Dale Carnegie President, and CEO, Peter Handal recently attended a Future Generation Foundation event in Egypt.  Articles about the event were published in three of the most prominent and well-known newspapers in Egypt “Alam Alyoum, “Nahdit Misr” and “Al Gomhureya”.

To view these articles click on the link below.

http://www.yourspace.dalecarnegie.com/pdfs/FGF_DCT_Event.pdf

Dale Carnegie President, and CEO, Peter Handal recently conducted an interview with Business Monthly. Business Monthly is distributed to 1000+ CEOs and executives and is considered one of the prominent business magazines in Egypt. 

http://www.yourspace.dalecarnegie.com/pdfs/BM_Egypt.pdf

Dale Carnegie Training recently appear in a segment on careertv.com.  In the segment Dale Carnegie President, and CEO, Peter Handal discusses the significance of Dale Carnegie Training during the current economic crisis.

Timeless Lessions For Success

November 6, 2008 By Joe Sharkey, Condé Nast Portfolio.com

Last October, Cisco Systems chairman John Chambers wowed an audience at a conference in Bangalore when he summoned to the stage Marthin De Beer, head of Cisco's emerging technologies. De Beer strode onto the platform, greeted Chambers, and said: “I'm actually in California, 14,000 miles away.”

Chambers likened De Beer's full-size, 3-D hologram-like figure, similar to what CNN used in its election night coverage, to the beam-me-up transporter in Star Trek. It was actually a sophisticated video illusion based on a 150-year-old classic magician's mirror trick called Pepper's Ghost—and part of Cisco's TelePresence System 3000, which costs about $300,000 a unit.

For the last decade, companies that make videoconferencing systems have touted their products as viable alternatives to corporate travel. But until recently, there wasn't persuasive evidence that videoconferencing would substantially replace getting on an airplane.

Now, the industry is betting heavily that videoconferencing—and especially its highest-end niche, telepresence—is going to gain firm traction, as companies confront soaring travel costs and tighter budgets, as the technology itself improves, and as employees become fed up with hassles on the road. In fact, in a Cisco commercial for its teleconferencing systems, showing executives mirroring flight attendants, a voice-over advocates “Business travel without the travel.”

“The process of getting there absolutely is awful,” Peter Handal, C.E.O. of Dale Carnegie Training, says of business travel. “I used to enjoy both being there and getting there. Now I enjoy only being there.”

His productivity and management-skills company, which has offices in 70 countries, has replaced some in-person meetings with videoconference technologies—though he's still on the road domestically and internationally. “I don't fool myself into thinking that when I look at the screen I'm looking at the real world,” Handal says. “I really do believe we need to get out there and press the flesh and meet our customers and meet the people running our offices.”

Videoconferencing companies think that they can persuade hard-core road warriors like Handal to stay in the office more with technology that enhances the virtual-meeting experience. There are various levels of videoconferencing, starting with the simple two-way audio-video capabilities that are standard on personal computers. These work well for personal and very basic business communications where a somewhat jerky picture and imprecisely synchronized audio will suffice.

On the other end of the spectrum are sophisticated telepresencing systems that feature cinematic-quality, ultra-high-definition picture and sound. For now, the systems—by companies such as Polycom, Hewlett-Packard, Teliris, and Cisco—are designed to link conference suites in different locations in such a way that participants feel they are present together in the same location. Depending on the size and the maker, prices range from around $80,000 to $400,000.
A typical example is Cicso's TelePresence, a self-contained conference module with a six-seat table facing three 65-inch ultra-high-definition screens. With a matching unit linked from a different location, participants at either end feel as if they are engaging in normal conversation, making eye contact, and reading one another's body language.

While most of the telepresence market so far has been for in-house use, the companies that sell the systems say they are gaining more outside customers. They're also looking for partners to develop free-standing locations in hotels and business centers where systems can be rented by the hour.

“A lot of people previously had experiences with teleconferencing in which the technology seemed quirky, but we're now able to have a telepresence room where after a few minutes you feel like you're there physically,” said Caroline Japic, a spokeswoman for Polycom, which says it has sold 21,000 videoconferencing and telepresence units.

Cisco has installed about 250 of its TelePresence systems throughout its global locations, and their use has accounted for a 20 percent reduction in travel over two years, said David Hsieh, marketing director for emerging technologies. Cisco has sold more than 1,000 TelePresence units to 200 customers.

Meanwhile, some companies are rapidly filling in lower-priced market niches with systems designed for small groups and one-on-one meetings. Last spring, Teliris introduced a person-to-person system that lists for $32,000.

Kevin Mitchell, the chairman of the Business Travel Coalition, said that the lower end of the videoconferencing market—where college students stay in touch with home, or employees meet virtually from desktop to desktop—has been driving acceptance at the higher end, where most traditional business travel is done.

“The twentysomethings in the workforce are driving this trend like crazy,” he said. Mitchell said that as air service deteriorates and business travel becomes more onerous, there's growing use of videoconferencing and webcasting.

“People are using these systems to roll out new products, doing webcasts for, say, 100 people,” he said. “It doesn't mean they have stopped traveling altogether, but instead of somebody traveling…four days a week, they're now in the office, or home office, for a couple of weeks, communicating with prospective customers, and then they're going out for the last five days to close deals.”

Despite the progress that's being made, it's unlikely that technology will fully replace travel—unless it really does become teleporting.

“Yes, teleconferencing is great, but the reality is you still have to go and get face time,” said Andrew Downs, a San Francisco lawyer who represents corporate clients in insurance litigation and whose firm, with six offices in the West, uses teleconferencing for internal meetings. “You can't go to dinner or have a drink with someone on teleconferencing. I'm in a service business where I need to maintain personal relationships.

“My colleagues who have issues with getting business? Predominately, it's because they aren't willing to get on airplanes.”

Peter Handal recently did a podcast with Business Week Online. The topic was the balance between technology and human contact.

Technology Vs. Personal Interaction
A balance between tech and human touch business is all about relationships, but relationships are transformed by technology. Peter Handal of Dale Carnegie advises on using technology without losing crucial personal interactions.

Click here to listen.

Recently there has been a rash of company acquisitions and takeovers. On a recent trip to Asia, I saw some very specific examples. With this activity in the air, you cannot help but think about how this could affect you and your organization, and what steps you would take to insure your new employees of their position, once a takeover took place.

Take the collapse of Bear Stearns, and JP Morgan Chase’s takeover. In the wake of this merger, most of the Bear Stearns employees are faced with the possibility that they will be in search of new jobs. For those who remain there is the challenge of becoming more flexible in dealing with a new corporate culture. When working for one organization for so long, employees become set in the ways of doing business as one organization wanted it done, and now must adhere to a whole new set of expectations.

Bear Stearns is not the only company to recently find its employees sweating a takeover. There is the ongoing battle between Rio Tinto Group fending off a takeover from BHP Billiton Ltd. If successful this could be the largest acquisition in corporate history, as told by a recent article in the Herald Tribune (http://www.iht.com/articles/2007/11/08/business/mine.3-167760.php). Where would this leave the employees of Rio Tinto Group? And what opportunities are there for both them and the employees of BHP?

As a manager how would you handle a new set of employees whose mindset is still entrenched with the old organization’s thinking? Merging old corporate cultures with new is a common issue. There isn’t a set management style that is effective for every organization. It may be hard for employees to shift to a new culture, but it is doable. Change cannot take place overnight; however following these steps will facilitate the process.

Communication.Communicating with employees and getting their feedback on issues is a very important first step to take. It is where it all begins! This allows you to find out what employees think are the current problems within the company, and how they would like to see them solved. It’s important to let employees know their voice counts and that management is dedicated to coming up with a solution everyone can adapt to.

Identify the Problems. Once the listening begins you can start getting to the root of all the problems. Effective leaders place a high value on understanding, and creating a common ground to resolve issues. This is where you should ask employees what the issues are, what are possible solutions, and finally what is the best solution. This may require numerous meetings with everyone in the company. The key here is compromise, change has occurred and everyone may have to alter the way they are used to doing things.

Implementing Changes.Once everyone has shared his or her own thoughts and opinions, it’s time for management put things into effect. A new code of ethics and a mission statement should be devised. This will encourage employees to all work towards a common goal. Having employees work together in teams to discuss and resolve problems is a way everyone can adapt together. Employees will begin to feel respected and valued, along with being able to trust their new co-workers.

These are just the beginning steps to creating synergy among employees. Remember good leaders realize the importance of their people’s involvement in and “ownership” of the resolutions that are made. Continue to seek feedback, suggestions, and input.

Click this link to view the news report of Dale Carnegie Training's new partnership with the University of Central Missouri!

http://www.youtube.com/watch?v=cBjSBS5yFR4

In this ever-changing business climate, employee retention and longevity is not what it used to be. The evidence would indicate that a large number of employees in today’s workforce will change jobs every two years. In the first 10 years of their career, many younger workers may have as many as 8 jobs. So, what can businesses do to retain top talent? Engaging employees is key. A recent survey of almost 90,000 workers in 19 countries, conducted by consulting firm Towers Perrin, revealed that about 50% of engaged employees say they have no plans to leave their company.

We recognize that most professionals will consider changing companies for additional work experience. I believe there are certain steps businesses can take to keep employees engaged and evoke loyalty in order to cultivate strong talent.

The pursuit of professional bliss is a lifelong journey. Businesses in today’s market must provide their staff with opportunities to grow in their current positions, as well as experience various fields of work. Additionally, engaging the ‘hearts and minds’ of employees through sincere appreciation, rewarding accomplishments and encouraging ideas, enables them to feel engaged in their company’s initiatives. This connection to the company provides employees with a sense of commitment making it less likely that they will leave.

Here are some suggestions when considering programs focused on engaging employees and developing high potential talent:

Support employees in building strong skill sets

Top talent is often hired to support a project or strategic initiative. At the point employees believe the project is losing visibility or their learning curve is slowing, they begin to consider leaving the project, the department or the organization. By supporting employees in building both technical abilities and transferable skills (communication, confidence, leadership, and people skills) an organization can demonstrate their interest in the development of their employees. A more holistic approach to employee development is a key first step in employee engagement.

Prepare employees for, and support them during, times of transition

Individuals face transition in both their personal and professional life. Starting a new job, taking on a new role, moving to a new location are all times when the transition can overwhelm an employee. By helping employees prepare for job and role transitions, supporting them during the transition, and then recognizing their successes in the new situation, organizations can create a connection with employees that strengthens their engagement with the team and their willingness to help others during their times of transition.

Foster a sense of ownership within employees

The old encouragement to “act like you own it” is good advice. The challenge is making the adage practical. It is difficult to build a sense of ownership when the plans, activities, and details are dictated to you. Managers need to find ways to actively engage employees in contributing ideas to plans, activities, and outcomes. The more employees share in the rewards of success and are supported in turning failures into learning and growth opportunities, the more they can build a sense of ownership for their projects and become fully engaged in providing successful outcomes consistently.

Help employees see the link between current efforts and future opportunities

When employees view their efforts as a disconnected series of activities it is easy to begin looking for other opportunities where their work can be more meaningful. If employees are engaged in seemingly insignificant tasks then their manager must either consider if those tasks are still critical to the process or they must clearly explain to the employee how their work supports positive results of a more strategic nature. Providing employees with a clear line of sight between their work and the larger initiatives of the organization is a solid method of engaging employees and retaining top talent.

Getting fired doesn't mean the end of your career. It could actually work to your advantage. Here's what Peter Handal had to say in a recent interview with CW11 News.

CW11 News Video

January 2, 2008 By Carrie Mason-Draffen, Newsday Blog

Creativity is something that companies love to talk about, but few do anything to foster it on a systematic basis. “The monotony of day-to-day systems can sometimes stagnate the creative juices in employees,” says Peter Handal, the president and CEO of Dale Carnegie Training in Haupauge.

To build a creative environment, he suggests that companies:

-Hold brainstorming sessions. “Set up a brainstorming session and be the first to throw out a radical idea that contradicts current practices,” Handal says. “Emphasize that ideas such as this are not necessarily going to be carried out, but are to be used as stimulus.”

-Create a trusting environment. “The key to unleashing creativity is to provide a space where employees feel comfortable brainstorming and conveying ideas that may be more adventurous than usual,” Handal says.

-Provide training and vocational opportunities. “Organize workshops for your employees to improve leadership skills and interoffice communications,” he says. “Courses such as these promote the idea of speaking to one another and playing off co-worker’s concepts.”

-Be open and accessible. “Employees may not approach you with ideas and opportunities as they think they do not have the right to interrupt your day,” he says. “Make it known that the door is always open to all ideas.”

-Ask for feedback. “The simple act of soliciting requests from your employees is an effortless task that will confirm your loyalty to and investment in your staff’s happiness,” he says.