Written by Rhoberta Shaler

Is your mind your greatest asset? Do you suffer from malpractice ofrepparttar mouth? That isrepparttar 101900 malady that occurs whenrepparttar 101901 mouth enrages beforerepparttar 101902 mind engages! You may work with someone afflicted!

There is no room inrepparttar 101903 workplace for verbal violence. None! It is inappropriate, unacceptable, and, definitely, unprofessional. No allowances for verbal violence should be made for educated and mentally competent adults in positions of authority. NONE!

Folks who yell and curse (and some who add obscenities) are using their words inrepparttar 101904 same way they would use their fists. It is no more sophisticated. It is both a sign of lack of skills and a symptom of unmanaged frustration. They need help--help to express their feelings and their need for control appropriately.

Should providing this help berepparttar 101905 responsibility ofrepparttar 101906 organization? That is an important question. Employees who are doing an excellent job in most areas arerepparttar 101907 consideration, aren't they? They are valuable and they have a 'people skills' gap. The good news is that people skills can be taught. The bad news is that some folks do not want to learn them. So,repparttar 101908 first assessment that must be made isrepparttar 101909 willingness ofrepparttar 101910 employee to examine and improve their skills. No number of training hours can make a person change.

A few years ago, I was delivering a program on managing difficult people successfully. As this is a program I often deliver, some agencies regularly sent folks to it. One woman appeared inrepparttar 101911 course three times in three years. At one break, she complained to me, "I just don't know why they keep sending me on this silly course. I know it by heart. It's a waste of their money." Well, I knew why she was there. She wasrepparttar 101912 'difficult person' and she just would not internalizerepparttar 101913 information being given to her. You know, we may all be someone else's idea of a difficult person at times. This woman wasrepparttar 101914 poster child. She was bright enough. She was able to grasprepparttar 101915 concepts, but, she simply would not apply them to herself. Perhaps, she is still being sent to that same course...and still complaining about it!


Written by Rhoberta Shaler

Are you a work superhero(ine)? Are yourepparttar one who knows where everything is, what everything costs, what happened to last year's __________ and, who did what to whom when? In addition, are yourepparttar 101899 one who can fix anything, sootherepparttar 101900 raging client and stay late daily? AND, are yourepparttar 101901 one through whom everything must pass, orrepparttar 101902 only person who can do specific, critical tasks ? Is everyone dependent upon you for something? Watch out! You are not likely to be next in line for a promotion.

Why not? You have made yourself too critical torepparttar 101903 organization. If you are that indispensable and irreplaceable, how can you ever be promoted?

There is another downside to being a 'superhero(ine)'. You stand squarely in line for blame and criticism. You are a walking target. You are in danger of becomingrepparttar 101904 bottleneck in your organization. It may feel to you like control and power, however, in reality, it is fraught with danger and uncertainty. If others cannot do their work before you complete a task, who will they point to when deadlines loom? Onrepparttar 101905 other hand, there is great joy in Mudville, when you step up to bat if you always hit a homer.

Superhero(ine)s can be marvelous, organized founts of knowledge and skill. They can also be perfectionists and control freaks. You likely know one in each category. Sometimesrepparttar 101906 superhero(ine) actually hoards tasks and takes on additional responsibilities in a bid to become indispensable. Sometimes, they simply want to prove what they are capable of producing. We are all superhero(ine)s at times if we want to move up in our organizations. The distinguishing feature is our awareness of our reasons for undertaking tasks and responsibilities.

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