The Dutch Vietnamese Management Supporter 5

The Dutch Vietnam Management Supporter Lecturing in Ho Chi Minh City July 16-18 classroom 14 of the College of Business Administration for Managers (CBAM) and the International Business & Law Academy (IBLA) at 226, Dien Bien Phu Street filled itself with professionals from many different fields. Each day I delivered 3 one hour lectures to oil experts, entrepreneurs, medical doctors, HRM specialists, business executives, accountants, teachers, sales managers, other professionals and MBA students. The topics proved to be attractive:  How to select the right person  How to persuade a person  How to effectively speak in public. Altogether over 270 registrations: after distributing an invitation only 3 weeks earlier to around 75 people, a fine result. How networking works: just one email forwarded to 30 potentially interested MBA students—all working as professionals—caused dozens to register.

Hopstaken Services International 2nd year, no. 2 August 1, 2008 This magazine was started in March 2007. In its first year, three editions were published and distributed among my business and private associates. Purpose: to keep the reader informed about my effort to establish a viable activity in Vietnam. This amazingly attractive and energetic country has rapidly conquered my soul, and become my home away from home. Loek Hopstaken

July 19 my audience was different. Lawyers and law students attended a two-part seminar about ‘mediation’. This is a relatively new way to remedy conflict situations. Where arbiters and judges enforce the end of a conflict, mediation uses a mediator who coaches conflicting parties to solve their problem themselves. This saves them time, money, their reputation and face. In this newsletter you’ll find extracts from all 3 lectures, plus a brief introduction to mediation. If you’re interested in the handouts and/or the powerpoints, just send me an email and they are yours.

Why a free service??? Why delivering these lectures, and why for free? Let me be frank with you. First of all, I love my work: sharing practical knowledge and experience, and teaching skills for every day use in work and life. I really enjoy communicating with people who are eager to learn. Each time I’m also learning from them. Secondly, I’m in the final stage of a process to establish myself as a professional in Ho Chi Minh City. To make this happen, I use ‘PR’: make myself known to my target publics and show them what I can do. So a free lecture has a commercial purpose. From a business point of view, it is an investment. Paid out of the PR budget.

In this issue: Lecturing in HCMC Why a free service??? Mediation

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Persuasion

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Personnel Selection

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Public Speaking

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Standing offer Contact information

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Short cv Loek Hopstaken; reference letter

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Next issue: November 2008

2nd year, no. 2

Hopstaken Ser vices

The Dutch Vietnam Management Supporter

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Extract from the free lecture: Introduction to Mediation Mediation: the fastest growing conflict resolution activity around the world During the past 25 years, a new form of conflict resolution has spread around the world. Mediation rapidly earned a reputation as an alternative to other conflict handling activities, like arbitration. There are now several schools of Mediation. Some borrow tools from psychological sources, others focus on communication techniques. In many cases, working knowledge of the local and applicable laws is mandatory. The best, in my personal opinion, take the most workable tools available to train effective and successful Mediators who can handle virtually every possible conflict situation. Under one condition: Parties must consciously choose Mediation as a method to settle their dispute by actively contributing to its resolution. They must ‘will’ it, from start to finish! Willingness and its reward Mediation is no arbitration. A Mediator does not act as an Arbiter or a Judge to decide about the resolution of a dispute, or conflict. He facilitates peace. The procedure is based upon willingness from the conflicting parties to discretely resolve their conflict in a way that is satisfactory to all. The reward for a resolved dispute is often impressive. When successful, parties will have resolved their dispute (the primary objective). But they also:  stayed out of court and the public eye;  saved much time and much money;  saved face, and gained respect from their direct social and business environment, that was undoubtedly aware of (or suffering from) their dispute, as they take full responsibility for the resolution;  justified pride: they have solved their problem themselves, as decent, adult, civilized human beings. The Anatomy of Conflict Right: the Spanish painter Goya called this canvas ‘The Two Brothers’. The fighters don’t notice they are sinking in quicksand. When they don’t stop fighting, they will both die—fast. Below: the ‘Right Wrong Box’ is a way to look at conflict, and how it develops. Two opposing parties claim to be ‘right’, and let this escalate into a full-scale fight.

The Right Wrong Box: Mr. ‘Right’ & Mr. ‘Right’ start a fight

‼ The Right Wrong Box Rules: 7 steps to hell 1. Mr. Right & Mr. Right stop listening to each other: enter the Box 2. Both loose their temper; escalate; rationality fading 3. Both are now Boxers, using words to hurt: like fists and bullets 4. The loudest Mr. Right ‘wins’; Mr. Right the loser plots for revenge 5. Violence enters the Box: words become real fists or bullets 6. Mutual destruction: by now both Mr. Right have become Mr. Wrong 7. Who cares who’s Right! To hell we go! “Bullets cannot be recalled. They cannot be uninvented. But they can be taken out of the gun.” Martin Amis

2nd year, no. 2

Hopstaken Ser vices

The Dutch Vietnam Management Supporter

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Extract from the free lecture: How to persuade a person The Persuasion Process When we change our mind, something very interesting is happening. WE do it. Maybe someone else helped us, maybe not. But our change of mind is a fact. Usually, ideas are the result of a combination of analytical thinking and emotional reactions after a problem has been identified. This Persuasion Process shows the steps from problem to solution:

1. Problem (unwanted situation) ↓ 2. data analysis (research) ↓ 3. Fear the problem will worsen ↓ 4. Need of change ↓ 5. Demand for a solution ↓ 6. Solution (idea)

The steps outside the box are the analytical process steps. The steps inside the box form the emotional process. When the emotional steps in the Persuasion Process are missing, it may take a very long time for ideas to arrive. In fact, the lack of a ‘need of change’ may very well stop the process. People are not interested in change when they don’t see their personal benefits. They will resist! When you push on anyway, skipping 3, 4 and 5, you may well encounter resistance: denial of the problem, and consequently, a blunt refusal of your ideas for solutions. Too much eagerness to persuade by not paying attention to the emotional steps, almost predictably results in a failed Persuasion Process. A most enthousiastic person can run into a wall of ‘no interest’. A frustration is born the moment our idea is rejected without any investigation. Ideas must be ‘sold’: they are the final product of the Persuasion Process. When you give them away before the other person understands why this idea could be a solution, you will rarely win this person’s cooperation. However, when the steps are all done, this process opens the door to fast and creative thinking, resulting in idea(s). In fact, we do this every day, many times—without thinking. All I’m suggesting to you is to consciously use a tool you already know, possibly without being aware of it. It’s how your mind solves problems. It’s how any mind solves problems. Our emotions kind of push the process. Use this in your daily life as a communication tool to help people change their own minds and win cooperation. To bring them from no motion to motion: to truly motivate them. In a conversation, the Persuasion Process translates into the following questions: 1. Is there anything you disagree with? (if yes:) How would you name this situation? 2. Can you explain the nature of this unwanted situation? 3. What will happen if this situation will not be resolved? 4. Do you want to resolve this situation? 5. Would you agree that it’s time for a change? 6. What would be a possible solution? Persuading people is a delicate matter. There is much more to know about this subject, for anyone who is into sales, negotiations, leadership and management, and also for anyone who wants to persuade family or frtiends about an idea. In the workshop ‘Communication’ persuasion is trained in practical settings.

“Failure does not count. If you accept this, you’ll be successful. What causes most people to fail is that after one failure, they’ll stop trying.” Frank Burford

2nd year, no. 2

Hopstaken Ser vices

The Dutch Vietnam Management Supporter

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Extract from the free lecture: How to select the right person Productive or non-productive persons A product is a completed work assignment. It’s finished; on time. It’s ready and fit for use. A service is a product. A non-productive person is unwilling and/or unable to complete assignments and projects. Even when completed, it will have taken much more time than planned. Usually, it’s a passive person ‘who needs a boss’. But when active, the action is directed at busy-ness, not completion. A productive person is both willing and able to complete assignments and projects. If possible, within the planned time. Usually, an active, passionate person, who needs guidance, no ‘bossing’. Be careful: there are high producers who seem to be passive, even lazy. They just know how to use their time and energy in an optimum way. Always measure production first. Since the beginning of Mankind this simple formula has never changed:

PERSON →WORK→PRODUCTS Any employer is looking for productive people. People who actively direct their energy and attention to achieving goals, to making products. The customer is not interested in all this: he/she just wants the products to be delivered on time. Managers know by experience who to entrust with urgent matters: productive people. They get things DONE. They are focused: directing towards completion and usually having fun during the process and even more, when they achieve their objective. Many employers end up with low producers, or worse, non-productive persons. Obviously, something went wrong in the selection process. What is production? Production means completed work assignments. It is measured by its number, within a job-specific time frame. Most job activities have a predictable time frame. So when employees complete their assignments and projects within the set time frame, we have a productive workforce. During the lecture, I introduced an interview tool to rapidly check if a job applicant is a productive person. In the new 2-day Workshop Personnel Selection the participants learn the full use of this tool, with added questions. This workshop contains several personnel selection interview techniques. It is delivered in-company to HR professionals and managers. After the workshop the trainer may be used as their coach during selection interviews.

Production means action (as seen from my hotel balcony)

“One must learn by doing the thing. For though you think you know it, you have no certainty until you try.” Sophokles

2nd year, no. 2

Hopstaken Ser vices

The Dutch Vietnam Management Supporter

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Extract from the free lecture: How to effectively speak in public Stage manners The speaker must prepare: 1. The content (core message; agenda; slides; handouts) 2. The room and technical facilities 3. Stage Manners When you think back of the presentations you have seen, you will recall the really good and the really bad ones. What makes a presentation good or bad? Just recall presentations you attended. Do you remember the content, the speaker, or both? Research shows that most people above all remember the speaker. The content is of less importance than the speaker and the emotional reactions he/she caused. “I can’t remember the topic, but she/he was such a great speaker!” Yet, I wonder if he/she really was that good. After all, where is the message? Many speakers believe it’s the content that makes a good presentation. Or their Powerpoint slides. They spend all their time on the agenda and creating slides. Still, only the best speakers truly succeed with this method. What makes them successful? Their stage manners. They know the messenger is far more important than the message—strange as this may seem. But only if the messenger is respected and loved by his/her audience and succeeds in focusing the audience’s attention on the core message, he/she will reach the objective. In short, as a speaker you must a. be visible (don’t hide behind a table or lecture stand), b. realize the audience expects your message, and c. be kind and show respect for your audience. In this lecture we explored the speaker’s stage manners. An aspect overlooked by many. Preparation exercices Many professional speakers use a set of practical exercises to keep their stage manners alive and fresh. Stage manners consist of a series of attention points:

1. 2. 3. 4. 5. 6. 7. 8. 9. 10.

Facing the audience (no staring at text, ceiling or front rows) Suppressing stage fright Ignoring a mistake (no self-humiliation) Avoiding senseless bodily movements Making positive movements Controlling the audience Confidently handling surprises Dominating the audience using communication, technical perfection and stage manners Accepting applause Showing good stage manners on and off stage: before, during a break, or after the presentation.

Public speaking is a skill desired by many. Why? Because people who can do this, have influence, and are generally more successful in life. Whether you are a sales manager, an executive, a department head, a teacher or a professional who wants to be able to share his or her experiences not just with one or two, but with a group of people, should master this art. Lessening your fear for public speaking and increasing your confidence are just two objectives of this intensive 2-day in company training course.

“If you have an important point to make, don’t try to be subtle or clever. Use a pile driver. Hit the point once. Then come back and hit it again. Then hit it a third time – a tremendous whack.” Winston Churchill

2nd year, no. 2

The Dutch Vietnam Management Supporter

STANDING OFFER:

EXPERIENCE HOW HOPSTAKEN MAKES A DIFFERENCE

A theory serves its purpose when it increases someone’s practical skills. The English say: ‘The proof of the pudding is in the eating’. There is only one way to get to know my way of training: by experiencing it. During my next visit (November 2008—February 2009) I plan to deliver more free 1 hour seminars, like the ones I delivered in July at IBLA/CBAM. But I can also deliver 3-4 hour seminars in your company. You choose the topic. For ideas, see ‘Catalogue’ (right). I invite you to experience yourself how Hopstaken makes a difference. Two conditions: the participants should be able to understand English, and the maximum no. is 16. The compensation is $ 450 per seminar.

If this seminar leads to delivery of a next service to your company, the cost of this seminar will be deducted from the first bill. If you are interested, please let me know. Name the topic AND: please name the period in which it will be feasible for your team to attend the seminar. If you are interested in this offer, please get in touch.

For more information about topics and bookings, please contact me: [email protected] (31)(0)651097328. For more information about planning, please contact miss Lien Huong: [email protected] (84)(0)976846156.

CATALOGUE This is an overview of Hopstaken services.

Workshops A workshop is a 2-4 day group activity with a defined purpose, where theory, practical exercise and exchange of experiences are the main ingredients. Areas: HRM, Communication, Management, PR.  Team Engineering  Communication  Commercial Communication  Public Relations  Effective Meetings  Organizational Design  Intercultural Communication  Time Management/Efficiency  Personnel Selection (NEW)

Consulting Consulting is any specified expert activity to help solve a defined problem. This can take the form of coaching, but also, conducting a research. Per definition, it is tailor made. Areas: HRM, Strategy  Management Coach  Corporate Strategy  Mediation  Personal Coach  Executive Selection  In- & External Surveys

Seminars A seminar is a 3-4 hour interactive transferral of core know-how, combined with practical assignments.  People Management  Emotions in the workplace  Conflict Handling (NEW)  Business Ethics  The All Round Manager™  The All Round Communicator™ (NEW)

Cost of services The signpost at IBLA/CBAM, Dr. Nguyen Thi Son’s schools for business management. She was so kind to let me use her facilities. Several of her personnel helped me. I am very grateful to her, and to them.

Workshops: US $ 1000—1200 per team, per day Consulting: US $ 175 per 2 hours Seminars: US $ 450 per seminar (Excl. the ‘All Round’ programs)

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Hopstaken Ser vices

The Dutch Vietnam Management Supporter

This newsletter is written & published by Loek Hopstaken. Business address: Gouden Leeuw 628, 1033 KN Amsterdam Zuidoost The Netherlands Email: [email protected] / [email protected] Mobile VN: 0908889450 Mobile NL: (31)(0)651097328 Website (in Dutch; summary in English): www.hopstaken.com Personal websites (English): http://360.yahoo.com/loekhop http://hopper1951.spaces.live.com

Who is Loek Hopstaken? 1951: born in Haarlem, The Netherlands 1971: first major journey through Asian countries 1972-1976: study at Amsterdam University 1976-1993: career in banking: NCB, Postgiro (state bank), Postbank, NMB Postbank Group, ING Bank 1979-1982: business administration studies 1983-1988: assisting in privatization process Postgiro to Postbank (HRM) 1989-1993: assisting in formation of ING Group (PR/TQM) 1991: founding of own company: Hopstaken Bedrijfsadvies 1993: left ING Bank; start of career in training and consultancy 1996-2000: business club MC 2001: start of mediation career 2003: start of teaching career 2003-2008: combining training programs and consultancy for companies with teaching at a management school 2006: initiative to start exploring Vietnam 2007: first 3 visits to Vietnam 2008: extended stay in Vietnam: delivering lectures at IBLA/ CBAM, consultancy and internal employee surveying. Reference letter from the President, Dutch Delta University, Deventer, The Netherlands

Full cv available.

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