‘What To Say To Get What You Want In Life’s Toughest Situations’

‘If you’re short on time use your elevator pitch and set up another meeting.’

Express your love for your job and your desire to stay, but the importance of your family’s financial security.’

‘Respond to arguments for going outside by demonstrating how you can bring a fresh approach at a lower cost.’

‘Don’t let your success be used against you. Offer to work closely with your own replacement.’

‘Remind your boss you’re not an underachiever- there’s just too much work for one person.’

‘Tie your request to an active project so you can point out specific and unique skills you bring to the table.’

‘Express a strong desire to expand your work horizons and help the company.’

‘If your supervisor implies their opinion of you has dropped state that the company’s reputation is more important to you than your own.’

‘Base your case on practical business reasons rather than emotions.’

‘Your goal is to boost your productivity and maintain your current high level of quality.’

‘Express gratitude and be willing to humble yourself to get the information you need to succeed.’

‘If your supervisor gets angry or threatens you, try to get on their side by saying you’re angry too, and then move on to what you think should be done.’

‘Do whatever you can to turn your supervisor into a partner in the effort to solve this problem.’

‘Recognize that time is an ally that shouldn’t be ignored or relied on.’

‘Frame any negative comment as a clumsy attempt to encourage discussion.’

‘If your explanation is questioned, reaffirm your honesty as strongly as possible.’

‘Calm rationality is key. Present your case honestly and unapologetically. Coming on too strong may hurt your chance to solve the problem.’

‘The most important thing you need to accomplish is to plant the seeds of future teamwork and community.’

Source

Stephen M. Pollan and Mark Levine (2019). Lifescripts: What to Say to Get What You Want in Life’s Toughest Situations

‘Harnessing The Power Of Emotional Intelligence To Build High-Performing Teams’

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‘Be proactive, not reactive, in how you communicate and resolve conflict.’

‘Always go to someone directly, one-on-one, when looking to clear things up.’

‘Make the effort to understand the top motivational drivers for each person on your team.’

‘Always tell the truth.’

‘Recognize relationship-building time as one of the most important drivers of team success.’

‘Gain alignment, and ensure there is understanding after every meeting.’

‘Acknowledge each employee’s ideas and inputs; factor these into decisions and opportunities.’

‘Don’t compromise your standard of performance. Set the bar high, work hard to get there, and help others get there, too.’

‘Eliminate distractions when connecting with your team. Have a ‘no screen time’ rule.’

‘Approach each conversation with confidence– lead with positive intent.’

‘Recognize your team members’ contributions to both the process and results with equal exuberance and praise.’

‘Make sure you over-communicate rather than under-communicate. Your team needs to clearly understand what you’re saying.’

Source

Christopher D. Connors (2024). The Champion Leader: Harnessing The Power of Emotional Intelligence to Build High-Performing Teams