(Robert M. Bramson)
Do not automatically respond by trying to solve difficult people’s problems.
Do not automatically agree with difficult people even if you think they are right.
Never argue with difficult people.
Always feed back the difficult person’s main points before you do anything else.
Remember people’s names and what they tell you.
Remember what you are doing, what you are supposed to do, what you have and have not done.
Be sure what you want to remember is collected and connected.
Link what you do not know to what you do know.
Do you always follow through on promises?
Do you get back with people who are trying to get in touch with you?
Do you communicate a sincere interest in the person with whom you are communicating, even if he or she is boring or difficult? Do you give the person the impression that you want to help?
Do you take the initiative to find a way to help, a way to say yes?
People do not want to know what you cannot do for them; they want to know what you can do for them.
Clear communication is your responsibility, not the other person’s.
You cannot listen and talk at the same time.
(Peter F. Drucker)
It is your vision or its absence that shapes your future.
Assignments change all the time and unpredictably, although the job may not change.
You cannot build performance on weaknesses; you can only build it on strengths.
The things you did to get a promotion are not the things you need to do now.
The ultimate test of success is success.