7 ways to make a GREAT first impression!

Written by Lee Hopkins

1. Focus onrepparttar other Being known as a 'natural' at interpersonal communication is not just a gift that a select few enjoy. We can all enjoyrepparttar 119507 reputation of being 'a great communicator'.

Simply focusrepparttar 119508 conversation onrepparttar 119509 other person. This takesrepparttar 119510 pressure off you --- you don't have to be a witty bon-vivant to be a great communicator.

Avoid interrogating your new acquaintance, and if you are really nervous do your best to control twitches and jittery movements. And (best hint coming...) ALWAYS slow your speaking rate down. Nervousness makes us talk too fast.

2. The eyes have it Here's a great 'rule breaker': instead of sticking torepparttar 119511 'respect someone's privacy and personal space' rule, when you meet someone forrepparttar 119512 first time give them a good look right inrepparttar 119513 eyes.

It's well known that when we look at someone we find attractive, our pupils dilate, a phenomenon thatrepparttar 119514 other person instinctively picks up on. Well, that phenomenon can also be put to good use in our business dealings, too. Noticerepparttar 119515 other person's eye colour, say 'great' to yourself, and you'll find yourself involuntarily smiling. The other person will pick up on your mood.

But try and avoid smiling lecherously, or as a vampire would when contemplating a tasty new neck...

3. Get over your 'bad hair day' Whilst 'being yourself' is always a good thing for relational honesty, try and disguise your inherent pessimism and bad mood from new acquaintances.

Even though you know you are just 'having a bad day' or a bad half-hour,repparttar 119516 other person will probably decide that you are a 'full-time whinger', an impression and reputation hard to shake.

A bad mood will spread contagiously, bringing downrepparttar 119517 other person too. Better to start off positively; you can always let them see your 'other' side on another day...

4. "Mirror inrepparttar 119518 bathroom" ** Adjust your posture, voice and gestures to those of your new acquaintance. Establish rapport by mirroring their head nods and tilts. Speak at their pace and volume level. You'd be surprised by just how many different 'voices' a successful salesperson uses in a day -- they spend a large amount of time mirroringrepparttar 119519 other person's gestures, voice, language, pace, intonation and volume.

** (a wildly unsuccessful link to an 80s ska/reggae song)

5. Tread lightly... He's talking about his new Holden Commodore; you're thinking of your new Impreza WRX. Or she's talking about her latest small win atrepparttar 119520 office and you're thinking aboutrepparttar 119521 new $1M account you just landed single-handed.

Coaching - The New Word in Management

Written by Megan Tough

The Old Way – Command and Control Although workplaces and management styles have come a long way inrepparttar last decade,repparttar 119506 command and control style of management behaviour remains common practice in many companies. This management approach basically means that employees are told exactly what to do, when to do it and even how it should be done. The manager is in charge, has allrepparttar 119507 answers, and fixes allrepparttar 119508 problems.

It’s no surprise that plenty of people find this approach demotivating, and that workplaces with a command-control style are rated as pretty unsatisfying. When it comes down to it, none of us really enjoys being told exactly what to do, and neither do our employees. When people feel as though they have no say and are given no opportunity to contribute outside of their work tasks, then they switch off and become “disengaged”.

The command and control approach is being phased out for a more collaborative and engaging style – a “Coach” approach or being a “manager-coach”. This is a positive shift – as long as we support our managers in understanding what on earth is meant by a “coach approach”, and how expectations of them are changing.

Coaching – What does it really mean? The coaching profession has exploded in recent years, diversifying across many different fields and industries. All of these people are dedicated to helping others achieve their goals, improve aspects of themselves or their business, or move forwards from where they are today.

In a work environment,repparttar 119509 role of a manager-coach can be described as : •achieving results and excellence through others rather than personally taking care of things, and •focusing on developing employees in order to achieve business results rather than micro-managing their every move.

Adopting coaching as a management style requires managers to help other people unlock their potential and enhance their own performance. It’s about supporting people to learn instead of telling them whatrepparttar 119510 answers are.

The mindset ofrepparttar 119511 manager-coach is to create an environment that fosters learning, independent thinking and opportunities to contribute. The manager-coach doesn’t want to be seen as a solution provider. Rather, they want to be seen as a facilitator, pavingrepparttar 119512 way for team members to achieve their results.

Coach managers are a role model for others. They are excellent listeners and communicators, providing perspective and encouragement whilst setting high standards and expectations.

Making coaching behaviours part of what you do

1.Stop thinking about employees as people that need to be controlled or managed and give themrepparttar 119513 latitude to take actions and make decisions. Trust is a vital component of this equation. If you can’t trust people to do their jobs well, then you either haverepparttar 119514 wrong people inrepparttar 119515 jobs, or you haverepparttar 119516 right people but you haven’t trained them sufficiently. A third option is thatrepparttar 119517 people are properly skilled, butrepparttar 119518 manager just can’t let go. 2.Listen, listen listen. If there are unhappy or disgruntled people in your business, you can guarantee that at some stage they’ve tried to tell you whatrepparttar 119519 problem is. It’s likely you weren’t listening (or didn’t want to listen), or perhaps your initial reaction maderepparttar 119520 person think twice about bringingrepparttar 119521 problem to you. Truly listening is one ofrepparttar 119522 greatest skills to develop, regardless of your role. Good listeners are genuinely interested, convey empathy, and want to find out what’s behindrepparttar 119523 conversation. Great coaches are great listeners –without exception.

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