a pattern of problems.

To collect Information about

Difficult Employee

If you can't find out as much information as you'd

like, then wait a little longer before talking to the
employee. You want to make sure you're going
into a meeting with the employee with the facts.

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Talk With the Employee

In the end, you will want to talk to the employee about
what you know, and what you think you know, about
the situation. Find out from the employee what has
happened and how they might explain the
situation. See if you can learn as much as you can
from them about their viewpoint and their thoughts on
the matter.

• Create a comfortable situation. You will want to

have this conversation during a time when you and the
employee will not be interrupted. Sit in your office or in
a conference room where you can both feel able to
talk openly, without anyone listening.
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Talk With the Employee

• State what you know. Be clear about what you know
and why you called the meeting. Talk about the facts,
as you know them, and don't ascribe any meaning to
them until you hear from the employee about what
they think happened.

• Ask for adjustments to what you know. It's a good

idea to talk about how the employee might make
adjustments to the facts, as you know them. They
might understand things differently, or they might need
to correct something that is simply not true.

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Talk With the Employee

• Avoid using names. Whenever possible during the
conversation, try to avoid using the names of the people
who gave you the information. All the other person
needs to know is that you have the information and that
you believe it at the moment.

• Avoid blaming. As you talk to the employee, remember

that you are trying to find out what happened and how
you can make things better. Try talking about the
behavior, versus the person whose behavior it was. This
will help to separate the person from the bad thing(s)
that happened.

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Talk With the Employee

• Suggest alternative behavior. With your company's
vision and goals in mind, suggest other behaviors to the
employee, explaining why you need them to act in a
certain way. You can even ask the employee for
solutions they might offer, and adjust them as needed.
• Create a plan for resolution. Together, come up with a
plan to resolve the situation, or to change the
behavior. When you do this work together, it's less about
the manager telling the employee what to do, and more
about the manager and the employee figuring out what
might work better.
• Name a timeline for change. To keep progress on
track, it can help to name a timeline for the changes that
are agreed upon. This way, there can be check-ins on
12 progress.

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Determining the Plan for Success

• Define the goals. From the start, the plan should
begin with the "why" of this plan. You should both
agree upon why you are drawing up this plan together,
and what it means for the company.

• Consider possible solutions. It can be helpful to

next brainstorm about what should happen, and what
change might look like when you've figured out what's
in need of change.

• Review the systems. Think about how the person

does their work and see if there are system issues that
might be contributing to the behaviors you don't want
13 to see.

Determining the Plan for Success

• Create accountability. Find out how the employee
can be accountable for their actions. This might
include regular check-ins, or it might be that the
employee needs to be supervised daily.

This document should be written up and signed by both parties

to ensure it's a part of the official record. The paper can go
into the employee's file where other managers will see it in the
future.

If the problem seems to be something that is short-term, the

document might be destroyed after a certain time period
without any repeat offenses, but it's recommended the
document stay in the employee's file for at least a year.
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Determining the Plan for Success

The employee then knows this document will be
there when being considered for raises and
promotions, as well as position changes. Their
actions need to have consequences.

And accountability can inspire long-term changes.

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Following Up on Changes
It's a good process to follow when you want change to
happen permanently. Here are some ways you can
easily and effectively follow up.

• Schedule regular meetings. Sitting down to talk with

the employee about their progress is a good idea, as is
ensuring that you:

• Review the plan regularly with the employee. As a

part of the meeting, you can talk about the plan you have
drafted, and whether any changes need to be
made. This makes it a living, breathing document, which
can help to ensure the process is more realistic for the
employee.
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Following Up on Changes
• Check in with other managers and team
members. Find out from other people what they have
noticed about the team member's progress, or lack
thereof. Let the employee know that you will be checking
in with others on their team from time to time.

The more you continue to be a presence during this

process, the more the employee will need to come to
terms with the decisions they have made.

And during this process, the employee can decide whether

they are willing to move forward, or if they want to take
another step to leaving the company.
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Quiz 6

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Managing a Diverse Team

Some companies’ teams today arenot always in the same
room, or the same building, or even the same
country. With the invention and utilization of the Internet,
companies have discovered that they are able to hire
people around the world to get their work done.

While this might be the new way that things are done, that
doesn't necessarily mean you will know how to manage
in this widespread arrangement.

Instead, you need to think differently about a few things,

and manage your global team with a new approach.

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Where Your Team Is

Consider, first, how you will determine where your team is
and where they are located for work, versus their
home. Some people are often traveling the world as they
work, so this question has become more difficult to
answer for some companies.

When you step into your manager role, create a list of your
employees and where they are located for work, but also
create a time zone list so you understand where they are
and how you can reach them.

You may also want to learn their mailing address, so you

can send them documentation and other materials, as
needed.
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Where Your Team Is

Create a list and have it readily available so you can easily
understand who is on your team and what their actual
location might be at any given hour, on any given day.

In addition to physical location, find out:

Email addresses

Phone numbers

Messaging user IDs

Social media accounts

All of this information will give you easier access to your
team, and reduce the impact that distance may have on
your leadership abilities.
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Staying in Contact
• Connect frequently. How you define the idea of
"frequently" is up to you as a manager, but when you're
new to management, it can help to talk to your team
every day, if possible. The more you reach out, the more
involved you can be and the more involved you will
seem.

• Connect in real time. Since you may be scattered

around time zones, it can be challenging to connect with
everyone in real time. Make sure that you try to connect
in real time for at least 50 percent of your meetings and
conversations, as this will help you be more productive
during the conversations.

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Staying in Contact
• Use messaging services. It can also help to have
messaging services (i.e. Skype, Google Hangouts) open
during business hours so everyone can talk to each
other when they have questions or concerns. Plus, these
services are free and available in most areas, so they're
ideal for global business.

• Be flexible. Though you might be the manager and you

might want the team to adjust to your needs, remember
that you have to lead others and to do so, you need
them to know you
• Continue conversations. While it might not seem
important to miss answering an email from time to time,
this isn't helpful when your team is scattered around the
23 globe.

Navigating Cultural Differences

There are a few things that you should keep in mind as you
manage a global team:

• Language – In some cases, you may have difficulties

with the language of your team, especially if you are not
fluent in their dialect or accustomed to their accent. To
manage this, it can help to employ the support of
someone who can speak English and the language, to
help you begin to understand what is being
communicated. In time, you will become accustomed to
language and accents, but it can be challenging at
first. Or you can work with someone else on your team
who is more familiar and eager to help you learn how to
effectively exchange ideas.
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Navigating Cultural Differences

• Priorities – Some workers from other areas may not
understand how important it is to complete Task A,
versus Task B. Though this might seem clear to you, you
may need to establish clearer deadlines to ensure
everyone is following the same guidance and schedule.

• Holidays and schedules – You may need to keep in

mind that local and cultural holidays and times when you
are working with a global team. Since they have other
needs besides the "typical" holidays, the more you can
keep these other days in mind, the more you will gain the
respect of the workers.

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Navigating Cultural Differences

• Family life – In addition, cultural events may impact the
family life of your workers, which might impact the way
they work on a day-to-day basis. Though this will not be
the case all the time, it is something to keep in your head
as you lead cross-cultural teams.

• Time management – Some workers may not have the

same understanding of when they should arrive to
meetings as other workers on your team. True, this isn't
limited to being something to navigate with global teams,
but it's something to keep in mind.

When you know how to communicate and what to keep in

mind, you will be able to get the most from all of your
employees.
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How to Communicate
When you are in a situation where an employee
communicates in a different way than you do, what can
you do to facilitate clear conversations?

• Use translation services. For simple translations, it can

help to use online translation software.
• Find a translator. However, it's better to employ the
services of a live translator, as there are nuances in
every language that software can't predict or interpret
accurately.
• Write down conversations. To make sure everyone
has the same idea about what they are doing and what
is expected of them, it's best to write down the goals and
the conversations in a document.
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How to Communicate
• Allow time for clarification. It is always best to leave
some time in the timeline for clarification to occur. Since
it may not be possible for the employee to completely
understand what you mean, you will want to leave space
for questions and clarifications.

• Be clear about expectations. The clearer you can be

with your expectations about the end results, the easier it
will be for someone to follow directions.
• Give visual examples. If you can provide visual
examples of what you want to happen, this may provide
more guidance.

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How to Communicate
• Allow for adjustment time. You may also want to add
some time in the timeline for revisions and
adjustments. While you may not need this extra time as
you begin to understand your global team and how they
will work with you; it can help to be ready for delays.

The more you practice communicating with others, the

more effective you will be in communicating with anyone
– local or international.

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Quiz 7

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Treating Your Direct Reports Fairly

As you step into the role of a manager, you may feel as
though everyone expects you to be perfect. But you're
human and you're going to make mistakes.

One of the areas in which mistakes are likely to happen is

the way you treat your employees. Fairness is essential
in your role, and people are watching to make sure you
are treating everyone the same.

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How to Define "Fair?"

• Following the rules – When you're leading others,
you need to know the rules and apply the rules in
every situation. Doing so shows that you believe
everyone to be the same in the office and that
everyone will be held accountable for breaking said
rules.

• Following the rules every time – Even when

situations happen among friends or others that you
don't want to call to task for not following the rules,
being fair means you will follow the rules every single
time.

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How to Define "Fair?"

• Being willing to be flexible in certain
circumstances – There will be situations in which you
might want to not follow the rules or you need to
change the rules. This would only happen in extreme
circumstances or after a long period of thought.

• Not showing favoritism – When you are in a

company where your family or friends are employed,
you need to make sure they are subject to the same
rules and guidelines that everyone else has to follow.

• Being consistent – This tip goes along with the rest

of the list, but in order to be fair, you need to be
33 consistent in what you do and why you do it.

When Your Employees Are Friends

To ensure you're not treating friends or family members
differently:

• Talk with them when you get the management role. You
will want to sit down with any friends and family members
when you step into the manager role. Be clear about what you
expect from them and what they can expect from you.

• Leave work at work. You may want to set the expectation

that you will leave work at work, when you are home or out at
a social event. You don't want to mix the two worlds, as that
can blur the lines at work, too.

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When Your Employees Are Friends

• Agree that work is not personal. Tell your friends and family
that work is not a place for private things, and decisions made
or actions taken there are not a part of your personal
relationship.

• Be accountable for when you make mistakes. Be clear

with the rest of your team that if they see you treating your
friends or family differently, they can let you know and that
you will rectify the situation immediately.

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Know the Rules, Stick to the Rules

• Need to make sure you are current with the
employee handbook and any other guidebooks
that contain the rules.

• Be clear about what is expected of your staff and

what may not be a part of the rules, as you
understand them

• Investigate the rules before you make a decision

about a difficult situation

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When to Bend the Rules

There are times when you will need to bend
the rules. There will be times when the
rules will not apply, or they may not seem
as though they are reasonable for the
situation.

But how do you make the decision to bend

rules that you strictly enforce at other
times?

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When to Bend the Rules

Situations when need to bend the rules:
• The staff member didn't understand the rules. It
needs to be clear that the staff member knew the
rules. After all, a new employee may not be up to date
on everything they need to know.
• The situation is unique. In some cases, the situation
might be so unique, with so many extenuating
circumstances that the rules may not apply in that
situation.
• The rules are outdated. When you're brought in to help
a struggling company, or you are brought in to turn
things around, you may find some of the rules to simply
be out of date.

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Quiz 8

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Caring About Direct Reports

At some point, the culture of management started to create
an image of the uncaring and inhuman leader. It seemed
as though the leader should be someone who didn't care
about their team, as they only cared about the results
they could generate from their team.

While the goal of success is reasonable, it's also been

shown that managers who show they care about their
employees are ones that can get more from their team.

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Why Manager Should Care

Here is why as a manager you should care:

• Your staff is responsible for your results.

• Your staff is human.

• Your staff wants to be noticed and appreciated.

• You can reduce staff turnover and improve morale.

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Check In Regularly
One of the things that a staff member might feel is missing
from their day is a space in which to share what they are
doing and how they are doing it.

You need to begin a system of checking in with your

employees. What this does mean is you show that you
are thinking about the job they do – and you want to
know more about their daily activities.

This can look like:

• Regular meetings
• Email check-ins
• Desk visits
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Gratitude Pays
It's true that pay raises are appreciated and they are
certainly welcomed, there are other ways to make sure
team members feel as though they are valued.

• Say thanks.
• Recognize good work.
• Reward.

The more you can recognize your team and show them
how grateful you are, the more you will be able to get
the results from them that you want – and expect.

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Quiz 9

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Acting Decisively in All Situations

A common say that great leaders are made and not born,
and this may very well be true. Acting decisively in
situations that require your leadership is something you
need to be able to do, but it may not be something that
comes naturally.

Instead, you need to gain these skills today, so your team

looks to you and trusts that you are making the best
possible decision in the moment.

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Building Confidence
In order to act decisively in your company, it is crucial
you are confident in your abilities as a manager – even
if you're not. You need to be ready and able to step up
and do what you think is right.

While it's true that you will make mistakes, being

confident will help you move forward, make decisions,
and take action.

Over time, you will become even more confident, due to

experience gained; but if you're new to leadership, you
may need to work on confidence a bit more intently.

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How to Build Confidence

• Have plans. The more plans you have for the success
of your company, the more likely you are to obtain
success.
• Gather resources. No matter how new you are, it can
help to have resources around that will guide you in
your decision-making. This might include books,
manuals, and contacts.
• Consider your options. When you have time to make
a decision, it is helpful to be clear about the options
you have, and the choices you could make.
• Fake it. In the end, if you can simply fake confidence
by making decisions, standing up straight, and always
having an answer, you will appear confident.
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Becoming Knowledgeable
• Take courses. While you may have all the training you
need for the role you are in, remember that you can
always learn more, and grow more in your company.
Consider taking leadership courses and courses that will
develop your long-term skill set. Each course will give
you more information that you can then put into practice.

• Read industry articles. It's also a good idea to keep up

on the industry, what is happening, and where the
industry is heading. When you do this, you will ensure
you are making the right decisions and that you are
ready with the best practices. In addition, you may want
to stay up to date on the competition -- what they are
doing, and what they might do better than you.
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Becoming Knowledgeable
• Talk with other managers. Though you have already
heard this piece of advice, remember that you can
always gain knowledge from those who have been in
your position before. They already know what to expect,
and they can help you see solutions where you only see
problems.

• Know the technology. Since the world has become all

the more technology-driven, it's essential that you
understand and master the technology your company
uses or is thinking of using. The more you do this, the
more you will be able to understand what your role is
and how you can improve upon the current practices.

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Taking Action When Needed

But even with knowledge and confidence, you still need to
take action. Even if you're not nervous about this step, it
can sometimes be challenging to move forward and do
what you need to do.

You might be concerned about whether you are making the

right choice, whether it's the right time, or what others
might say. These are all valid concerns, and they are
especially reasonable when you care about the company
and the people who work for you.

Still, you need to take action.

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Approach to Taking Actions

• Know what you need to know. Find out what you need
to know. Ask clarifying questions if you're unsure of
something. Make sure you have all of the information
you need to make a decision.

• Clear away any emotional response. If you're upset or

you're in heightened state, you should try to calm down
before you take any action. Go outside for a few
minutes, take a few deep breaths, close your office
door. Do what you need to do to clear away any extra
energy that might cause you to act rashly.

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Approach to Taking Actions

• Give yourself a time limit. Instead of spending hours or
days thinking about what to do, give yourself a time
frame. This will cause you to be quicker, and it will help
you learn what you require to act more quickly. In time,
this practice will lead to more confidence and better
decisions.

• Write it down. Write down what you will do and then

walk away from the paper for a reasonable amount of
time. Come back to the paper and see if the decision still
makes sense. Sleep on it when you can, as a new day
might bring a new idea.

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Approach to Taking Actions

• Talk to your team (if needed). When you have the
chance, talk to your team about a decision you need to
make.
• Be transparent about what you decided. Once you
make the decision, share it with others, but don't ask for
their feedback in that moment. Unless there is something
seriously wrong with the decision you made, you don't
need to hear anything from anyone else. Be confident in
what you have done and be clear about what you
decided.
• Be accountable for the response. If things don't turn
out the way you expected in your action, you need to be
accountable for the response. You need to take
responsibility and follow through with a new action, if
53 needed.

Quiz 10

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Dismissing an Employee
At times, you might look at your staff and see that someone
is not performing in the way you need them to
perform. This may not be their fault, or it might be that
they are consciously doing things that harm your
company.

In either situation (and many others), it becomes the

manager's responsibility to determine whether the
employee should be dismissed. Though this is not a
pleasant situation for either party, it is also an essential
part of leading a company to success.

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When Should an Employee Be Dismissed?

Every situation of a potential dismissal is

different, and there might be situations in
which you might let someone go
immediately, while another manager may
not.

In the end, it's up to you to act decisively

and determine what the best course of
action might be.

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When Should an Employee Be Dismissed?

Here are some ways in which you can determine whether a

person should be let go – or if another course of action
should be considered.

• Learn about the situation. You will want to find out as

much as you can about what happened, when it
happened, who was involved, etc. Try to get the
information from multiple sources so you can be positive
about the details and what the situation included.

• Talk to the employee. With this information, you can

talk to the employee and see what they have to say. You
may learn about extenuating circumstances, or that
something else is happening in their life that is impacting
them.
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When Should an Employee Be Dismissed?

• Consider the ramifications of the actions. Consider

what happened and what the end results are or
were. For example, if an employee forgot to follow safety
protocols and it was noticed, that's one thing. But if an
employee forgot to follow safety protocols and someone
got hurt, that's another situation entirely.

• Consider the history of the employee. Look back over

the course of the employee's time at the company. See if
they have had similar instances and whether they have
fixed past issues.

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When Should an Employee Be Dismissed?

• Reduction in force, layoffs, budget cuts – These are

situations in which you may not have any input into the
decision. You may simply need to dismiss people
because other managers have told you to do so. Or you
might need to cut labor costs during a difficult economic
time.
• Theft – When an employee steals from the company, no
matter how much, they should be terminated. Not only
does this go against every company's rules, but it's also
illegal to steal, even if there is a good reason.
• Non-adherence to safety guidelines, which led to
injury or death – Clearly, if you have employees who
are not doing what they have been trained to do in
relation to safety, that may be grounds for dismissal.
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When Should an Employee Be Dismissed?

• Frequent sick days or lateness – An employee who

does not show up, or who is always late or sick is an
employee who is not doing all that they can for their job
or for the company.
• Other illegal actions – Other activities might include
drug use, vandalism of the property, illegal use of the
equipment, etc.

Aside from layoffs, theft, and illegal actions, it is still

prudent to give the employee another chance (assuming
this is the first occurrence). Sit them down and talk about
what you need to see changed in their behavior. Give
them time to fix their actions, and then check in later to
see if they followed through as decided.
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How to Let Someone Go

Here are some ways to make this procedure simple,
though it may still be emotional for the employee:
• Set aside time – To dismiss someone, you should set
aside enough time that you can talk without being rushed
or interrupted. Allow at least an hour, especially for an
employee whom you anticipate will have things to say in
response.

• Set aside the right time – It is often best to talk with the
employee at the end of the day, as this is a time when
they are more relaxed. Some think that the end of the
day on a Friday is best, while other companies have
noticed that Mondays work well, too.

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How to Let Someone Go

• Keep it quiet – Don't share that you are dismissing
someone with anyone else but the people who need to
know, i.e. other managers. You want to minimize the
potential for rumors to start.

• Be clear – When you're talking with the employee, be

clear about what the conversation will include, why it is
happening, etc. Don't leave any doubt in the person's
mind about their employment.

• Be respectful – Though you might be upset with this

person for many reasons, in some cases, make sure you
are respectful at all times. After all, you did hire this
person and they have contributed to your company in
some way.
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How to Let Someone Go

• Outline the terms – Talk about the terms of the
dismissal, including severance, last day, insurance, other
resources, etc. Have these terms ready for the employee
to review so they can ask questions immediately.

• Thank them for their service – In the end, thank them

for the time they did spend at the company, as they did
produce results in some way. Even if you're upset with
the employee about something they have done, they still
deserve your thanks.

With some situations, you might even have the employee

train their replacement, as this will allow the leaving
employee a chance to have something to do until their
63 last day – and it can help you

The Way to Transition

Transitions don't have to be difficult when you prepare for

them ahead of time. Think about what the leaving
employee contributed to the company, and what you will
need to replace.

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The Way to Transition

Prepare yourself for the process of transition by asking:

• What will be missing? Consider what the employee

brought to the company, and what will be missing when
they are gone. This might include experiences, skills,
training, etc.

• Who can take those tasks on? Think about who is

available at the company to take the tasks on while
training and hiring takes place, or who can take the tasks
on from this point forward. Look to the job descriptions of
the team and see who might be able to fit these tasks
into their day.
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The Way to Transition

• How can the transition begin now? Whenever
possible, you will want to begin transitioning the
company before the person is let go. This will help
everyone acclimate to the changes more gradually. You
might begin with one person training another person, for
example.

• What training needs to happen? If there are skills or

certifications the person who is being asked to leave has
that others do not, it's time to figure out how to make
sure those are covered. Or it's time to assign training to
people in the company who are up to the task.

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The Way to Transition

• Can things be rearranged? Look around the company
to see if things might be made better because of the
person's departure. Consider if things can be
streamlined by having one person take on more tasks
they already have training in, or if multiple people can
take a few tasks from the departing person's job.

Dismissing an employee can be a complicated situation,

and a situation that you may not expect. But with the
right process and a plan for transition, this situation can
be handled gracefully and efficiently.

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Quiz 11

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Managing During Transitions

During your time in management, you will face times of
transition. Whether this is due to layoffs or due to other
structural changes, the more you can step in and ease
any confusion or stress, the more easily you will move
through the moment and into the positive results.

Make Change Easier

As a manager, the best way to make change easier is to
ensure your team knows what's happening, and what will
happen next. The rumors in your office will only cause
stress and anxiety for the team.

Try to be clear about what is going to happen in a meeting,

or another forum.
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Managing During Transitions

Make Change Easier

Give as much information as you can, and be clear about

the fact that you will do everything to make the time as
worry-free as possible.
• Speak up immediately. When you don't speak up, you
don't get a chance to say what's really happening.
• Be honest. Everything you say during a transition needs
to be true, even if it's "I don't know."
• Offer to answer questions. Be ready to answer
concerns.

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When Bad Things Happen

Bad things might include:
• Massive layoffs
• Structural changes
• Office moves
• Policy overhauls

The worst thing you can do when things are difficult is to be

silent. Be available for questions and comments, and be
willing to talk about your own confusion about what is
happening.

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When Bad Things Happen

Starting Anew
Once you have weathered a difficult
process, the best way to move forward is
to maintain that positive attitude and to
realize that things might be a little bumpy
at first.

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When Bad Things Happen

Starting Anew
Change is challenging, after all.
• Have frequent meetings. You will want to stay in constant
communication with people on your team. Have meetings,
see what's working, and find out what's not working. The more
you can stay in communication, the more you will learn and
the more others will know that you are connected to the
process.
• Stay positive. As much as possible, try to stay positive about
the situation. Think about what you are gaining, and what the
team is gaining from the situation.
• Look at the results often. Try to quantify (as much as
possible) the results of the changes. You might want to see
how many hours you have saved, costs you have cut,
etc. This will encourage the team to continue to stick with the
73 plan that you have set in motion.

Quiz 12

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