IIA Springfield Chapter April 18, 2013

IIASpringfield Chapter

April 18, 2013

Successful Time and Project Management tools for the 21st

Century AuditorPresented by:

Julie M. Kowalski Of

Spizzerinctum Group LLC [email protected]

262-993-4883

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Effective Time Management

The choice is Yours!

Spizzerinctum Group 262-993-4883

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What is Effective Time Management?

Identifying what is important to YOU and giving those activities a place in your schedule!

Creating days that are meaningful and rewarding to YOU!


Spizzerinctum Group 262-993-4883 4

Top Time Wasters

1. Lack of planning, prioritizing and focus

2. Procrastination

3. Interruptions

4. Lack of delegation

5. Meetings


Top Time Wasters

6. Crisis management, fire fighting

7. Telephone, email and internet

8. Not saying 'No'

9. Lack of organization and untidiness

10.Not enough time-off or time for yourself


Top Time Wasters

11.Lack of tools – forcing workarounds

12.Too many ways to “forget”

13.Lack of clarity in action items / responsibilities and follow through

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The Big Black Hole

We can loose 4 hours a day to this!

What is it?


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The BIG BLACK HOLE = Needless Interruptions

What are needless interruptions?

"unanticipated events"


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Interesting Statistics

On average we experience 1 interruption every 8 minutes, or approximately 6-7 per hour

In an 8 hour day that totals around 50 – 60 interruptions

The average interruption takes approximately 5 minutes

50 interruptions / day @ 5 minutes = 250 minutes or just over 4 hours out of 8 or 50% of the workday


10 Most Common Time Management Mistakes

1. Failing to keep a to-do list

2. Not setting personal goals

3. Not prioritizing

4. Failing to manage distractions / interruptions

5. Procrastination


10 Most Common Time Management Mistakes

lTaking on too much

lThriving on “busy“

lMultitasking

lNot taking breaks

lIneffectively scheduling tasks


How Good Is Your Time Management?

For each statement, check the column that best describes you. Please answer questions as you actually are (rather than how you think you should be), and don't worry if some questions seem to score in the 'wrong direction'.


# Question Notat all

Rarely Sometimes

Often VeryOften

1 Are the tasks you work on during the day the ones with the highest priority?

2 Do you find yourself completing tasks at the last minute, or asking for extensions?

3 Do you set aside time for planning and scheduling?

4 Do you know how much time you are spending on the various jobs / tasks you perform?




Rarely Sometimes

Often VeryOften

5 How often do you find yourself dealing with interruptions?

6 Do you use goal setting to decide what tasks and activities you should work on?

7 Do you leave contingency time in your schedule to deal with "the unexpected"?

8 Do you know whether the tasks you are working on are high, medium, or low value?




Rarely Sometimes

Often VeryOften

9 When you are given a new assignment, do you analyze it for importance and prioritize it accordingly?

10 Are you stressed about deadlines and commitments?

11 Do distractions often keep you from working on critical tasks?

12 Do you find you have to take work home, in order to get it done?




Rarely Sometimes

Often VeryOften

13 Do you prioritize your "To Do" list or Action Program?

14 Do you regularly confirm your priorities with your boss?

15 Before you take on a task, do you check that the results will be worth the time put in?

Types of Interruptions

Total interruption: Completely occupy one’s conscious mind & disallow any thought relevant to the task (i.e.. Actively participating in phone conversation)

Dominant interruption: Largely occupy the mind, leaving thought about the task to slowly develop in the back of one’s mind (i.e. recreational web browsing)

Distractions: Do not stop one from consciously working on task but do draw attention away from it thus slowing the accuracy, thoroughness and speed of completion (i.e. instant messaging friends)

Background activities: may not be obvious but divert some portion of one’s attention away from task. (i.e. listening to music)



Skill Building ExerciseBrainstorm as many interruptions you can think of then come up with

realistic ways to reduce / eliminate that interruption!

Interruption Realistic way to reduce / eliminate

3 Reasons why we don’t get done what needs to be done!

Technical issuesExternal realitiesPsychological issues


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21 Effective Time Management Tips

1. Ask yourself “Is what I am doing right now the best use of my time?”

2. Know thyself and thy time wasters and STOP

3. Practice not answering the phone just because it's ringing and e-mails just because they show up. Disconnect

4. Schedule / Block time – you have to “make time” as you will never “find time”


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5. Use “to do lists” – include “where” in the schedule – great apps (Put Things Off)

6. Eat that elephant one bite at a time - work on larger tasks for short periods of time

7. Create start and stop times as well as what you will accomplish in that amount of time

8. Plan more time than you actually think it will take


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9. Stop trying to multi-task and start practicing mindfulness

10. Challenge your own tendency to say 'yes' without scrutinizing the request - start asking and probing what's involved - find out what the real expectations and needs are

11. Take 2 minutes to think about better options


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12. Re-condition the expectations of others as to your availability and their claim on your time

13. Always probe deadlines to establish the true situation - people asking you to do things will often say 'now' when 'later' would be perfectly acceptable



Skill Building Exercise

List specific ways you will recondition others (specifically what will you say / do)

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14. Do not start lots of jobs at the same time - even if you can handle different tasks at the same time it's not the most efficient way of dealing with them, so don't kid yourself that this sort of multi-tasking is good - it's not

15. Manage your environment

16. Appropriately challenge anything that could be wasting time and effort, particularly habitual tasks, meetings and reports



Skill Building ExerciseBrainstorm as many time wasters as you can, then determine realistic

ways to reduce / eliminate them!

Time wasters Realistic way to reduce / eliminate

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17. Have a regular place for things and put them back when you’re done with them

18. Use a calendar and write down everything you need to do and when you need to do it – on the same calendar

19. Relearn how to focus

20. Stop procrastinating

21. Build coping skills to deal with challengesSpizzerinctum Group 262-993-4883

Sample Calendar

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Sample To Do list

To Do’s Where in ScheduleBuy Milk Saturday morning - Errand time

Get together with Jane Friday night - Friendship time

Register for conference Thursday afternoon - Planning time

Clean pantry Sunday afternoon - Project time

Make dentist appt. Any lunch hour – Self time

Update resume Thursday evening – Writing time

The Time Trap

We can go with the flow of human nature; after all, if it’s natural, it must be right.

ORWe can take a hard, unflinching look squarely into the face of time to see what practical efforts our

time habits have on our jobs and our lives. And we can decide if we want to make some changes by

confirming the powerful pull of human nature.

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5 Beliefs that Hinder our organizational skills

1. I have to keep everything

2. There is just too much information and interruptions to be organized

3. Getting and staying organized takes too much time

4. I am too undisciplined to be organized

5. I am not organized by nature


Keys to being organized

Source: Project Simplify


Tips to Keep Your Life Organized

3 most important tasks rule An easy & workable task list/to do list Choose one tool and stick with it Do one thing at a time Do it now Make use of the word no Use the recycling bin/trash basket Put it away now Unapologetically take control of your time and priorities

Organization is a journey, not a destinationSpizzerinctum Group 262-993-4883 32

Work smart or hard!

A man was hired to paint the stripes down the middle of Main Street. The boss issued him a can of paint and a paintbrush and checked up on him after an hour and he noticed he was making reasonable progress. When the boss visited him at lunchtime, he saw that progress had slowed dramatically. At the end of the day, the boss counted only two new stripes since lunchtime and called his new worker to account for the lack of results. The worker said, "Well, just look how far I am from my paint can!"



Skill Building ExerciseThink about your life and then answer the questions below.

What I have to do to become more organized

When / How I will do it


What is Project Management?

Project Management is the discipline of: planning organizing directing managing / controlling

company resources to bring about the successful completion of specific project goals / objectives


Project Management

What is a deliverable?

A deliverable is the end result of an action or set of actions

Deliverables are verifiable

Could be a report, a document, a service (server upgrade), or a product

Differs from a milestone in that a milestone is a measure of progress toward an outcome, and the deliverable is the outcome


Project Management

What is Project Scope?

The work that needs to be accomplished to deliver a product, service, or result with the specified features and functions.

What is Scope Creep?

Scope Creep is a term which refers to the incremental expansion of the initial scope of a project.

How do we avoid Scope Creep?


Project Management

Tracking the Project

How do you monitor & compare actual results to planned?

How do you manage, document and communicate changes?


Project Management

Common Mistakes of Project ManagementNot using % complete to measure progress

Not conducting mid point check ins

Not identifying the critical path

Using Project Management Software to only create a “laundry list” of tasks

Allowing “scope creep”

Not having the “right” resources

Not preparing for project meetings

Not accounting for “Murphy’s Law”

Lack of communication

Short changing the amount of time a task / change takes

Ignoring problems, “hoping” they will go away

Skill Building Exercise

Define and then brainstorm solution to the top project management obstacles Auditors typically encounter



Project Management

Pre-Meeting Preparation Define roles for each meeting:

Meeting Manager: Manages administration and results • Provides facilitation & leadership• Develops team and individual meeting goals • Sets the tone• Clarifies the purpose of the meeting• Point of contact • Retains team records• Drives content • Assigns tasks• Promotes robust participation & maintains order and pace• Ensures feedback is provided not meaningless praise / criticism• Gains buy-in• Ensures people are eager to attend and to express themselves• Ensures team holds people accountable


Project Management

Pre-Meeting Preparation Define roles for each meeting: - Continued

Scribe: Tracks and publishes records• Helps create agendas• Distributes notes / records• Keeps a list of action items / thoughts that need further exploration (Parking

lot)

Timekeeper: Ensures meeting stays on track• Help the meeting run on schedule by timing each of the participants according

to the timings given on the agenda. • Allows someone other than the manager to be the “heavy”


Project Management Pre-Meeting Preparation

Create and publish an agendaSample meeting agenda

Date: Time Keeper: Colleen Scribe: Kim Purpose / Objective(s):Location: Attendees:

Time frame Topic Presenter Notes

9:00 am – 9:10 am Welcome and goals Tom

9:10 am – 9:30 am Each person will provide an update on action plan

All

9:30 am – 9:55 am Obstacle review We will go around the room and each person can share obstacles they are encountering

We will brainstorm solutions for each obstacle for 2 minutes each

9:55 am – 10:00 am Review of all action items assigned during the meeting

Kim


Project ManagementSample Rules of Conduct / Rules of Engagement

Email• Reply to all emails within 24 hours (at least acknowledge receipt of and let the person know when you

will get back to them with the answers) • Use spell check and upper & lower case letters • Delete non pertinent message strings when forwarding • If the email is to several people identify what action each person is to take

Meetings• Respond to all meeting requests within X hours • Show up 1-2 minutes early for all meetings • Be open to other associate’s ideas – don’t discount them, seek first to understand• Share your ideas – remember silence is the same as buy in• Don’t be afraid to disagree, but focus on solutions not individuals• Hold all Team members accountable – if they don’t follow protocol, gently remind them • Buy-in to the ultimate decision / approach and fully support it in your actions and words

Interacting with Fellow Associates• Always offer help and support - don’t merely “dump” problems into someone else’s lap • Clearly communicate expectations and consequences of non action• Pass on all pertinent information as soon as it is available

Housekeeping• Silence all cell phones when in meetings•


Project Management

Tools Brainstorming: Purpose is to generate a list of ideas Do not comment on any idea – merely write it down Use round robin method if you are having problems getting people to speak up Prevent criticism or judgment Encourage “coat tailing”

Quick vote: Purpose is to quickly gain group consensus Give X number of votes to each member Can not use more than X number of votes on any one item If there is a narrow point spread, change the X and vote again At the end ask each person to verbalize their “buy-in”


Project Management

Tools Parking lot: A repository for important information or questions generated which need to be addressed but not necessarily at that moment.

Scribe is responsible for faithfully and accurately capturing all parking lot issues – be sure to include enough detail so that anyone reading them will know exactly what thought / question was being raised

Get team buy-in that the thought / question is indeed a parking lot issue Periodically review the parking lot list with the team to determine timeliness of

any of the captured items / to assign resolution


Project Management

Risk Management

What is risk?

Risk is the possibility that you may not achieve your product, schedule, or resource targets because something unexpected occurs or something

planned doesn’t occur.

What is Risk Management?

The process of identifying possible risks, assessing their

potential effect, and then developing and implementing plans for minimizing those negative effects.

Risk management can’t eliminate risks, but it offers the best chance for successfully accomplishing your project despite the uncertainties of a

changing environment.


Project ManagementPossible Risk Factors

Insufficient time on one or more phases Key information not in writing Move to a subsequent phase without completing one or more of the earlier phases Some background information and plans not in writing No formal cost-benefit analysis Missing parts to the plan All or some aspects of plan not approved by all key audiences Plan not reviewed or questioned by team members who didn’t participate in its

development No team procedures to resolve conflicts, reach decisions, or maintain communication Inconsistent project-progress reporting Reassignment of one or more key project-supporters Replacement of team members Change of marketplace characteristics or demands Changes handled informally, with no consistent analysis of their effect on the overall

project Workers assigned to new projects before completion of this project


Project Management

Task Lists

Key data required includes:

Task description More detailed task description when necessary Owner Due date Current status


Project Management

Project Communications Best practices


Project Management

Concluding the ProjectFormal process

Include project closure activities in your project plan Call your team together and reaffirm your mutual commitment to bring the project to a successful

completion. Obtain all required approvals. Reconcile outstanding transactions Acknowledge and document team members’ contributions. Help people plan for their transition to new assignments Announce to the organization that your project is complete. Take a moment to let team members and others who supported your project know the true results of the

work they invested. Identify techniques and approaches that worked and devise steps to ensure they’re used in the future. Identify techniques and approaches that didn’t work and devise steps to ensure they aren’t used again in

the future. Gather post-project evaluations Secure Customers’ & Management’s feedback on the project results and processes

Spizzerinctum Group LLC 262-993-4883 52

The Four Primary Communication Styles

Style 1 – The Action oriented / Director style – What needs to be done?

Results / ObjectivesAchieving / Doing

Style 2 – The Process oriented / Thinker style – How do we do it? Strategies / Organization Facts / Details / Processes

Style 3 – The People oriented style / The Relater – Who will do it? Communication / Relationships

Teamwork

Style 4 – The Idea oriented style / The Socializer – Why will we do it? Concepts Theories Innovation

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Communication Styles: Self-Assessment Instructions: Please select from each pair of attributes the one which is most typical of your personality. No pair

is an either-or proposal. Make your choice spontaneously. There are no wrong answer. If you absolutely can not

decide score each one .5.

1. I like action. 2. I deal with problems in a systematic way.

3. I believe that teams are more effective than individuals.

4. I enjoy innovation very much.

5. I am more interested in the future than in the past.

6. I enjoy working with people.

7. I like to attend well-organized group meetings.

8. Deadlines are important for me.

9. I cannot stand procrastination. 10. I believe new ways have to be tested before being used.

11. I enjoy the stimulation of interaction with others.

12. I am always looking for new possibilities.

13. I want to set up my own objectives. 14. When I start something, I go through until the end.

15. I basically try to understand other people’s emotions.

16. I do challenge people around me.

17. I look forward to receiving feedback on my performance.

18. I find the step-by-step approach very effective.

19. I think I am good at reading people. 20. I like creative problem solving.


Communication Styles: Self-Assessment

21. I extrapolate and project all the time. 22. I am sensitive to others’ needs.

23. Planning is the key to success. 24. I become impatient with long deliberations.

25. I am cool under pressure. 26. I value experience very much.

27. I listen to people. 28. People say that I am a fast thinker.

29. Cooperation is a key word for me. 30. I use logical methods to test alternatives.

31. I like to handle several projects at the same time.

32. I always question myself.

33. I learn by doing. 34. I believe that my head rules my heart.

35. I can predict how others may react to a certain action.

36. I do not like details.

37. Analysis should always precede action. 38. I am able to assess the climate of a group.

39. I have a tendency to start things and not finish them.

40. I perceive myself as decisive.



41. I search for challenging tasks. 42. I rely on observation and data.

43. I can express my feelings openly. 44. I like to design new projects.

45. I enjoy reading very much. 46. I perceive myself as a facilitator.

47. I like to focus on one issue at a time. 48. I like to achieve.

49. I enjoy learning about others. 50. I like variety.

51. Facts speak for themselves. 52. I use my imagination as much as possible.

53. I am impatient with long, slow assignments.

54. My mind never stops working.

55. Key decisions have to be made in a cautious way.

56. I strongly believe that people need each other to get work done.

57. I usually make decisions without thinking too much.

58. Emotions create problems.

59. I like to be liked by others. 60. I can put two and two together very quickly.



61. I try out my new ideas on people. 62. I believe in the scientific approach.

63. I like to get things done. 64. Good relationships are essential.

65. I am impulsive. 66. I accept differences in people.

67. Communicating with people is an end in itself.

68. I like to be intellectually stimulated.

69. I like to organize. 70. I usually jump from one task to another.

71. Talking and working with people is a creative art.

72. Self-actualization is a key word for me.

73. I enjoy playing with ideas. 74. I dislike wasting my time.

75. I enjoy doing what I am good at. 76. I learn by interacting with others.

77. I find abstractions interesting and enjoyable.

78. I am patient with details.

79. I like brief, to the point statements. 80. I feel confident in myself.


Communication Styles Assessment Scoring

Circle the items you have selected and add up the totals for each style (one point per answer). The maximum is 20 per style and your total for the four styles should be 40.Style Circle your answer Total Score

Style 1 1 - 8 - 9 - 13 - 17 - 24 - 26 - 31 - 33 - 40 - 41 - 48 - 50 - 53 - 57 - 63 - 65 - 70 - 74 - 79 _____

Style 2 2 - 7 - 10 - 14 - 18 - 23 - 25 - 30 - 34 - 37 - 42 - 47 - 51 - 55 - 58 - 62 - 66 - 69 - 75 - 78 _____

Style 3 3 - 6 - 11 - 15 - 19 - 22 - 27 - 29 - 35 - 38 - 43 - 46 - 49 - 56 - 59 - 64 - 67 - 71 - 76 - 80 _____

Style 44 - 5 - 12 - 16 - 20 - 21 - 28 - 32 - 36 - 39 - 44 - 45 - 52 - 54 - 60 - 61 - 68 - 72 - 73 – 77 _____

Total 40


Style 1

The Action, Driver, Director, Directive style:• Is bold & direct. Tells more than asks. Focuses on the big picture, & tends to

be competitive, aggressive, & ambitious.• Gets right to the point, & generally uses as few words as possible. Directors

may come across as forceful & intimidating.• Is concerned with achieving tasks & goals, & often forgets about the needs of

the people carrying out the work.• Likes to be involved in several projects at once.• Is not detail-oriented, & can under-estimate how long it takes to accomplish a

task.• Are unafraid of conflict, & may seem overly stubborn in defending their ideas.• Thrive on change.

How to communicate with an Action, Driver, Director, Directive:• Get to the point right away, & communicate your ideas quickly & clearly.• Show how your ideas are compatible with their goals.


Style 2

The Process, Analytical, Thinker, Reflective style:• Is technical & systematic. They value logic, thoroughness, & precision.• Tends to focus on facts & technical details while communicating.• Has a methodical way of approaching problems & tasks, & works well

independently.• Is detail-oriented, accurate. However, they may sometimes become

overwhelmed by the details & lose track of the big picture.• Is uncomfortable with conflict, & feels that facts should take precedence over

emotion.• Needs time to adjust to change.

How to communicate with a Process, Analytical, Thinker, Reflective:

• Present your ideas in a logical fashion, & back them up with facts & proof.• Try not to rush a thinker during a conversation or in her/his work.• To help them cope with change, focus on the reasons that made


Style 3

The People, Amiable, Relater, Emotive style: • Is considerate & sympathetic. They are focused on people & interpersonal

relationships.• Is a wonderful team player, since they are cooperative & easy to work with.• Is a great listeners & is always willing to help others. However, their desire to

keep everyone happy may sometimes interfere with getting the job done.• Dislikes conflict, & will try to mollify the people involved & smooth over issues.• Change can upset relationships as well as work routine. Relaters can become

upset by this, & so they need awhile to adjust to change.

How to communicate with a People, Amiable, Relater, Emotive:• Spend the time needed to establish rapport. Feel free to share personal

experiences or common interests.• Avoid being aggressive or pushy.• When discussing issues, focus on how the changes may affect the

interrelationships among the staff.


Style 4

The Idea, Expressive, Socializer, Emotive style• Are expressive & spirited. They value relationships, acceptance, & prestige.• Are animated & expressive. They'll often speak quickly, use gestures, & may

get easily sidetracked onto another story.• Are great motivators because of their enthusiasm.• Usually focus on the bigger picture, and may sometimes neglect the details.

Socializers are easily bored by routine, and work best in a group setting.• Often make decisions based on intuition.• Are not afraid of conflict, & enjoy spirited discussions that involve a difference

of opinion.• Love change and challenges.

How to communicate with an Idea, Expressive, Socializer, Emotive:

• Be willing to keep up with their breakneck conversational pace, & be patient with digressions.

• Focus on concepts & trends, & on what they might mean for the future.


Style Descriptors

Action / Style 1

Process / Style 2

People /

Style 3

Idea /

Style 4

Strengths Leadership, juggling

Planning, organizing

Persuading, motivating

Listening, teamwork

Weaknesses Impatient, Insensitive to others, poor listener

Perfectionist, critical, unresponsive

Inattentive to detail, short attention span, poor follow through

Oversensitive, slow to begin action, poor at goal setting

Seeks Productivity Accuracy Recognition Acceptance

Priority The task / results

The task / process

The relationship / interaction

The relationship / communication

Fears Being taken advantage of

Criticism of their work

Loss of prestige Sudden change


Style Descriptors

Action /

Style 1

Process /

Style 2

People /

Style 3

Idea /

Appearance Business like, formal

Formal conservative,

Fashionable, stylish

Casual, conforming

Visual Clues Firm handshake, steady eye contact

Few facial expressions / gestures

Animated facial and hand body movements

Intermittent eye contact, gentle handshake

Internal Motivator

Winning The process The chase Involvement

Verbal clues Tells more than asks

Focused, task and fact oriented

Tells stories, shares personal feelings

Asks more than tells

Irritations Inefficiency, indecision

Disorganized, unpredictable

Routine, perfectionism

Insensitivity, impatience


Leadership skills for SuccessSoft skills

What are soft skills?

Personal qualities Habits Attitudes Social graces

Which make someone a good employee, manager, leader,

compatible co-worker, etc.! (“What are soft skills”, Kate Lorenz, CareerBuilder.com)


Differences between a Leader and a Manager

Leader Recognizes increase in responsibility and loss of

some “rights” & freedoms of the past Focuses on fixing the problem Knows the “main thing” and eliminates confusion

Puts the “right” people in the “right” positions Always reaches for improvement Develops themselves and others Confronts and handles problems

Creates the vision and communicates it in such a way that people want to embrace the vision

Embraces, creates and makes change positive Flexible Collaborator Quits only when the job is done Sees the purpose of life and an opportunity to

grow & share Never settles for mediocrity Creates victories through multiplication

Manager Recognizes increase in responsibility

Focuses on who or what to blame Isn’t always able to eliminate confusion and often

adds to the confusion Fills positions Can become complacent Develops themselves Can avoid and disregard problems – hoping it will go

away Follows the vision set forth

Likes the status quo Rigid Can be more of a Dictator Quits when tired Sees the purpose of life as a race to win

Often settles for mediocrity Creates victories with hard work and individual effort


Leadership skills for Success

Engaging Team members

Ask Questions Listen Inspect what you expect Communicate effectively not mindlessly Provide timely communications (Best if given by…) Have an even temperament Be approachable Play to strengths


Leadership skills for Success

Enabling Team members

Provide clear expectations and make sure they can repeat them back to you Ask for their commitment / buy-in – get a verbal “yes” Respond to all emails / voicemails within 24 hours (12 if at all possible) Delegate AND schedule “mid point check” meetings Play to strengths Address issues immediately Involve people as much as you can Provide guidance not micro-management Allow 1 minute to gripe and 3 minutes to develop solutions Keep people in the “know”! Ask what tools / information / training / help they need and then either give it to them to explain how to

find it Demonstrate collaboration Ensure people know what the rewards AND consequences are

10 questions to help you plan your project!

1. What are my goals and objectives?

2. Who will benefit?

3. How will they benefit?

4. How will I communicate with all parties involved?

5. What schedule / timeframe do I want / have to achieve?

6. What obstacles will I face?

7. How will I be evaluated?

8. What are our team ground rules?

9. What are my teams best assets and how can I leverage them towards success?

10. What kind of check-points have I set up with my team and client?


10 tips for being a better project manager

1. Think ahead – be proactive versus reactive!

2. Plan for setbacks / obstacles

3. Error on the side of over communications rather than under – communications

4. Under promise and over deliver – always ask for and commit to a specific date and time

5. Give everyone associated with the project their WIIFM

6. Demonstrate empathy

7. Create supportive environments

8. Don’t accept or give meaningless praise or criticism – Always give and ask for feedback

9. Set CLEAR expectations – specifics not generalities or assumptions

10. Be a leader not a manager! Spizzerinctum Group 262-993-4883 69

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THANK YOU

Thank YOU for allowing me the privilege of spending this time with you!

It has certainly been my pleasure!

Please do not hesitate to call me if I can be of assistance to you, your company, or your team or another professional organization to which you belong.

I would be honored to talk to you. I am always willing to brainstorm, learn and share with others!

Spizzerinctum Group LLC Energy Enthusiasm Success Julie Kowalski

262-993-4883 [email protected]


IIA Springfield Chapter April 18, 2013

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