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Be Your Own PR

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Have you ever thought of giving commentary on the news in your expertise, whether it be local, national, or even international? I know you're thinking yes, but I don't know how to do that. I did a challenge called Be On TV Bootcamp? They showed me how to be my own publicist. The information given can also be used to be booked on radio shows, podcasts, and print publications. If you ever watched television or heard a radio show and said, I can do that in my expertise, Be On TV Bootcamp teaches you how to get the press to say yes to you. For more information go to

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Business Chinese: Essential Mandarin Expressions for Online Meetings

Necessity is the mother of invention, particularly in a time when everyone is working from home. Online meeting platforms, such as Skype, Go

Are you often attending the online meetings? It provides the perfect opportunity to put your Chinese skills into practice. Here we’ve compiled a list of 32 essential phrases to help you tackle online meetings and take your business Chinese to the next level.

https://bit.ly/3IXlCaT

Small businesses created 1.6 million net new jobs in 2019.

#holdingcompany #businessminded #businessquotes #businesssuccess  #businessman #businesstip #businessideas #womeninbusiness #businessmarketing #businessconsulting #businesspassion #socialmedia #businessopportunity #businesslife #strategy #businesses #growth #businessmentor #businessmotivation #entrepreneurs #creditrepair #coaching #businessplanning #networking #businessonline #consulting #contentmarketing #businessmanagement #businessconsultants #businessstartup #marketingtips #KhalidAlbeshri #pivot

Six Attributes Of A Good Call Center Manager

The shortage of good call center managers is hard to spot. Call centers always have someone holding that title. Often, they’re just not the right person for the job.

Fundamentally there are two types of call center managers:

Those who are technology and process driven.

Those who understand human motivational psychology.

Ideally, a call center manager will be skilled in both fundamentals.

From my experience, a successful call center manager is 75%/25%, with 75% being a solid comprehension of what drives employees to give their fullest potential to their work.

Technology can be learned; even mastered. Being able to motivate and lead a group of people, which defines a manager’s ability, is not as simple as applying generalized management principles.

If I were interviewing candidates for a call center manager position, I would look for the following six attributes (Notice I did not write “skills.”):

1. Ability to lead. During the interview, uncover if the candidate has successfully led a group of people. Presumably, the candidate has call center management experience, so ask about other leadership roles, whether it was in Boy Scouts, the military, schools, team sports, etc. How do they define their leadership style? How do they measure if their leadership style is the right style for their team? Have the candidate give at least two STAR (Situation, Task, Action and Result) stories where they lead a team towards the desired result(s).

2. A sense of humor. As a call center manager, my use of humor, to create levity, is my greatest asset. A call center manager who takes themselves too seriously adds unnecessary stress to an already stressful environment. Eventually, they will alienate their supervisors and agents. Being able to showcase the fun and enjoyable aspects of being employed in a call center, and there are many, along with the benefits of, and exploiting them will naturally keep agent turnover to a minimum while maintaining a high morale level. Does the candidate appear relaxed and approachable? Do they make remarks that make you smile and laugh? We all enjoy being around people who are genuinely fun to be around.

3. Able to sell ideas. Call centers are constantly changing. Therefore, agents must be sold on the benefits of any change. Selling ideas, selling anything, comes down to show “What’s in it for me?” We buy into ideas that benefit us in some way (i.e. making our job easier, reducing stress, removing a tedious routine, and increasing efficiency). You can ask candidates how they would sell the importance of following the dress code’s policy regarding proper footwear. Would they use the approach that wearing sandals and flip-flops is a health and safety issue? Agents will more likely understand why this policy exists and therefore comply because there’s a “What’s in it for me?” in protecting their toes and health.

Give the candidate a hypothetical scenario, or better yet one your call center has actually experienced, where the agents had to learn a new process, technology, or there was a change in policy and ask how they would have sold this change to the agents.

4. Understands management is not about having control. Most call center managers have the misconception that their primary role is to “put out fires.” If a call center manager is spending their day putting out fires, this is a sure sign that they are not giving enough authority to their supervisors and agents to make decisions. Does requiring authorization to pick up overnight delivery costs warrant putting the customer on hold (increasing the call handle time), the agent’s time to locate a supervisor or the call center manager and then their time? In past call center, managerial roles, how much authority did the candidate’s agents have? Is the candidate comfortable with giving agents a high level of decision making?

A good call center manager makes sure their supervisors and agents have the tools and training to do their job and to make decisions which are in the customer’s and company’s best interest and then — here’s the key — allows (READ: trusts) their agents/supervisors to make those decisions.

Management is about guiding people towards a sought-after result(s).

5. A visionary. Great call center managers are always looking at the big picture. They have a vision of what their call center will look like in a year’s time, 3-years’ time, 5-years’ time and are navigating their call center to where they envision it will be. They should be comfortable sharing their vision with their leadership team and agents.

Outsourcing, web-enabling, marketing, Do Not Call registry, advances in telephony technology, teleworking, have forced call centers to operate differently than they did just five years ago. Give the candidate an overview of your company’s business model and who are your competition, then ask how they see the next level of the call center looking? This is where the 25% (technology and process driven) comes in. Are they on top of current call center technology? Do they see where they can integrate CRM software and workforce management to enhance the caller’s experience? How about feeding back results, data, and customer feedback to various department heads throughout the company so business processes, product lines, ordering can be adjusted to accommodate changing consumer demands?

Today we expect to be able to order a pizza by simply giving our telephone number. The agent repeats back our address and has our order history. Not long ago, this was not the case. Major pizza chains now offer the ability to order online and thru apps. I would venture to guess most pizza delivery orders today are done online. In 2010 was this the case? How has this changed the way a pizza chain call center interacts with its customers? The latest buzzword, for what it’s worth: Omnichannel

6. Outside the box thinker. By far, the most critical attribute for a call center manager to have is creativity. I am a big proponent of incentives to reward certain behaviors and key performance indicators (KPIs) and therefore spend a good portion of my time creating, implementing, and maintaining incentives. The return I get is well worth it, and I find the more creative, but not complicated, the incentive, the better the results.

Being creative in upselling, such as creating value packages, will yield much better results than merely trying to tack on a product or service to an order. Being creative in using technology to create call center efficiencies, increase revenue (even uncover new sources), or manage agents’ productivity is what differentiates a good call center manager from one that is mediocre.

Managing a call center is an art.

Of course, there’s much more to being a good call center manager than these six attributes. Having common sense, logical thinking and being comfortable making quick decisions would rank up there. Must have hard skills would be excellent, if not superior, verbal, and written communication skills. When looking for a good call center manager, keep in mind hard skills, while important, can be taught; soft skills cannot.

How to manage conflict between corporate departments?

Managing conflict between corporate departments requires a combination of communication, collaboration, and strategic leadership. Here are some steps you can take to effectively manage conflict:

1. Open Communication: Encourage open communication between departments. Create channels where employees can voice their concerns, share ideas, and resolve issues constructively. Transparency helps in understanding different perspectives and finding common ground.

2. Clarify Roles and Responsibilities: Clearly define the roles and responsibilities of each department to minimize overlaps and conflicts. When everyone understands their duties, it reduces the likelihood of misunderstandings and conflicts arising from unclear boundaries.

3. Establish Common Goals: Identify common goals that all departments can work towards. When teams have shared objectives, it fosters collaboration and encourages them to focus on collective success rather than individual agendas.

4. Mediation and Conflict Resolution: Train managers or designate a neutral party to mediate conflicts when they arise. Provide conflict resolution training to employees to equip them with the skills needed to address conflicts constructively and find mutually beneficial solutions.

5. Encourage Collaboration: Foster a culture of collaboration by organizing cross-departmental projects or initiatives. Encourage employees to work together towards shared objectives, which can help build trust and strengthen relationships between departments.

6. Set Clear Policies and Procedures: Establish clear policies and procedures for resolving conflicts between departments. Outline steps to be followed, escalation paths, and mechanisms for seeking help or intervention when needed.

7. Lead by Example: Senior leadership should demonstrate a commitment to resolving conflicts in a fair and transparent manner. Leaders should model effective communication, collaboration, and conflict resolution skills, setting the tone for the entire organization.

8. Celebrate Successes Together: Recognize and celebrate achievements that result from inter-departmental collaboration.

9. Continuous Improvement: Regularly review and assess the effectiveness of conflict management strategies within the organization. Solicit feedback from employees and make adjustments as needed to improve processes and prevent future conflicts.

10. Cultivate a Positive Work Environment: Foster a positive work environment where employees feel valued, respected, and supported.

By implementing these strategies, you can create a collaborative and harmonious work environment where departments can work together effectively towards shared goals, minimizing conflicts along the way.

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How to be more productive?

1. Set Clear Goals: Define what you want to achieve and break it down into smaller, achievable tasks. This helps you stay focused and motivated.

2. Prioritize Tasks: Identify the most important tasks and tackle them first. Use techniques like the Eisenhower Matrix (categorizing tasks based on urgency and importance) to prioritize effectively.

3. Manage Time Wisely: Plan your day and allocate specific time slots for different tasks. Avoid multitasking as it can lead to decreased productivity. Use techniques like Pomodoro Technique (working in blocks of time with short breaks) to stay focused.

4. Minimize Distractions: Identify and eliminate any distractions that hinder your productivity, such as notifications, social media, or cluttered workspaces. Consider using productivity tools or apps to help you stay focused.

5. Take Regular Breaks: Breaks are essential for maintaining focus and preventing burnout. Incorporate short breaks throughout your workday to recharge and rejuvenate.

6. Delegate and Outsource: Learn to delegate tasks that can be handled by others. This frees up your time to focus on more important or high-value tasks.

7. Maintain a Healthy Lifestyle: Ensure you get enough sleep, exercise, and eat nutrient-rich meals. Taking care of your physical and mental well-being enhances your productivity.

8. Learn to Say No: Avoid overcommitting yourself. Learn to say no to tasks or projects that don't align with your goals or priorities.

9. Continuously Improve: Seek ways to enhance your skills and knowledge. Constant learning and growth help you become more efficient and competent in your work.

Enterprise Architecture Framework: Defenition, Goals, Benefits

Do you know which EA framework is right for your business? Read more to understand which one wiill help you achieve strategic outcomes.

Today, many organizations are struggling to keep pace with the evolution of information technology strategy. Without an infrastructure architect, their business’ IT systems struggle and eventually get disrupted by outside forces. Read further on to learn how to shape the strategic direction and organize IT infrastructure to align with your business vision and goals.

Real estate development challenges:

- Regulatory Hurdles: Navigating complex regulations, zoning laws, permits, and building codes can be time-consuming and costly for developers. Changes in regulations or government policies can also impact project feasibility and timelines.

- Land Acquisition and Site Development: Finding suitable land for development at an affordable price can be challenging, especially in urban areas where land is scarce and expensive. Site development may also involve addressing environmental concerns, infrastructure requirements, and community engagement.

- Financing and Capital Constraints: Securing financing for real estate projects, whether through loans, equity investments, or other sources, can be difficult, particularly during economic downturns or in markets with tight lending conditions. Developers may face challenges in raising sufficient capital to fund their projects.

- Market Volatility and Uncertainty: Real estate markets are subject to fluctuations in supply and demand, interest rates, and economic conditions, which can affect property values, rental rates, and sales volumes. Uncertainty in market trends makes it challenging for developers to forecast project returns accurately.

- Construction Costs and Delays: Rising construction costs, labor shortages, and supply chain disruptions can impact project budgets and timelines. Delays in obtaining permits, approvals, or construction permits can further exacerbate costs and affect project profitability.

- Changing Consumer Preferences: Shifts in demographics, lifestyle preferences, and technological advancements can influence demand for different types of real estate products, requiring developers to adapt their offerings to meet evolving market needs.

- Environmental and Sustainability Considerations: Increasing awareness of environmental issues and sustainability concerns has led to greater emphasis on green building practices, energy efficiency, and resilience in real estate development.

- Community Opposition and NIMBYism: Resistance from local communities, residents, and interest groups can pose challenges to real estate development projects, particularly if they perceive the development as detrimental to the neighborhood or environment.

- Economic and Political Risks: Real estate development is susceptible to broader economic and political risks, including recession, inflation, geopolitical instability, and changes in government policies or regulations. These factors can impact investor confidence, financing availability, and market dynamics.

- Technological Disruption: Emerging technologies such as artificial intelligence, blockchain, and 3D printing are transforming various aspects of real estate development, from design and construction to property management and marketing.

#KhalidAlbeshri #pivot #Holdingcompany #CEO #Realestate #realestatedevelopment #contentmarketing #businessmanagement #businessconsultants #businessstartup #marketingtips #خالدالبشري

Cool but Creepy: the emergence of the Brain Computer Interface

This tech makes an appearance in the next chapter of my fanfic, if anyone is interested... coming soon.

The Scientist Magazine®

Brain-Computer Interface User Types 90 Characters Per Minute with Mind

The experimental system, developed and tested in just one patient so far, relies on brain signals associated with handwriting to achieve the

Image reconstruction from human brain waves in real time

Controlling a video game with your mind isn't just science fiction - Marketplace

Neural Prosthesis Uses Brain Activity to Decode Speech - Neuroscience News

Snap buys brain-computer interface startup for future AR glasses - The Verge

"Snap said on Wednesday that it has acquired NextMind, the Paris-based neurotech startup behind a headband that lets the wearer control aspects of a computer — like aiming a gun in a video game or unlocking the lock screen of an iPad — with their thoughts. The idea is that NextMind’s technology will eventually be incorporated into future versions of Snap’s Spectacles AR glasses."

“We use your top-down attention as a controller. So when you focalize differentially toward something, you then generate an [intention] of doing so. We don’t decode the intention per se, but we decode the output of the intention.”

Stanford Researchers Develop An Incredible Brain-Computer Interface (BCI) System That Can Convert Speech-Related Neural Activity Into Text At 62 Words Per Minute - MarkTechPost

Brain Computer Interface Company Implants New Type of Device - Bloomberg 

"Synchron, the startup behind the technology, has already implanted its devices in four patients in Australia, who haven’t experienced side effects and have been able to carry out such tasks as sending WhatsApp messages and making online purchases."

On this episode of Now & Then, “Democracy Is In the Mail,” Heather Cox Richardson and Joanne Freeman talk about the development of the post office in American culture. They explain why the Framers believed so deeply in a government-backed mail service, trace how Western expansion changed the culture and organizational structure of the Post Office Department, and recount the 1970 postal strike and the impact of the resultant Postal Reorganization Plan. How has the mail bolstered democracy? Should the postal bureaucracy be run like a public utility or a business? And can the Postal Service withstand the current push for privatization?