- Dealing With People You Can't Stand Book
- Dealing With People You Can't Trust
- Dealing With People You Can't Stand
- People Skills
One thing we all have to learn in business is how to work with and lead people that are not like you, and don't think like you. In my experience as a business advisor, that's probably the biggest hurdle to success encountered by every new business owner.
Your biggest challenge may be members of your own family, some of your best customers, or a key business partner or investor.
Product DescriptionThe classic guide to bringing out the best in people at their worst―updated with even more can’t-standable people!Dealing with People You Can’t Stand has been helping good people deal with bad behavior in a positive, professional way for nearly two decades.Unfortunately, as the world becomes smaller and time more compressed, new. Download: Dealing With People You Can T Stand How To Bring Out The Best In People At Their Worst at kb.readm.site. People can change themselves, if they respect you as a role model, and feel your courtesy and respect for their position and ability. Always be civil and diplomatic, and don't allow emotions to.
For example, like me, you may be an aggressive, logical, and 'get things done' type of person, who created a new product, but is easily frustrated by others around you who are committed, but tend to make decisions slowly, or rely more on emotions than the facts in any situation.
For me, it was a session with Myers Briggs that finally opened my eyes on how to deal with different people.
Some notable business people never figured it out, and allowed differences to lead to business or personal setbacks that probably didn't need to happen.
Examples include the Theranos failure brought about by Elizabeth Holmes' inability to work with her team, the early Apple setback due to differences between Steve Jobs and John Sculley, and the travails of Uber under Travis Kalanick.
The reality is that the business world is becoming more a global space, so all of us have to learn to understand and capitalize on people of different generations, cultures, points of view, and priorities.
You have to manage your business with more people not like you, as well as a more diverse set of customers. Here are some key principles that I have found to make this work:
1. Build more relationships with people who are not like you.
If you limit your relationships in business to people who are just like you, your business potential is severely limited.
Get to know your business associates as people, to understand their personality, strengths, and motivation, before you deal with them on business issues.
Only by first understanding their differences can you fully appreciate that what others bring to the table, even if it is contrary to your view. Don't let the current focus on emails, procedures, and message exchanges convince you that work is a mechanical process.
2. Don't assume others are intentionally being difficult.
They are simply being who they are, and they are as frustrated with you as you are with them when things aren't working.
They are thinking and making decisions based on their unique personality, cultural background, and their previous experiences. Your challenge is to adapt to them.
For example, I have found that some people are most effective after talking you through a situation, while you may prefer to jump to action quickly. By better understanding each member of your team, you will know when to listen and when it's time to push for action.
3. Never try to change people -- capitalize on their strengths.
It's easier to adapt your own style than to try to force others to be like you. People can change themselves, if they respect you as a role model, and feel your courtesy and respect for their position and ability.
Always be civil and diplomatic, and don't allow emotions to cloud the situation.
I often recommend to technical entrepreneurs (logical) that they team with a co-founder who has a business perspective (emotional customer appeal). One of these without the other is a recipe for disaster. At the same time, each can always learn from the other.
4. Encourage business disagreements and healthy conflict.
Real innovation can only come from people who think and see things differently. Disagreements should lead to constructive discussions, real learning, and better solutions.
The challenge is to remain non-judgmental, non-defensive, and not feel the need to win every argument.
The best way to stay in control, and get maximum benefit, is by asking open-ended and relevant questions. This will allow constituents to feel that you respect them and are debating their ideas rather than judging them because of their views.
5. Don't generalize the discussion -- stick to the problem at hand.
Dealing With People You Can't Stand Book
Often it's tempting to bring up prior issues to make a point, but this approach is fraught with the danger of escalating emotions and potential misunderstandings.
Successful work relationships require focus, cooperation, and listening, and often benefit from different approaches.
Save the generalized discussions and feedback for scheduled mentoring and coaching sessions, rather than the daily impromptu strategy or problem solving meetings.
Demonstrate to your constituents that you can do both, and understand the difference.
All my experience tells me that diversity in business is a plus. People with different values and different perspectives from your own lead to better decisions and innovation -- ultimately growing your business success and your satisfaction.
The sooner you learn to deal with it, the quicker you and your business will benefit. Look around you and check your use of diversity in your business.
OverviewThe classic guide to bringing out the best in people at their worst—updated with even more can’t-standable people!
Dealing With People You Can't Trust
Dealing with People You Can’t Stand has been helping good people deal with bad behavior in a positive, professional way for nearly two decades.
Unfortunately, as the world becomes smaller and time more compressed, new difficult people are being made all the time. So Kirschner and Brinkman have updated their global bestseller to help you wring positive results from even the most twisted interactions you’re likely to experience today.
Learn how to get things done and get along when you’re dealing with people who have the uncanny ability to sabotage, derail, and interfere with your plans, needs, and wants. Learn how to:
Dealing With People You Can't Stand
- Use sophisticated listening techniques to unlock the doors to people’ s minds, hearts, and deepest needs
- Apply “take-charge” skills that turn conflict into cooperation by reducing the differences between people
- Transform the destructive behavior of Tanks, Snipers, Know-It-Alls, Whiners, Martyrs, Meddlers, and other difficult types of people
Whether you’re dealing with a coworker trying to take credit for your work, a distant family member who knows no personal bounds, or a loud cell phone talker on line at the grocery store, Dealing with People YouCan’t Stand gives you the tools for bringing out the best in people at their worst.