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Some ways to level the power fields: a)Convene in a neutral spot when possible. b)Approach them; don’t wait for them to approach you. c)Physically put yourself on equal ground as them (if they are sitting, you sit too). d)Ask for permission early and often (like, “do you mind if I join you?” instead of just infiltrating someone’s space). There are
... See moreLaTonya Wilkins • Leading Below the Surface
The Economic Munich se distingue surtout par son recours au langage des droits de l’homme. Cortney ne rejette pas ces derniers en tant que tels. Il fait l’éloge de la Déclaration universelle des droits de l’homme des Nations unies, qu’il considère comme un « tournant dans la lutte de l’homme pour la liberté et la dignité humaine70 ». C’est le choix
... See moreQuinn Slobodian • Les Globalistes: Une histoire intellectuelle du néolibéralisme (French Edition)
Boiled down to its essence, the norm of reciprocity in negotiation amounts to a simple, three-step code of conduct. First, you should always be trustworthy and reliable yourself. Second, you should be fair to those who are fair to you. Third, you should let others know about it when you think they have treated you unfairly. Unfair treatment, left u
... See moreG. Richard Shell • Bargaining for Advantage: Negotiation Strategies for Reasonable People
Seizing this golden opportunity, I said, “Elizabeth, if you want people to act right toward you, you act right toward them. And many times you’ll change them.”
John C. Maxwell • Be a People Person: Effective Leadership Through Effective Relationships
Shortly after my arrival at the Pentagon, I called on all four of the Joint Chiefs in their offices and told them I wanted to work with them and that I needed their help. Bill and I had a deer hunt every year at our San Felipe ranch southeast of San Jose. He and I brought all the food, and we cooked and served the meals and washed the dishes oursel
... See moreDavid Packard • The HP Way: How Bill Hewlett and I Built Our Company (Collins Business Essentials)
never to publicly admonish people in a way that would diminish their dignity.
Joel Manby • Love Works: Seven Timeless Principles for Effective Leaders
When in conflict, people rarely act from a rational, logical center.
Vibeke Norgaard Martin • 101 Things I Learned® in Law School
we are asked to work primarily with people one or two levels below the CEO and executive team, we have learned to interact first with those top-level authority figures. At the very least, we describe to them the pushback they can expect to experience once the intervention rolls into action. And we try to give them a taste of what that pushback may
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