Increasing decibel levels is usually not the key to effective communications, but many managers still rely on dialing up "virtual volume" when dealing with subordinates or peers, says Harvard Business Review.
"You don't have to raise your voice to appear to be yelling. There are many ways to inaudibly be aggressive: sending nasty emails, enlisting others to exert pressure, and escalating disputes to your boss, to name a few.
Yelling, even when done quietly, betrays your frustration and anger, and certainly doesn't encourage real understanding or acceptance of your message.
If you find yourself in a silent shouting match, restart and reframe the discussion. Take a step back and ask the other party to as well.
Work backwards by asking questions like: What are our shared goals? What do we want to accomplish? From this defused spot, you have a much better chance of making progress."
-Today's management tip was adapted from "Turn Down the Volume on Yelling!" by Ron Ashkenas.
Sunday, May 15, 2011
Priorities for a Leader
Priorities are things that are most important. Successful people identify their priorities and spend the bulk of their time working on them. As the leader of a real estate office, do you know your most important priorities?
Most leaders immediately jump onto some urgency in their rental or sales departments. If low on sales, they say that making sales is the most important priority. In the short term this is correct. Survival is a most important priority.
In the long term, however, we need to set priorities that go way beyond survival. It is a given that we need to make sales, but how you make those sales is the difference between effective and ineffective leaders.
Many leaders were once great salespeople, but as leaders they make great salespeople. What do great salespeople do when the sales department is low on sales? They go and make sales. In the short term your company will survive if you do this, but in the long term you will build a company that is dependent on your effort. This is not a business; it is a job. Make your company dependent on you and you have created a job for yourself, not a business.
For the typical leader, the top priority is to try and wring as many sales out of the sales team as possible. Despite that fact that their sales teams are quite often filled with mediocre performers, these leaders seem to feel that this is as good as it's going to get and so they persist in trying to get non-performers to perform. When that fails, as it most often does, these leaders go and make sales themselves. They then complain that they cannot find good people.
This is true: if you won't go out and look for good people you will never find them.
Ask most leaders if they are hiring at the moment and most will say 'No'. But ask these same leaders if they need more listings and sales and they will say 'Yes'. If you want more sales, it stands to reason that you need more salespeople. This is why effective leaders put hiring at the top of their priorities list.
It takes time to design, implement and test a marketing program designed to attract winners to your company. It takes time to qualify applicants to sort out those who have a chance of becoming winners. It takes much more time to train those people so that they become winners, and even more time working with them so that they produce CONSISTENT results.
Yes, it's time consuming, but the rewards are great - a team of winners who each produce fees in excess of $250,000 per annum regardless of market conditions. These people are a joy to work with.
Compare this to the outcome of not putting these actions high on your priorities list: by default you develop a team of mediocre performers who shirk doing the actions that will make them winners. They won't train - "Been there, done that!" - they complain, they don't think YOU are doing enough to bring listings into the agency.
If you think finding and developing winners is time consuming, try getting great results from mediocre performers. It saps your energy. It tires you. You lose faith in the possibility of developing winners. You give up, as has most of the industry.
Why do you think many real estate business owners believe that their rental departments pay the bills - they are the 'bread and butter' - while sales are the 'cream'? They say such things because they have given up on developing sales departments full of winners producing consistent levels of sales.
It's not that you can't find good people, but to do so requires time. You must also elevate finding and developing winners to the top of your list of priorities.
It's rewarding work. Let's do it!
Gary Pittard
Most leaders immediately jump onto some urgency in their rental or sales departments. If low on sales, they say that making sales is the most important priority. In the short term this is correct. Survival is a most important priority.
In the long term, however, we need to set priorities that go way beyond survival. It is a given that we need to make sales, but how you make those sales is the difference between effective and ineffective leaders.
Many leaders were once great salespeople, but as leaders they make great salespeople. What do great salespeople do when the sales department is low on sales? They go and make sales. In the short term your company will survive if you do this, but in the long term you will build a company that is dependent on your effort. This is not a business; it is a job. Make your company dependent on you and you have created a job for yourself, not a business.
For the typical leader, the top priority is to try and wring as many sales out of the sales team as possible. Despite that fact that their sales teams are quite often filled with mediocre performers, these leaders seem to feel that this is as good as it's going to get and so they persist in trying to get non-performers to perform. When that fails, as it most often does, these leaders go and make sales themselves. They then complain that they cannot find good people.
This is true: if you won't go out and look for good people you will never find them.
Ask most leaders if they are hiring at the moment and most will say 'No'. But ask these same leaders if they need more listings and sales and they will say 'Yes'. If you want more sales, it stands to reason that you need more salespeople. This is why effective leaders put hiring at the top of their priorities list.
It takes time to design, implement and test a marketing program designed to attract winners to your company. It takes time to qualify applicants to sort out those who have a chance of becoming winners. It takes much more time to train those people so that they become winners, and even more time working with them so that they produce CONSISTENT results.
Yes, it's time consuming, but the rewards are great - a team of winners who each produce fees in excess of $250,000 per annum regardless of market conditions. These people are a joy to work with.
Compare this to the outcome of not putting these actions high on your priorities list: by default you develop a team of mediocre performers who shirk doing the actions that will make them winners. They won't train - "Been there, done that!" - they complain, they don't think YOU are doing enough to bring listings into the agency.
If you think finding and developing winners is time consuming, try getting great results from mediocre performers. It saps your energy. It tires you. You lose faith in the possibility of developing winners. You give up, as has most of the industry.
Why do you think many real estate business owners believe that their rental departments pay the bills - they are the 'bread and butter' - while sales are the 'cream'? They say such things because they have given up on developing sales departments full of winners producing consistent levels of sales.
It's not that you can't find good people, but to do so requires time. You must also elevate finding and developing winners to the top of your list of priorities.
It's rewarding work. Let's do it!
Gary Pittard
Friday, April 15, 2011
Goals.
What is the most common New Years Eve resolution? To lose weight.
Each Year millions of people make a commitment that starting January 1st, not only will they eat better but they will also exercise on a regular basis. And the first week, they do!
But then one day it rains and instead of running they sleep in (I know, it has happened to me!)
When someone really gets serious, they go out and hire a personal trainer – someone to hold them accountable to achieve the goals they set for themselves while teaching the techniques needed to get the best results.
What are you doing to make sure your business is in shape for the new year?
Right now, people are starting to look at 2011 and set goals for their business’ growth and success.
If you are getting ready to set the same goals you did last year- without changing the way you are going to implement the steps needed to achieve those goals - why would the results be any different? And if the results are not going to be different, won’t you just relive last year? (As opposed to a year of growth?)
Keep in mind, being in business for five years should be five different years, not the same year five times!
Whatever you vividly imagine, ardently desire, sincerely believe and enthusiastically act upon must inevitably come to pass.
- Paul J Meyer (American Author and Goal setting expert)
Each Year millions of people make a commitment that starting January 1st, not only will they eat better but they will also exercise on a regular basis. And the first week, they do!
But then one day it rains and instead of running they sleep in (I know, it has happened to me!)
When someone really gets serious, they go out and hire a personal trainer – someone to hold them accountable to achieve the goals they set for themselves while teaching the techniques needed to get the best results.
What are you doing to make sure your business is in shape for the new year?
Right now, people are starting to look at 2011 and set goals for their business’ growth and success.
If you are getting ready to set the same goals you did last year- without changing the way you are going to implement the steps needed to achieve those goals - why would the results be any different? And if the results are not going to be different, won’t you just relive last year? (As opposed to a year of growth?)
Keep in mind, being in business for five years should be five different years, not the same year five times!
Whatever you vividly imagine, ardently desire, sincerely believe and enthusiastically act upon must inevitably come to pass.
- Paul J Meyer (American Author and Goal setting expert)
Friday, April 8, 2011
Business Quotes
Your memorable actions create a classic opportunity to examine how customers can make or break your business after a transaction has taken place. - Jeffrey Gitomer
Profit in business comes from repeat customers, customers that boast about your project or service, and that bring friends with them. - W. Edwards Deming
Wherever you see a successful business, someone once made a courageous decision. - Peter F. Drucker
When everyone is looking for gold, it's a good time to be in the pick and shovel business. - Mark Twain
Imagine if your business burned down and you had to walk across the street and start again, what would you do differently? - Brian Tracy
When people ask each other for a referral, or a business reference -- it's given based on their past personal experience -- or what they 'heard' from others. What's the word out on you? - Jeffrey Gitomer
You create a customer by convincing him overwhelmingly that you are the lowest-risk, highest-value, easiest person and company to do business with. - Brian Tracy
Success or failure in business is caused more by mental attitude even than by mental capacities. - Walter D. Scott
In business, everything costs twice a much as you expect and takes three times longer than you planned. - Brian Tracy
Get Real... People hope for friendly, but rarely get it. You can capture business with friendship gestures. You can lose business without them. - Jeffrey Gitomer
A man to carry on a successful business must have imagination. He must see things as in a vision, a dream of the whole thing. - Charles M. Schwab
Thursday, April 7, 2011
Charismatic Leadership
William Gladstone and Benjamin Disraeli were two of the fiercest political rivals of the 19th century. Their epic battles for control of the British Empire were marked by intense animosity that spilled over from the public arena into their personal lives. Ambitious, powerful, and politically astute, both men were spirited competitors and masterful politicians.
Though each man achieved impressive accomplishments for Britain, the quality that separated them as leaders was their approach to people. The difference is best illustrated by the account of a young woman who dined with the men on consecutive nights. When asked about her impression of the rival statesmen, she said, “When I left the dining room after sitting next to Mr. Gladstone, I thought he was the cleverest man in England. But after sitting next to Mr. Disraeli, I thought I was the cleverest woman in England.”
What distinguished Disraeli from Gladstone was charisma. Disraeli possessed a personal charm sorely lacking in the leadership style of his rival. His personal appeal attracted friends and created favorable impressions among acquaintances. Throughout his career, Disraeli’s charisma gave him an edge over Gladstone.
Understanding Charisma
Of all leadership attributes, charisma is perhaps the least understood. At first glance, charisma appears to be an invisible energy or magnetism. There’s no denying its presence, but it’s hard to put a finger on its source. Some mistakenly believe charisma is a birth trait—embedded in certain personalities, but completely absent in others.
I believe charisma is both explainable and learnable. I also believe charisma helps to boost a leader’s influence. I’d like to examine the causes of charisma and teach you how to increase the charisma you display as a leader.
The Qualities of a Charismatic Leader
Charisma is defined as, “The ability to inspire enthusiasm, interest, or affection in others by means of personal charm or influence.” Leaders who have this special ability share four things in common:
1) They Love Life
Leaders who attract a following are passionate about life. They are celebrators, not complainers. They’re characterized by joy and warmth. They’re energetic and radiant in an infectious way.
Look no further than the smile to illustrate the power of charisma. When people see a smile, they respond with a smile. If you’re skeptical, try it. Smile at cashiers, waiters, co-workers, etc. You’ll find your smile earns a reciprocate smile almost every time. We are hardwired to take on the energy of those around us. Leaders who love life have charisma because they fill the room with positive energy.
2) They Value the Potential in People
To become an attractive leader, expect the best from your people. I describe this behavior as “putting a 10 on everyone’s head.” Leaders see people not as they are, but as they could be. From this vantage point, they help others to build a bridge from the present to a preferred future.
Benjamin Disraeli understood and practiced this concept, and it was one of the secrets to his charisma. He once said, “The greatest good you can do for another is not to share your riches but to reveal to him his own.” When you invest in people and lift them toward their potential, they will love you for it.
3) They Give Hope
People have an inner longing to improve their future and their fortunes. Charismatic leaders connect with people by painting tomorrow brighter than today. To them, the future is full of amazing opportunities and unrealized dreams.
Napoleon Bonaparte once said, “Leaders are dealers in hope.” They infuse optimism into the culture around them, and they boost morale. While attentive to the current reality, they do not resign themselves to present circumstance.
4) They Share Themselves
Leaders with charisma add value to people by sharing wisdom, resources, and even special occasions. They embrace the power of inclusion, inviting others to join them for learning experiences, brainstorming sessions, or simply a cup of coffee. Such leaders embrace team spirit and value togetherness. As a result, charismatic leaders are not lonely at the top.
When it comes to charisma, the bottom line is other-mindedness. For leaders, the greatest satisfaction is found by serving. They find great pleasure celebrating the successes of those around them, and the victory they enjoy the most is a team triumph.
Summary
In closing, charisma has substance. It’s not manipulative energy or a magical gift endowed upon select personalities. Rather, it’s an attractive blend of learnable qualities.
Furthermore, charisma compounds a leader’s influence. Without it, leaders have trouble inspiring passion and energizing their teams. With it, leaders draw out the best in their people, give the best of themselves, and find the greatest fulfillment.
by John C. Maxwell
Though each man achieved impressive accomplishments for Britain, the quality that separated them as leaders was their approach to people. The difference is best illustrated by the account of a young woman who dined with the men on consecutive nights. When asked about her impression of the rival statesmen, she said, “When I left the dining room after sitting next to Mr. Gladstone, I thought he was the cleverest man in England. But after sitting next to Mr. Disraeli, I thought I was the cleverest woman in England.”
What distinguished Disraeli from Gladstone was charisma. Disraeli possessed a personal charm sorely lacking in the leadership style of his rival. His personal appeal attracted friends and created favorable impressions among acquaintances. Throughout his career, Disraeli’s charisma gave him an edge over Gladstone.
Understanding Charisma
Of all leadership attributes, charisma is perhaps the least understood. At first glance, charisma appears to be an invisible energy or magnetism. There’s no denying its presence, but it’s hard to put a finger on its source. Some mistakenly believe charisma is a birth trait—embedded in certain personalities, but completely absent in others.
I believe charisma is both explainable and learnable. I also believe charisma helps to boost a leader’s influence. I’d like to examine the causes of charisma and teach you how to increase the charisma you display as a leader.
The Qualities of a Charismatic Leader
Charisma is defined as, “The ability to inspire enthusiasm, interest, or affection in others by means of personal charm or influence.” Leaders who have this special ability share four things in common:
1) They Love Life
Leaders who attract a following are passionate about life. They are celebrators, not complainers. They’re characterized by joy and warmth. They’re energetic and radiant in an infectious way.
Look no further than the smile to illustrate the power of charisma. When people see a smile, they respond with a smile. If you’re skeptical, try it. Smile at cashiers, waiters, co-workers, etc. You’ll find your smile earns a reciprocate smile almost every time. We are hardwired to take on the energy of those around us. Leaders who love life have charisma because they fill the room with positive energy.
2) They Value the Potential in People
To become an attractive leader, expect the best from your people. I describe this behavior as “putting a 10 on everyone’s head.” Leaders see people not as they are, but as they could be. From this vantage point, they help others to build a bridge from the present to a preferred future.
Benjamin Disraeli understood and practiced this concept, and it was one of the secrets to his charisma. He once said, “The greatest good you can do for another is not to share your riches but to reveal to him his own.” When you invest in people and lift them toward their potential, they will love you for it.
3) They Give Hope
People have an inner longing to improve their future and their fortunes. Charismatic leaders connect with people by painting tomorrow brighter than today. To them, the future is full of amazing opportunities and unrealized dreams.
Napoleon Bonaparte once said, “Leaders are dealers in hope.” They infuse optimism into the culture around them, and they boost morale. While attentive to the current reality, they do not resign themselves to present circumstance.
4) They Share Themselves
Leaders with charisma add value to people by sharing wisdom, resources, and even special occasions. They embrace the power of inclusion, inviting others to join them for learning experiences, brainstorming sessions, or simply a cup of coffee. Such leaders embrace team spirit and value togetherness. As a result, charismatic leaders are not lonely at the top.
When it comes to charisma, the bottom line is other-mindedness. For leaders, the greatest satisfaction is found by serving. They find great pleasure celebrating the successes of those around them, and the victory they enjoy the most is a team triumph.
Summary
In closing, charisma has substance. It’s not manipulative energy or a magical gift endowed upon select personalities. Rather, it’s an attractive blend of learnable qualities.
Furthermore, charisma compounds a leader’s influence. Without it, leaders have trouble inspiring passion and energizing their teams. With it, leaders draw out the best in their people, give the best of themselves, and find the greatest fulfillment.
by John C. Maxwell
Thursday, March 31, 2011
You will do as you practice
There is a quote by author Jeremy Schwartz which goes "Live every day as if it were your last, because one of these days, it will be" which I like for a number of reasons. The main one being that if you had a good ethical and spiritual foundation, you would be the best that you could every day, in every way.
Most of us don't bother to do that, because we foolishly believe that we will really behave differently when it counts. Even though we don't bother during our normal day-to-day activity, we will rise to the occasion when it is important. The reality is that what we practice every day is what you will do even when it really counts.
The most graphic example of this is a Canadian policeman who was an avid martial artist. He learned to disarm a firearm from an attacker and practiced long and hard, becoming very skilled in disarm techniques. However, in practice, they would disarm the firearm and then hand it back to the attacker so they could practice it again. They thought that in a real situation, they would behave differently.
The unfortunate policeman was confronted by a firearm wielding attacker in real life and his training paid off - he disarmed his attacker, taking the gun cleanly from the man. But then just as he had practiced in training, he handed the gun back. He was shot on the second disarm attempt.
Practice being the best you can be every day, in every way - because every day is your training for the real situation, when being your best will be essential. Imagine the difference that would make!
“The difference between what we do and what we are capable of doing would suffice to solve most of the world's problems”
Mahatma Gandhi
Most of us don't bother to do that, because we foolishly believe that we will really behave differently when it counts. Even though we don't bother during our normal day-to-day activity, we will rise to the occasion when it is important. The reality is that what we practice every day is what you will do even when it really counts.
The most graphic example of this is a Canadian policeman who was an avid martial artist. He learned to disarm a firearm from an attacker and practiced long and hard, becoming very skilled in disarm techniques. However, in practice, they would disarm the firearm and then hand it back to the attacker so they could practice it again. They thought that in a real situation, they would behave differently.
The unfortunate policeman was confronted by a firearm wielding attacker in real life and his training paid off - he disarmed his attacker, taking the gun cleanly from the man. But then just as he had practiced in training, he handed the gun back. He was shot on the second disarm attempt.
Practice being the best you can be every day, in every way - because every day is your training for the real situation, when being your best will be essential. Imagine the difference that would make!
“The difference between what we do and what we are capable of doing would suffice to solve most of the world's problems”
Mahatma Gandhi
Monday, March 14, 2011
Life Would Be Easy if It Weren’t for Difficult People
Go on, it’s okay. Admit it! We all know that life would be a whole lot easier if we didn’t have to deal with those few (or many) difficult people we just can’t seem to avoid. I think you know who I’m talking about.
What’s not okay is to give up something you need, want or deserve because of their rude, obnoxious, sullen, and apathetic habits. Yes, I do mean “habits.” If you’re tired of playing their game, take charge of your life by taking a good look at yourself! You cannot change them, but you can change what you do and how you act around them—and ultimately how they affect your life.
The Good News... and the Bad News
Difficult people have been trained and taught to act the way they do since they were children. In fact, they have been rewarded for their negative behavior throughout their entire lives. Difficult behavior worked for them as children—and, more important, it continues to work for them as adults.
I believe that most of us are born with the capacity and desire to love and be loved. As we grow, we learn to respond to verbal and visual cues and we begin to adjust our behavior to obtain the positive responses we want. Children who can manipulate their parents soon learn to enjoy feelings of power and control over others.
The game of life is basically about “getting our needs met.” And you certainly do play a part! We reward difficult people by giving in to their needs. Think about it. If someone’s behavior is consistently inappropriate or unacceptable toward you, ask yourself if in any way you are rewarding their negative behavior.
For example, Helen gets upset every time Harry mentions that he wants to play golf. Rather than face a two-hour lecture, he usually finds it easier to just stay home. One day, however, he gets angry and accuses her of being a nag who never understands him. Instead of answering back, Helen gets her feelings hurt, stomps off and gives him the silent treatment. Harry takes advantage of her “cold shoulder” and plays a few holes of golf!
Jennifer wins the same “reward” at her new school. Few of the kids would talk to her and some were even making fun of her. She asked to stay in during recess, but the teacher said no. Eventually she gets into a fight and pushes another girl down. The teacher tells Jennifer that fighting is against the rules and she will have to stay inside. What did Jennifer learn? Ask the teacher respectfully and you will not get what you want. Push someone and you can avoid recess!
We have three choices each time we respond to another person: 1. Be positive; 2. Be negative; and 3. Avoid or ignore them. Difficult people see avoidance as a positive response. When we ignore unacceptable, inappropriate behavior, it will usually happen again because our avoidance tells the difficult person that we are willing to accept their behavior.
What do they really want?
Difficult people want to do their own thing, in their own time, in their own way, without interference. In addition, they expect everyone around them to cooperate—even work extra hard—to ensure that this happens. And they do not see anything unreasonable about these expectations. There is little in their experience to signal them that their actions are inappropriate. They also have little (if any) desire or motivation to change their habits.
What can I do about it?
We learn a lot from difficult people. We tolerate their behavior and attitudes as “part of life.” We hold back our feelings and swallow our words. We make concessions even when we do not receive anything in return. We compromise even when it is 90/10 instead of 50/50. We may even question our own ability to relate and communicate with others, reasoning that “Maybe it’s me.”
Since we cannot change difficult people, we can only change ourselves and our reactions to their behavior. They need our cooperation and our permission to intimidate, control and repeatedly manipulate us to get their way. In most relationships, we are treated exactly the way we allow ourselves to be treated.
The good news is that because we are partly responsible there is something we can do to create and maintain relationships where we are treated respectfully. That’s great news! By focusing on ourselves and the changes we can make in our own behaviors and reactions, we can begin to take control of how other people treat us—today!
Take Action!
Think about two difficult people in your life. Identify the behaviors of these difficult people. Ask yourself if you could possibly be rewarding these difficult people.
Would they describe you as the difficult person? If so, what would they say?
By Connie Podesta
What’s not okay is to give up something you need, want or deserve because of their rude, obnoxious, sullen, and apathetic habits. Yes, I do mean “habits.” If you’re tired of playing their game, take charge of your life by taking a good look at yourself! You cannot change them, but you can change what you do and how you act around them—and ultimately how they affect your life.
The Good News... and the Bad News
Difficult people have been trained and taught to act the way they do since they were children. In fact, they have been rewarded for their negative behavior throughout their entire lives. Difficult behavior worked for them as children—and, more important, it continues to work for them as adults.
I believe that most of us are born with the capacity and desire to love and be loved. As we grow, we learn to respond to verbal and visual cues and we begin to adjust our behavior to obtain the positive responses we want. Children who can manipulate their parents soon learn to enjoy feelings of power and control over others.
The game of life is basically about “getting our needs met.” And you certainly do play a part! We reward difficult people by giving in to their needs. Think about it. If someone’s behavior is consistently inappropriate or unacceptable toward you, ask yourself if in any way you are rewarding their negative behavior.
For example, Helen gets upset every time Harry mentions that he wants to play golf. Rather than face a two-hour lecture, he usually finds it easier to just stay home. One day, however, he gets angry and accuses her of being a nag who never understands him. Instead of answering back, Helen gets her feelings hurt, stomps off and gives him the silent treatment. Harry takes advantage of her “cold shoulder” and plays a few holes of golf!
Jennifer wins the same “reward” at her new school. Few of the kids would talk to her and some were even making fun of her. She asked to stay in during recess, but the teacher said no. Eventually she gets into a fight and pushes another girl down. The teacher tells Jennifer that fighting is against the rules and she will have to stay inside. What did Jennifer learn? Ask the teacher respectfully and you will not get what you want. Push someone and you can avoid recess!
We have three choices each time we respond to another person: 1. Be positive; 2. Be negative; and 3. Avoid or ignore them. Difficult people see avoidance as a positive response. When we ignore unacceptable, inappropriate behavior, it will usually happen again because our avoidance tells the difficult person that we are willing to accept their behavior.
What do they really want?
Difficult people want to do their own thing, in their own time, in their own way, without interference. In addition, they expect everyone around them to cooperate—even work extra hard—to ensure that this happens. And they do not see anything unreasonable about these expectations. There is little in their experience to signal them that their actions are inappropriate. They also have little (if any) desire or motivation to change their habits.
What can I do about it?
We learn a lot from difficult people. We tolerate their behavior and attitudes as “part of life.” We hold back our feelings and swallow our words. We make concessions even when we do not receive anything in return. We compromise even when it is 90/10 instead of 50/50. We may even question our own ability to relate and communicate with others, reasoning that “Maybe it’s me.”
Since we cannot change difficult people, we can only change ourselves and our reactions to their behavior. They need our cooperation and our permission to intimidate, control and repeatedly manipulate us to get their way. In most relationships, we are treated exactly the way we allow ourselves to be treated.
The good news is that because we are partly responsible there is something we can do to create and maintain relationships where we are treated respectfully. That’s great news! By focusing on ourselves and the changes we can make in our own behaviors and reactions, we can begin to take control of how other people treat us—today!
Take Action!
Think about two difficult people in your life. Identify the behaviors of these difficult people. Ask yourself if you could possibly be rewarding these difficult people.
Would they describe you as the difficult person? If so, what would they say?
By Connie Podesta
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