Read e-book online Achieving High Performance (DK Essential Managers) PDF
By Pippa Bourne
Maximize your effect within the place of work with reaching excessive functionality. it is going to assist you to get the simplest from your activity via operating smarter, no longer tougher.
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Extra resources for Achieving High Performance (DK Essential Managers)
Tell them how you see the problem, logically and without emotion. Ask them to tell you how they see it and don’t interrupt, even if you disagree with their view. Ask them if they have solutions and, ﬁnally, add some ways in which you think the problems might be resolved. CONDUCTING A MEETING ! FAST TRACK OFF TRACK Letting the person speak Interrupting Putting your case calmly Getting over-emotional Standing your ground Becoming argumentative Breathing slowly and deeply Taking it personally Dealing with difﬁcult people 31 STRATEGIES FOR DIFFICULT BEHAVIORS TYPE OF BEHAVIOR COPING STRATEGY Negative Complains and disagrees with everything • Keep positive—avoid being dragged down to their level • Point out earlier instances where your suggestion has worked • Put their “trouble-spotting” talents to good use on a project of their own Unresponsive Uses silence as an offensive weapon • Allow silences, rather than ﬁlling gaps in the conversation • Get them to talk by asking open questions to which they can’t answer just “yes” or “no” • If you can’t get them talking, call the meeting to a halt.
The windows had already been made, and could not be sold elsewhere. There was little to be lost and much to be gained by allowing the customer to have credit on this order. If they were dishonest, it would be better to ﬁnd out sooner rather than later, but if things were as they said, the relationship would be strengthened. The customers were as good as their word and paid a week later. The trust created by this one act resulted in a ﬂow of future orders. 30 Improving your skills Dealing with difﬁcult people A difﬁcult person could be someone who is genuinely obstructive or just an individual who sees the world differently from you.
Once the project or task has been completed, evaluate how it went. This isn’t a witch-hunt, but an opportunity to learn. Some of the best-performing companies regularly re-evaluate their projects to gain insight and learning for the future. You can even improve your personal decision-making ability by reﬂecting on what went well and what didn’t. 46 Becoming more effective Saying “no” Successful people know what they want and how they are going to get it, and say “no” when what they are being asked to do doesn’t ﬁt in with their plans.
Achieving High Performance (DK Essential Managers) by Pippa Bourne