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(BQ) Part 2 book Effective human relations has contents: Personal strategies for improving human relations, if we all work together, special challenges in human relations, you can plan for success.
CHAPTER 10 Building Stronger Relationships with Positive Energy CHAPTER PREVIEW LEARNING OBJECTIVES After studying Chapter 10, you will be able to · · · · · Describe how positive energy contributes to improved interpersonal relationships Create awareness of the strong need people have for encouragement and positive feedback Understand how to use positive reinforcement to improve relationships and reward behavior Describe the major barriers to the use of positive reinforcement Explain how to reward individual and team performance © Anderson Ross/Blend Images/Getty Images TIP OF THE ICEBERG TOP SMALL WORKPLACES The search for a great place to work often focuses on large companies such as American Express, Procter & Gamble, or FedEx But many small businesses and nonprofits have developed workplace environments and cultures that rival—or even outshine—the big companies Each year, the Wall Street Journal, in partnership with Winning Workplaces, selects 15 small and midsize companies that have built exemplary workplaces (http://www.winningworkplaces.org) New Belgium Brewing Company, based in Fort Collins, Colorado, is a recent recipient of the Top Small Workplace award The company was founded by a husband and wife team that wanted to minimize the company’s footprint on the planet They have created a workplace where employees enthusiastically support the company’s environmental cause The company gives employees many ways to be environmentally conscious at work and in their free time Each New Belgium employee is given a cruiser bicycle after one year of employment and is encouraged to commute by bike An on-site recycling center allows employees to recycle a variety of items An employee ownership plan encourages employees to become more engaged Employees own about 32 percent of New Belgium through a stock-ownership plan The company has embraced open-book management practices that include monthly meetings where employees review the company’s financial statements 209 Part Personal Strategies for Improving Human Relations Courtesy of New Belgium Brewing, Fort Collins, CO 210 The owners of New Belgium Brewing focus their attention on two important goals: crafting Fat Tire and other excellent beers and developing an exemplary workplace The company recognizes employees in a variety of ways After one year of employment, employees receive a new bicycle After five years, employees receive an all expense paid trip to Belgium In recent years, the company has expanded outside of the Fort Collins “mother ship” location To encourage the feel of a close-knit community, New Belgium holds monthly videoconference meetings for all employees These meetings keep employees up to date on new developments and provide an opportunity for input.1 Recipients of the Top Small Workplaces award have several things in common These firms create an environment where employees enjoy coming to work and feel appreciated They realize that when you put the employee first, the customer wins Worker contentment is an important key to excellence in customer service The founders create a culture (see Figure 10.1) that emphasizes cooperation, information sharing, and mutual respect This chapter discusses the impact of positive energy on both individual and group behavior Energy can be defined as the capacity for work, or the force that helps us things with vitality and intensity The chapter examines the importance of encouragement, the power of positive feedback, various types of positive reinforcement, and the reasons why many people have difficulty expressing positive thoughts and feelings A section of the chapter is devoted to awards and incentive programs that a variety of organizations use Chapter 10: Building Stronger Relationships with Positive Energy 211 F I G U R E 10 Top Small Workplaces Culture Team Building Leadership Organizational Culture • Mission • Beliefs • Vision • Values Employees Customers How Positive Energy Contributes to Improved Interpersonal Relationships Throughout recent periods of great uncertainty and turbulence, negative energy became a powerful force Many people went to work everyday wondering if they would be the next victim of a merger, buyout, downsizing effort, or business closing Some wondered if they would be able to cope with rapid technological changes Stressful working conditions caused by rising productivity demands and long hours can also be the source of negative energy In a negative, stressful work climate, these pressures often result in physical fatigue, decreased optimism, and lower morale A positive work climate is more likely to instill workers with positive energy, which results in greater strength of will, increased optimism, and higher employee productivity It is positive energy that helps us cope with disappointments, uncertainty, and work that is physically and mentally demanding In the presence of positive energy, people feel uplifted, encouraged, and empowered Positive energy helps us remain balanced in a work environment that is increasingly characterized by change and uncertainty It is positive energy that helps us cope with disappointments, uncertainty, and work that is physically and mentally demanding Part Personal Strategies for Improving Human Relations © 2008 Reprinted courtesy of Bunny Hoest and Parade Magazine 212 Energy: An Important Force in Our Lives Judith Orloff, author of Positive Energy and pioneer in the field of energy psychiatry, says energy is a term with many intriguing dimensions In basic terms, it is the “get-up-and-go,” the stamina that gets you through the day Energy comes to us from food, exercise, sleep, and subtle forces that penetrate and surround our bodies Envision energy as having one of two qualities: either positive or negative Positive energy is supportive, loving, and nurturing Negative energy is fearful, judgmental, and depleting How you respond to people and places determines, to a large degree, your energy level Dr Orloff makes an interesting observation regarding the impact of relationships on our energy level: “Each millisecond of our relationships is governed by a give and take of energy Some people make us more electric or at ease Others suck the life right out of us.”2 Actions and Events That Create Positive Energy In the age of information, organizations need to discover creative ways to generate positive energy Progressive companies, such as New Belgium Brewing, find ways to frequently encourage, recognize, and reward employees Consider the following examples: • At the end of 2007, US Airways was ranked last in on-time reliability among major airlines During the early months of 2008, the company rallied its workforce to focus on one goal—getting planes pushed back from the gate on time The result was a move to first place in on-time performance The company made several procedural and equipment changes and began offering financial incentives to workers for better service The rallying cry at US Airways was D-zero—every departure at or before its scheduled time.3 Chapter 10: Building Stronger Relationships with Positive Energy 213 HUMAN RELATIONS IN ACTION Most Important Pop Quiz Question Justine Willis Toms, editor of New Dimensions magazine, feels we need to personalize the places where we live, work, study, and shop One way to accomplish this is by getting to know the people who provide us with services To make her point, she describes a student’s experience in nursing school The instructor gave the class a pop quiz, and the last question was “What is the first name of the woman who cleans our building?” The student didn’t know, so she handed in the quiz with the last question unanswered Before the class ended, one student asked if the last question would count toward the quiz grade The teacher said, “absolutely,” and then provided a rationale: “In your careers you will meet many people All are significant They deserve your attention and care, even if all you is smile and say hello.”4 • Some companies are obsessed with the desire to keep their shareholders happy At Container Store, a 39-store retail chain, the emphasis is placed on taking care of employees Kip Tindell, CEO of Container Store, says, “If you take care of your employees, they’ll take care of your customers—and that will take care of your shareholders.” Sales staff receive 241 hours of training; the industry average is Health-care coverage is offered to part-timers Employees with children can work a special schedule: a.m to 2:00 p.m.5 This is a very small sample of actions and events that can generate positive energy Throughout the remainder of this chapter, we will discuss how basic courtesy, positive written communication, encouragement, and various forms of positive reinforcement can be used to “accentuate the positive.” Our Need for Positive Experiences How strong is the need for positive experiences in our lives? Psychologist William James believed that the craving to be appreciated is a basic principle of human nature Mark Twain, the noted author, answered the question by saying he could live for three weeks on a compliment Twain was willing to admit openly what most people feel inside Many of us have a deep desire for personal recognition in one form or another, but we almost never verbalize these thoughts Few people have the strength of ego to maintain high selfesteem without encouragement and positive feedback from others We are often not certain that we have performed well until some other person tells us Kenneth Blanchard and Spencer Johnson, authors of The One Minute Manager, stress the importance of “catching people doing things right” and engaging in “one minute praisings.”6 Without positive experiences, we often suffer from an energy deficit Psychologist William James believed that the craving to be appreciated is a basic principle of human nature Support from Maslow The hierarchy of needs developed by Abraham Maslow (discussed in Chapter 7) provides additional support for positive experiences In part, the need for 214 Part Personal Strategies for Improving Human Relations security (a second-level need) is satisfied by positive feedback from a supervisor, manager, coworker, or friend You are likely to feel more secure when someone recognizes your accomplishments A feeling of belonging (a third-level need) can be satisfied by actions that communicate the message, “You are part of the team.” Maslow states that as each lower-level need is satisfied, the need at the next level demands attention It would seem to be almost impossible to satisfy the esteem needs (fourth level) without positive feedback and reinforcement A person’s level of self-esteem may diminish in a work environment where accomplishments receive little or no recognition Support from Skinner The research of B F Skinner at Harvard University has contributed to our understanding of reinforcement as a factor influencing the behavior of people in a work setting Skinner maintained that any living organism will tend to repeat a particular behavior if that behavior is accompanied or followed by a reinforcer A reinforcer is any stimulus that follows a response and increases the probability that the response will occur again.7 Support from Berne In Chapter 9, you were given a brief introduction to Transactional Analysis (TA), a theory of communication developed by Eric Berne TA is a simplified explanation of how people communicate Berne’s research also provided evidence that most people have a strong need for recognition, or “strokes.” The word stroking is used to describe the various forms of recognition one person gives to another Strokes help satisfy the need to be appreciated A physical stroke may be a pat on the back or a smile that communicates approval Verbal strokes include words of praise and expressions of gratitude Berne said that stroking is necessary for physical and mental health He believed, as others, that infants who are deprived of physical strokes (hugs, caresses, and kisses) begin to lose their will to live As people grow into adulthood, they are willing to substitute verbal stroking for physical stroking Adults still need and want physical stroking, but they will settle for words of praise, positive feedback, awards, and other forms of recognition HUMAN RELATIONS IN ACTION New Vacuum Sweepers Boost Morale Anita Lum, a housekeeper at the Hotel Carlton in San Francisco, says you can tell a lot about management by the vacuum she uses Former Carlton management did not replace aging vacuums despite complaints from the staff When a new manager arrived, he purchased a new vacuum for each of the 15 housekeepers—and replaces them every year Ms Lum feels the new management cares more about the workers: “They try to what we say.” The Carlton hotel has one of the lowest employee turnover rates in the hotel industry.8 215 Monty Rakusen/Getty Images Chapter 10: Building Stronger Relationships with Positive Energy Nearly all workers appreciate recognition for their accomplishments They respond positively to notes, letters, gifts, awards, and comments that express appreciation Positive Reinforcement—Creating Positive Energy In recent years, researchers have quantified the cost of negativity in the workplace, and the results are quite shocking Negative, or “actively disengaged,” workers cost the U.S economy between $250 and $300 billion a year according to the Gallup International Research and Education Center The costs associated with negativity are even higher when you add on the expenses associated with employee turnover, absenteeism, fraud, and workplace injuries.9 The good news is that organizations such as New Belgium Brewing Company, US Airways, and Container Store have found ways to neutralize and even reverse damaging negativity A brief book entitled How Full Is Your Bucket? (http://www.bucketbook.com), written by Gallup Practice Leaders Tom Rath and Donald Clifton, provides a simple yet compelling strategy for reducing negativity in the workplace After more than 50 years of comprehensive psychological and workplace research, they were inspired to develop the Theory of the Dipper and the Bucket (see Figure 10.2) According to Rath and Clifton, each of us has an invisible bucket It is constantly being emptied or filled, depending on what others say or to us When our bucket is full, we feel great A full bucket increases our positive emotions and renews our energy When it is empty, we feel awful There are a lot of empty buckets in today’s work force Survey after survey has found that more than half of the workers in America say they not feel appreciated in their current jobs.10 Each of us also has an invisible dipper We can use that dipper to fill other people’s buckets or our own bucket When we use that dipper to dip from another person’s bucket, we diminish that person and ourselves 216 Part Personal Strategies for Improving Human Relations F I G U R E 10 How Full Is Your Bucket? The book How Full Is Your Bucket? uses a simple metaphor to show how even the briefest interactions affect your relationships, productivity, and health The book is based on research spanning several decades Everyone has an invisible bucket We are at our best when our buckets are overflowing — and at our worst when they are empty Everyone also has an invisible dipper In each interaction, we can use our dipper either to fill or to dip from others’ buckets Whenever we choose to fill others’ buckets, we in turn fill our own Source: Tom Rath and Donald O Clifton, How Full Is Your Bucket? (New York: Gallop Press, 2004), p 25 Positive Reinforcement Defined The goal of positive reinforcement is to encourage productive behaviors At PaeTec Communications, located near Rochester, New York, everything revolves around respect for the employee Arunas Chesonis, CEO, sets an example for every employee by sharing financial information, acquisition plans, profits, and other information usually discussed only in the boardroom He answers e-mails from every employee and expects everyone else to the same He rewards information sharing with personal thank-you notes, e-mails, and visits This pattern is followed in other important areas such as customer service and honoring family life.11 Positive reinforcement has never been more important than it is today Large numbers of workers at all levels of organizations encounter energy-draining experiences at work and in their personal lives Positive energy is an important form of life enrichment As we will see in the remaining pages of this chapter, positive reinforcement is an easy to use, inexpensive, and effective way to generate positive energy in the workplace.12 CRITICAL THINKING CHALLENGE: Analyze It Throughout life we form habits that can have a major impact on our ability to develop positive relationships with others Take a few minutes and reflect on the dipper and bucket metaphor Do you find it easy or difficult to fill someone else’s bucket? Your own bucket? Do you frequently dip from others’ buckets?13 Chapter 10: Building Stronger Relationships with Positive Energy 217 The Power of Recognition Generation Y workers (Millennials) not want to wait for the annual performance review for recognition Ron Alsop, author of The Trophy Kids Grow Up: How the Millennial Generation Is Shaking Up the Workplace, notes that many Millennials grew up receiving a great deal of affirmation and positive reinforcement Now, they come into the workplace needy for more.14 For this generation, frequent feedback is vital and often more important than salary or a company’s name recognition Giving recognition is one of the easiest and most powerful ways to make an employee feel important and needed When handled correctly, recognition can be an effective reinforcement strategy that ensures repetition of desired behaviors The authors of The One Minute Manager, a book that has sold more than 12 million copies, point out that recognition in the form of praise need not take a great deal of time The key is to pay attention to what others are doing and try not to miss an opportunity to use praise to generate positive energy Table 10.1 provides some excellent tips on planning and delivering praise Courtesy Can Be Contagious The poet Alfred Tennyson once said, “The greater the man, the greater the courtesy.” Courtesy means being considerate of others in small ways, showing respect for what others revere, and treating everyone, regardless of position, with consideration In today’s fast-paced world, the impact of courtesy can easily be overlooked Rudeness flourishes in our society, so it is not surprising that common courtesies are sometimes forgotten Someone arrives late for an important meeting but does not see the need to apologize or even explain why he is late You schedule an important meeting with your team, and suddenly a member is talking to a friend on her cell phone These behaviors create negative energy Text not available due to copyright restrictions 218 Part Personal Strategies for Improving Human Relations F I G U R E 10 Post Job Interview Letter Infra-Dynamics, Inc Binghamton Houston Palo Alto October 20, 2010 Ms Pam Jarrett, CEO Resource Alliance, Inc 126 James River Avenue Binghamton, NY 13901 Dear Ms Jarrett: Thank you for taking the time to interview me for your upcoming opening in account development I enjoyed meeting you and learning more about your successful firm Based on our discussion, I’m sure I possess the qualifications you seek As noted during our meeting, I managed the advertising department for the University of North Carolina student newspaper, print and on-line editions, over a two-year period In the area of account development, my goal was to build long-term partnerships with our customers I learned the importance of creating value during each contact with the customer This was accomplished by always having the client’s best interests at heart Please tell your secretary I appreciate her help in scheduling the interview If a second interview is planned, please contact me at 643-292-9230 (cell) Sincerely, Paul L Mason The Power of Gratitude Gratitude is one of those human qualities that benefits the giver and the receiver Grateful people experience higher levels of positive emotions such as joy, enthusiasm, happiness, and optimism The practice of gratitude protects us from destructive impulses such as envy, resentment, and bitterness One way to develop positive energy is to keep a “gratitude journal.” Each day, write down three to five things for which you are grateful.15 Take time to notice small gestures of goodwill and learn to thank the givers of such gifts Write thank-you notes frequently Linda Kaplan, author of The Power of Nice, says, “In business, being nice has been underrated.”16 Most job seekers know they should express their gratitude in writing following a job interview A carefully prepared thank you note (see Figure 10.3) provides a great opportunity to gain a competitive edge in today’s job market A thoughtful follow-up letter goes beyond a simple thank you:17 • Link your skills to solving specific workplace problems you learned about during the interview 436 Name Index United Airlines, 139 United Parcel Service (UPS), 236 University of Michigan, 342 UpStream Publications, 77, 96 Ury, William, 288 US Airways, 139, 212 U.S Department of Agriculture, 392 U.S Department of Justice, 335 U.S Department of Labor, 360 U.S Marine Corps, 228 U.S Olympic Training Center, 90 U.S Supreme Court, 342, 364, 366, 371–372 V Valen Foundation, 97 Vanguard Car Rental USA, 335 Vanover, Larry, 196 Victoria’s Secret, 237 Vincent, Benoit, 184–185 Viselman, Ken, 173 W Walker, Rob, 286 Wall Street Journal, 8, 15, 23, 111, 192, 209, 227, 358, 389 Wal-Mart, 293 Walters, Ronald, 329 Warner, Judith, 357 Waterman, Robert, 15, 16 Watkins, Sherron, 113, 114 Watson, Joe, 338 Wayne, John, 103 Weeks, Dudley, 278 Weihenmayer, Erik, 161 Weiner, Alan Jay, 298 Weiner, Edith, 310 Welch, Jack, 88, 124, 169, 178 Welch, Suzy, 178 White, Valerie, 231–232 Wilson Learning Corporation, 63, 67 Winfrey, Oprah, 84, 248, 392 Wing, Stephen, 329 Winnebago Industries, 40 Winning Workplaces, 209, 227 Wittstock, Greg, 127 Women for Hire, 30 Woods, Tiger, 332, 333 Workplace Violence Research Institute, 197 WorldCom, 7, 100, 111, 113, 139, 355 World Golf Tour, 152 World Trade Center, 7, 106 Worthington Industries, 391 Y Yahoo.com, 351 Z Zagat, 187 Zappos.com, 380–381 Zimmerman, Beth, 131 Zuboff, Shoshana, 97 Subject Index Note: Page numbers in italic type indicate illustrations Figures and tables are indicated, respectively, by f or t following the page number A Abdominal breathing, 314 Accommodating style, 288 Accountability, 259f Active listening, 36, 37, 219 Adolescence, and self-esteem, 81–82 Adulthood, and self-esteem, 82 Adversarial management, 280 Affinity groups, 337 Affirmative action, 342–343 African Americans, 331, 333, 342 Age discrimination, 330–331 Age Discrimination in Employment Act, 342 Aggressive behavior, 283, 283t Alabama, 277, 298 Alternative Dispute Resolution, 291 Americans with Disabilities Act (ADA), 333–335, 342 Anchor person, 132 Anger, 194–197 dealing with other people’s, 196–197 expressing, 195–196 managing, 194–195 Anthropology, Anxiety, 318 Apologies, 174–175 Apparel See Clothing Appearance See Professional presence Arbitration, 292 Arrogance, 129 The Art of Happiness (Dalai Lama), 130 Asians, 333 Assertive behavior, 283, 283t Assertiveness training, 56, 283–284 Assumptions, 233–234 Attitudes, 121–136 changing, 130–134 communication barriers, 30–31 defined, 122 formation of, 125–128 importance of, 122–125 influence of, 124 information age, 124 organizational efforts to improve, 135–136 prejudices, 327–329, 339, 347 spirituality, 390–391 valued by employers, 128– 129 values and behaviors in relation to, 123f Authenticity, 168–169 Avoidance style, 288 B Baby Boomers, 103t, 154f Backstabbers, 282f Balance, work-life See Worklife balance Behavior influences on, 10–13, 10f, 14, 188f personal characteristics, 12–13 self-esteem, 83–85, 92–94 values and attitudes in relation to, 123f Behavioral science, 8–9 Be Your Own Brand (McNally and Speak), 229, 230, 247 Bias communication-style, 8, 53 coworker diversity, 129 437 438 Subject Index gender, 350–351, 363–366 relationship management, See also Prejudice Bigotry, 347 Blind area, 170 Blink (Gladwell), 233 Body language, 31–34 cultural differences, 32, 34, 34, 54, 194 eye contact, 32 facial expressions, 33 gestures, 33, 34 image projection, 238 mirroring, 53 personal space, 33–34 See also Nonverbal messages Born to Win (James and Jongeward), 193 Boss-employee relationship, 269–270 Branding, 229, 233, 247, 388 Breadwinners, 351, 352, 358, 359t Breathing exercises, 313–314 Broken Music (Sting), 3, 23 Buddhism, 382 Built to Last (Collins), 15 Bullies, 281, 282f Burnout, 319–320 Business casual attire, 237– 238 Buzzwords, 28–29 C Career activists, 388 Career apparel, 236 Career Ethic Inventory, 112 Care of the Soul (Moore), Cell phone etiquette, 242 Challenger space shuttle, 279 Change conflict caused by, 280 openness to, 128–130 planning for, 395–397 stress caused by, 306–307 Channels of communication, 39–40 Character, 100, 104, 267 Character tests, 112 Cheating, 99 Child care, 359–360 Childhood prejudices formed in, 328 and self-esteem, 81 Choice, 383–384 Christianity, 333 Civil Rights Act, 342, 349, 364 Class (personal characteristic), 248 Class (society), 328, 343 Clothing, 235–238, 237t Coaching, 264 Codes of ethics, 110–112 Collective bargaining, 292 Comfort zone, 156 Commitment, 259f Communication assertiveness, 284 conflict rooted in, 280 effective, 34–39 filters, 28–34 high-tech, 26 impersonal vs interpersonal, 27 importance of, 16–17 open, 262 organizations, 39–40 process, 27–28, 28f, 29f responsibility for, 34 self-disclosure, 167 speed, 43–44 technology, 40–44 See also Body language; Communication style; Nonverbal messages Communication-style bias, 8, 53 Communication styles basic, 59–64, 59f bias, 8, 53 cautions, 70–72 defined, 52 director, 51, 60–61, 61f, 69 dominance continuum, 54, 54f, 55f, 56 emotive, 59–60, 60f, 69 employee-boss relationship, 270 excess zone, 65–66, 66f, 67, 70 fundamental concepts, 53– 54 gender, 366–367 identification of, 66–67 intensity zones, 64–66, 65f model of, 54–67 online assessment, 64 reflective, 51, 62, 62f, 69 sociability continuum, 56– 57, 57f, 58f, 59 strengths/weaknesses, 71– 72 supportive, 62–63, 63f, 70 variation within, 64–66, 65f versatility, 67–70 Competence, emotional, 189 Competition for resources, 280–281 Competitive advantage, diversity as aid to, 325, 341 Complete cycle breathing, 313–314 Compressed workweek, 361 Compromising style, 288 Compulsory arbitration, 292 Computer workstations, 307– 308, 309f Conceptual age, 124, 224 Confidence, 230, 238 See also Self-efficacy; Self-esteem Conflict meaningful, 279 perspectives on, 278 sources of, 279–281 Conflict resolution, 19 alternatives, 291 assertiveness, 281–284 behavioral styles, 287f Subject Index difficult people, 282f marital, 298–299 negotiation, 284–288 process, 288–291 unions, 291–293 Conflict triggers, 280 Consideration, 260–263, 261f Constructive criticism, 175 Core values, 102, 123 Corporate crime, 111–112 Corporate culture See Organizations and organizational culture The Corrosion of Character (Sennett), 100 Courtesy, 217 Crime, corporate, 111–112 Crisis (Gold), 336, 336 Critical listening, 36–37 Cross-functional teams, 257– 258 Cultural influences, 234 Cultural intelligence, 194 Culture body language, 32, 34, 34, 54, 194 communication barriers, 29–30, 194 conflicts, 280 defined, 127, 193–194 first impressions, 234 See also Organizations and organizational culture Customer coordinators, 33 Customer service, 121, 122, 123, 139, 190–191 See also Hospitality Cynicism, 132 D Decision making accepting responsibility, 86 ethics, 108–109 Deep breathing, 313–314 Defensive behavior, 286 Defining moments, 81, 83, 84, 85 Depression, 319 Developmental psychology, 81 Dialogue, 219 Dialogue groups, 219 Diet, 392–394 Difficult people, 282f Dining etiquette, 241 Director communication style, 51, 60–61, 61f, 69 Disability, 335t, 333–335 Disagreements, 289–290 Discrimination, 330–338 affirmative action, 343 age, 330–331 defined, 330 disability, 333–335 fighting, 337–338 gender, 330, 349–351 legislation, 342 pregnancy, 365 race, 331–333 religion, 333 sexual orientation, 335–337 subtle forms, 337 Distracted (Jackson), 25–26, 26 Diversity, 325–344 affirmative action, 342–343 dimensions of, 326–327, 327f discrimination, 330–338 economics of, 325, 338, 341, 346 managing, 338–342, 345 organizational basis of, 340–342, 340f prejudices, 327–329, 339, 347 teams, 186 valuing, 326 work force, 7, 129, 326–327, 338 Dominance continuum, 54, 54f, 55f, 56 Do What You Love … The Money Will Follow (Sinetar), 382 Downsizing, 5–6 439 Dress See Clothing Dual-income families, 13 E Economic factors, in prejudice, 329 Education intellectual growth, 388 values influenced by, 104 E-mail, 41–43 Emotional-competence framework, 189–190 Emotional intelligence, 189– 190, 267 Emotional labor, 191 Emotional thermometer, 203 Emotions, 187–204 accommodating, 200 anger, 194–197 balance, 189 capitulating to, 198–199 communication barriers, 30, 258 controlling, 200–204, 202t developmental influences, 192–194 expression, 190 gender differences, 200 group support, 12 overexpressing, 199 overview, 188–190 patterns, 201–202, 202t self-disclosure, 176–177 self-esteem, 84 styles, 198–200, 202–203 suppressing, 198 toxic, 191 workplace, 190–192 Emotive communication style, 59–60, 60f, 69 Empathic listening, 37–38 Empathizers, 124 Empathy, 124–125, 126, 262 Employee-assistance programs (EAPs), 320 Employee-boss relationship, 269–270 440 Subject Index Employee-centered practices attitudes, 126–127, 135–136 business performance as result of, 213 health, 129 incentive programs, 223– 224 motivation, 150–153 positive reinforcement, 215–222 pride building, 219, 228 recognition, 217 rewards, 222–224 self-esteem building, 92–94 team building, 253–271 therapy options, 320 Top Small Workplaces, 209–210, 211f, 227 total person development, upward communication, 40 Employee theft, 117–118 Employers attitudes valued by, 128–129 employee relationship with, 269–270 Empowerment employees, 93 motivation through, 153 Energy, 209–225 barriers to, 219–222 concept of, 212 creating positive, 212–213, 215–219, 222–224 need for, 213–214 relationships, 211–213 rewards, 222–224 work environment, 224 Entrances, 238 Equal Pay Act, 353 Ergonomics, 308 Ethics codes of, 110–112 corporate, 109–113 decision making, 108–109 defined, 107 incentives, 223–224 international business, 113, 115 personal values, 107–109 training, 112–113 values conflicts, 106–107 whistleblowing, 113, 114 workplace romances, 207 See also Values Ethnicity, 328 Ethnocentrism, 328–329 Etiquette, 240–243 cell phone, 242 conversational, 243 dining, 241 gender, 368–369 meeting, 241–242 networking, 243 Excess zone, 65–66, 66f, 67, 70 Exercise, 312 Expectancy theory, 149 Expectations, 263 Exploders, 282f External locus of control, 83 External motivation, 143 Extroversion, 60, 192 Eye contact, 32 F Facebook, 177 Facial expression, 33, 238 Fair Employment Practices See Title VII False Claims Act, 118–119 Family as important value, 107 transitions, 310 values influenced by, 104 worker behavior influenced by, 13 See also Work-life balance Family and Medical Leave Act, 359–360 Feedback, 27, 171–172, 263 The Feminine Mystique (Friedan), 351 Fight or flight syndrome, 305, 314–315 Firing, 198 First impressions, 231–234 See also Image projection First Impressions (Demarais and White), 231 Fitness, physical, 394–395 The Five Dysfunctions of a Team (Lencioni), 259 Five-minute stress busters, 315t Flexibility, 133 See also Inflexibility Flexible work schedules, 360– 363, 360f, 361f, 372–373 Flextime, 361 Follow-up letters, 218–219, 218f Foreign Corrupt Practices Act, 115 Forgiveness, 174–175 Formal channels of communication, 39 Fun, 315–316 G Gays, discrimination against, 335–337 Gender, 349–369 bias, 350–351, 363–366 communication barriers, 31 communication styles, 366–367 discrimination, 330, 349– 351 emotions, 200 etiquette, 368–369 leadership, 355–356 pay discrepancy, 349, 353– 354, 354f, 371–372 respect for differences, 366–369 roles, 31, 350–353 Gender bias, 350–351 Generational factors conflict rooted in, 280 motivation, 153–155, 154f tension, 331 Subject Index values, 103, 103t Generational influences on values, 103, 103t Generation X, 103t, 106–107, 154–155, 154f Generation Y, 43, 88, 103t, 143, 151, 154–155, 154f, 217, 238, 391 Gestures, 33, 34 Glass ceiling, 354–356, 355f Goals groups, 12 motivation and, 149–150, 150f self-esteem and, 89 setting, 90, 396–397 Goal-setting theory, 149–150, 150f Gossip, 40 Grapevine, 40 Gratitude, 218, 220 Great Depression, 15 Grit, 156 Groups attitude formation influenced by, 126 function of, 12 See also Teams Group think, 132 Guided imagery, 89–90 H Habits, 395–396 Handshake, 239–240 Handyman etiquette, 241 Happiness, 130–131, 144–145, 385, 400 Hawthorne Studies, 14–15 Healing and the Mind (Moyers), 392t Health diet, 392–394 lifestyle, 391–395 nonfinancial resources, 387–388 physical fitness, 394–395 See also Stress Health-care benefits, 140 Health consciousness, 129 Health-improvement policies, 277–278, 297–298 Hedonic treadmill, 386 Helper’s high, 314 Hidden area, 170–171 Hierarchy of needs, 15, 146– 148, 147t, 148t, 213–214 Hiring, 112, 197, 341 Hogan Personal Inventory, 184–185 Homophobia, 335 Honesty, 129 Honesty tests, 112 Horizontal channels of communication, 39 Hospitality, 187, 206–207 See also Customer service Hostile work environment, 364–365 How Full Is Your Bucket? (Rath and Clifton), 215 How to Win Friends and Influence People (Carnegie), 15 Human relations defined, 4–5 historical development of, 13–16 importance of, 5–10 information age, relationship management, 7–8 themes, 16–19, 16f workplace developments, 5–7 Human Relations Abilities Assessment (HRAA), 395, 397 The Human Side of Enterprise (McGregor), 15, 149, 260 The Hungry Spirit (Handy), 392t I Image projection, 234–236, 235f See also First impressions 441 Imagine This (Stringer), 77, 96 I’m OK–You’re OK (Harris), 193 Impersonal communication, 27 Incentives, 143, 151–152, 223– 224 Incivility, 7, 243–244 Individual differences communication styles, 53 motivation, 145 worker behavior, 12–13 Industrial psychology, 14 Industrial Revolution, 13–14 Inflexibility, 129 See also Flexibility Informal channels of communication, 40 Informal organization, 14 Information age, 5, 25–26, 124, 157, 224 Inner critic, 91 In Search of Excellence (Peters and Waterman), 15, 16 Inspirational speakers, 161 Instant messaging (IM), 43 Instinct theory, 192 Integrity, 12, 100, 112 Integrity tests, 112 Intellectual growth, 388 Intensity zones, 64–66, 65f Internal locus of control, 84 Internal motivation, 143 Internal values conflict, 106 International business, 113, 115 Internet addiction, 307 Internet, and self-disclosure, 177 Interpersonal communication, 27 Interpersonal relationships See Relationships Interpersonal skills, 128 Interviews, 244 Intimate distance, 33 Intrapreneurship, 24, 152 442 Subject Index Introversion, 192 Invisible work, 157, 224 IQ (intelligence quotient), 189 Irrational thinking/behavior, 91, 189, 190, 195, 203 Islam, 333 It’s Not About the Bike (Armstrong), 156 J Japanese Americans, 331 Jerks, 282f Job design, motivation through, 150–151 Job enlargement, 151 Job enrichment, 151 Job interviews, 244 Job rotation, 150–151 Job satisfaction, 12, 15 Job search tips, 389 Job sharing, 362 Johari Window, 169–172, 169f, 172f Judaism, 333 K Know-it-alls, 282f L Labeling, 70–71 Labor market, 5–6 Labor unions, 291–293, 294f Language barriers, 29 buzzwords and lingo, 28– 30 effective use of, 35 e-mail, 42–43 gender, 366–367, 368t Laughter, 315–316, 317 Layoffs, 198, 316 Leadership challenges of, 255–256 defined, 254 effective, 255f employees and, 268 failure of, 254 gender, 355–356 incompetent, 308 Leadership Grid model, 265–266, 265f Ohio State model, 260–264, 261f professional development, 264 servant, 267 situational, 266 stress caused by, 308 styles, 260–266 team building, 259–267 young, 270 The Leadership Challenge (Kouzes and Posner), 254 Leadership Grid, 261f, 265– 266, 265f Learning opportunities, motivation through, 152 Leisure, 324, 381, 389–390 Lesbians, discrimination against, 335–337 Letters, post–job interview, 218–219, 218f Let That Be the Reason (Stringer), 77, 96 A Life at Work (Moore), 3, Life plans change, 395–397 healthy lifestyle, 391–395 nonfinancial resources, 387–391 right livelihood, 381–386 Lilly Ledbetter Fair Pay Act, 349, 350, 371–372 Limitations, identifying and accepting, 86 Lingo, 28–30 Linguistic style, 366–367 Listening, 35–38, 219, 286 Locus of control, 83–84 Lose/lose approach, 285 M Macaca Incident, 332 Maintenance factors, 148 Management, 255, 280 The Managerial Grid (Blake and Mouton), 265 Managers as Mentors (Bell), 88 Managing diversity, 338–342, 345 Mandatory health-improvement policies, 277–278, 297–298 Manners See Etiquette Marital conflict, 298–299 Marriage, 298–299, 386 Material things, 82, 108–109, 131 Matures, 103t, 154f Media attitude formation influenced by, 126 values influenced by, 104– 105 violence and, 105 Mediation, 292 Meditation, 314–315, 392t Meeting etiquette, 241–242 Megatrends 2010 (Aburdene), 390 Memorable individuals, 248 Men alpha vs beta, 356 communication style, 366– 367 in organizations, 357–358 roles of, 352 stress, 352 workplace challenges, 359– 363 See also Gender Men Are from Mars, Women Are from Venus (Gray), 366 Mental illness See Psychological disorders Mentors, 88–89 Middle Eastern ancestry, 331 Millennial Generation See Generation Y Mirroring, 53 Misunderstandings, 289–290 Subject Index Modeling, 105 Moments of truth, Mommy Track, 356–357 Money, 385–386 Morale employer-employee relations, 124, 139, 214, 262 Hawthorne Studies, 14 organizational culture, 4, 148 performance feedback, 172 pride, 228 restructuring and, rumors and gossip, 40 work environment, 191, 211, 362 Motivation, 18, 141–159 characteristics of motives, 145 contemporary strategies, 150–153 defined, 142 empowerment, 153 expectations, 149, 153 generational factors, 153– 155, 154f incentives, 151–152 internal vs external, 143 job design, 150–151 learning opportunities, 152 nature of, 142–145 satisfaction of basic desires, 143–145, 144f self-motivation, 156–157 theories, 145–150 Motivational factors, 148 Motivational speakers, 161 Motivation-maintenance theory, 148–149, 148t Mount Everest, 146, 161 Multitasking, 307–308 Muslims, 333 Myers-Briggs personality test, 71, 184–185 MyPyramid, 393f MySpace, 177 N The Name of Your Game (Atkins), 71 Narcissism, 220 Narcissistic Process and Corporate Decay (Schwartz), 279 National Association for SelfEsteem (NASE), 79–80 Nebbishes, 282f Needs, hierarchy of, 15, 146– 148, 147t, 148t, 213–214 Negotiation, 284–288 Nerd managers, 270 Networking etiquette, 243 speed networking, 234 New Economy, 13, 16, 23–24, 255, 306, 388 Noise pollution, 308 Nonassertive behavior, 281, 283t Nonfinancial resources, 387– 391 Nonverbal messages apologies/forgiveness, 175 communication styles, 66– 67 defined, 31 See also Body language Now, Discover Your Strengths (Buckingham and Clifton), 86, 87 O Obesity, 277 Ohio State model of leadership, 260–264, 261f The 100 Absolutely Unbreakable Laws of Business Success (Tracy), 133 The One Minute Manager (Blanchard and Johnson), 15, 213, 217 One-minute praisings, 213, 217t Online counseling, 320 Online networking sites, 177 443 Open mind, keeping, 133 Openness to change, 128–130 Optimism, 131–132, 149 Orange, parable of, 287 Organizations and organizational culture, 11 attitudes, 127 change and conflict, 280 communication, 39–40 diversity management, 340–342, 340f energy, 209–225 men, 357–358 self-disclosure, 178–180 self-esteem support, 92–94, 93f strategies for, 209–210 Top Small Workplaces, 209–210, 211f values, 109–113 women, 353–357 Out-placement services, 198 Outsourced (film), 194 Overload, 25–26 Oversharing, 175 Overtime pay, 224 P Parent-Adult-Child model, 15 Pay, gender and, 349, 353– 354, 354f, 371–372 Peer groups, 126 Pension funds, 139–140 Performance problems, 263– 264 Performance rewards, 222– 224 Personal brand development, 229, 233, 234, 247, 388 Personal competence, 189 Personal distance, 33 Personal fulfillment, 390 Personality, conflicts rooted in, 281 Personal relationships, 132 Personal savings, 385, 386 444 Subject Index Personal space, 33–34 Pessimism, 131–132, 149 Phobias, 318 Physical fitness, 394–395 Physical strokes, 214 Poise, 238 Position power, 31 Positive energy See Energy Positive reinforcement, 215– 224 active listening, 219 barriers to, 219–222 behaviors deserving, 222t courtesy, 217 defined, 216 gratitude, 218 misconceptions, 220–221 performance rewards, 222– 224 pride, 219 recognition, 217 responsibility for, 223f using, 216–219 Praise, 213, 217t Prayer, 392t Pregnancy discrimination, 365 Pregnancy Discrimination Act, 342 Prejudice, 327–329, 339, 347 See also Bias Pride, 165, 219, 228 Primacy effect, 231–232 Primary dimensions, 326 Problem solving groups, 12 negotiation style, 288 Productivity, 224 Professional presence, 229– 245 civility, 243–244 clothing, 235–238 defined, 230 etiquette, 240–243 first impressions, 231–234 image projection, 234–236, 235f interviews, 244 physical appearance and behavior, 238–240 Professional Presence (Bixler), 230 Professional relationships, 132 Project Implicit, 329 Prosperity, 385 Psychological disorders, 317– 320 anxiety, 318 burnout, 319–320 depression, 319 therapy options, 320 Psychology, Public distance, 33 Punishment, and attitude formation, 126 Purpose in life, 102, 157 Pygmalion in the Classroom (Rosenthal and Livingston), 153 Q Quid pro quo, 364 Quitting a job, 132 R Race affirmative action, 342– 343 concept of, 331–332 discrimination, 331–333 pay discrepancy, 354f social identity, 333 Reaching Out (Johnson), 54 Recognition, 217, 262 Reengineering the Corporation (Hammer and Champy), 15 Reference groups, 126 Reflective communication style, 51, 62, 62f, 69 Reframing, 131 Reid Report, 112 Reinforcers, 214 Relationship behavior, of leaders, 266 Relationship management, 7– 8, 8f Relationships difficult people, 282f emotions, 190–191 energy, 211–213 happiness in, 131 interpersonal skills, 128 one-to-one, personal, 132 professional, 132 role vs interpersonal, 179– 180 self-disclosure, 168, 173– 175 Religion discrimination based on, 333 spirituality, 390–391 values influenced by, 104 Resilience, 317 Resources, competition for, 280–281 Responsibility, accepting, 86 Reverse mentoring, 89 Rewards attitude formation, 126 performance, 222–224 Right livelihood, 381–386 choice, 383–384 money, 385–386 work, 384 work and personal growth, 384 The Road Less Travelled (Peck), 156 Role expectations, 31 Role models, 126–127 Role relationships, 179–180 Romances, workplace, 207 ROWE (Results-Only Work Environment), 362 Rumination, 174, 310 Rumors, 40 Subject Index S Sabbaticals, 324 Sabotage, 197 Sarbanes-Oxley Act, 118 Schedule creep, 389 Scientific management, 14, 25 Secondary dimensions, 326– 327 Security, of employees, 93 The Sedona Method (Dwoskin), 198–199 Self-acceptance, 17 Self-actualization, 147 Self-awareness, 17, 52, 168, 168f, 171 Self-concept, 80 Self-description, 167 Self-development, 3–4 Self-direction, 132 Self-discipline, 156 Self-disclosure, 18, 165–182 appropriate, 173–177 benefits gained, 167–169 dangers, 175, 177 defined, 166–167 emotions, 176–177 feedback, 171–172 Johari Window, 169–172, 169f, 172f organizational barriers, 178–180 practicing, 180–181 relationships, 173–175 self-awareness and, 168f styles, 171–172, 181f Self-efficacy, 79, 194 Self-employment, Self-esteem, 77–94 adolescence, 81–82 adulthood, 82 childhood, 81 defined, 79–80 development of, 80–83 high, 84–85 importance of, 78 increasing, 85–92, 93f influence on behavior, 83– 85 low, 83–84, 85 motivation, 147 organizational support, 92–94, 93f sources of, 82, 85 strength building, 86–87, 93 Self-fulfilling prophecy, 149 Self-managed teams, 256– 257, 274 Self-motivation, 128, 156–157 Self-preoccupation, 220 Self-promotion, 226 Self-respect, 79 Self-talk, 83, 91–92, 91f, 92t Self-understanding, 169–172 Semantics, 28–29 September 11, 2001 terrorist attacks, 7, 106 Serenity Prayer, 133f Servant leadership, 267 Service economy, 6, 187 Setting the Table (Meyer), 206 The Seven Habits of Highly Effective People (Covey), 17 The Seven Laws of Money (Phillips), 382 Sexism, 350–351 Sexual harassment, 363–366, 365t Sexual orientation, 335–337 Sick days, 324 Silence, 37–38 Singlism, 328 Situational leadership, 266 Sleep, 312 Smoking, 277 Snack choices, 394f Sociability, 56 Social competence, 189 Social distance, 33 Social generosity, 231 Social identity, race as, 333 Socialization, 125 Social needs, 12 Sociology, 445 Solitude, 316–317 The Soul of a Business (Chappell), 392t Speech habits, 238–239 Speed networking, 234 Spirituality, 390–391, 392t, 398 Staying OK (Harris and Harris), 193 Stereotypes, 234, 327–328, 339 Strength building, 86–87, 93 Stress, 303–321 benefits from, 304 causes, 306–310 defined, 304 five-minute stress buster, 315t managing, 310, 312–317 men, 352 psychological disorders, 317–320 reduction of, 167–168 responses, 304–306 symptoms, 303, 310, 311t, 323 two-minute stress buster, 313 Stress for Success (Loehr), 304– 305 The Stress of Organizational Change (Pritchett and Pound), 305, 307 Stressors, 304 Strikes, 292, 294 Stroking, 214 Structure, leadership and, 260–261, 261f, 263–264 Stubbornness, 129 Style, personal, 248 Style flexing, 68–70 defined, 68 employee-boss relationship, 270 strategies, 69–70 value and dangers of, 70 workplace, 68–69 446 Subject Index Success, defining, 379–381 See also Right livelihood The Success Principles (Canfield), 21, 382 Supervisor-employee relationship, 269–270 Supervisory-management personnel, 12 Supportive communication style, 62–63, 63f, 70 Supportive environment, 9– 10, 224 Surface language, 235 Swimming to Antarctica (Cox), 151, 161 Synergy, 256 T Talents, 86–87 Task behavior, of leaders, 266 Teams, 253–271 attitudes promoting, 129 behavioral science principles, 259–267 challenges of, 8, 186, 256 diversity, 186 dysfunctional, 259f effective, 185–186, 258–260 employee role, 267–270 as human relations challenge, leadership and, 259–267 team building, 255–256 time for development of, 258 trust, 185–186 types, 256–258 value of, 256 See also Groups Team spirit, 129 Technology attitudes, 125 communication, 26, 40–44 Telecommuting, 41, 362 Temperament, 192 Termination of employment, 198 Text messaging (TM), 43 Thank-you notes, 218, 243 Theory of the Dipper and the Bucket, 215, 216f Theory X/Theory Y, 149 Therapy, psychological, 318f, 320 Thinking for oneself, 132 360-degree feedback, 172 Title VII, 342, 349, 364 Tolerance, 338 Top Small Workplaces, 209– 210, 211f, 227 Total person, 9, 71, 262, 380 Toxicity, 191, 203 Training diversity, 341–342 ethics, 112–113 intellectual growth, 388 Transactional Analysis, 15, 193, 214 Transitions, 310 The Trophy Kids Grow Up (Alsop), 217 Trust building/destroying, 179t importance of, 18, 106, 124 self-disclosure, 178–179 teams, 185–186, 259f Trust (Gibb), 178 Twelve-step programs, 320 Twitter, 43–44 Two-minute stress buster, 313 Unconscious mind, 192–193, 329 Uniforms, 236 Unions, 15, 291–293, 294f Unknown area, 171 Upward communication, 40 clarification of, 101, 123, 263, 384 conflicts, 106–107, 263 core, 102, 123 corporate, 109–113 defined, 101 drift in, 105–106 ethics and, 107–109 formation of, 101–106 generational factors, 103, 103t hierarchy of, 107 influences on, 103–105 international business, 113, 115 Values clarification, 101, 123, 384 Values conflicts, 106–107, 280 Values drift, 105–106 Valuing diversity, 326, 338 Valuing Diversity (Griggs and Louw), 328 Verbal strokes, 214 Versatility, in communication, 67–70 Vertical channels of communication, 39 Vietnam Era Veterans Readjustment Assistance Act, 342 Violence media, 105 workplace, 197–198 Virtual assistants, 361 Virtual offices, 40–41 Virtual teams, 258, 274 Visualization, 89–90 Voice mail, 41 Voice quality, 238–239 Voluntary arbitration, 292 Volunteering, 314 V W Vacations, 324, 390 Values, 99–115 attitudes and behaviors in relation to, 123f Wage gap, 349, 353–354, 354f, 371–372 Wardrobe engineering, 236– 237 U Subject Index Web-based counseling, 320 Whiners, 282f Whistleblowing, 113, 114, 118–119 A Whole New Mind (Pink), 124, 125 Who Moved My Cheese? (Johnson), 130, 140 Win/lose approach, 284–285, 288 Win/win approach, 285–286 Women communication style, 366– 367 in military, 363 in organizations, 353–357 roles of, 351–352 workplace challenges, 359– 363 See also Gender Womenomics (Shipman and Kay), 372 Worker behavior See Behavior Work-life balance defining success, 380–381 employer support, 13 flexible work schedules, 372–373 leisure time, 389–390 men, 353, 358 planning for, 378 self-motivation, 156–157 strategies for, 359t stress, 306 U.S work force, 324, 381 women, 356–357 Workplace bullies, 281 challenges for men and women, 359–363 conflicts, 280 developments, 5–7 distractions, 307, 309f 447 diversity, 7, 129, 326–327, 338 emotional factors, 190– 192 gender-biased behavior, 363–366 hierarchy of needs, 147t incivility, men, 357–363 policies and practices, 280 romances, 207 style flexing, 68–69 supportive, 9–10, 224 violence, 197–198 women, 351, 353–357, 359– 363 Workstations, 307–308, 309f Y Yoga, 313 You Just Don’t Understand (Tannen), 366 This page intentionally left blank Features Designed to Engage Students Tip of the Iceberg and Below the Surface Opening and Closing Cases: These in-depth introductory and concluding cases provide a nice frame to the chapter content The interconnectivity allows students to think comprehensively about real world and hypothetical examples of chapter concepts There is also an additional end of chapter case that brings to life the material covered in the chapter Total Person Insights These short boxes share the thoughts, anecdotes, and advice of respected writers, educators, and business leaders HUMAN RELATIONS IN ACTION These boxes provide “how to” tips and examples from the real world SKILL DEVELOPMENT: APPLY IT AND CRITICAL THINKING CHALLENGE: ANALYZE IT, SYNTHESIZE IT, OR EVALUATE IT These boxes ask students to use their critical thinking skills Emphasis is placed on effective communication and self-development, ways to help students achieve insight, and the relationship skills needed to deal with a wide range of people-related problems Features Designed to Engage Students CAREER INSIGHT These boxes offer illustrations of career do’s and don’ts ON THE JOB Q&A This feature gives students practical solutions to common human relations problems TRY YOUR HAND End of chapter activities ask students to dig deeper and use critical thinking skills INTERNET INSIGHTS This exercise keeps students in touch with the world outside the classroom and provides an opportunity to acquire additional information on important topics in each chapter These up-to-date online activities target many student-interest websites YOU PLAY THE ROLE These exercises ask students to take on realistic roles when dealing with various scenarios ... energy 21 0 reinforcer 21 4 physical stroke 21 4 verbal strokes 21 4 positive reinforcement 21 6 pride 21 9 narcissism 22 0 incentive program 22 3 22 6 Part Personal Strategies for Improving Human Relations. .. are some of his favorites :27 • • • • “I’m wrong.” “I need you.” “I’m sorry.” “I’m proud of you.” 22 2 Part Personal Strategies for Improving Human Relations TABLE 0 .2 J OB P E R F OR M A N C E... also learn how to shape an 22 9 Part Personal Strategies for Improving Human Relations Reprinted with permission of the publisher From BE YOUR OWN BRAND, copyright © 20 02 by McNally/Speak, BerrettKoehler