Executive and Personal Assistants

Transcription

1 Executive and Personal Assistants Sample Corporate Training Materials All of our training products are fully customizable and are perfect for one day and half day workshops. You can easily update or insert your own content to make the training more relevant to participants. Our material is completely customizable and is backed up by a 90 day 100% no questions asked money back guarantee! With our training courseware you are able to: Add your name and logo (and remove ours). Add your own content to make the training more relevant to your clients (i.e. using examples and case studies from within your organization or city) Train unlimited users within your organization. No Annual Renewal Fees Download training material on your time from our secure servers United States International 73 Greentree Drive, Box # Provost Street Dover, Delaware New Glasgow, NS, Canada Toll-free: Phone: Fax: Fax: sales@corporatetrainingmaterials.com sales@corporatetrainingmaterials.com Any technical issues or questions can be addressed by our support team support@corporatetrainingmaterials.com Our Product Catalog contains our entire library of available and upcoming courses. Please follow this link: Review our License Agreement to answer any licensing questions you may have. Please follow this link:

2 TABLE OF CONTENTS Preface... 3 What is Courseware?... 3 How Do I Customize My Course?... 3 Materials Required... 4 Maximizing Your Training Power... 5 Icebreakers... 6 Icebreaker: Friends Indeed... 7 Training Manual Sample... 8 Sample Module:... 9 Instructor Guide Sample Sample Module: Activities Quick Reference Sheets Certificate of Completion PowerPoint Sample Full Course Table of Contents... 37

3 Preface What is Courseware? Welcome to Corporate Training Materials, a completely new training experience! Our courseware packages offer you top-quality training materials that are customizable, user-friendly, educational, and fun. We provide your materials, materials for the student, PowerPoint slides, and a takehome reference sheet for the student. You simply need to prepare and train! Best of all, our courseware packages are created in Microsoft Office and can be opened using any version of Word and PowerPoint. (Most other word processing and presentation programs support these formats, too.) This means that you can customize the content, add your logo, change the color scheme, and easily print and training materials. How Do I Customize My Course? Customizing your course is easy. To edit text, just click and type as you would with any document. This is particularly convenient if you want to add customized statistics for your region, special examples for your participants industry, or additional information. You can, of course, also use all of your word processor s other features, including text formatting and editing tools (such as cutting and pasting). To remove modules, simply select the text and press Delete on your keyboard. Then, navigate to the Table of Contents, right-click, and click Update Field. You may see a dialog box; if so, click Update entire table and press OK. (You will also want to perform this step if you add modules or move them around.) If you want to change the way text looks, you can format any piece of text any way you want. However, to make it easy, we have used styles so that you can update all the text at once. If you are using Word 97 to 2003, start by clicking the Format menu followed by Styles and Formatting. In Word 2007 and 2010 under the Home tab, right-click on your chosen style and click Modify. That will then produce the Modify Style options window where you can set your preferred style options.

4 For example, if we wanted to change our Heading 1 style, used for Module Titles, this is what we would do: Now, we can change our formatting and it will apply to all the headings in the document. For more information on making Word work for you, please refer to Word 2007 or 2010 Essentials by Corporate Training Materials. Materials Required All of our courses use flip chart paper and markers extensively. (If you prefer, you can use a whiteboard or chalkboard instead.) We recommend that each participant have a copy of the Training Manual, and that you review each module before training to ensure you have any special materials required. Worksheets and handouts are included within a separate activities folder and can be reproduced and used where indicated. If you would like to save paper, these worksheets are easily transferrable to a flip chart paper format, instead of having individual worksheets.

5 We recommend these additional materials for all workshops: Laptop with projector, for PowerPoint slides Quick Reference Sheets for students to take home Timer or watch (separate from your laptop) Masking tape Blank paper Maximizing Your Training Power We have just one more thing for you before you get started. Our company is built for trainers, by trainers, so we thought we would share some of our tips with you, to help you create an engaging, unforgettable experience for your participants. Make it customized. By tailoring each course to your participants, you will find that your results will increase a thousand-fold. o o o Use examples, case studies, and stories that are relevant to the group. Identify whether your participants are strangers or whether they work together. Tailor your approach appropriately. Different people learn in different ways, so use different types of activities to balance it all out. (For example, some people learn by reading, while others learn by talking about it, while still others need a hands-on approach. For more information, we suggest Experiential Learning by David Kolb.) Make it fun and interactive. Most people do not enjoy sitting and listening to someone else talk for hours at a time. Make use of the tips in this book and your own experience to keep your participants engaged. Mix up the activities to include individual work, small group work, large group discussions, and mini-lectures. Make it relevant. Participants are much more receptive to learning if they understand why they are learning it and how they can apply it in their daily lives. Most importantly, they want to know how it will benefit them and make their lives easier. Take every opportunity to tie what you are teaching back to real life. Keep an open mind. Many trainers find that they learn something each time they teach a workshop. If you go into a training session with that attitude, you will find that there can be an amazing two-way flow of information between the trainer and trainees. Enjoy it, learn from it, and make the most of it in your workshops. And now, time for the training!

6 Icebreakers Each course is provided with a wide range of interactive Icebreakers. The trainer can utilize an Icebreaker to help facilitate the beginning of the course, as it helps break the ice with the participants. If the participants are new to each other, an icebreaker is a great way to introduce everyone to each other. If the participants all know each other it can still help loosen up the room and begin the training session on positive note. Below you will see one of the icebreakers that can be utilized from the Icebreakers folder.

7 Icebreaker: Friends Indeed Purpose Have the participants moving around and help to make introductions to each other. Materials Required Name card for each person Markers Preparation Have participants fill out their name card. Then, ask participants to stand in a circle, shoulder to shoulder. They should place their name card at their feet. Then they can take a step back. You as the facilitator should take the place in the center of the circle. Activity Explain that there is one less place than people in the group, as you are in the middle and will be participating. You will call out a statement that applies to you, and anyone to whom that statement applies must find another place in the circle. Examples: Friends who have cats at home Friends who are wearing blue Friends who don t like ice cream The odd person out must stand in the center and make a statement. The rules: You cannot move immediately to your left or right, or back to your place. Let s be adults: no kicking, punching, body-checking, etc. Play a few rounds until everyone has had a chance to move around.

8 Training Manual Sample On the following pages is a sample module from our Training Manual. Each of our courses contains twelve modules with three to five lessons per module. It is in the same format and contains the same material as the Instructor Guide, which is then shown after the Training Manual sample, but does not contain the Lesson Plans box which assists the trainer during facilitation. The Training Manual can be easily updated, edited, or customized to add your business name and company logo or that of your clients. It provides each participant with a copy of the material where they can follow along with the instructor.

9 An employee s motivation is a direct result of the sum of interactions with his or her manager. Bob Nelson Sample Module: Working with Your Manager All assistants work to make life easier for their employers. This requires assistants to be adaptable. While you should never work in an unsafe environment, it is imperative that you adapt your communication and work style to the style, needs, and responsibilities of your boss. This will help ensure that you have a productive and amiable work relationship.

10 Adapting to Their Style You do not always get to choose your manager. While there is every possibility that you will find your manager s style amiable, you must prepare yourself for a manager who presents more of a challenge. You will have to work with people you find difficult. However, you may be able to turn a negative into a positive if you take the time to understand your manager. This understanding will allow you to adjust your responses appropriately. Common Difficult Management Styles: Authoritative Commander: This management style does not respond well to criticism and expects things done a certain way. Additionally, outcomes matter more than the task itself. o Approach: Phrase concerns as questions; do not say no directly. Do not volunteer information about projects unless asked. Pessimistic: This type of manager can never see the bright side of life. Time is wasted secondguessing, and it is easy to become a free counselor. o Approach: Actively listen to determine if the negativity is justified. Offer suitable solutions, but remain professional. Provide positive updates whenever possible. Control Freak: Also known as the micro-manager, this type of person has trust issues. Every action you make is questioned and double-checked. o Approach: The best way to gain trust is to deliver projects that are complete and on time. Additionally, you should provide updates on work without being asked. Anticipate Their Needs Your job is to reduce the number of distractions or minor tasks that your manager has to handle. You should not expect every need to be clearly outlined for you. For example, your employer should not have to explain that they should not be interrupted during a meeting with the CEO. You should anticipate this need. Anticipating managerial needs is an essential skill that every assistant should learn. Anticipating needs requires using common sense with each task. For example, if you schedule a flight and book a hotel, the need for printed boarding passes and a map with directions should be anticipated. By paying attention to the demands placed on your manager and anticipating needs before they arise, you will make yourself an invaluable employee and respected assistant.

11 Getting Your Responsibilities Defined for a new manager. While your job description will provide most of you job responsibilities, it is necessary to clarify certain aspects of your job with your employer. Much of this is based on their personal preferences. You should initiate a discussion to clarify information if your manager does not. Your responsibilities will change with each manager, so you should have a conversation whenever you work Responsibilities to define: Is phone, , or face-to-face communication preferable? Do you have a reminder system? Do you schedule meetings with or without consulting your employer? Is any training necessary? Once you have your responsibilities outlined, you need to write them down. This will ensure that you do not forget anything. When to Take the Initiative Managers expect assistants to take initiative. However, it is important that you do not overstep your bounds. The key is deciding when it is appropriate to take the initiative. The answer will be different in every situation. Understanding when to take initiative requires you to know your employer s needs and expectations. Some managers are more comfortable with employees taking initiative than others, so you should act slowly. Regardless of who your manager is, you need to begin with smaller tasks until you earn a sufficient level of trust. For example, you could conduct research for a project your manager needs to complete. Later, you could create a PowerPoint presentation or volunteer to draft correspondence and weed out s. Remember only to take initiative when it is appropriate and based on your manager s wants or needs. It will be easier to discern when it is appropriate to take initiative the longer that you and your manager work together. However, if you believe your manager would be uncomfortable with you taking on a project, you should discuss it before taking action.

12 Case Study This is Karen s second position as a personal assistant. She is sure that her new manager will be pleased with her and does not feel that she needs to discuss her responsibilities with him. Karen chooses to communicate with her boss using , which her last employer preferred. She also takes over scheduling meetings because it had always been her role. Her manager soon called her into a meeting and expressed unhappiness with her performance. He only checked at the end of the day, and he considered several scheduled appointments to be a waste of time. Karen took this opportunity to clarify her manager s expectations.

13 Sample Module: Review Questions 1. What risk does the pessimistic manager pose to you? a) Lack of trust b) Becoming a counselor c) Micromanaging d) Cannot question 2. What should you never do with an authoritative commander? a) Phrase concerns as questions b) Complete projects on time c) Volunteer update d) Remain professional 3. What is necessary to anticipate needs? a) Common sense b) Expectations c) Communication d) Professionalism 4. What will help make you an invaluable employee? a) Common sense b) Interest c) Communication d) Anticipating needs 5. What should you do if your manager does not invite you to a conversation about specific responsibilities? a) Initiate one b) Adhere to the job description c) Determine responsibilities on your own d) Wait for the discussion 6. What should you do after defining your roles and responsibilities? a) Initiate one b) Adhere to the job description c) Write them down d) Wait for the discussion

14 7. What must you understand to take initiative? a) Your skill set b) Manager s needs and expectations c) Write them down d) Wait for the discussion 8. What should you do before taking on a project that you are not sure your manager would be comfortable with you doing? a) Take the initiative b) Ignore the idea c) Ask a peer d) Discuss the idea 9. What method of communication did the manager dislike? a) Conversation b) c) Phone calls d) None 10. Why did Karen automatically take over scheduling? a) She did it at her last position b) Her manager asked c) She took initiative d) She did not

15 Instructor Guide Sample On the following pages is a sample module from our Instructor Guide. It provides the instructor with a copy of the material and a Lesson Plans box. Each Instructor Guide and Training Manual mirrors each other in terms of the content. They differ in that the Instructor Guide is customized towards the trainer, and Training Manual is customized for the participant. The key benefit for the trainer is the Lesson Plan box. It provides a standardized set of tools to assist the instructor train that particular lesson. The Lesson Plan box gives an estimated time to complete the lesson, any materials that are needed for the lesson, recommended activities, and additional points to assist in delivering the lessons such as Stories to Share and Delivery Tips.

16 An employee s motivation is a direct result of the sum of interactions with his or her manager. Bob Nelson Sample Module: Working with Your Manager All assistants work to make life easier for their employers. This requires assistants to be adaptable. While you should never work in an unsafe environment, it is imperative that you adapt your communication and work style to the style, needs, and responsibilities of your boss. This will help ensure that you have a productive and amiable work relationship.

17 Adapting to Their Style You do not always get to choose your manager. While there is every possibility that you will find your manager s style amiable, you must prepare yourself for a manager who presents more of a challenge. You will have to work with people you find difficult. However, you may be able to turn a negative into a positive if you take the time to understand your manager. This understanding will allow you to adjust your responses appropriately. Common Difficult Management Styles: Authoritative Commander: This management style does not respond well to criticism and expects things done a certain way. Additionally, outcomes matter more than the task itself. o Approach: Phrase concerns as questions; do not say no directly. Do not volunteer information about projects unless asked. Pessimistic: This type of manager can never see the bright side of life. Time is wasted secondguessing, and it is easy to become a free counselor. o Approach: Actively listen to determine if the negativity is justified. Offer suitable solutions, but remain professional. Provide positive updates whenever possible. Control Freak: Also known as the micro-manager, this type of person has trust issues. Every action you make is questioned and double-checked. o Approach: The best way to gain trust is to deliver projects that are complete and on time. Additionally, you should provide updates on work without being asked.

18 Estimated Time Topic Objective Topic Summary Materials Required Planning Checklist Recommended Activity Stories to Share Delivery Tips Review Questions 15 minutes Introduce ways to adjust to different management styles. Adapting to Their Style Practice adapting to different styles. 01-Style None Break the class into pairs. If you have an odd number, partner with one of the students. Have each pair role play following the directions on the handout. Share any personal or relevant stories. Encourage everyone to participate. What allows you to turn a negative style into a positive situation?

19 Anticipate Their Needs Your job is to reduce the number of distractions or minor tasks that your manager has to handle. You should not expect every need to be clearly outlined for you. For example, your employer should not have to explain that they should not be interrupted during a meeting with the CEO. You should anticipate this need. Anticipating managerial needs is an essential skill that every assistant should learn. Anticipating needs requires using common sense with each task. For example, if you schedule a flight and book a hotel, the need for printed boarding passes and a map with directions should be anticipated. By paying attention to the demands placed on your manager and anticipating needs before they arise, you will make yourself an invaluable employee and respected assistant. Estimated Time Topic Objective Topic Summary Materials Required Planning Checklist Recommended Activity Stories to Share Delivery Tips Review Questions 10 minutes Introduce ways to anticipate needs. Anticipating Their Needs Discuss anticipating needs. Flipchart/board, marker None Brainstorm a list of different work scenarios when a manager has a request, such as schedule a meeting. List these on the flipchart. Then, create a list of anticipated needs for each situation. Share any personal relevant stories. Encourage everyone to participate. What should you Not expect when it comes to employer needs?

20 Getting Your Responsibilities Defined While your job description will provide most of you job responsibilities, it is necessary to clarify certain aspects of your job with your employer. Much of this is based on their personal preferences. You should initiate a discussion to clarify information if your manager does not. Your responsibilities will change with each manager, so you should have a conversation whenever you work for a new manager. Responsibilities to define: Is phone, , or face-to-face communication preferable? Do you have a reminder system? Do you schedule meetings with or without consulting your employer? Is any training necessary? Once you have your responsibilities outlined, you need to write them down. This will ensure that you do not forget anything. Estimated Time Topic Objective Topic Summary Materials Required Planning Checklist Recommended Activity Stories to Share Delivery Tips Review Questions 15 minutes Introduce defining responsibilities. Getting Your Responsibilities Defined Practice defining responsibilities. 02-Define Responsibilities None Break the class into pairs. If you have an odd number, partner with one of the students. Have each pair role play following the directions on the handout. Share any personal, relevant stories. Encourage everyone to participate. Where will you find most of your job responsibilities?

21 When to Take the Initiative Managers expect assistants to take initiative. However, it is important that you do not overstep your bounds. The key is deciding when it is appropriate to take the initiative. The answer will be different in every situation. Understanding when to take initiative requires you to know your employer s needs and expectations. Some managers are more comfortable with employees taking initiative than others, so you should act slowly. Regardless of who your manager is, you need to begin with smaller tasks until you earn a sufficient level of trust. For example, you could conduct research for a project your manager needs to complete. Later, you could create a PowerPoint presentation or volunteer to draft correspondence and weed out s. Remember only to take initiative when it is appropriate and based on your manager s wants or needs. It will be easier to discern when it is appropriate to take initiative the longer that you and your manager work together. However, if you believe your manager would be uncomfortable with you taking on a project, you should discuss it before taking action. Estimated Time Topic Objective Topic Summary Materials Required Planning Checklist Recommended Activity Stories to Share Delivery Tips Review Questions 10 minutes Consider ways to take initiative. When to Take the Initiative Discuss when to take initiative. 03-Initiative None Complete the worksheet individually. Share your answers with the rest of the class. Share any personal, relevant stories. Encourage everyone to participate. What do managers expect of assistants?

22 Case Study This is Karen s second position as a personal assistant. She is sure that her new manager will be pleased with her and does not feel that she needs to discuss her responsibilities with him. Karen chooses to communicate with her boss using , which her last employer preferred. She also takes over scheduling meetings because it had always been her role. Her manager soon called her into a meeting and expressed unhappiness with her performance. He only checked at the end of the day, and he considered several scheduled appointments to be a waste of time. Karen took this opportunity to clarify her manager s expectations. Estimated Time Topic Objective Topic Summary Materials Required Planning Checklist Recommended Activity Stories to Share Delivery Tips Review Questions 10 minutes Outline the Working with Your Manager case study. Case study Discuss the importance of working with your manager. None None Discuss the outcome of the case study. What was Karen s mistake? Share any personal, relevant stories. Encourage everyone to participate. Was this Karen s first position?

23 Sample Module: Review Questions 1. What risk does the pessimistic manager pose to you? a) Lack of trust b) Becoming a counselor c) Micromanaging d) Cannot question Pessimistic managers always look on the negative side. You risk becoming their counselors if you do not approach them correctly. 2. What should you never do with an authoritative commander? a) Phrase concerns as questions b) Complete projects on time c) Volunteer update d) Remain professional The authoritative commander has expectations about how things should be done and cares more about the product than the process. Only provide updates when asked. 3. What is necessary to anticipate needs? a) Common sense b) Expectations c) Communication d) Professionalism Anticipating needs requires observation and common sense. Understanding the task will help you identify needs without direction. 4. What will help make you an invaluable employee? a) Common sense b) Interest c) Communication d) Anticipating needs Anticipating needs is an essential skill. This skill makes an assistant an invaluable employee.

24 5. What should you do if your manager does not invite you to a conversation about specific responsibilities? a) Initiate one b) Adhere to the job description c) Determine responsibilities on your own d) Wait for the discussion A discussion of specific responsibilities is necessary. If your employer does not begin the conversation, you should initiate one. 6. What should you do after defining your roles and responsibilities? a) Initiate one b) Adhere to the job description c) Write them down d) Wait for the discussion Once you understand any roles and responsibilities that are not part of the job description, you should write them down. This will make sure that you do not forget them. 7. What must you understand to take initiative? a) Your skill set b) Manager s needs and expectations c) Write them down d) Wait for the discussion Initiative should be based on the manager s needs and expectations. Only take on a project that you know will help meet your manager s needs. 8. What should you do before taking on a project that you are not sure your manager would be comfortable with you doing? a) Take the initiative b) Ignore the idea c) Ask a peer d) Discuss the idea It is important not to overstep your position when taking initiative. If you have an idea that you are not sure about, ask your manager.

25 9. What method of communication did the manager dislike? a) Conversation b) c) Phone calls d) None The manager did not check very often. He disliked most communication coming through Why did Karen automatically take over scheduling? a) She did it at her last position b) Her manager asked c) She took initiative d) She did not Karen took over scheduling because it was necessary at her last position. She did not ask her manager about it.

26 Activities During the facilitation of a lesson Worksheet or Handout may be utilized to help present the material. If a lesson calls for a Worksheet or Handout it will be listed in the Lesson Plan box under Materials Required. The trainer can then utilize the Activities folder for the corresponding material and then provide it to the participants. They are all on separate Word documents, and are easily edited and customized. Below you will see the Worksheets or Handouts that are utilized during the training of the above lesson. They are located in the Activities folder and can be easily printed and edited for the participants.

27 Sample Worksheet: Style Have one partner play the role of the manager and one the assistant. The manager should choose one of the styles in the module to emulate without telling the partner. Role-play a scenario. You should switch roles if you have time. Notes:

28 Quick Reference Sheets Below is an example of our Quick reference Sheets. They are used to provide the participants with a quick way to reference the material after the course has been completed. They can be customized by the trainer to provide the material deemed the most important. They are a way the participants can look back and reference the material at a later date. They are also very useful as a take-away from the workshop when branded. When a participant leaves with a Quick Reference Sheet it provides a great way to promote future business.

29 Executive and Personal Assistants Social Intelligence Ways to Improve Social Intelligence: Pay attention to others: It is easy to become caught up in our own lives. Paying attention to others, particularly you manager, will improve your social intelligence. Practice cues: Practice interpreting social cues that you see in others. Learn to interpret facial expressions, and become culturally aware of those around you. Self-monitor: Before you blurt out a response in a social situation, think about its appropriateness. This will improve your social intelligence. Office Management An assistant must also operate as an office manager. This requires you to take on specific roles that are necessary in order for the department to move forward. Poor management skills will impede productivity for everyone. Skills: Plan: Plans are essential for success, but the assistant must drive the plan forward by making sure the steps are executed. Schedule: The schedule and its details are typically the domain of the assistant. For example, you would make a list of people to attend a meeting, contact them, and book the location of the meeting. Organize: The assistant must keep everything filed, organized, and accessible. This includes paperwork, schedules, travel, financial papers, etc. Order: You will be responsible for ordering supplies. This requires you to keep a careful inventory and order at the correct time. Dealing with Difficult People Handling difficult people: Speak assertively: A passive tone indicates that you are uncertain. Be assertive but respectful. Address the request: Make it clear that you are rejecting the request but not the individual. Avoid sarcasm: Do not use sarcasm, and address it when it is used against you. Restate: Restate the problem in a different way for another point of view. Compromise: You need to be willing to compromise in certain cases. Corporate Training Materials

30 Certificate of Completion Every course comes with a Certificate of Completion where the participants can be recognized for completing the course. It provides a record of their attendance and to be recognized for their participation in the workshop.

31 CERTIFICATE OF COMPLETION [Name] Has mastered the course Executive and Personal Assistants Awarded this day of, 20 Presenter Name and Title

32 PowerPoint Sample Below you will find the PowerPoint sample. The slides are based on and created from the Training Manual. PowerPoint slides are a great tool to use during the facilitation of the material; they help to focus on the important points of information presented during the training.

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37 Full Course Table of Contents Preface...7 What is Courseware?... 7 How Do I Customize My Course?... 7 Materials Required... 9 Maximizing Your Training Power... 9 Module One: Getting Started Housekeeping Items The Parking Lot Workshop Objectives Pre-Assignment Module Two: Working with Your Manager Adapting to Their Style Anticipate Their Needs Getting Your Responsibilities Defined When to Take the Initiative Case Study Module Two: Review Questions Module Three: Administrative Soft Skills Social Intelligence Basic Business Acumen Office Management Active Listening Case Study Module Three: Review Questions Module Four: Effective Time Management... 32

38 Calendar Management Prepare for Changes and Surprises Keeping Others on Track Urgent / Important Matrix Case Study Module Four: Review Questions Module Five: Meeting Management Creating an Agenda Keeping Minutes Keeping the Meeting on Time Variations for Large and Small Meetings Case Study Module Five: Review Questions Module Six: Tools of the Trade (I) Protocol Office Machinery Computer and Software Skills Communication Skills Case Study Module Six: Review Questions Module Seven: Tools of the Trade (II) Phone and Voic Etiquette Word Processing Business Writing Internet Research Case Study... 64

39 Module Seven: Review Questions Module Eight: Being an Effective Gatekeeper Filtering Data and Information Learn to Say No Dealing with Difficult People Recognize the Tricks Case Study Module Eight: Review Questions Module Nine: Organizational Skills Prioritizing Your Workload Goal Setting Plan for Tomorrow, Today Staying on Track Case Study Module Nine: Review Questions Module Ten: Confidentiality Guidelines Your Confidentiality Duty Be Diplomatic and Discreet Keeping Data Secure What to Do in Sticky Situations Case Study Module Ten: Review Questions Module Eleven: Special Tasks Project Management Trade Shows Interacting with Clients... 95

40 Social Media Management Case Study Module Eleven: Review Questions Module Twelve: Wrapping Up Words from the Wise Review of Parking Lot Lessons Learned Completion of Action Plans and Evaluations