In my previous article I wrote about Fundamental Techniques In Handling People, and we discovered the first 3 principles:
✔️Principle 1 – Don’t criticize, condemn or complain.
✔️Principle 2 – Give honest and sincere appreciation.
✔️Principle 3 – Arouse in the other person an eager want.
In this post we will cover how we could make people like us. 🙂
According to Wikipedia: “How to Win Friends and Influence People is a self-help book written by Dale Carnegie, published in 1936. Over 30 million copies have been sold worldwide, making it one of the best-selling books of all time. In 2011, it was number 19 on Time Magazine‘s list of the 100 most influential books”. So in the upcoming articles I will cover the content of this book.
Social habits are why some initiatives become world-changing movements, while others fail to ignite. And the reason why social habits have such influence is because at the root of many movements is a three-part process that historians and sociologists say shows up again and again
Building, maintaining and repairing trust – a precondition for decentralized control.
What we know about trust ? It is a big thing
“Trust is like the air we breathe. When it is present, nobody really notices. But when it is absent, everybody notices”
How do habits change ? There is, unfortunately, no specific set of steps guaranteed to work for every person. We know that a habit cannot be eradicated – it must, instead, be replaced. And we know that habits are most malleable when the Golden Rule of habit change is applied: if we keep the same cue and the same reward, a new routine can be inserted.
But that’s not enough.
“We are all big dogs now”
In many organizations you can make good progress in your early career by using positional power and traditional authority to get things done. Junior managers often have clear areas of responsibility and accountability and within that area, they are indeed a “big dog” and can use that power to get things done quite effectively.
However, once we are promoted to executive level in our organization, or when we start working in a more ambiguous matrix role, we need to build alliances and influence people we do not have formal authority over.
Imagine that the world is behaving in a way and you know that by changing or adopting a small behavior in the world population, there will big a huge benefit for everybody.
How would your start changing the behaviors of the world population ?
OK … let’s start small first … how would you start adopting healthier behaviors for yourself ?
Research suggests that organizations consciously balance span of control(the resources over which an individual has direct control) and span of accountability(the results and performance outcomes for which they are held responsible) to achieve different outcomes.
If we think about the balance between span of accountability and span of control, there are only three options, and each of them drives a very different set of behaviors.
All the interactions and exchanges of information represent communication. Effective communication goes hand in hand with better performance.
What is different in a matrix ?
If we do not learn to overcome these factors, we can experience delays to critical activities and decisions, additional costs, and increased dissatisfaction.
alin miu 