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Laser Outsourced Recruitment

 

 

 

 

Laser Outsources Recruitment finds the Top 10% of talent that specifically fits your unique business.

Gateways

Gateways is focussed on driving your business towards profit and growth. We work to maximise the efficiencies and utilisation of your entire organisation – both your people and your resources.

Werner Erhard
Werner Erhard - We share some of the most important historical material by Werner Erhard, including articles on personal development, business leadership skills, and corporate performance management.

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People Resolutions Associate
People Resolutions Associate  (Pty) Ltd is a software development company with a special focus on Human Resource Information Technology Solutions.  Our solutions are developed using the latest technologies available from Microsoft.

Integro Leadership Institute

 

 

 

Integro Learning 's system and process enable your teams to add value in the areas of customer satisfaction, profitability, cooperation & collaboration, innovation and performance sustainability.  

Try and see the other person's point of view - September 2007 Print E-mail
I doubt whether any of us have opened a conversation with the words, " I'm more to blame for this than you are, I don't have the facts, and what I'm about to say makes no sense at all!"

Think about how you typically approach a conversation on a personal, high stakes topic. It could be with your mother-in-law over how you raise your children; your boss when you think you have been unfairly treated; or with a friend you feel has behaved inconsiderately. While you may, in theory, accept that people see things differently, deep down, who do you think is causing the problem? Why, they are of course!
 
When you step into a conversation convinced you are right, that you own the moral high ground and that if the other person would just see it your way, there wouldn't even be a problem, you're not going to get very far. There's no real conversation. At best, you tell the other person how you see the issue, you tell them how strongly you feel about it, and then you tell them what you want them to do about it. You think you have agreement? Unlikely! Is there commitment? Hardly! Worst of all, it doesn't solve the problem. So you broach the subject again, only this time you explain the problem more forcibly, you say more strongly how you feel, and you threaten dire consequences if they don't do something about it.
 
One of the hardest parts in preparing for a conversation on a subject about which you feel strongly, is to accept that since you are part of the relationship, then you are part of the problem. It may simply be that you have not spoken up about how you feel and have given the other person no way of knowing that you are unhappy, and therefore no reason to change their behaviour. It may also be that their view of the situation has just as much legitimacy as yours. It might even be that you are plain wrong!

 

 
© 2012 Straight Talk | Performance Management | Healthy Relationships