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Just the facts

Guest post by: Howard Miller

Article Overview: Do any of your direct reports (or for that matter, anyone at all!) continually challenge you in an unproductive way?

Free Download - Jumping to Conclusions By Howard Miller
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Just the facts

More then likely it's because you are letting your emotions guide your leadership rather then the actual facts.

As human beings, emotions are a part of us and vital to living our lives to their fullest. But emotions easily get in the way of effective decision making, whether we are managers, entrepreneurs, or simply trying to do our jobs.

They get us into difficult situations which could lead to open conflicts with others, avoidance of some, and rising blood pressure within ourselves.

The trick is to convert any emotional issue into a measurable fact.

For example, recently teaching a management skills workshop, one of the managers was frustrated by a moody employee. This manager felt the employee's moodiness was a downer and affected morale.

Okay, but how would you approach the employee? If you tell them they are moody, the reaction could be one from argumentative to denial to filing charges for harassment.

If you can convert this moodiness to a fact you have a measurable way in.

For example, in this case, you could say: In last week's meeting, you gave a reason this project would go wrong.

Using this fact you can create a conversation which will focus on how to either stop saying things like this, or balancing where it could go wrong with where it could go right.

Either way you're avoiding the word moody. You are using facts.

If you can't find a fact, it means it's personal to you and more then likely not needed to be resolved for a better good. If this is the case, accepting and leaving it as is will alleviate a lot of conflict which leads to no resolution.

When you use facts to present situations which need to be resolved:

Shifting feelings into facts gets easier the more you do it.

And it feels good!

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Article Tags: absenteeism, acronyms, always, asking questions, behavior, behavior assessment, Change management, coaching, colloquialisms, communications, conflict, conflict resolution, dealing with difficult people, dealing with difficult situations, difficult personalities, DiSC, do as I say not as I do, effective questions, facebook, facts, fair, fairness, focus, gen x, gen y, generational differences, glass half empty, glass half full, how to deal with difficult people, humor, leadership, listening, management, management skills, management skills for new managers, miscommunication, motivation, never, new managers, objective vs subjective, opportunities, optimism, personality, powerful questions, questions, shift, sometimes, time management

About the Author: Howard Miller
RSS for Howard's articles - Visit Howard's website

 Howard Miller teaches management skills to new managers, seasoned managers, entrepreneurs and executives.  He is on the faculty of AMA (American Management Association) and teaches courses including Skills for New Managers, Increasing Managerial Effectiveness, and Successfully Managing People).  Topics include delegation and motivation methodologies, conflict, how to deal with difficult people, understanding values and behavior, feedback and listening skills.

Clients include mid-range to large companies such as the IRS, Blue Cross Blue Shield, IBM, state government, public school districts, and non profit organizations. Howard also does executive and business coaching with the Ken Blanchard organization.

Howard is the author of two book; You're Full of Shift, which contains short stories which demonstrate shifting difficult situations to opportunities and The Manager Trap:  13 ½ Pitfalls to Avoid which showcases common traps and pitfalls managers fall into including using a 4 letter word beginning with F that they should avoid!



Click here to visit Howard's website
Dashed Line

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Re: Herbert Elwood Gilliland III: I Invented YouTube Re: Herbert Elwood Gilliland III: I Invented YouTube - Hi Herb, Thanks for sharing with us! While continuing to be impartial, I think it's wrong but definitely understandable why many onlookers will simply write these claims up as "baseless" and "delusional" without doing their due diligence. 1. I think the Web 2.0 space is a great platform to voice any concerns [u:1j6c9q4p]where the public feels like they're involved[/u:1j6c9q4p]. Many causes and charities, for example, have been able to connect with the public on a much deeper level than simply being informative. I mean it is a story, but why should others care? 2. I can't imagine much can be done without some solid legal and technical facts. Discovery! 3. Get as many facts as possible. Probably use some kind of unconventional tactics to leverage the public's awareness on this matter. [u:1j6c9q4p]Tech blogs, Facebook, Web 2.0 blogs, authority sites on social media, technology law blogs etc. [/u:1j6c9q4p] Good luck Herbert!
Re: Search Engine Optimization Re: Search Engine Optimization - I personally would never pay someone to SEO my site. It's actually very easy to do yourself, provided you know the basics. The best way is to learn from a credible source who has experience and results to back up their SEO implementation. There are a couple of good sources that I know of that know the facts when it comes to SEO. If you're interested in knowing who or would like some resources just let me know. Alan
Delivering Results - Secrets To Success Delivering Results - Secrets To Success - I wish you the best of luck on your seminar! I would sugguest you intergrate a couple stories of your past experiences on how you or other's delivered results in difficult situations. I find it more effective when people can identify with the speaker rather then have to listen to just information and facts.
Lessons learned Lessons learned - I have been enjoying the show myself and agree that there are lessons to be learned. In addition to what you said, I picked up the importance of being upfront with information and facts. One entrepreneur who was selling a herbal spray product when asked what her annual sales were responded by saying under a million. When questioned further, she said $500,000. She lost credibility, trust and the deal.


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