Part 46 (2/2)

3. Be empathetic. Ask yourself what is it the other person really wants.

4. Consider the benefits that person will receive from doing what you suggest.

5. Match those benefits to the other person's wants.

6. When you make your request, put it in a form that will convey to the other person the idea that he personally will benefit. We could give a curt order like this: ” John, we have customers coming in tomorrow and I need the stockroom cleaned out. So sweep it out, put the stock in neat piles on the shelves and polish the counter.” Or we could express the same idea by showing John the benefits he will get from doing the task: ”John, we have a job that should be completed right away. If it is done now, we won't be faced with If it is done now, we won't be faced with it later. I am bringing some customers in tomorrow to I am bringing some customers in tomorrow to show our facilities. I would like to show them the stockroom, but it is in poor shape. If you could sweep it out, put the stock in neat piles on the shelves, and polish the counter, it would make us look efficient and you will have done your part to provide a good company image.”

Will John be happy about doing what you suggest?

Probably not very happy, but happier than if you had not pointed out the benefits. a.s.suming you know that John has pride in the way his stockroom looks and is interested in contributing to the company image, he will be more likely to be cooperative. It also will have been pointed out to John that the job would have to be done eventually and by doing it now, he won't be faced with it later.

It is nave to believe you will always get a favorable reaction from other persons when you use these approaches, but the experience of most people shows that you are more likely to change att.i.tudes this way than by not using these principles - and if you increase your successes by even a mere 10 percent, you have become 10 percent more effective as a leader than you were before - and that is your benefit.

People are more likely to do what you would like them to do when you use . . .

PRINCIPLE 9 Make the other person happy about doing the thing you suggest.

In a Nutsh.e.l.l BE A LEADER

A leader's job often includes changing your people's att.i.tudes and behavior. Some suggestions to accomplish this:

PRINCIPLE 1 Begin with praise and honest appreciation.

PRINCIPLE 2 Call attention to people's mistakes indirectly.

PRINCIPLE 3 Talk about your own mistakes before criticizing the other person.

PRINCIPLE 4 Ask questions instead of giving direct orders.

PRINCIPLE 5 Let the other person save face.

PRINCIPLE 6 Praise the slightest improvement and praise every improvement. Be ”hearty in your approbation and lavish in your praise.”

PRINCIPLE 7 Give the other person a fine reputation to live up to.

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