THE ASSERTIVENESS POCKET BOOK phần 8 pps
THE ASSERTIVENESS POCKET BOOK phần 1 pot
... relationships
● At work the person doing the job is the one who can make the most significant
contribution to improvements on the job
● The political value and power behind the equality movement ... them
8
INTRODUCTION
1
WITH SELF WITH OTHERS
What you feel
What you think
What you need
Their impact on you
Their behaviour
What you want from them
HONESTY
INTRODUCTION
ASSERTIVE...
THE ASSERTIVENESS POCKET BOOK phần 2 doc
... enough to make you realise that:
a) if they say no, they are unlikely to reject you personally, and
b) if they do want to reject you then the price of their friendship is too
high anyway
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... rejection
This is the extreme version of fear of upsetting others. If we upset someone by asking
for what we want, we fear they will withdraw their regard for us and reject us altogether.
● In a...
THE ASSERTIVENESS POCKET BOOK phần 3 ppsx
... selfish. They know what they want and like, and
disregard the needs of others in satisfying their own needs.
Aggressive people think of themselves as superior beings. They think they are OK and
the ... expressing them
● Easily and frequently finds fault with others
● Continually works to personal agendas at the
expense of others
● Rarely feels aware of the needs or feelings of others...
THE ASSERTIVENESS POCKET BOOK phần 4 pot
... from others
● Expect to use these rights without being asked to justify your behaviour
● Encourage others to use these rights for themselves
● Expect society to support you in the exercise of these ... behaviour
independent of the goodwill of others
● Get what they pay for
● Change their mind
● Decide whether or not to assert
themselves
37
RIGHTS & RESPONSIBILITIES
35
34
THREE BE...
THE ASSERTIVENESS POCKET BOOK phần 5 pot
... receive from others
Change my mind Help others reach conclusions about their
experiences of the world
Decide whether or not to Allow others the freedom to choose how
assert myself they behave
... their time in the way
that they want
Ask for what I want Encourage others to fulfil their needs
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RIGHTS & RESPONSIBILITIES
CORRESPONDING RESPONSIBILITIES
RIGHT RESPONSIBILITY
I have...
THE ASSERTIVENESS POCKET BOOK phần 6 ppsx
... wish to change your behaviour; what would be the
advantages to you?
8. Make the decision whether or not to change, and act on your decision.
59
ASSERTIVENESS SKILLS
HANDLING CRITICISM
Criticism ... procedure or checklist to help you deal
with it.
1. Is the person qualified to make the criticism; do they know you well enough?
2. Is the behaviour being criticised something it is p...
THE ASSERTIVENESS POCKET BOOK phần 7 doc
... feel the need to criticise others, then treat them in the way you would
like to be treated.
● Only criticise behaviour the person can change
● Be as specific as you can
● Be able to give other ... briefly my position and the reasons for it ’
If there is going to be any sensible discussion, the other person has to let you put your
case. If they are not prepared to listen then you ar...
THE ASSERTIVENESS POCKET BOOK phần 8 pps
... just the situation itself. It tells the other person directly the effect their
behaviour is having on you.
73
ASSERTIVENESS SKILLS
BROKEN RECORD EXAMPLES
Example 2
You: ‘I’m not satisfied with the ... ‘I want you to be on time’
The strength of these statements is that they let the other person know your exact
position and what you expect. They don’t have to guess. They can only...
THE ASSERTIVENESS POCKET BOOK phần 9 ppt
... have the ‘pudding’ first, hoping that they will do the decent
thing and give us what we want. If only life was that simple!
89
ASSERTIVENESS SKILLS
WHEN
This is another conjunction which is the ... response to the
request is to put up a fog.
Listen to what the person says, and decide whether or not you wish to comply. If not,
then using their words, or similar, acknowledge their...
THE ASSERTIVENESS POCKET BOOK phần 10 pps
... Pocketbook
Teamworking Pocketbook
Telephone Skills Pocketbook
Telesales Pocketbook
Thinker’s Pocketbook
Time Management Pocketbook
Trainer Standards Pocketbook
Trainer’s Pocketbook
Pocketfiles/Other
Leadership: ... Training Pocketbook
Marketing Pocketbook
Meetings Pocketbook
Mentoring Pocketbook
Motivation Pocketbook
Negotiator’s Pocketbook
People Manager’s Pocketbook
Performance Management P...
THE BALANCE SHEET POCKET BOOK phần 1 pps
... familiar
◆ The Balance Sheet tells me the value of the business’
◆ ‘At the year-end the retained profit must be somewhere; in the bank,
or the accountant’s drawer’
◆ ‘If the company’s share price ... compare the results of two businesses, the one which has made more
profit has done better’
◆ The accountant balances the Balance Sheet by entering a balancing
fig...
THE BALANCE SHEET POCKET BOOK phần 3 pps
... factors
contributing to the
outcome that
PROFIT CASH
These ideas are developed in The Managing Cashflow Pocketbook
25
2
≠
THE BUSINESS FINANCIAL MODEL
USE OF FUNDS
Items on the shopping list are ... ASSETS
THE BUSINESS FINANCIAL MODEL
USE OF FUNDS
WORKING CAPITAL CYCLE
The Working Capital
cycle can then
be shown as:
How much has the business invested in Working Capital?
● N...
THE CHALLENGERS POCKET BOOK phần 3 ppsx
... that they are trying to help, but
that you want to hear from the others.
● Speak to them during a break and ask for their help in letting the others express
themselves.
27
CHALLENGERS
THE DOODLER
Profile
● ... things?'
Depending on their rephrasing of their intervention,
deflect to the group or an individual for comment.
22
CHALLENGERS
THE DOODLER
Naming
If the doodlin...
THE CHALLENGERS POCKET BOOK phần 5 ppsx
... weak.
● Give them a special task to occupy their attention and provide the spotlight. (See
also The Expert.)
45
CHALLENGERS
THE SILENT CYNIC
Confrontation
Point out that the objective of the course ... questions to boost their ego.
Show appreciation for the right answer.
46
CHALLENGERS
THE REFEREE/PEDANT
Agree/Disagree
First agree with their interruption and thank them, b...
THE CHALLENGERS POCKET BOOK phần 8 potx
... all of the other participants the responsibility of
responding to the new, clarified version of the challenge.
The technique is based on the mind-set that:
● You don't have to have all the ... to blow every time they feel you should interrupt the
course for their right to a smoke break, they rarely blow the whistle.
They now wish to demonstrate their willpower.
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7...
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