Career

Front 1

9 Ways To Influence

Back 1

1) Empowerment: Making others feel VALUED by giving them praise
2) Interpersonal Awareness: identifying others CONCERNS
3) Bargaining: offering EXCHANGE of favors or resources
4) Relationship Building: taking time to know others PERSONALLY
5) Organizational Awareness: identifying and gaining support of KEY people
6) Common Vision: showing how one's ideas support the ORGANIZATION'S goals
7) Impact Management: PRESENTING ideas in such a way to gain people's support
8) Logical Persuasion: using LOGICAL reasons, facts and data to convince others
9) Coercion: using threats or PRESSURE

Front 2

7 Essential Business Negotiation Tactics

Back 2

FBI - ACTIVE LISTENING encourages the other person to continue talking and relinquish more control of the situation to the negotiator
1. Showing Your Interest: shows you are paying attention.
2. Paraphrasing: you heard them, either quoting them or summarizing what they said.
3. Emotion Labeling: Attaching a tentative label to the feelings expressed or implied by other person's words and actions. You are paying attention to the emotional aspects of what other person is conveying. Helps identify the issues and feelings driving the other person's behavior.
4. Mirroring: Repeating the last words or main idea of other person's message.
5. Open-Ended Questions: Not "why", instead use longer questions, "Can you tell me what happened today?"
6. "I" Messages: shed the negotiator role and react to the subject as just another person, but avoid being provoked. "We've been talking for several hours, and I feel frustrated that we haven't been able to come to an agreement." 7. Effective Silence

Front 3

Mafioso: Surround Yourself With The Right People

Back 3

* You are who you hang out with
* Share the wealth - but not too much, keep the hunger in their eyes
* Not everyone can be trusted
* Type of people
1) Men that understand things on their own - prime movers, leaders who find the resources to make their visions come true in their lifetime
2) Men that appreciate the intelligence of others - ally with strong leaders, able to execute plans to perfection.
3) Men who neither understand nor appreciate - incapable of sound judgement
4) Flatterers - Scum. Cajole with words, often subtly, to obtain something they normally wouldnt deserve. Make sure your people know that you arent offended by the truth, the real deal, and can make the right decisions with the right information

Front 4

Asking permission doesn’t get things done

Back 4

Leadership starts with owning your own actions.

Great leaders state out loud what they intend to do and in doing so, they get things done. And, more importantly, they encourage those around them to do the same. Leadership is not about command and control -- that’s authority. Leadership is about giving others responsibility and ownership over the things they do. That is what makes people feel like they are a part of something and it’s what makes them want to get things done. It is what builds trust and loyalty between people.
I INTEND TO GET THINGS DONE
Try it. From now on, if something needs to get done, don’t ask permission; tell someone: “I intend….” It’s OK if they disagree because you can still discuss options. And when the options have been decided, then state again: “I intend….” After that, do what you intend, get things done and encourage others to do the same.




Simon Sinek: Get Things Done - AskMen.com

Front 5

Dont Be So Tough

Back 5

</img>
Leaders support the team
Great leaders don’t need to act tough. Their confidence and humility serve to underscore their toughness. Mistreating, berating or humiliating people may serve to get them to act the way you want them to, but it does not build loyalty. Such bravado -- be it real or faked -- does not increase innovation, either. Innovation inherently requires risk and people will only take risks if they feel their leader is looking out for them.

If you’re in a position of leadership or aspire to lead, see if you can command loyalty without commanding. Ask questions instead of barking orders. Show you’re human by admitting mistakes or making fun of your own shortcomings instead of lambasting those who point them out for you. Most of all, surround yourself with people smarter and stronger than you instead of trying to be the smartest or strongest.
DON'T BE SO TOUGH
Tough leaders may be effective

Front 6

Hire for Talent Rather Than Skills

Back 6

interviewing for a job in your department, ask, "In your experience, what are C#'s strengths and weaknesses? What's it best at, and worst at?" It'll be an instant litmus test for whether a developer is actually experienced or has a single year of experience repeated multiple times. Anyone who can think in a language can evaluate it dispassionately. Anyone who has used more than a few languages will have an opinion. You and your development staff might not agree with that opinion, but what's important is that the applicant has one.
It almost doesn't matter what the developer's answer is, as long as there's something on the "... and here's what I don't like about it" side. On the other hand, someone who insists that C# is great for everything immediately shows that's he's just a beginner, no matter what "senior" tag he puts on his résumé.