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© Pub lic Rela ti ons D epa rt men t N BK H old ing 2 009

NBK Insider NBK Insider— Insider—Year 1— 1— Issue 10

VISION FOR THE FUTURE

April 2009

How are we gearing up for tougher times? Inside this Issue:

1. Customers contribute to our salaries:I MUST do what ever it takes, to build loyalty and not just relationships.

Pages 2 NBK News Bulletin Pages 3 Ask Your Management—New! Mr. Ayman Khaleel

2. Every job at NBK is essential and important:- I do make a difference, check around you and ask how and where we can do some saving; it might be the simplest thing which we aren't aware of, but it all counts and accumulates.

Page 4 Message for Success Mr. Paul J. Maryan Page 6 NBK Family Round-Up Page 7 In Depth NICC

3. Showing up is no accomplishment:I get paid for the value I create...think, reengineer where you can add value to your unit or division.

Page 8 HR News Page 9 SAP Journey SAP Flash Reports Mr. Khaled Abu Sha’ban Page 10 U Matter Communication Skills Contribution by Mr. Adel Hajjaj Page 11 Your Health, Our Concern Page 12-13 Health Special 40 Healthy Tips Page 14 Round & about Consulting Notes on These Times

Even though we will be facing some of the worst economic conditions in many decades, I am confident that with the vision of late Sheikh Nasser Bin Khaled Al Thani "bless his soul" and the leadership and guidance of our CEO/ Chairman his HE Sheikh Nawaf and Deputy CEO HE Sheikha Hanadi, NBK business model is solid and will deliver long time value. Remaining a market leader, such as NBK, requires a lot of commitment and hard-work and to that effect I am writing to you this month to share a few tips which will help us pave the way for another year of success.

4. The buck stops here:- I must accept ownership/accountability of problems and get them solved, not just leaving them rolling down like a snow ball. 5. I belong to a team "NBK":- Together We Succeed or fail. 6. Nobody knows what tomorrow holds:Constant learning is part of my job, don't just ignore your colleagues when they need help to accomplish their tasks, you can help and learn at the same time. Regards,

Kamel Irani General Manager Nasser Bin Khaled & Sons Projects Promotion Co. 1


Issue 10 - April 2009

NBK Insider

NEWSBulletin NBK WELLNESS AND HEALTH WALK CONTINUES The first NBK Wellness and Health Walk took place on Saturday February 28. Following the brilliant success and wide interest, we organized the series of the Health & Wellness Walk each Saturday throughout March. Gifts were presented to the first three employees who reached first to the finish point. Unfortunately and due to the lack of attendance to this event, we have decided to cancel it but this initiative is an invitation for your all to follow up a healthy lifestyle and make walking a part of your life agenda! . .

Stars of Mercedes-Benz shine in 2008 - With NBK Automobiles you can be a star! As part of its tradition and mission to always offer the ultimate services, Nasser Bin Khaled Automobiles is committed to bring the best out of its employees and work family members, by encouraging them to spare no effort in all their job dimensions. Every year, the best achiever from each department is elected by his manager, as the Star of the year. This year the event took place in Shebestan restaurant where eleven stars glowed in the skies of Mercedes-Benz Qatar: Tarek Honeini (Passengers Cars Sales), Muwafaq Zaro (Commercial Vehicles Sales), Nasser Lutfi (After-Sales, Gharrafa), Marilou Chan (Passenger Cars Workshop), Riad Hamdan (Commercial Vehicles Workshop), Atef Sobhi (Approved Used Cars), Nazir hussein (Parts & Accessories), Pinky Tan (Class Leasing and Rental), Mouddar Kouli (Marketing Department), Nadia Kamhaz ( General Manager Office) and Manager Of The Year Was Mr. Mohamad Hamayda 2


Issue 10 - April 2009

NBK Insider

Your Management This section of the Insider is dedicated to each and every team member; it is your channel to share your concerns with your management and have all your inquiries answered. We have added this section to encourage upward and downward communications among staff and management. Your questions will be treated and answered in total confidentiality and anonymity; therefore please feel free to send us your thoughts, ideas and queries to nbkinsider@nbks.com This is an open forum and your comments are always welcome!

Is the Scissor Committee real or is just a rumor? If yes, who are the members? That is the first time I hear this term “Scissor Committee”, there is no such committee whatsoever. There is a committee that was formed to optimize costs and expenses throughout the group and that is formed from members outside the business operational areas and it's role is more a consultancy nature to the business units. The members of this committee are: The Chairman & CEO, Sheikh Nawaf Nasser Bin Khaled Al Thani, Advisor to the Chairman, Mr. Issam Jaradat, CIA, Mr. Shahbaz Shirazi and myself. Are there any plans to downsize? If yes, what are the criteria upon which the decision will be made? It is not NBK's culture nor intention to downsize or lay of any employee. NBK is still growing and we have only reduced our recruitment activities as a reaction to the current market conditions. There are may be some isolated cases of terminations due to many reasons other than redundancies e.g. Performance, etc. however, that it is not part of an established downsizing program. What are this year's plans for bonuses and salary increments? General increments will not be granted this year for two reasons; the first is that in the past couple of years; NBK have adjusted the salaries generously through general increments which brought our salary levels in line with (If not higher than) the market average. Secondly, the current market conditions which implies that we watch our expenses.

This however; does not eliminate the fact that there are cases of promotions and salary adjustments. As for the Bonuses, it is meant to reward last year’s performance/accomplishments; therefore it is under consideration. Till when is this situation expected to remain as is? We cannot foresee the future of the world economy but we hope that things will go back to normal as soon as possible; the management is saving no effort into making this year just as successful and memorable as the previous ones and to that effect I call upon you all to support (each from his position) in order to accomplish the outstanding milestones NBK has been forever known for. Why do you think employees' morale is down? We can not see why the morals should be down! NBK’s status as an employer is one of the best in the country. NBK continues looking into best team building programs so as to provide staff with top workplace conditions. It would help to receive more specific feedback from the team on this matter in order to address all the related issues. i.e.: specific reasons that are affecting the morals in order to address them properly. Will the Performance Management program be valid at these times? How will it be beneficial for the employee or will it be used for the downsizing criteria? Performance Management Program is a multipurpose tool. While the compensation reward is one bi-product of this program; it still has many objectives such as setting goals and performance expectations through a formal and structured interaction between management and their teams, strengthen the performance of staff, identifying performance areas strengths and weaknesses; monitoring and benchmarking progress; etc. I am happy that staff are talking about this program and that it is getting recognized across all levels. This is promising; since the next review will be due in May. Don’t you see that we are missing an overall strategic goal in NBK that all business units need to be aligned with?

The strategic goal has always been there; the overall Group Strategy was developed few years back and it was facilitated by KPMG (International Renowned Management Consulting Firm). It was also communicated to all staff at that time. However, we do agree that this strategy needs to be revisited now given the current world economic situation and the time lapsed since we first developed our strategy. That is why this issue is being considered at the Executive Management level led by the DCEO, Sheikha Hanadi Nasser Bin Khaled Al Thani. Are there any plans to retain employees including incentives, career developmental plans, etc? Through our regular and core HR practices; we always aim at attracting, retaining and developing/motivating our best talents and we will continue doing so as we strongly believe that at the core of our continuous success is a growing pool of human capital that is putting its best of skills, talents and expertise into the service of our group.. Are you taking into consideration employees' feedback in your decision making process? Do you use upward communication methods? Our belief is that the feedback we are we are getting now is a result of the communication and overall feedback from the front line staff members across all levels of the business.. On the other hand, we would like to stress that we are following an “Open Door Policy” so if you feel that your voice is not heard and that you want to pass your message through, you are more than welcome and encouraged to do so. Thank you so much Mr. Ayman for your openness and transparency. I would like you to thank you for giving us the opportunity to address your queries and concern and would encourage all staff and team members to come forward and use this forum to which will hopefully continue to grow as an effective and unbiased tool of communication between the team members and the leadership of the group. We are looking forward to receiving your thoughts and questions about all the subjects that you need to know more about or any comments for the next issue of NBK Insider.

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Issue 10 - April 2009

NBK Insider

A Message for Success Managing Resources within our Business I am sure we all recall the story of the Titanic; described as unsinkable, an engineering masterpiece, a piece of art, a pleasure to be a passenger on. Well what happened to the Titanic! It hits an iceberg and sinks with over 1,200 passengers lost. I am not being dramatic but Icebergs in a commercial sense come in 5 different disguises or shapes:

Dear Colleagues, It’s always good to talk and today’s paper is all about “Managing Resources within our Business”. Resources are the tangibles that we require daily to enable us to operate our business successfully; resources could be defined as follows: •

Stock

Receivables

Payables

Work In Progress

Cash

People

Facilities

I do not believe that I have missed any of the essentials, so I would like to focus everyone’s mind and in particularly our Management Team on our most important resource “CASH”!

Fixed Costs

Variable Costs

Capital Expenditures

Revenues

“CASH”

“CASH” is the life blood of any business and without it survival is unlikely. CASH is a vital resource that requires managing by the hour, the day and the week. You can never have enough control and knowledge of your cash position at any one moment in time. “CASH” is considered the only form of wealth that is held in a business. So why do we need cash? We need cash to meet our day to day commitment which is paying the salaries, paying the overheads, meeting supplier’s requirements and provides an excellent opportunity to exploit profitable business. I therefore extend a request to our Management Team; please conduct the following after reading my article. • Check your cash management control. • Check your internal systems (SAP) use and control. • Understand from your direct manager what your cash

targets are daily. • Implement a reporting structure to your direct manager of your cash receipts that should have been banked; “Daily” And I would greatly appreciate feedback from our readers to my company e-mail address at pmaryan@nbks.com

Paul Maryan COO NBK Automotive 4


NBK Insider

Issue 10 - April 2009

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Issue 10 - April 2009

NBK Insider

NBK Family Round-Up!

NBK Insider wishes a Happy Birthday to:

Ayman Al-Abbasi

NBK Holding

6-Apr

Rodnie Ragandan

QAC

22-Apr

QAC

15-Apr

Zulfa Ali Al- Daisi

NBK Holding

12-Apr

Sait Demirel

Chona Calderon

NBK Holding

1-Apr

Mohammed Nazir

QAC

18-Apr

QAC

9-Apr

Nasser Bin Khaled welcomes new assets to the family

Hassan El-khatib

NBK Holding

19-Apr

Mohamad Safih

Chettarayil Bapu

NBK Holding

17-Apr

Sudath Bellanage

QAC

7-Apr

Runesh Parathatta

Class Leasing

Shift Leader

Rowena Alimuc

NBK Holding

4-Apr

Pisit Laebua

QAC

6-Apr

QAC

Service Advisor

QAC

27-Apr

Leo Macanas Sukumar Ramachandran

Marife Budollo Paguia

NBK Holding

7-Apr

Alberto Verano

NBK Trading

Production Manager

Anala Shenolikar

NBK Holding

21-Apr

Wasantha Waduge

QAC

2-Apr

Marlon Balicana

NBK Trading

Heavy Vehicle Driver

Wivina Cali

NBK Holding

1-Apr

Sonny Adana

QAC

27-Apr

Ranjula Fernando

NBK Trading

General Helper

Celso Icasiano

NBK Holding

14-Apr

Chaminda Mudiyanselage

QAC

6-Apr

Arachchige Kodippili

NBK Trading

Heavy Vehicle Driver

Yousef Alhaj Ahmad Abdulla Ali Mohammad Jaber

NBK Holding

2-Apr

Rayman Penuela

QAC

13-Apr

Von Silvester Sibayan

NBK Fashion

Sales Assistant

NBK Holding

5-Apr

Niel Dixon

NBK Fashion

14-Apr

Joanna Ordona

NBK Fashion

Sales Assistant

Mohsen Abdel Rahim

NBK Holding

17-Apr

Bilal Fadlullah

NBK Fashion

11-Apr

Ahmad Jazaire

NBK Fashion

Sales Assistant

Dilkushan Shanmugarasa

NBK Holding

11-Apr

Amal Zein Eddine

NBK Fashion

17-Apr

Ruth Heria

NBK Fashion

Sales Assistant

Erwin Ele

NBK Fashion

18-Apr

Noriel Mendoza

NBK Fashion

Sales Assistant

Randy Buela

NBK Fashion

29-Apr

Raji Yadav

Cleaner

Michelle Bondad

NBK Fashion

1-Apr

NBK Auto Select(Vehicle Leasing)

Roger Chwayfati

NBK Fashion

1-Apr

Naila Touil

NBK Fashion

10-Apr

Moufida Aouadi

NBK Fashion

28-Apr

Beverly Feliciano

NBK Fashion

7-Apr

Donia Mohamed

NBK Fashion

4-Apr

Mohammad El-Basraty

Bosch Automotive

1-Apr

Subaskkaran Thirnavukkasu NBK Holding Kamel Irani Ignatius Rosario D souza

20-Apr

NBK Projects Promotion 19-Apr NBK Auto

1-Apr

Mohammad Chirakkarapoyil NBK Auto

5-Apr

Bertilito G. Manuel

6-Apr

NBK Auto

Harjit Bhuttar

NBK Auto

17-Apr

Valiaveettil Vrrgies

NBK Auto

25-Apr

Ruth Pangilinan

Junior Accountant

NBK Insider wishes the best of luck and Farwell to:

Telesforo Miralles

NBK Auto

20-Apr

Cleofas Nebre

NBK Auto

9-Apr

Abner Ram

NBK Auto

24-Apr

Abdu Salam Fakhrodine

Bosch Automotive

4-Apr

May Tamari

Finance & HR Manager

H.Deco

30-Apr

Melvin Yadao

Bosch Automotive

17-Apr

Sara Hamoud

Salesperson

Prime Fashion

23-Apr

Dalya Yahya

Secretary

Select

15-Apr

Maud Abu Mansour

Marketing Assistant

QAC

Neelamkavil Justin Joel De Guzman

NBK Auto NBK Auto

20-Apr

Samer Nasser

Bosch Automotive

Heena Shaikh

NBK Auto

21-Apr

Ananda Mudiyanselage

Bosch Automotive

Zaher Tarcha

NBK Auto

20-Apr

Ronald Uson

Heavy Equipment

23-Apr

Rabih Mayyal

Warehouse Keeper

NBK Fashion

Jonel Centeno

NBK Auto

25-Apr

Mohamed El Mahdy

NIC

3-Apr

Joanna Ordona

Sales Assistant

NBK Fashion

Marvin Gonzales

NBK Auto

5-Apr

Joseph Thomas

NIC

12-Apr 16-Apr

Guia Joualanceta

NBK Auto

7-Apr

Urban Desouza

NBK Real Estate

Samer El-chafei

NBK Auto

8-Apr

Surendra Rai

NBK Trading

13-Apr

Ayad Aldali

NBK Auto

15-Apr

Jerico Ebero

Prime F& B

2-Apr

Isagani Joves

NBK Auto

1-Apr

Benjie Perenia

Prime F& B

24-Apr

Fadi Sayed Nicolas

NBK Auto

13-Apr

Rodolfo Agravante Ocular

Smart Repairs

19-Apr

Khalid Abdul Wahid

Class Leasing

27-Apr

Yam Tharu

Ziebart

5-Apr

Mohamed Okasha

Art Marine

10-Apr

Khalid Shaaban

QAC

25-Apr

Ihab Diab

QAC

25-Apr

Hazem Kontar

QAC

8-Apr

Radwan Hamatto

QAC

17-Apr

Mohamed El Gabrouny

QAC

22-Apr

Randy Panisales

QAC

22-Apr

Annaliza Yenko

QAC

14-Apr

Khaled Aljero

QAC

5-Apr

Mohammad Abdulhak

QAC

14-Apr

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NBK Insider

Issue 10 - April 2009

INDepth National Industrial Contracting Company (NICC) Mission: Project Perfect

Established in 1974, National Industrial Contracting Company (NICC) has made its mark on the Qatari construction market with over 30 years of proficiency and excellence. Ranked “A” by the Central Tender Committee (CTC), NICC boasts a sharp, skilled and talented workforce, a fact that has secured its involvement in many landmark developments, including Mercedes Showroom, the Central Bank of Qatar, West Bay Al Salam Plaza, Doha International Airport’s Warehousing Facilities, Sealine Beach Resort, West Corner Centre, in addition to various schools for the Ministry of Education and other prestigious projects completed throughout its 30 years of experience.

NICC operates a comprehensive list of plants and equipment, boosting its capability to execute diversified mega projects of sewerage network, potable water line & combined infrastructure. Its pool of in-house professionals is amplified by a group of competent subcontractors bringing specialized expertise to any project NICC is undertaking. As a result of its unfaltering performance and high standards, NICC has taken on the responsibility for executing many multi-million dollar construction projects. The company has employed experience and expertise on public and multi-storey buildings, mixed-use compounds, deluxe villas, pump stations, factories, workshops, sea ports and beach resorts.

NICC also strives to be socially NICC thrives on its vision to deliver responsible towards its human well-timed projects, guided by a assets, having health and safety at special attention to quality and details. the core of its operations. With a With its “Project Perfect Mission”, its comprehensive safety program, universal and comprehensive adopting the latest methods and approach to various market needs technology of quality control & and a track record spanning over quality assurance; NICC ensures three decades, NICC is poised to be delivery of excellent quality and Qatar’s Partner of Choice in the ever timely results owing to a team of booming construction industry. experts guided by a family unit spirit. Today, National Industrial Contracting Company continues to build up its accomplishments and accolades, living up to the illustrious heritage associated with the name Nasser Bin Khaled.

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Issue 10 - April 2009

NBK Insider

HR NEWS A Culture of Progress! HR News at a Glance Dear Colleague, QAC has recently delivered a CRM (Customer Relationship Management) and Excellence in Customer Car Training. This two-month long project spearheaded by Mr. Hussain Abdullatif in coordination with Human Resources which concluded last Wednesday, March 25, aims to improve the understanding and knowledge on how Customer Relationship Management (CRM) is essential in attracting, retaining, and growing loyal customers. Some of the key concepts of the workshop included the following:

• •

Determine the uses and objectives of a CRM system Recognize best practices in im plementing a CRM strategy Use CRM in improving marketing, sales, customer service, and customer contact

CRM and delivering better, faster service, and increased customer satisfaction Techniques in handling customer complaints Participants brought new knowledge and ideas from the training back to the workplace and had very positive feedback about this initiative. Here are some comments from the participants themselves. “I’m very happy with this training and I hope there is another one in the future. It is very helpful for me and the instructor is very knowledgeable” – Parts Salesman “Courses like these are very important. All staff should attend this to ensure superior product is backed by superior service” – Service Advisor “Thanks for giving me a chance to attend this seminar (workshop). It will help me a lot in my job, especially now that I know how my job relates to the whole (CRM) strategy of the company in delivering excellent customer service” – Fuso Service Advisor

Now that I know how my job relates to the whole (CRM) strategy of the company in delivering excellent customer service” – Fuso Service Advi8


Issue 10 - April 2009

NBK Insider

SAP Journey

SAP Flash Reports QAC takes us over the latest SAP implementation updates with this quick Q&A answered by QAC GM Mr. Khalid Abu Sha'aban:

When did you implement SAP and Why? Sap is our dealer management system, which is part of the overall organization ERP; it provides a solution to our business and helps us plan and control all of our dealings with suppliers and customers. It also helps us adopt a standardized approach. SAP is part of ERP and should be fully integrated with the company’s systems in accounts and human resources for maximum usage, when this is the case the whole organization can use a single data base reducing duplication and error. SAP in QAC for instance includes the sales module, the service module, the parts module, administration and accounting, it helps us control our inventory and it also has its external uses with suppliers and customers for order processing and external sales. SAP was implemented almost a year ago and we started to see results now with the help of the internal implementation team What was our main business problem/ need/ issue that prompted us to implement SAP? Our business at QAC has grown rapidly over the past few years that planning and controlling is an essential part of managing the business successfully; the changes SAP brought needed to be communicated throughout the company with extensive education and training, this was the first hurdle to overcome. SAP also came in at a critical time for us as an organization to verify the accuracy and integrity of existing information and all existing process review and standardization. SAP helped us in forward planning in areas like financial application, operations application, purchasing and supply applications, service application, delivery and logistic applications, sales and marketing application, and finally strategic reporting application. Of course human resources are also on the menu but it is as well as finance part of the larger centralized picture.

What are the main advantages of the SAP system? The key to successful planning is how we generate, integrate and organize all information on which planning and control depends. This is exactly what SAP does; previously we were running with Orion which is a dated system. Orion sort of delivered but things needed to change because of the volume we began to generate at QAC. Sap is considered globally as the number one ERP solution and is used by many companies around the world. SAP DBM is the auto dealer management system arm of SAP; it is fairly new as a product but coming on the international scene very rapidly. To be fair the previous system has done a good job, but it has become obsolete in terms of what it offers. SAP on the other hand has so much potential in the years to come. One of the main advantages at the moment is having the ability through the internal implementation team to add all the reports to the system that can help us run our business which we could not do previously. If we are to enumerate SAP benefits then we can look at the following points:

Because of its communication across all functions of QAC, we have absolute visibility of what is happening in all parts of the business The discipline of forcing business process based changes is an effective mechanism for making all parts of the business more efficient It gives me a better sense of control of operations that will form the basis for continuous improvement or Kaizen as the Japanese call it. It enables a far superior communication with customers, suppliers and other business partners by given us accurate and timely information. It is capable of integrating the whole supply chain including suppliers and customers.

The great thing about SAP is that we can tailor make any reports we want and add it to the list. Flash reports have added value to our operations:

It is based on a client/server set up, so access to the reports is open to all authorized managers and personnel whose computers are linked to the central computer, so it easily accessed from almost anywhere It includes decision reports facilities which enable the operations decision makers to include the latest company information. It is interfaced with standard applications programs which are in common use by QAC managers and staff such as spreadsheets Sap as a DMS & ERP is able to operate on most common platforms like windows.

Next SAP steps? SAP as a DMS/ERP solution is a small step towards a whole function that would transform the organization into a fist class set up; the future plans include the CRM module which will help us run our call centre more accurately to efficiently deal with complaints, to utilize it for marketing purposes and to have a sound database with all the necessary information. We are looking at the business objectives module too, it has many benefits and it provides a dash board like up to date information. Eventually we aim to get to the web integrated ERP scenario as it gives the organization a link up with the outside world as it is much easier to move into internet based trading when the external internet system is integrated with the internal ERP system. Soon, our customers can log on and check the status of their vehicles, if we have a certain product in stock or not i.e. a red lancer GT with alloy wheels, or a set of pistons for a Pajero 3.5, 2004 model. Suppliers can even see how their invoices are progressing through the system, all of that needs to be available via the ERP system on the company’s website.

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Issue 10 - April 2009

NBK Insider

U-Matter! NBK invites each and every one of you to share their thoughts, views and points of interest on a monthly basis.

MATTER Using Strategic Communication to Win in Tough Times A case for developing Soft Communication In these difficult economic times, it's tempting to reduce your communication and leave the customers and clients alone. This is, of course the exact opposite of what you must now be doing. So how can you best reach out to those current and potential clients and your own internal teams as well? How can you cement the relationships that will pay off in the future and what are the communication, networking and soft skills that you can use now to create even more business success? In a series of small articles I am pleased to narrate some key communication tips outlined by a Mark Jeffries recent lecture. Jeffries is a renowned communications consultant and author of “What’s up with your hand shake?” My objective of this series is to understand the soft skills in the Art of Communication, how to basically command control over our messages, avoid them being stuck, how do we really want to be perceived, how to create situations that encourage people to effectively buy from us. Soft skills are defined as the power to get people to do what you want and to think the way you want them to think without them realizing what’s going on. These soft skills basically cover every communication aspect of our jobs and beyond. To head off this journey we have to start with the following assumptions;

This month, our colleague Adel Hajjaj brings us insights and advice from the communications industry authored by renowned consultant Mark Jeffries.

1- We are all in sales!

3- Pay back Credits

No matter what our job title is and no matter what we do, if you are in marketing, business development, or if you are a doctor, an engineer, an administrator, you are constantly selling yourself and your ideas. People listen to the content of your idea and listen to you and decide whether or not you are the sort of person they want to buy from. Does your idea get sold? The minute you walk out of your home in the morning you are selling yourself people start judging you, we are being judged all the time.

This is how it works, every time someone does something for you, in business or indeed in life that is above and beyond your expectations, you feel the need to pay them back! It happens even in restaurants, do you remember the last time you were in a restaurant where you received an outstanding service? Didn’t you feel the urge to tip the waiter a bit extra? We do that because we have a real human need to pay back when given something beyond. The same is true in business, every time you go a little bit further or go above what the expectations where, you build up these little pay back credits and they’re all in your favor and they are something that you can use to your advantage later on, in the day, in the month or the year. Do you also remember the time that you allowed a car to cut in front of you to make a left turn? What did you expect from the other driver? Yes, a simple hand wave in gratitude. What if you didn’t get that wave? Enraged I am sure, all what you wanted is to see the palm of his/her hands.

2- The carefully balanced scales; Remember those scales that we used to have in school especially in science class? Well they were very well balanced; one nano of anything added to any side would tilt the scale either way. In many ways this represents our lives and our business Every year , month or even single day we are seen by our contacts or clients as being pretty much equal to everybody else , therefore equally balanced . All we have to do is to ensure that we create enough positive weight on the plus side of the scale in the way we deliver the soft skills to tilt the scale to our favor. If you do something right the scales will favorably tilt by the smallest margin, say by 1%-2%, it is still enough to put you in control. However, any time you do something wrong in the world of soft skills , the scales tilt against you , not much , say by -1% to -2% and now you are no longer in control . So the job is to constantly monitor yourself , and observe every aspect of communication and networking and often ask yourself ; have I just tilted the scales to my favor or not and if not , how do I tilt it to my favor again ?

These three assumptions were a prelude to more detailed, but equally fun articles for developing soft communication skills and we will introduce exciting tips for smart networking, the effect of using power words and effective meetings in the upcoming issues. See you next month!

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Issue 10 - April 2009

NBK Insider

Your Health, Our Concern! Special thanks to Mr. Anwar Ansari for providing the articles. He is a Canadian professional engineer working for SNC-Lavalin ProFac, Qatar as Health and Safety Manager.

Heart Health Checklist

HEALTH NOTES •

Reducing roadway stress can be this easy: Slow down and keep your perspective. Dropping your highway speed by10kph adds only about 10 minutes per hour driven to your commute time and driving slower can also reduce your stopping distance significantly – smart defence in case you encounter hazards ahead.

The Family Factor: One of the keys to heart disease risk is in your genes. Cardiovascular trouble is partially hereditary, but families pass on more than DNA. We can influence one another’s attitudes towards smoking, exercise and eating habits, weight gain, stress control and other behaviours that impact heart health .For example, say you have just been diagnosed with high blood pressure. All the health habits that help control that risk factor for heart disease-such as dietary changes, weight control, and smoking cessation-may encourage family members to stay on top of their blood pressure, too. Families that change together may stay healthier and enjoy life longer together.

On the menu: Ever wonder what “primavera” means? It’s “spring” in Italian. In cooking terms, it refers to dishes garnished with raw or lightly cooked fresh vegetables. The term “fresco” means “fresh”. And “antipasto” means “before the pasta,” or appetizers, such as olives, cheese, and marinated vegetables and fish. For an entrée, order spaghetti with tomato sauce, or “marinara”- and keep the calories low.

What are you doing to prevent heart disease? Take the following self-assessment – then start tracking your progress. Celebrate Heart Month by getting help for those areas that still need changing. Do you watch your diet? Start by limiting saturated and trans fats- your body tends to make cholesterol from them. I also eat at least 2 servings of fish weekly and eat more complex carbohydrates from whole grains and vegetables. Do you manage your stress level? Chronic high stress can increase heart disease risk as much as 50%. I take daily relaxation to help lower my stress level. Do you get enough exercise? A regular sport or aerobic workout is good for your heart. I am also active every day, and fit in regular stretching to stay flexible. Do you strength train? Retaining valuable muscle mass and a healthy ratio of muscle to fat can help you keep the pounds off and stay strong. I usually fit in a minimum 15-minute strengthtraining work-out twice a week on non-consecutive days. Do you know your waist circumference? Higher waist measurements may reflect excess belly fat, which raises heart diseases risk. I routinely measure my waist circumference and keep it below 88 cm/35 in for women) or below 102/40 in .(for men) Do you know your blood pressure, cholesterol and triglyceride levels? You need to monitor these figures throughout life even if you have few risks for heart disease. I have asked my provider (doctor) about scheduling routine checks of these conditions. Do you abstain from Tobacco? Cigarette smokers are two to three times more likely to die from coronary heart disease than non-smokers. I am ready to ask my provider (doctor) for help quitting.

BEST PLACES TO STORE MEDICATION Here’s advice from the Canadian Pharmacists Association: • Refrigerate medication only if the label says so. • Keep medications in their original containers. • Avoid storing drugs in bathroom medicine cabinets because moisture may cause them to deteriorate. If you have young children around, keep drugs in child-resistant containers and out of reach.

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NBK Insider

Issue 10 - April 2009

Your Health, Our Concern! Special thanks to Mr. Anwar Ansari for providing the articles. He is a Canadian professional engineer working for SNC-Lavalin ProFac, Qatar as Health and Safety Manager.


NBK Insider

Issue 10 - April 2009


NBK Insider

Issue 10- April 2009

Round & about Consulting Notes on These Times Alan Weiss, Ph.D., CMC – Founder, Summit Consulting Group

Some of my random observations that became too long for my note pad: 1. Always build, don’t destroy. The Democrats seem too intent, for example, on destroying the Republicans, who have done a pretty good job of doing that to themselves. When you work on a project, fix or improve the conditions, don’t assess blame or gloat about how the internal people blew it. Help the internal people to get it right the next time and you’ll be even more valuable and likely to prolong the relationship. 2. Stop thinking and act. Ninety percent of people who tell me they will “think about joining one of my programs” never do. They are just giving themselves an excuse not to act, usually out of fear of what they’ll find. We’re not talking about brain surgery here. Take action, and then fine-tune. Endless studies and the dreaded “needs analysis” rob you and the client: you of energy, the client of money, both of you of lost opportunity. 3. Get your approach in order. Engage the prospect in the diagnostic during the marketing process, then become prescriptive during the intervention, AFTER you have the proposal signed. Don’t become prescriptive at the outset, because the buyer will gag at the arrogance of your determining solutions in five minutes while the client couldn’t resolve the issue in five months, and don’t become diagnostic during the intervention because the client IS the one who screwed it up and needs an outside blast of air. Direction follows consensus.

Just for Giggles!

4. Stop listening to overpowering bad news, take your eyes off the television, and look out the window. What do you see? People going about their lives. Go about yours. Our profession’s mission is to engage and help people and organizations to improve their condition, by providing powerful value. If you do that well, eventually the television news will change. 5. Engage in real and meaningful actions, not symbolism. If you want to volunteer at a shelter, contribute to a charity, or provide pro bono help to non-profits, that’s great. But refraining from buying a new suit, or taking a colleague to lunch, is just silly (and hurts the clothing and restaurant business).

6. Reducing your fees is not a required or intelligent move, it is an enabling move for those who use the economy as an excuse for their own inept management. You deserve to be paid commensurate with your value, and rending your garments or degrading your worth isn’t necessary or noble. Your duty is not to enable those who have poor habits. (Fortunately, we are not government agencies where poor management just results in more money being granted to cover our mistakes.)

7. Everyone I know who is doing very well—and that is a majority of people in my community—is diversified. I’ve been urging this for years, but now it’s mandatory. People who are solely non-celebrity, keynote speakers, for example, are desperate. Use your intellectual capital to consult, coach, speak, publish, facilitate, create products, train, and so forth. No one is going to do that for you. Pretend you’re your own client.

8. Get used to the ambiguity of the times. No one knows—in government, in universities, in the media, in the coffee shops, in think tanks, in executive suites, not anywhere— what is going to happen next. The current conditions could continue for years, or we may see a greater decline and a 5,000 DOW, or we might see a startling recovery in a year. No one knows. Get used to it. Focus: What is your value, who can best utilize it, how do you reach them, how do they reach you?

NBK Insider is produced by Nasser Bin Khaled Public Relations Department. For any queries or suggestions, please contact us: By email: NBKInsider@nbks.com Or drop us a line on +974 462 4438

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NBK Insider - April Issue  

April's issue of NBK Insider

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