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in the time you invested in making sure we had such a variety. Do you plan all of the sales meetings?" |
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Tip 864: Consider third-person praise. |
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In a staff meeting, the manager stands in the doorway and comments, "Where's Sylvia? That woman has the stamina of five people. She made thirty-two appointments last week. Will somebody find out what her secret is and let the rest of us in on it?" Somebody will be sure to pass on to Sylvia what the manager said about her performance. Third-party pass-ons build morale because they are even more believable delivered as "fact" to someone else. |
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Tip 865: Deliver "Eavesdropped" praise. |
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Deliver your praise to a second person within earshot of the one being praised. You'll eliminate the person's need to respond and increase the value of the compliment because it was shared. Example: One colleague talks "around" a friend seated at the table with others. "Somebody should tell Carlos the campaign is over. He's still beating the bushes for new customers. Would you believe he reeled in three new accounts last week?" Carlos doesn't have to respond; he can smile modestly and bask in the glow. |
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Tip 866: Don't overpraise. |
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In the workplace, few people veer even close to this situation, but there is danger in lavishing praise at the expense of helpful criticism. Much has been said about building or maintaining others' self-esteem, so much so that some people who are responsible for the career development of those they supervise feel uncomfortable in passing on any critique of poor performance at all. Giving only praise in an attempt to help people progress is like driving your car without a reverse gear. Sometimes you need to back up. Praise does generally accomplish more than criticismbut not to the total exclusion of criticism. |
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Tip 867: When receiving a compliment, don't match it. |
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You will sound insincere if you return the exact compliment someone paid you: "I like your new hairstyle." Response: "Well, yours looks nice also." The |
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