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Tips for a young entrepreneur

Try to speak slowly and quietly.
At the beginning of the dispute, emphasize that your views on some issues partially coincide with the views of your interlocutor.
Do not “start” and try to react calmly to the statements of his interlocutor. Try to understand instead of accusing.
Never impose your own opinion.
Stick to the main idea and do not be distracted by the particular.
Do not show superiority over the interlocutor in the dispute.
Avoid direct confrontation. Try not to succumb to the imposed conversation in high tones and not to “get involved” in the dispute at the beginning of the conversation. Find matches in your points of view.
Do not try to rush into a “counterattack”. Remember: listening to your opponent’s criticism and agreeing with him is not the same thing.
Build dialogues taking into account the character of the person, do not reduce them to tedious and instructive moralizing.
Respect a person’s desire for their own point of view and independence.
Try to see yourself through the eyes of your interlocutor.
Try to understand the reasons for the deviant behavior of the interlocutor.
Carefully watch the intonation of your own voice, gestures, facial expressions, do not allow rudeness, disrespect, malevolence.
Do not forget: to lead means to instruct employees on self-realization and success. When people are interested in their own goals, they mobilize huge internal energy. They always strive for results.
With the right Manager subordinates seek responsibility. The joy of victory and the recognition of his head show the most effective impact on their desire to work than the rise in wages and cash bonuses.
Head, seeing employees only “donkeys”, it brings up their stubbornness and stupidity.
Without authority, it is unlikely that anyone will be able to manage — either through General corporate discussion or by order.
Use a polite form of order and then the interest of the subordinate will focus on the content of the order.
Do not personalize orders. Try to eliminate the pronouns “me”, “me”, “I”, etc.
Apply the instructions of the question form like: “What do you think?”; “Can you?”; “What do you think?”; “Would you agree?”; “Do you have the opportunity?”; “Don’t you think?”; “Okay?”; “Well?”; “Done?”. This significantly reduces the probability of refusal to execute your order.
Do not forget, the higher your victory over the person, the higher will be the opposition to your orders from the “defeated” subordinates.
Judge not a person but an adverse action.
Get the person to accept your assessment and the preferred line of condemnation of her negative act.
You don’t have to keep your findings to yourself. Try to assume that all bad actions should be the subject of discussion.

 

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