Book Summary: How To Work With Just About Anyone

Written by Regine P. Azurin


This article is based onrepparttar following book: How to Work with Just About Anyone “A Three-step Solution For Getting Difficult People To Change” By Lucy GillPublished by Fireside/ Simon and Schuster 1999 ISBN 0-684-85527-5 206 pages

“I just can’t seem to get along with this person!”

Every office has that one difficult person to work with, who affects productivity due to a terrible attitude, chronic tardiness, or simply drives everyone else uprepparttar 106435 wall. Here isrepparttar 106436 answer to common problems in conflict management. Dealing with negative behavior, whether at work or at home, can be solved with three steps:

1. Get torepparttar 106437 heart ofrepparttar 106438 matter. 2. Determine what problem-solving methods to avoid so you don’t perpetuaterepparttar 106439 conflict. 3. Choose a different, surprising approach to solverepparttar 106440 problem and keep it solved.

Finally, here is your key to some peace and sanity inrepparttar 106441 workplace, drawn from forty years of research and professional experience in consulting onrepparttar 106442 prevention and management of nonproductive behavior.

How difficult behavior is reinforced:

People userepparttar 106443 same solution that never brings new results. The answer is to try something radically different. Employ a totally new approach and choose your response carefully.

Why we fail to change negative behavior: 1. We are caught inrepparttar 106444 web of our own logic. 2. We don’t realize we are doingrepparttar 106445 same things over and over. 3. We can’t think of anything better to try.

This three-question formula can lead you to a new strategy: 1. What isrepparttar 106446 primary problem? Be specific. How exactly does it affect productivity? 2. What have you been doing about your problem so far? Identifyrepparttar 106447 logic of your favorite solution. 3. What do you need to do instead? You need to undo what your ineffective solution did. Attack with a brand new set of weapons.

Focus onrepparttar 106448 facts. Figure out whatrepparttar 106449 heart ofrepparttar 106450 matter is: 1. List allrepparttar 106451 issues affecting you. 2. Decide which issue or who in particular is bothering yourepparttar 106452 most. 3. Encirclerepparttar 106453 issue or person’s name on your list. 4. Focus on what you circled. List allrepparttar 106454 things that bother you about this person. 5. Now pickrepparttar 106455 problem to work on. If you could only fix one item onrepparttar 106456 list, and had to live with allrepparttar 106457 others, what would you choose? 6. Then withrepparttar 106458 particular problem chosen, spell out specifically: Who is doing what that presents a problem, to whom, and how is this behavior a problem?

The 4 ways to get bogged down in “whys” and therefore confused by superfluous issues: 1. Focusing on possible reasons for someone’s behavior 2. Speculating about whatrepparttar 106459 person is up to 3. Labeling behavior instead of describing it 4. Worrying about who is right or wrong

Marketing is How You Show Others How You Can Help Them

Written by Richard Stooker


If You're Too Pure to Takerepparttar Final Step, Why Even Beginrepparttar 106434 Journey?

"Marketing" is How You Show Others How You Can Help Them, Including Selling Yourself for Jobs and Promotions

by Richard Stooker

Many people, especially including techies, look upon sales and marketing as disgustingly selfish.

Having been taught to be good girls and boys who take turns and do things because they're right, we don't want others to think of us as so nakedly self-interested. At best, some of us realize that sales and marketing are evils necessary to repparttar 106435 functioning of a capitalistic system.

So when we hear that if we're seeking a job or a promotion we must "sell ourselves," we inwardly rebel. Few of us actually do a good job selling ourselves. Those who do get more and better jobs, more and better promotions and make more money.

Andrepparttar 106436 rest of us consciously or unconsciously sneer at them for being "selfish."

I say,repparttar 106437 opposite is true.

"Selling ourselves" to others isrepparttar 106438 unselfish reaching out to other people, to show them how we can help them.

Because to simply *assume* that employers should be able to understand from our resumes how great we are is repparttar 106439 true selfishness.

Let me explain.

Good marketing bringsrepparttar 106440 benefits of good products and services torepparttar 106441 attention of people who need or want those products or services.

When you truly don't want to buy a new car, a car ad on TV is a signal to fix a snack.

When you want to buy a new car, you watch. You want to know which make and model best fills your needs and desires.

Assuming that a business is selling a good or service which is of true value to somebody, it is their DUTY to bring it torepparttar 106442 attention ofrepparttar 106443 people they can help.

Good sales and marketing is UNselfish, because to be effective it must center onrepparttar 106444 needs and desires of repparttar 106445 people who want that product or service.

Bad (ineffective) marketing says, "We're a wonderful company and you should buy our product because it is so wonderful."

Good marketing (and by "good" I mean *effective*) says, "Our product is wonderful because it will help you do this, solve that problem and feel good."

Seerepparttar 106446 difference? Good marketing is centered onrepparttar 106447 customer and helpingrepparttar 106448 customer solve a problem or meet a need or desire. Bad marketing is centered on repparttar 106449 company and product.

Now,repparttar 106450 product in bad marketing may actually be of high quality, maybe as much or more so thanrepparttar 106451 competing product being sold through good marketing.

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