3. LABELS ARTISTS
OVER 6,700 ESTABLISHED &
EMERGING ARTISTS
REPRESENTING ALL GENRES
PUBLISHING CATALOGUE
LEADING WORLDWIDE
PUBLISHING COMPANY
MUSIC ICONIC &
INFLUENTIAL LABELS &
MUSIC CO ACROSS 77
COUNTRIES
MOST LOVED ICONS
MERCHANDISE
#1 MERCHANDISING
COMPANY WORLDWIDE
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Managing your Boss: Boss’
problems
A. Top Four Leadership Challenges
1. Getting people to work together who have different
agendas (60%)
2. Balancing competing demands and priorities (56%)
3. Motivating and inspiring employees in a world of
constant change (48%)
4. Accomplishing difficult assignments without the
necessary resources (45%)
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Managing your Boss: Boss’
problems
B. Top three challenges affecting Business today (if your
Boss is a CEO or Business Unit Head)
1. Recruiting, retaining and training talented employees
(49%),
2. Developing and implementing business strategies that
result in profitable returns (49%)
3. Reducing operating costs to increase efficiency (41%)
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Managing your Boss: Boss’
problems
C. Unspoken Problems faced by Bosses (1/2)
1. Too much communications (Email <yahoo, google,
outlook, intranet>, IM, mobile, office phone, blackberry,
etc….)
2. Uncooperative Heads from other departments/business
units
3. Conflict among subordinates
4. Too many meetings to attend
5. Follow up on tasks (especially tasks delegated to
others)
6. Lack of resources
7. Incompetent subordinates
8. Unbalanced family life
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Managing your Boss: Boss’
problems
C. Unspoken Problems faced by Bosses (2/2)
9. Pressurized career progression
10. Too much information to read, store and retrieve
11. Need for more influence and power
12. Multiple and conflicting accountabilities (some are not
even recognized officially)
13. Monitoring the performance of multiple
projects/committees
14. Forgetfulness
15. Stress
16. Lack of Time
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Managing your Boss: My
Boss, the Client
1. Do not treat your boss as a boss. Treat your boss as a
Customer
2. I used to have four main clients at every client: the HR
Manager, CEO, Company, Staff
3. Now I have also four clients: Boss, Big Boss, Company,
Employee
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Managing your Boss: My
Boss, the Client
1. What I have learned about properly managing
clients and customers:
1. Make them look good and they will make you look
good
2. What ever you give to the CEO, give to the HR
Manager
3. You better be more prepared than the client
4. The client wants results, not activity
5. No matter how much I hated my client, he is still the
one buying rice for my family
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Managing your Boss: My
Boss, the Client
1. What I have learned about properly managing
clients and customers:
6. Clients don’t to hear the word “No”. They prefer
“Maybe”. The best is “Yes, can be done.”
7. Clients will pay you for one job but request ten other
jobs for free if they can.
8. You have to produce first, then only get paid.
9. If you want a big project, aim for the small project
first.
10.A client will pay you the rate that they think you
deserve, not what you think you deserve.
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Managing your Boss: My
Boss, the Client
1. What I have learned about properly managing
clients and customers:
11.A client won’t pay for your development. They expect
you to get better by yourself. If not, they just look for
another consultant.
12.You are not the only consultant they can hire. Are
you better than the rest? How do you know?
13.The client is always right. Agree first, try to change
later.
14.Clients hire you to solve problems that they cannot
solve or do not want to solve.
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Personalities (1)
PEOPLE
•animated and enthusiastic
•communicate physically & verbally
•“open up” right away
•priority is relationships
•casual and flexible about time.
•focus on the needs of people, not tasks
•base decisions on gut feeling and emotions
TASK
•take a little longer to warm up to relationships
•priority is tasks
•work-oriented, well organized
•follow guidelines and procedures.
•punctual and disciplined
•rational, logical individuals
•base decisions on logic and data
PEOPLE
TASK
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Personalities (2)
CLOSED
•slow-paced and reserved.
•patient and cooperative
•cautious, supportive, and good
listeners
•ask questions for clarification,
•support, and information
•go step-by-step.
OPEN
•fast-paced and spontaneous.
•express opinions readily
•risk takers who want results now
•enjoys overcoming obstacles to
accomplish results.
•tend to be impatient
•move at a quick pace
•jump right into things.
CLOSED OPEN
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1. Each of us is given exactly 24 hours a day. No
more, no less.
2. What we do with our time is entirely up to us.
3. But, in everything we do, every minute, makes
a difference.
4. Whatever we do today, affects us tomorrow.
Law of Cause and Effect.
5. In the same way, the more effort we put into
our lives, the more we will gain.
6. Time required for something expands
according to expectations
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Personally speaking…
1. Small time segments
2. Do things at times that no one else is doing it
3. Carry paper & pen (or Smartphone Notes)
4. Pre-work
5. Internet (search, templates, tools)**
6. Forced Break Times
7. Control phone calls (call out, return call out)
8. In phone calls (or face-to-face) – serious first,
social second
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9. Allocate extra time for all task planning (this
includes traveling)
10.Analyze and manage personalities
11.Learn to say ‘No’
12.Plan for 5.30pm exit
13.Fat = 50% (money) + 100% (time)
14.Email Efficiency:
– cc, by name, subject, one page, BLUF
Personally speaking…
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Additional Career Advice…
Take over some work:
a. Decisions that the boss makes frequently and repetitively and
that are predictable in nature
b. Assignments that will add variety to your routine work
c. Functions that the boss dislikes
d. Work that will provide experience for you
e. Tasks that you're capable of doing
f. Activities that will make you more well rounded and that will
broaden your expertise
g. Opportunities to use and reinforce your creative talents
h. Recurring matters
i. Minor decisions
j. Time-consuming details
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Managing Your Career:
Management Ladder
1. Pick the area of Management you want
2. Set long-term and short-term goals
3. Determine competencies needed for short-term
goals
4. Invest (Time + Money)
5. Time = Study, Work, Projects, Reports, Mentor
6. Be prepared to invest up 50% IN ADDITION to
your current work-load and current schedule
7. Time Management skill is critical
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Rules of Work
• Rule 1.1: Get your work noticed
• Rule 1.2: Never stand still
• Rule 1.3: Under promise and over deliver
• Rule 1.4: Know something the others don't
• Rule 1.5: Be 100 per cent committed
• Rule 1.6: Enjoy what you are doing
• Rule 1.7 Develop the right attitude
• Rule 1.8: Never complain about how hard you
work
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Rules of Work
Rule 2: Know that you're being judged at all times
• Rule 2.1: Dress well
• Rule 2.2: Cultivate a smile
• Rule 2.3: No limp fish, perfect your handshake
• Rule 2.4: Show confidence and energy
• Rule 2.5: Pay attention to personal grooming
• Rule 2.6 Be cool
• Rule 2.7 Speak well
• Rule 2.8: Write well
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Rules of Work: Summary
• Rule 38: Don’t let it get to you
• Rule 41: Be proactive, not reactive
• Rule 47: Be ready to unlearn – what works,
changes
• Rule 54: Recognize when you’re stressed
• Rule 55: Manage your health
• Rule 75: Let the company know you are on its side
• Rule 76: Don’t bad mouth your boss
• Rule 77: Don’t bad-mouth your team
• Rule 78: Accept that some things your bosses tell
you to do will be wrong
59. Thank You.
soft copy of slides:
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blogspot.com/
Editor's Notes
“How is your Secretary?”
“She needs to buck up”
“Did you tell her?”
“It is her job to know my expectations” – says the Boss. Unfair? Who cares?
The DNA of Universal Music.
The greatest collection of brands, labels, and artists in the history of the music business.
This demonstrates that we not only purveyors of music, but also creators and arbiters of the most iconic brands / labels ever
We know brand. We are brand builders and creators of Pop Culture.
Our artists are recognized for their music, but also as brands
Bucket 3 on this slide
Top part of the bucket demonstrates UMG investment into various parts of the music industry. Our ability to engage and deliver integrated platform solutions
Bottom part of the bucket represents Coke investment properties.
Essential Management Skills for Secretaries
Bottom Line = You must be really good at your job Before attempting anything else.
Otherwise, wasted efforts
Each level progression must encompass the duties below it.
Activities vs. Results – what’s the difference?
We can either refer to our job in terms of Activities or Results
Whichever reference you choose determines your behaviors on a daily basis
What are the End Results for each level? Do you know?
**Can you summarize your job in THREE sentences?
To complete the cycle, you must know the end results of your BOSSES’ job!
You can get what you want only when you are able to help your bosses get what they want.
What do Bosses want? Get things done, Career progression, Look good, eliminate time wasters to concentrate on priorities,
How does this affect you?
How can you make use of the opportunity?
How does this affect you?
How can you make use of the opportunity?
Every Boss has problems that he cannot or don’t want to solve. These are your opportunities
Every Boss has problems that he cannot or don’t want to solve. These are your opportunities
**Refer to Handout 2 - My Boss, the Client
**Refer to Handout 2 - My Boss, the Client
**Refer to Handout 2 - My Boss, the Client
**Refer to Handout 2 - My Boss, the Client
**Refer to Handout 3: Boss Personality Types
We have the learn about some principles about time before we can learn how to manage it.
Prioritize Assignments
High Importance/ High Urgency
Tackle these projects first
High Importance/ Low Urgency
Set deadlines for completion and get these projects worked into your daily routine
Low Importance/ High Urgency
Find quick, efficient ways to get this work done without much personal involvement. If possible, delegate it to a “can do” assistant
Low Importance/ Low Urgency
This is busy or repetitious work such as filing. Stack it up and do it in one-half hour segments every week; get somebody else to do it; or don’t do it at all
“Decide what to do and do it;
Prioritize Assignments
High Importance/ High Urgency
Tackle these projects first
Feed-Turn-Feed-turn
High Importance/ Low Urgency
Set deadlines for completion and get these projects worked into your daily routine
Broken down into “Granular” action steps
Weekly/Bi-weekly review
Regular check for ‘right direction’
Low Importance/ High Urgency
Feed-Turn-Feed-turn
“BOSS” Green File
Behavior prediction (esp. Boss)
Pre-research and Filing
IT Skills and Tools
Low Importance/ Low Urgency
One-Hour Per day for Administrative Work
Stack it up and do it in one-half hour segments every week
Get somebody else to do it
Don’t do it at all
Prioritize Assignments
High Importance/ High Urgency
Tackle these projects first
Feed-Turn-Feed-turn
High Importance/ Low Urgency
Set deadlines for completion and get these projects worked into your daily routine
Broken down into “Granular” action steps
Weekly/Bi-weekly review
Regular check for ‘right direction’
Low Importance/ High Urgency
Feed-Turn-Feed-turn
“BOSS” Green File
Behavior prediction (esp. Boss)
Pre-research and Filing
IT Skills and Tools
Low Importance/ Low Urgency
One-Hour Per day for Administrative Work
Stack it up and do it in one-half hour segments every week
Get somebody else to do it
Don’t do it at all
Prioritize Assignments
High Importance/ High Urgency
Tackle these projects first
Feed-Turn-Feed-turn
High Importance/ Low Urgency
Set deadlines for completion and get these projects worked into your daily routine
Broken down into “Granular” action steps
Weekly/Bi-weekly review
Regular check for ‘right direction’
Low Importance/ High Urgency
Feed-Turn-Feed-turn
“BOSS” Green File
Behavior prediction (esp. Boss)
Pre-research and Filing
IT Skills and Tools
Low Importance/ Low Urgency
One-Hour Per day for Administrative Work
Stack it up and do it in one-half hour segments every week
Get somebody else to do it
Don’t do it at all
Prioritize Assignments
High Importance/ High Urgency
Tackle these projects first
Feed-Turn-Feed-turn
High Importance/ Low Urgency
Set deadlines for completion and get these projects worked into your daily routine
Broken down into “Granular” action steps
Weekly/Bi-weekly review
Regular check for ‘right direction’
Low Importance/ High Urgency
Feed-Turn-Feed-turn
“BOSS” Green File
Behavior prediction (esp. Boss)
Pre-research and Filing
IT Skills and Tools
Low Importance/ Low Urgency
One-Hour Per day for Administrative Work
Stack it up and do it in one-half hour segments every week
Get somebody else to do it
Don’t do it at all
There are two careers for ES and PA: Secretarial vs. Management
Do you know which ladder you are on? Do you want to choose?
Note: This is strictly for ES career ladder only!
Management Ladder has a different path.
Bottom Line = You must be really good at your job Before attempting anything else.
Otherwise, wasted efforts
Essential Management Skills for Secretaries
My ‘Training career’ and what I have done to achieve despite early obstacles from Bosses