This document provides guidance on dealing with difficult personalities. It identifies common difficult personality types like bullies, ego-centered individuals, passive-aggressive people, and loners. For each type, it describes their behaviors and recommends leadership strategies. These include maintaining control, appealing to egos, focusing on tasks, encouraging positive change, and getting neutral help if needed. As a last resort, leaders may need to take punitive action, but should always document situations carefully and lead by example. The overall message is for leaders to understand different personalities and bring out the best in their people.
This document provides guidance on how to handle difficult people. It begins by describing common traits and behaviors of difficult people, such as being pushy, hostile, or complaining frequently. It then discusses various strategies for coping with difficult interactions, such as remaining calm, removing yourself from the situation, or changing your attitude. The bulk of the document categorizes and profiles eight common types of difficult people, like "steamrollers" and "know-it-alls," and recommends behaviors to use with each type, such as standing up to steamrollers while asking open-ended questions of "clams." General tips are offered like using "I" statements and listening actively. The document concludes by providing steps to develop an action plan for dealing with
The document discusses how to deal with difficult people by following four steps: understanding yourself, managing yourself, understanding the other person, and doing something to change the relationship. It defines types of difficult people and common beliefs they may hold. Some tips for influencing others include starting with compliments, praising progress, and letting the other person save face. Interviews can help understand someone's values to predict their behavior and find approaches to respect them. Having an action plan that anticipates reactions is also advised for dealing with difficult individuals.
This Presentations talks about knowing more about your personality, know more about different types of people that might be difficult. Finally, tips on how to deal with them.
Remember: You could be one of the difficult people so be fair :)
Need to take control of a sales pitch, meeting, focus group or training session but can't call people out on their bad behaviour? Here are five fun strategies that sort out the texting, nodding off, chatting or endless questions without the stress!
Dealing with difficult conversations at work Richard Riche
Difficult conversations can be challenging in the workplace and can lead to conflict if handled poorly. Tips on how to prepare for these conversations, get the right mindset and build an Engaged workforce using Emotional Intelligence and the Neuroscience of the brain.
The document discusses different types of difficult people and strategies for dealing with them. It identifies bullies, dozers, firehoses, stallers, silent types, indecisives, snipers, control freaks, and super-agreeables as common difficult personalities. Some tips for dealing with these personalities include preparing yourself, focusing on solutions, not allowing interruptions, taking action independently, surfacing concerns, and building trust. The overall message is on maintaining composure, focusing on the issues not the person, and using communication skills effectively when handling conflict with difficult individuals.
Dealing with Difficult People and Situations in the WorkplaceBernadette Boas
Bernadette Boas is a 25-year corporate executive and consultant who provides training on managing difficult people and situations through her company Ball of Fire, Inc. The training document outlines tips for having difficult conversations, including addressing issues early, listening carefully, and establishing solutions. It encourages participants to reflect on how they handled past difficult conversations and to implement tips from the training. The document advertises Bernadette's books, radio show, webinars and other programs to help people develop skills for confronting conflict confidently rather than with aggression.
These are the slides from a workshop I am running, it definitely doesn't quite translate to self paced online, but you get an idea of some of the stuff. Please provide comments if you have any feedback!
This document provides guidance on coping with difficult people. It outlines that (1) managing one's own emotions is key before dealing with difficult individuals, as it allows for clearer thinking. (2) Our emotions are shaped more by our own beliefs and self-talk rather than external events. (3) When upset by others, we have given them permission to disturb us by the beliefs and demands we place on their behavior. The document then provides strategies for coping with difficult people, including acknowledging one's preferences rather than demands, expressing annoyance constructively, and managing one's emotional reaction.
DEALING WITH DIFFICULT PEOPLE
Topics Include :
1. WHY IS THIS TOPIC IMPORTANT ?
2. How do difficult people behave ?
3. Types of difficult people
4. Dealing with difficult people
5. Conclusion
7. Quote
The second slide presentation in a series I teach on DiSC Profiles. This presentation is intended for use in a classroom setting and deals with DiSC Profiles in conflict mode. Want to know more? Please contact me by email or on LinkedIn to discuss arrangements for a presentation on DiSC profiles to your organization.
Link: Free Online DISC Assessment at: https://free.peoplekeys.com.
The document discusses the DiSC model of behavioral styles, which identifies four dimensions - Dominance, Influence, Steadiness, and Conscientiousness. It provides descriptions of the tendencies and preferences of each style. The document also discusses how people with different styles can interact effectively and addresses potential "back up styles" that may emerge when things do not go as preferred.
The document discusses strategies for dealing with difficult people. It identifies different types of difficult personalities, including aggressors like "The Tank" and passives like "The Whiner." Effective communication is key, such as being aware of body language and generational differences. The document recommends maintaining confidence, having realistic expectations, not trying to change the difficult person, refusing to play their games, and creating a strategy for dealing with them. Specific techniques are outlined, like pacing, backtracking, clarifying intent, and agreeing to disagree. Scenarios provide examples of difficult situations and strategies to address them.
This document provides information about dealing with difficult people in work situations. It discusses different types of difficult people like cranky, aggressive, subtle snipers, complainers, and silent people. For each type, it offers strategies on how to approach them and provides constructive feedback. The key strategies discussed are changing your own attitude, changing their attitude, taking a stand if needed, or running as a last resort. The document emphasizes understanding different perspectives, not taking things personally, and focusing on changing your own responses rather than trying to change the difficult person.
This document discusses having difficult conversations in the workplace. It outlines that people dislike difficult conversations because they take time, involve emotions, and can cause conflict. However, having the conversations (action) is better than no action, as problems will escalate without action. The document provides a 3-step process for handling difficult conversations: 1) gain clarity on the issue by separating facts from feelings, 2) overcome the instinct to avoid the conversation, and 3) deliver the message in a direct but sensitive way using "I" statements. The goal is to have productive discussions to improve relationships and work productivity.
Slides to accompany a bite-size training session on handling difficult people. Full training materials including Session Leaders Notes, Delegate Workbook and any Activity handouts can be purchased licence-free from http://www.power-hour.co.uk/trainingmaterialsshop. Prices start from £30 + VAT
How to deal with difficult people at workplacenick_3
Delivered on 31.03.2015 at DMS, PIEAS, Islamabad, Pakistan to the class of communication skills.
One of the assignments given by Dr. Tariq Majeed to the class of MS Radiation and Medical Oncology (RMO) Session 2014-16,
Managing Difficult Conversations:9 Questions to Ask YourselfBarbara Greene
Do you avoid difficult conversations? There is no need to avoid them if you focus on the constructive possibilities. Start by asking yourself these 9 critical questions.
This document provides an overview of the DiSC workplace profile system, which describes how people behave in response to their environment. It details the four primary styles in the model - D, i, S, and C - and provides information on interpreting individual profiles. The objectives are to help individuals identify their own behavioral style, understand the characteristics of the four styles, and develop strategies for collaborating more effectively with others.
This document discusses strategies for dealing with difficult people. It defines different types of difficult people, such as hostile coworkers, chronic complainers, and know-it-alls. It then provides five core rules for dealing with difficult people, such as not taking them personally and not trying to change them. The document outlines approaches for dealing with difficult people, including examining your own reactions, discussing issues with others, and being direct while maintaining a respectful tone. It emphasizes controlling your own responses rather than trying to change the difficult person.
This document discusses different types of manipulative people including hostile coworkers, chronic complainers, and know-it-alls. It provides advice on how to deal with manipulation, such as not getting dragged down, listening for a time limit, not agreeing with manipulators, switching extremes to facts, and moving to problem solving rather than venting.
Dealing With Difficult People Leadership DayWilliam Chaney
The document provides guidance on handling difficult people by keeping calm and maintaining a healthy attitude. It discusses challenging behaviors like blaming, manipulating, and complaining. The biblical model for conflict involves privately addressing issues before escalating to others. Managing emotions, understanding communication styles, and using conflict management strategies can help deal with difficult situations.
Electronic communication and knowledge systemsJarmo Saarikko
Using the internet for communicating research information.
Author: Jarmo Saarikko
Date: 11-Nov-2000
Event: From Research to Application - the second Nordic Forum, 11-12.5.2000, Espoo, Finland
Here are some key points to consider when designing visuals:
- Who is your audience? What information do they need?
- What insights or messages do you want to convey?
- Consider different visualisation types and choose those best suited to your data and goals
- Use visual hierarchy, layout and formatting to guide the eye and message
- Iteratively sketch, test and refine your designs with your intended users
- Balance simplicity and clarity with including all necessary information
The design process is iterative. Start broadly and refine based on testing with intended users. Focus on conveying the most important insights as simply as possible.
The document provides tips for handling difficult people. It discusses recognizing that people are different rather than difficult. It suggests finding new ways to communicate if the current approach is not working and that resistance does not necessarily mean "no." The tips include dealing with the underlying problem, being descriptive rather than judgmental, not letting others control you with anger, and confronting problematic behaviors to change them. The goal is managing conflicts by listening, acknowledging others' perspectives, and focusing on solutions rather than blame.
This document discusses effective communication techniques. It emphasizes the importance of listening, providing feedback, and developing action plans. Some key points covered include clarifying your message, observing body language, focusing on understanding other points of view, nurturing feelings, and emphasizing listening. Barriers to good communication mentioned are having a bad attitude, avoiding real issues, and being unwilling to be open and honest. The document provides guidelines for both giving and receiving feedback in a considerate manner.
This document discusses strategies for dealing with difficult library patrons. It begins by defining difficult patrons as those who complain, are dissatisfied with service, or feel they need to yell to be heard. It then examines different patron personalities and types of difficult patrons. The document outlines what patrons want from customer service and provides tips for communicating effectively with difficult patrons, such as focusing on solutions, sticking with challenges, and giving patrons a way to save face. It emphasizes preparing for difficult situations through policies, communication skills training, and staying responsive rather than reactionary.
Writing an evaluation report is only a small piece of communicating the results to stakeholders. What you really want is that they engage with the data and follow through on the recommendations.
This chapter discusses communication processes and strategies in organizations. It identifies the key components of communication including encoding, selecting a medium, decoding, feedback, and noise. It describes five common communication strategies and provides guidelines for effective upward communication, communicating online, and improving listening, writing and meeting skills. The chapter emphasizes selecting rich communication mediums that allow for feedback when using certain strategies to communicate with employees.
Este documento describe los planes para el Puerto Multipropósito BRISA en Dibulla, Guajira. El puerto tendrá capacidad para manejar carga a granel sólida y contenerizada. La primera fase tendrá capacidad para 40,000 DWT de buques portagraneles y 30,000 DWT de buques portacontenedores. El puerto mejorará la competitividad de los productos de la región y promoverá el desarrollo industrial y económico de Guajira y Cesar.
The document discusses several common barriers to effective listening:
1) Making assumptions and joining conversations with predetermined attitudes rather than an open mind.
2) Being preoccupied with one's own thoughts and unable to focus attentively on the other person.
3) Jumping to conclusions about what the other person will say rather than letting them finish their thoughts.
4) Selectively listening only to information that confirms one's own beliefs rather than considering different opinions.
Management: Dealing with Conflict in the WorkplaceInterQuest Group
'Conflicts can arise in any team environment; How a Manager responds can be vital to resolving the situation and to restoring the team to its normal level of effectiveness’... The latest addition to our slide-deck library looks at 'Dealing with Conflict in the Workplace'.
This document discusses various aspects of professionalism in the workplace including dress code, communication methods like email and social media, understanding company and industry culture, and self-reflection. It provides tips for professional conduct and communicating appropriately via different mediums. The document also prompts reflection on professional growth and getting feedback to improve professional skills through surveys.
Dealing with "Difficult" People: A Guide to Conflict ResolutionG&A Partners
This document summarizes a presentation on dealing with difficult people and resolving conflicts. The presentation covered recognizing different types of difficult personalities like bullies, complainers, and know-it-alls. It provided tips for communicating effectively and resolving conflicts with different personalities. The presentation also discussed common causes of conflicts, constructive and destructive impacts of conflicts, and methods for resolving conflicts like withdrawal, compromise and collaboration.
The document provides tips for new managers on how to succeed in their new role. It advises managers to enable their team to do the work instead of doing it all themselves, listen more than talking, make quick wins a priority, avoid overconfidence, and focus on their team's success rather than themselves. The document emphasizes building strong connections with their team through weekly meetings, following through on commitments, and preparing for tough conversations.
Assertiveness & Confidence Building with Young PeopleVanessa Rogers
This document discusses assertiveness and provides guidance on developing assertive communication skills. It defines passive, aggressive, and assertive behaviors and examines how they can look and sound. The document emphasizes the importance of standing up for your rights while also respecting others, communicating directly and honestly, and expressing emotions in a healthy manner. It provides tips for delivering feedback and criticism assertively, such as assuming positive intent, listening, clarifying, and setting boundaries. The goal of assertiveness is to allow both parties to feel heard and get their points across respectfully.
Assertiveness & Confidence Building with Young PeopleVanessa Rogers
This is a presentation that I put together for training peer mentors and peer educators to develop their confidence in public speaking and consultation. If you need more information please contact me @VRyouthwork www.vanessarogers.co.uk
This document discusses difficult people and how to deal with them. It defines difficult people as those who cause irritation, upset, or stress to others through their negative behaviors. It notes that difficult people behave in negative ways, are self-centered, avoid responsibility, and can be passive-aggressive or unmotivated. The document recommends building relationships with difficult people, seeking information through questions, listening well, maintaining self-control, following through on promises, and dealing with situations regardless of emotions. The conclusion acknowledges that everyone can be difficult at times and stresses the importance of mastering communication skills to best handle unreasonable people.
The document discusses various teaching techniques and strategies for effective teaching. It covers topics like understanding the teenage brain, motivation, risk-taking behavior, and handling different student behaviors. It provides examples of direct and indirect teaching styles and discusses ways to address common disruptive behaviors in the classroom like talking, arguing, hostility, and off-topic conversations. It emphasizes building rapport with students, using a variety of teaching methods, and maintaining student engagement.
The document discusses the importance of accountability and good human relations for employee retention and growth. It provides guidance for managers on how to develop employees, set expectations, provide feedback and address performance issues while maintaining positive relations. Key recommendations include treating employees with respect, understanding their goals and challenges, offering support and training, and giving constructive criticism.
Workplace Survivor: Finding Your Inner Strength to Survive Challenging Co-Wo...Indiana State Library
Dealing with mean, sarcastic, argumentative or manipulating co-workers? You can’t change them, but you can change how you deal with them. Learn specific tips and different approaches when dealing with difficult situations. Find your inner strength to survive these challenging co-workers!
Understanding what makes a great leader is not as easy as it seems. The most effective way to become the leader you want to be is to learn all you can. The article below can help you learn what great leadership can do for you.
This document discusses assertiveness and passive and aggressive behaviors. It defines frames as a person's perspective and how framing influences perception. It then describes passive behavior as avoiding conflict, not expressing feelings, and allowing others to make decisions. Aggressive behavior is characterized as dominating others, believing one is always right, and operating from a "win-lose" position. Assertive behavior respects one's own and others' rights, is an active listener, and negotiates conflicts through compromise. The document provides tips for developing assertiveness, including changing beliefs, learning assertion skills like empathy and escalation, and focusing on controlling one's reactions rather than others'.
The document provides guidance on dealing with difficult people in the workplace. It discusses various types of difficult behaviors, including "Sherman Tanks" who attack and intimidate, "Exploders" who have angry outbursts, "Complainers" who constantly find fault, "Clams" who are uncommunicative, "Wet Blankets" who are overly negative, and "Know-It-Alls" who think they are experts on everything. For each type of difficult behavior, it offers tips on how to effectively cope and productively engage with that person, such as listening without judgment, moving to problem-solving, asking open-ended questions, and avoiding being drawn into arguments.
This document provides guidance on conflict resolution. It discusses that conflict is a normal part of relationships but can harm relationships if mismanaged. The fundamentals of conflict resolution include recognizing differing needs and examining them with compassion to find creative solutions. Successful conflict resolution relies on managing stress, emotions, paying attention to others' feelings, and respecting differences. It offers tools for conflict resolution like using a win-win approach, empathy, assertiveness, and broadening perspectives. Healthy responses to conflict include compromise while unhealthy ones include anger and withdrawal. The keys to resolution are stress relief, emotion management, communication skills, and humor.
The document discusses managing negative people and providing courteous service. It finds that personal qualities account for 85% of job success while technical skills only 15%. It provides goals and strategies for improving human relations, including creating a win-win situation and developing congenial group behavior. It also describes different types of negative personality traits and provides recommendations for handling each type.
This document discusses listening skills and provides tips to improve listening abilities. It notes that people typically only listen in short bursts and their attention wanders. Various types of "bad listeners" are described, such as bashful, anxious, argumentative, and closed-minded people. The document recommends using feedback to address issues with poor listeners. It also outlines steps to effectively confront a difficult person about problematic behavior and develop a plan to resolve issues. Finally, common blocks to effective listening are listed, along with techniques for strengthening listening skills.
The document discusses skills for effective listening and communication as a manager. It emphasizes the importance of listening without judgment, interpreting what is said, assessing without assumptions, and responding thoughtfully. Specific tips are provided for improving body language during listening and for being an engaging speaker, including packaging points clearly and pressing the right motivational buttons for different employee needs and personalities.
Dealing With Difficult Peoples-TRAININGKanaidi ken
The document discusses strategies for dealing with difficult people in the workplace. It describes four common types of difficult people - openly aggressive people, snipers, complainers, and silent people. It then provides tips on how to effectively cope with each type, such as standing up to aggressive people assertively, questioning covert attacks from snipers, responding optimistically to complainers, and waiting in silence for silent people to speak. The document stresses that dealing with difficult people takes practice and emphasizes changing one's own approach rather than trying to change the other person.
The document discusses four personality types - Socializers, Relaters, Analytics, and Directors - and provides tips on identifying a customer's personality type and how to tailor your sales approach accordingly. It outlines the key characteristics, positives, challenges, common occupations, famous examples, and tactics for interacting with each personality type. The conclusion emphasizes tailoring your sales presentation to the customer's personality in order to use their personality to your advantage in the sales process.
This document provides guidance on conflict resolution in the workplace. It discusses that conflict is a normal part of relationships but can be harmful if mismanaged. The fundamentals of conflict resolution involve recognizing differences in values and needs, examining them with compassion, and finding creative solutions. Successful conflict resolution requires managing stress, emotions, paying attention to others' feelings, and respecting differences. It provides tools for resolving conflict through win-win approaches, empathy, assertiveness, managing emotions, negotiation, mediation, and broadening perspectives.
The document contains information about effective communication in relationships. It discusses the five love languages that help people feel loved: words of affirmation, quality time, receiving gifts, acts of service, and physical touch. It also provides tips for communicating with someone based on their top love language. The document outlines six levels of communication in a relationship and effective communication methods like paying attention to body language, repeating words, and being specific. It emphasizes the importance of listening with an open heart at the deepest level of sharing beliefs and convictions with your spouse.
Conflict naturally occurs in decision making and working with others, with power imbalances enabling abuse and violence. Bullying takes many forms across one's lifespan, including harassment, gang violence, and domestic abuse. For violence to happen, there must be an interaction between a perceived problem, a setting allowing violence, and a stimulating event. Violence is a process, not a single act, and can escalate over time if warning signs are not addressed. People often exhibit warning signs like threats, substance abuse, or isolating behaviors before becoming violent.
2. DEALING WITH DIFFICULT PERSONALITIES
A Mentoring Moment From MSgt. Allan Folsom
OPA-C/CSFA USAF.
3. OBJECTIVES
Become better leaders by learning how to deal
effectively with difficult personalities
This will promote unit cohesion/effectiveness and
aide in mission accomplishment
You will be able to “Bring out the best” in your
subordinates
Lastly, perhaps learn a little something about
yourself.
4. IDENTIFYING DIFFICULT PERSONALITIES
Hard core bully
Ego centered prince or princess
Passive Aggressive
The baby
Negative Ned or Nancy
People Pleaser
The Non player
6. MODUS OPERANDI
Hostile, Abusive, Intimidating,
Are always right and will charge like angry bulls if
you cross or challenge them
7. YOUR RESPONSE
Take a deep breath, let them blow off steam
Draw the line; DO NOT LET THEM GET ABUSIVE
Address them by name, title rank to maintain control
State your position clearly
Avoid arguments, you wont win a battle with them
especially in public.
Learn to set boundary early on
10. MODUS OPERANDI
Are the “Experts” who know more than anyone
about subject
Facts are “power” to them, making them feel
superior
They Basically want to feel special and long to be
center stage
11. YOUR RESPONSE
You cant fake it with them, so know your facts
You can also capitalize on what they know by
asking questions of them
They love to show off and have others appreciate
their knowledge, utilize this as a leader by giving
them praise and recognition skillfully.
This will lead them to come down from their towers
15. MODUS OPERANDI
They often take potshots
Try to undercut your authority in devious ways
using sarcasm, often disguised as a joke
They will not be direct with their criticism
They tend to drag down morale, so you have to
deal with them.
16. YOUR RESPONSE
Turn situation away from personalities and back to
tasks involved.
Use owning statements with them to assert
leadership “I need you to accomplish this”
Once they realize you wont be pushed off task by
their sniping, they usually stop
Don’t confront publically, do it in private, they don’t
like confrontation/center stage.
18. MODUS OPERANDI
See everything negatively by complaining, whining
acting defeated.
They think that they have little or no value, no-one
thinks they are important
19. YOUR RESPONSE
First Listen, then steer them towards facts which
are sometimes far less negative than they seem
Maintain control by bringing up negatives yourself
then dismiss them logically
Direct their attention to the positives of situation
When a negative question is asked by them, turn to
the rest of the group to answer, don’t give much eye
contact
Get them oriented on a task
21. MODUS OPERANDI
Very Similar to Whiner
Distrusts anyone in power
Believes his/her way is only way
Motto is “See I Told You So!!”
Always see the downside of every issue
22. YOUR RESPONSE
Stay Positive but realistic
Delay discussing solutions as they will dismiss
them as you bring it up
Refuse the easy trap of an argument and stick with
your facts, sometimes truth is powerful
25. MODUS OPERANDI
Easy to like, however difficult to work with due to
over committing themselves and their staff
They have an Inability to set proper boundaries and
simply say “NO”
Usually hyper sensitive types who wear heart on
their sleeves
26. YOUR RESPONSE
Limit how much you ask of them as they tend to
miss deadlines and will be disappointed
In meetings they volunteer for far too much,
therefore gently emphasize boundaries by being
task specific.
Affirm their contributions and help them say no.
28. MODUS OPERANDI
Most difficult types to deal with
Do not reveal their motivations
Tend to be lone wolves
You will end up in a guessing game as to what
motivates them or makes them “tick”, keep trying
though.
It is vital to get them involved so they don’t leave
with hidden agendas and counter the teams goal
Can sometimes be overtly hostile
29. YOUR RESPONSE
Most effective strategy is to draw them out with
open ended questions
Wait them out in a controlled fashion even if the
silence between you grows, keep them busy with
tasks that they can focus on like supplies or
equipment.
Eventually they will give off a clue as to where their
motivations lie. Work with them, move them
towards their goals and they will flourish
You might have to take your leadership to the next
level…
30. TAKE A MOMENT FOR SELF EXAMINATION
Characterize the difficult people in your life, identify
the traits and personalities that you see and make
index cards on how to deal with them, review the
cards before a meeting, you will be surprised by the
outcome
Visualize your confrontation and rehearse these
techniques until comfortable
The system WORKS!
32. ENCOURAGE PEOPLE TO CHANGE
Remember, Everyone has value
When you ignore people they don’t change and
YOU FAIL as a leader
When you support positive change and refuse to
indulge their behaviors you help them grow
You may never see it but they will thank you one
day for your care and leadership
33. KNOW WHEN TO CALL IN HELP
Some people may have more than just personality
traits going on, there may be problems at home or
in their lives.
Keep in mind that you cannot, nor should you
concern yourself with the intimate details of their
lives beyond the professional relationship.
Listen and call in help when needed in form of an
arbiter, counselor or medical professional. Neutral
parties can valuable
When dealing with a group project, a professional
facilitator can be of some use to refocus group
34. IF ALL ELSE FAILS, IMPLEMENT THE
NUCLEAR OPTION
35. NUCLEAR OPTION, PART 1
Must use caution, usually last ditch effort to get
person involved.
Implemented when all other options are exhausted
Must be rooted in your authority and in some cases
be prepared to be harsh if necessary.
Part 1 is used as SHOCK and AWE. Hopefully it
will wake them up.
37. NUKE OPTION PT 2; PUNITIVE ACTION OR
OPERATION PAPER TIGER!
When it comes to enforcing punitive action, you
need time, date and place, persons involved,
witnesses etc.
JAG or Chain of Command will basically want to
know Who, What, When, Where and How.
Keep documented, detailed notes, dates time
witnesses
I Keep detailed journals of everything…
39. IN CLOSING
Remember leadership demands that you see the
whole picture, not just focus on personalities, train
yourself to recognize them
Know yourself most of all and learn everything you
can about the people you lead, in the end they will
thank you for your commitment to them
Do not compromise your authority, if you do you will
fail.