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Global Export Accelerator Programme (GEAP) 2022/2023


Training Programme Resources


Please Note: Audios recordings were recorded during the live training sessions. No editing has been done. They are as happened on the day with all the interactions and questions.

1st June 2022 – The Purpose of Control Tools – Shân Cade of Shân Cade Training and Consulting

The purpose of control tools

1st June 2022 – Sustainable Business Thinking – Shân Cade of Shân Cade Training and Consulting

Sustainable Business Thinking
1st June 2022 – Sustainable Business Thinking – Part 2 – Shân Cade
Sustainable Business Thinking (past Course) – Shân Cade

1st June 2022 – The Ethics Pizza – Brian Adams – The Ethics Architect

1st June 2022 – The Ethics Pizza – Brian Adams

1st June 2022 – Making sure your thing and the right thing are the same thing – Andries Koen – Labour Solve

1st June 2022 – Making sure your thing and the right thing are the same thing – Andries Koen

9th June 2022 – Emotional Intelligence – Shari Cade – Shân Cade Training and Consulting

9th June 2022 – Emotional Intelligence – Shari Cade

9th June 2022 – Leadership and Body language tips – Dave Allen – Leadership Coach

9th June 2022 – Leadership and Body language Tips – Dave Allen

17th June 2022 – Researching Markets and Finding the Customer – Francois Bietrix – TIKZN

20th June 2022 – Preparing to Export-Product Compliance – Shân Cade – Shân Cade Training and Consulting

20th June 2022 – Preparing to Export -Product Compliance – Shân Cade

29th June 2022 – Understanding the Customer – Shân Cade – Shân Cade Training and Consulting

29th June 2022 – Understanding the Customer – Shân Cade

29th June 2022 – Managing Cross-culture Communication – Clifford Madondo – LEIFO

29th June 2022 – Managing Cross-culture Communication – Clifford Madondo

29th June 2022 – Barriers and Bridges when communication across languages – Nicky Grieshaber – Word Guru

29th June 2022 – Barriers and Bridges when communicating across languages – Nicky Grieshaber

7th July 2022 – Export Documentation – Shân Cade – Shân Cade Training and Consulting

Export Documentation – Shân Cade

7th July 2022 – HS Codes – Shân Cade – Shân Cade Training and Consulting

HS Codes – Shân Cade

14th July 2022 – Incoterms and Terms of Sale – Shân Cade (Videos by Phil Doran of Freight Training)

Session held online on Zoom – No audio recordings

21st July 2022 – Cross Border Finance 101 – FNB Team

Cross Border Finance 101 – FNB Team

28th July 2022 – Getting the international market interested – Marketing – Sunil Sewpersadh – Yashtech

Getting the international market interested – marketing – Sunil Sewpersadh

28th July 2022 – From the cradle to the grave – thinking environmentally about business – Brent Coverdale – Ezemvelo

28th July 2022 – From the cradle to the grave – thinking environmentally about business – Brent Coverdale

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The PAGE system – Bringing simple values back

What value does the PAGE System bring to our lives and

our work environment?

Cross-cutting values- bring people together and take teams further – The PAGE System

The PAGE System is a cross-cutting values-based system that is simple to use, grows teams and builds relationships.

I was introduced to the PAGE System, when a motivational speaker from Standard Bank, shared it with the matriculants when my daughter graduated from high school over 20 odd years ago.

This values-based system, that when consistently practised, allows you to achieve in whatever area you choose. I can personally say that this has worked for me over the years and that everyone should practise it and teach their children, grandchildren, and other people they come across during their life journey.

The principles of this system, relates back to being a caring person.

A caring person takes care of others as well as themselves. They have human beings at heart and want to make a positive difference in people’s lives.

Just imagine if the whole world cared so much about people – how happy it would be. You have a chance to contribute to this challenge, by putting the PAGE System concept in your heart and practising it every single day.

So then, let’s take a look at what the PAGE System is all about.

Remember, I said it was simple and it truly is.

Each letter in the word PAGE stands for an action that you need to activate, in your life and consider daily, for change to be seen in the environments you are in. This could be your home environment, your work environment, your church environment, your social environment, in fact, any environment where people relationships are being built.

P        =         Personalisation.

Make everyone feel special.

How do we make everyone feel special? By being personal when speaking to them. Pay attention to people and listen deeply.

A good example would be; to use the person’s name clearly when thanking them for something.        

“Thank you, Jane for bringing my tea to my desk, it is really appreciated”

You have now helped “Jane” to realise that she is known by name, and is being appreciated for what she does.

A     =        Attitude.

Always have the right attitude or approach when dealing with people.

Your attitude will set the tone for the response you are going to get.

You only have to take a look at your own home or work environment, to see what happens when people respond with the right attitude or not.

Aggression is not the right attitude to use when you are building a relationship – in fact at any time when speaking to people.

The biblical quote*, “a soft answer turns away wrath”, is very true – how can you argue or remain angry with someone who answers with kindness or gentleness, at every point in the conversation?

*Proverbs 15:1

G      =        Gratitude.

You need to show gratitude, for big things and small things, anything positive that affects you.

Sometimes, we only say thank you for the big things done, those things that can be clearly observed, almost obvious, like your husband putting extra shelves in the broom closet.

Small things and routine things also need acknowledging, besides, if you want to build a good relationship, it is important to say thank you for the small, almost unseen things. An example would be, your husband opening the car door for you, or pulling your chair out for you when you sit down for dinner.

What about, a gentle touch or a bright smile, that brings a pleasure or joy to someone.

Even if you have a bonus written in your work contract, saying thank-you cements the working relationship.

E     =        Effort.

Always go the extra mile. Whilst, I cannot remember the full story given by the Standard Bank man during the graduation mentioned above, the impact on me was huge. Over the years I have often thought about what it means to go the extra mile. Well, it certainly doesn’t just mean doing your job well or to standard. (You have to go beyond that)

As I see it, going the extra mile is when you take time to help someone, with great care, paying attention to their needs at the time, and doing all you can and more, to achieve what needs to be achieved, with the least possible stress and the most kindness.

Which customer, or friend or family member wouldn’t want to build a relationship with someone like that?

I guess, that the bottom line is this – you are either choose to be a caring person or you don’t.

Get your copy of our PAGE System Poster – as a reminder to yourself or as a Toolbox Talk Poster for your team.

Can you become a caring person? Yes, you can. It may take some PAGE System practice, but it is achievable.

As I write this blog, we are in lockdown in South Africa, and what better time than now, to develop “PAGE System” relationships – relationships that last.

The importance of these values in the workplace goes without saying – a workforce built on a caring foundation is immeasurable in importance. It builds a team that grows and achieves together.

Shân Cade

Read more about great ways leaders show they care.

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The Buddy Buddy System

Help prevent crime in your neighbourhood

Preventing crime in your neighbourhood is about 2 things:

  1. Caring
  2. Thinking

When you care about people, your thinking becomes clear in what needs to be done to prevent crime. Since crime in your neighbourhood cannot be taken care of alone, it needs everyone’s participation and commitment, some form of thinking needs to take place to get people involved and prevent crime.

On the people side then, one has to ask the question “what motivates people to become committed in preventing crime?”

There are a few reasons that motivate people – a caring heart, a just cause and necessity.

  • People who care about people will naturally be motivated to help people.
  • People who have a just cause will be motivated to fulfil that purpose or need.
  • People who find themselves with a need will be motivated to find some way of getting help or contributing for help.

Unfortunately, there will always be those people who don’t participate in the crime prevention programme but benefit from it. Changing the mindset of these people is hugely challenging and energy should rather be spent on the positive actions planned to make your community safe.

Now that we understand to a degree, the people in our neighbourhood, how do you proceed in a programme of community commitment to preventing crime?

  1. Communication:

First decide how big your neighbourhood needs to be – set the boundaries that are sensible, considering the volume of people / the current crime rate / the challenges in the environment and how those aspects will be realistically be controlled or managed. You don’t want the neighbourhood to be too large, communication and control become issues and bring their own sets of problems.

Let people know in some way that you care about the neighbourhood, and are keen to start a crime prevention programme for the neighbourhood with their participation.

Word of mouth is a good way with least risk from the criminals.

If everyone in the neighbourhood tells their neighbour on the left, on the right, in front of them and behind them within your decided neighbourhood boundaries, you will have already covered who you need to be participating in the programme.

Be careful not to spread the news to wide – keep it in your neighbourhood where everyone should already know everyone.

NEVER underestimate the value of timeous and effective communication and that the personal touch is what it is all about – caring for the people.

  • Preparations for the first get together:
  • Set the date, time and place for the meeting to be held
  • Everyone needs to give thought to and bring ideas to this first meeting on how crime can be prevented in the neighbourhood.

This will contribute to your meeting being crisp and to the point and minimize the “long talkers” taking control of the gathering.

  • Start on time (confidence and reliability within the neighbourhood are built on structure and you need both for success)
  • Agenda – is the meeting outline so that they fully understand the format of the meeting and what the outcome must be (this will avoid people getting edgy and impatient)
  • Time manage – the meeting well. Don’t get side tracked by people going on a tangent or on their own agenda’s – bring them back to the outcomes you want to achieve.
  • Use a board or flipchart – to log the ideas people bring to the meeting, so that in the end you will have a positive direction of what needs to be done, who has got to do it and the deadline when it has to be done.
  • Practical solution considerations – is it safe, is it doable, is it practical, is it too costly, what is the risk, how do we mange the risk, how valuable will the impact be from doing it, is it legal, how often does it need to be done, who will be doing it, can everyone do it, how do we monitor its effectiveness.
  • Leave the meeting with everyone having a purpose – this means that you should be able to practically implement and use some of the ideas discussed, right from the time they leave the meeting.
  • Implement the buddy, buddy system (see the Buddy Buddy System flyer)
  • Next date – Don’t forget to make a date for the follow-up meeting. You may need a few of these while everyone gets used to the programme. Every week for the first month would be ideal and then taper off to every month thereafter. The committee should be able to keep things in check in between meetings.
  • Programme committee – don’t have more than 3 to 5 people on the committee for co-ordinating the programme, it gets messy.
  • Co-ordinating the programme:
    • Run a checklist or app of sorts – to help you keep abreast of the project and do pro-active planning, run a checklist or reminder system that is effective.
    • Communication – keep it strong and timeous with everyone
    • Handle any “failures to happen” immediately. Find out the core reason why it failed, discuss the failure, find a solution to illuminate the failure and communicate the change to everyone.
    • Keep statistics – what is positively working in reducing crime in your neighbourhood and whats not working in reducing crime in your neighbourhood. Review these stats daily if your crime is high or not less than once a week if it is more on the prevention side.
  • Neighbourhood crime prevention practical ideas:
    • Always remember – criminals need time, light and/or darkness and opportunity to do their deeds, do all you can consistently to not give them what they need. Change your routine so that they can’t plan their opportunity.
    • Have a plan – you are on your own for the first 10 to 20 minutes generally speaking, so have a plan for inside your house and while outside. Have a plan on where to shop and where not to shop. Have a plan on how to get help and who to call for help. Have a plan on how to notify the neighbourhood of whats happening so that they can be prepared and assist.
    • Run self defence session (done by an expert) – where people can learn to look after themselves when alone and in groups.
    • Know your neighbourhood people – identify the elderly or vulnerable people and accommodate their needs in the big picture.
    • Observe and report – What do I see that is not normal and report it to the correct authority or neighbourhood coordinator.
    • Keep useful information – when something does happen make notes on your cell or in a book or on a piece of paper. Write the facts only. Facts like: time of incident / place of incident / type of incident / male or female / tall or short / colour shirt and trousers / anything abnormal like a limp or strange accent / type of footwear and colour of footwear / headgear / eye glasses / fat tummy / very long legs / colour hair / type of car / registration number / colour / model / more than one car / how many people.
    • Use practical things to prevent crime – Prickly plants under the window sills, when the sun is gone switch the outside lights on, close your curtains so that your movements inside cannot be seen, know what you can use inside your house as a weapon, be observant, have a pet that can pre-warn you of a problem or unknown person, don’t switch your lights on inside if something happens – you know your house better than they will, carry a torch to the side of you and not directly in front of you, don’t have plants that people can hide behind close to your gates or doors, make sure everyone knows where to go and what to do when an incident happens.
  • Personal safety:

There is no place within your neighbourhood crime prevention programme that needs people to put themselves or others at risk or in danger. It is a prevention programme and not a “front line” programme. Families need their dads and mums and brothers and sisters.

Safety is all about the caring and the thinking.

What do we need to care about and what needs to be done to make it happen?

Use our Buddy Buddy System template to help you.

Shân Cade

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The 5 critical things for effective management

“Managers must share their strategy with the team and let them know exactly what you expect from them.  Encourage them to ask questions and challenge your thinking. Embrace their ideas.  Then, keep on repeating yourself, again and again.  You can never do it enough.”  – Tony Manning

I have managed people in a variety of workplaces for over 20 years and I have learnt that effective management is all about managing 2 things:

  1. Yourself
  2. Your team

Seems simple right?  Well, the truth is it’s far from it. 

The hardest part about being a manager is that it involves managing yourself and growing yourself continually.  The second hardest part about being a manager is that it involves managing people, vastly different people, with vastly different ideas of what they want to do and how they want to be treated.

A manager’s job, very simply, is to manage people and ensure they get their jobs done.   How we do that and how we do that effectively is a huge topic and one that keeps me busy every day.

Today, I want to tell you about the 5 critical things people need to know if they are to be effective, and thereby if you are to be effective as a manager.

They are simple things that when well communicated will increase the effectiveness in your workplace dramatically (and as a bonus reduce conflict.) 

Successful managers communicate these 5 critical things constantly.

  1. What to do:                                                 THE TASK
  2. Why do it:                                               THE REASON
  3. How to do it:                                              THE METHOD
  4. How well to do it:                                    THE STANDARD
  5. How well it is being done:                   FEEDBACK

Let’s have a look at each of these specifically…

  1. What to do:  THE TASK

This item sits at number one of the list of items to be communicated, for obvious reasons.  If people do not know what to do, they will not do it.   No matter how cross you get, how much discipline you dish out, or how much you dock their pay. People will not do the job if they do not know what to do.  

When telling people what to do, remember to make sure the person you are telling to do the job, can carry out that function.  Have the right person for the right job or your frustration levels will be through the roof and your effectiveness will be very low.

For people that carry out tasks regularly, you will not need to give too many details on what is to be done.  But for those that are new, detail must be shared until the person can clearly feedback to you what is required.

Never say “they know what to do, I don’t have to tell them” this is a costly mistake that managers often make.  If each person carried out their work to the right standard, on time, every time, not needing to be told what to do – there would be no need for managers of any kind.  The fact is, people will always need managers, some more than others.   If you have a person who can do their job, well, on time, to the right standard, without much communication – give that person a significant raise or promote them into a responsible position, whatever you do, don’t let them go – they are far too rare and valuable.

Most managers under-communicate by 70%, don’t be caught doing the same.

Say things like “ Hey Joe, I know today is Friday, so I will be expecting the weekly report on my desk by 10:00, is there anything you need clarity on, or how can I help you get that task done on time?” or “Today I need you to make sure the report is in by 15:00, do you have any questions on it”  This gives the task that needs to be done but also opens up the opportunity for any discussion to get clarity or overcome concerns.

  • Why do it:  THE REASON

Once the instruction for the task has been given, we need to share with the person the reason this task needs to be done.  Why it is important that this task is done.  It is important to communicate openly at this step; share the reason the task must be done.

No.  It is not acceptable to just say “because it is part of your job” or “because I have told you to do it”.  The reason gives the person doing the task value in carrying out the task.  Without knowing the value in completing the task the chances of the task being completed on time and completed to the right standard are virtually zero. 

Share with the person the bigger picture of where their task fits in the bigger system, of any people this task will affect if it is not done, of any risks that the company may be exposed to if the task is not done, and of the value, they are adding to the workplace by completing the task.   Sharing this information does not have to be time-consuming or long-winded, but it is crucial to improving the effectiveness of the task being done.

Say “I need you to pack this shelf with these bottles of water in the next 20 minutes, so that every customer that is coming in for their lunch break, will have easy access to the cool water they need.  This will increase our sales and make all of our incentive targets easier to reach this month.”  Remember to always be sincere and honest in your remarks, never make things up – the truth always comes out.

  • How to do it:  THE METHOD

Telling the person what they need to do (THE TASK) is good, telling the person why they are doing the task (THE REASON) is better, but telling the person how to do it (THE METHOD) is crucial to effectiveness.

Now, telling a person how to do a task, is dependent on a few factors.  You do not need to go into detail for people who have been doing the task for several years and nothing much has changed.  You do not want to be too descriptive with people in jobs where creativity is key, provide the guidelines, but allow them to innovate and change the how if necessary.

For the most part simple instructions such as, “Please capture these invoices by 14:00 using the Pastel system and send through to me via email when you are done” give enough information on the method to be used.  This takes for granted that the person already knows how to use the Pastel system and the system has already been set up with the right parameters for the information that must be captured. 

You may need to communicate the how by sharing, who the person should team up with, what research should be done, who they should chat with or learn from, what programme needs to be used, or even what technique needs to be applied.

Communicating THE METHOD well reduces time wasted and frustration in doing the task.

  • How well to do it: THE STANDARD

Most managers will score fairly well on giving people the task to do, moderately on the reason and the method, but extremely poorly on the standard to which it must be done.  And yet, I will often hear managers say, “look at this, look at what a poor job they have done, why can’t they just do this right? They are such a weak employee” etc.  Managers will say all these things, become easily frustrated and blame the person, a lot faster than they will learn to communicate the standard. 

Remember one of the 2 things you need to manage to achieve effective management is yourself.  You need to grow and find more, better ways to communicate the standard before you blame your employee.

You can communicate the standard in a variety of ways:

  • Share and explain the company policies and best practice documents
  • Practice following the policy and best practice document guidelines yourself, people learn what you model
  • Have a clear process and job flow document and share them with the right employees. (These can even be done with photos or pictures for illiterate employees)
  • Show by doing – show the standard by completing the task yourself, with the person
  • Provide ongoing training on areas that can be improved
  • Provide regular feedback on the jobs done
  • Provide incentive/reasons for the job to be completed a specific way

For most of my working life, I have been involved in the hospitality industry.  An industry that requires very high standards, but for the most part employs less skilled and often illiterate employees.  This can make reaching a standard a tough thing to do, especially since it has strict timelines. 

What I often used to do was create a ‘flip file’ for each staff member on their job requirements and the standard they needed to achieve.  So, for instance, a housekeeper would have their file with them, when they opened it, there would be step by step instructions with a photo of each step. 

Making the bed would have each step, a photo for each step and then crucially a final photo of what the bed needed to look like to reach the right standard.  They could compare the photo to their bed and see if they reached the standard.  I would be able to say if they reached the standard or not easily because the photo set the standard.   When I gave each employee their file, I would take the time to do each of the tasks with them, so they were also taught the right standard to achieve. 

This can be used for all levels of employees, you can use screenshots, instead of photos if their job is computer-based.  Figure out how you are going to show the staff what the standard is, not just expect it to be achieved with a bit of luck.

Then actively thank or congratulate them on achieving the standard OFTEN.  You can never appreciate too much (but again, make sure it is sincere).

  • How well it is being done:  FEEDBACK

The most forgotten of all the critical things to communicate.  We often use the excuse of being too busy, for not providing feedback.  Waiting for the annual reviews to take place, where our perception is biased by what happened last week and not what has happened over the entire year.

Feedback is best delivered simply and on time.   When a job is done well and on time, thank the person sincerely and tell them you appreciate it.   If the job is not done well or on time, don’t wait until the last minute, step in as soon as you notice something isn’t going according to plan or instructions.  Ask questions, provide information, LISTEN, LISTEN, LISTEN, discuss options, go back to communicating the other 4 critical things.  Handling “negative” feedback well and right away, reduces conflict and frustration quickly and gives the chance for things to still be done well and on time. 

Often people get stuck and are too afraid to ask for help or seek clarity, and by asking the question “You seem to not be making progress with this, how can I help?” you free the person to communicate and then find what they need to continue the task.

Give feedback – negative or positive – at the right times, do not wait.   When giving feedback be sure to say things in the right way.  It is often not what we say, but how we say it that causes a great deal of unnecessary damage.

In summary, effective management requires you communicating these 5 critical things on an ongoing basis.  Don’t be afraid to communicate as a manager, learn to do so well and continually.

Download our EFFECTIVE MANAGEMENT toolbox talk poster, for a great summary of what we have just shared.