THE ASSERTIVENESS POCKET BOOK phần 8 pps
THE ASSERTIVENESS POCKET BOOK phần 1 pot
... relationships● At work the person doing the job is the one who can make the most significant contribution to improvements on the job● The political value and power behind the equality movement ... them8 INTRODUCTION 1 WITH SELF WITH OTHERSWhat you feelWhat you thinkWhat you needTheir impact on youTheir behaviourWhat you want from themHONESTYINTRODUCTION ASSERTIVENESS AND INTEGRITYWhen ... with ourselvesand with others.When we are honest with ourselves and with others we are able to achieve what we wantwithout compromise.7 THE ASSERTIVENESS POCKETBOOKBy Max A. Eggert Drawings...
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THE ASSERTIVENESS POCKET BOOK phần 2 doc
... enough to make you realise that:a) if they say no, they are unlikely to reject you personally, and b) if they do want to reject you then the price of their friendship is too high anyway13 ... rejectionThis is the extreme version of fear of upsetting others. If we upset someone by askingfor what we want, we fear they will withdraw their regard for us and reject us altogether.● In any ... in the case of a personal filterit removes all the positive things that occur in your life. Rather like the reverse of rose-tinted glasses, people who filter only accept bad news about themselves...
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THE ASSERTIVENESS POCKET BOOK phần 3 ppsx
... selfish. They know what they want and like, anddisregard the needs of others in satisfying their own needs.Aggressive people think of themselves as superior beings. They think they are OK and the ... expressing them● Easily and frequently finds fault with others● Continually works to personal agendas at the expense of others● Rarely feels aware of the needs or feelings of others● Competes ... superior beings. They think they are OK and the rest of the world is not. They voice their opinions and needs, and behave as if othersdo not matter. The origin for aggressive behaviour is complex. Perhaps...
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THE ASSERTIVENESS POCKET BOOK phần 4 pot
... from others● Expect to use these rights without being asked to justify your behaviour● Encourage others to use these rights for themselves● Expect society to support you in the exercise of these ... behaviour independent of the goodwill of others● Get what they pay for● Change their mind● Decide whether or not to assert themselves37 RIGHTS & RESPONSIBILITIES35 34 THREE BEHAVIOUR TYPES3. ... our reality, then we must perceive ourselves in the right way. One way to do this is through the use of affirmations.If you keep telling yourself you are something then that is the way your...
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THE ASSERTIVENESS POCKET BOOK phần 5 pot
... receive from othersChange my mind Help others reach conclusions about their experiences of the worldDecide whether or not to Allow others the freedom to choose how assert myself they behave ... their time in the way that they wantAsk for what I want Encourage others to fulfil their needs 47RIGHTS & RESPONSIBILITIESCORRESPONDING RESPONSIBILITIESRIGHT RESPONSIBILITYI have the ... of othersExpress opinions and feelings Welcome the opinions and feelings of othersSet my own goals Help others to work to their goals and objectivesRefuse a request or say ‘no’ Encourage others...
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THE ASSERTIVENESS POCKET BOOK phần 6 ppsx
... wish to change your behaviour; what would be the advantages to you?8. Make the decision whether or not to change, and act on your decision.59 ASSERTIVENESS SKILLSHANDLING CRITICISMCriticism ... procedure or checklist to help you dealwith it.1. Is the person qualified to make the criticism; do they know you well enough?2. Is the behaviour being criticised something it is possible ... such as these can be reasonably expected of you at work and you canreasonably expect them of your managers, colleagues and subordinates.51 ASSERTIVENESS SKILLSAGGRESSIVE BODY LANGUAGE 56 Facial...
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THE ASSERTIVENESS POCKET BOOK phần 7 doc
... feel the need to criticise others, then treat them in the way you would like to be treated.● Only criticise behaviour the person can change● Be as specific as you can● Be able to give other ... briefly my position and the reasons for it ’If there is going to be any sensible discussion, the other person has to let you put yourcase. If they are not prepared to listen then you are wasting ... of similar behaviour by the other person● Make the criticism as soon after the ‘behaviour’ as possible; otherwise it will not be helpful - do not be drawn into ‘and another thing’ accusations●...
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THE ASSERTIVENESS POCKET BOOK phần 8 pps
... just the situation itself. It tells the other person directly the effect theirbehaviour is having on you.73 ASSERTIVENESS SKILLSBROKEN RECORD EXAMPLESExample 2You: ‘I’m not satisfied with the ... ‘I want you to be on time’ The strength of these statements is that they let the other person know your exactposition and what you expect. They don’t have to guess. They can only say ‘Yes’, ‘No’or ... have it for the Management Meeting first thing tomorrow.Thank you.’Remember: Instructions must be given with the appropriate body language to havetheir full impact. (See page 54) 78 ASSERTIVENESS...
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THE ASSERTIVENESS POCKET BOOK phần 9 ppt
... have the ‘pudding’ first, hoping that they will do the decentthing and give us what we want. If only life was that simple! 89 ASSERTIVENESS SKILLSWHENThis is another conjunction which is the ... response to the request is to put up a fog.Listen to what the person says, and decide whether or not you wish to comply. If not,then using their words, or similar, acknowledge their need but ... ambitious targets - start with acorns and let them growslowly into oaks. Go for small increments of change and build on them. 92 ASSERTIVENESS SKILLSIF The conjunction ‘if’ is exceptionally powerful...
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THE ASSERTIVENESS POCKET BOOK phần 10 pps
... PocketbookTeamworking PocketbookTelephone Skills PocketbookTelesales PocketbookThinker’s PocketbookTime Management PocketbookTrainer Standards PocketbookTrainer’s PocketbookPocketfiles/OtherLeadership: ... Training PocketbookMarketing PocketbookMeetings PocketbookMentoring PocketbookMotivation PocketbookNegotiator’s PocketbookPeople Manager’s PocketbookPerformance Management PocketbookPersonal ... THE MANAGEMENT POCKETBOOK SERIESPocketbooksAppraisals Pocketbook Assertiveness PocketbookBalance Sheet PocketbookBusiness Planning PocketbookBusiness Presenter’s PocketbookBusiness...
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THE BALANCE SHEET POCKET BOOK phần 1 pps
... familiar ◆ The Balance Sheet tells me the value of the business’◆ ‘At the year-end the retained profit must be somewhere; in the bank,or the accountant’s drawer’◆ ‘If the company’s share price ... compare the results of two businesses, the one which has made more profit has done better’◆ The accountant balances the Balance Sheet by entering a balancing figure somewhere probably profit’These ... THE BALANCE SHEET POCKETBOOKBy Anne Hawkins and Clive TurnerDrawings by Phil Hailstone“A uniquely accessible guide - if you only read one book on finance, read this!”Peter...
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THE BALANCE SHEET POCKET BOOK phần 3 pps
... factors contributing to the outcome thatPROFIT CASHThese ideas are developed in The Managing Cashflow Pocketbook252≠ THE BUSINESS FINANCIAL MODELUSE OF FUNDSItems on the shopping list are ... ASSETS THE BUSINESS FINANCIAL MODELUSE OF FUNDSWORKING CAPITAL CYCLE The Working Capital cycle can then be shown as:How much has the business invested in Working Capital?● Not all the stock ... INPROGRESSRAWMATERIALSCREDITORS/PAYABLESSALES&PROFITSCASHSALESPROFITS£ THE BUSINESS FINANCIAL MODELUSE OF FUNDSWORKING CAPITAL CYCLE 3 If the goods are being produced at a profit, the business generates profit and cash every time the cycle is completed....
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THE CHALLENGERS POCKET BOOK phần 3 ppsx
... that they are trying to help, butthat you want to hear from the others. ● Speak to them during a break and ask for their help in letting the others expressthemselves.27 CHALLENGERS THE DOODLERProfile● ... things?'Depending on their rephrasing of their intervention,deflect to the group or an individual for comment.22 CHALLENGERS THE DOODLERNamingIf the doodling bothers you try using the doodler's ... protect them in the most appropriate way.21 CHALLENGERS THE DINOSAURConfrontation Show respect for and accept their feelings and value system but make itclear that the purpose of the course...
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THE CHALLENGERS POCKET BOOK phần 5 ppsx
... weak.● Give them a special task to occupy their attention and provide the spotlight. (Seealso The Expert.) 45 CHALLENGERS THE SILENT CYNICConfrontationPoint out that the objective of the course ... questions to boost their ego.Show appreciation for the right answer.46 CHALLENGERS THE REFEREE/PEDANTAgree/DisagreeFirst agree with their interruption and thank them, but then point out that ... add.*It is important to make them verbalise their disagreement or cynicism.48 CHALLENGERS THE SHY VIOLETNamingUse their names in examples and metaphors to boost their confidence: 'Let's...
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THE CHALLENGERS POCKET BOOK phần 8 potx
... all of the other participants the responsibility ofresponding to the new, clarified version of the challenge. The technique is based on the mind-set that:● You don't have to have all the ... to blow every time they feel you should interrupt the course for their right to a smoke break, they rarely blow the whistle. They now wish to demonstrate their willpower. 78 71TECHNIQUES AND ... simply and honestly the behaviouryou wish him/her to change. Always look for a pay-off for them if they do change, butaccept that the only solution may be for them to leave the course or meeting.75...
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