Added for You - Business

Bored by your Job? Consider Developing a Portfolio Career
Very few of us are born knowing what we want to be when we grow up. Often we end up in a job seemingly by chance, doing what someone else – a teacher or parent - thinks we would be good at. Or we do something because we find it easy and drift from school to college, taking our best subject and then whatever job most graduates in that discipline opt for, or the first jo

te, however, to tell others how they “had the rug pulled out from under them”.

Such images, if we listen for them, can provide a window by which to uncover the root of a conflict. These metaphors reflect both a feeling and an underlying (and unmet) need. Some

Added Value Means Profit
Business is the process of taking raw materials, goods or services from a beginning point and adding value along the way to the final user.It is the added value by the entrepreneur that entitles him to profit. Every venture must have the opportunity to add value or it is not a feasible enterprise. Generally there are five categories of business ventures where ad

In conflict, communication is often disrupted by emotion and defensiveness. People struggle to identify and express how they feel and what they need. Sometimes they cannot find words to capture complex emotional experiences. Other times, organizational or cultural norms might prevent them from freely expressing themselves. Metaphors can help. Because they are not literal, they connect us with our listener at an emotional level, planting the seeds of empathy.

Metaphors weave their way through most conversations. (“I’m between a rock and a hard place here.”) The images associated with a metaphor move a conversation to a deeper level and provide clues to both feelings and underlying needs. People who are reluctant to reveal how hurt or overwhelmed they feel may be more comfortable expressing their situation as “a slap in the face” or being “a fish out of water” in a new job. In organizations where expressions of feelings are considered “touch-feely”, an employee would be reluctant to express a sense of “betrayal”, per se. They would not hesitate, however, to tell others how they “had the rug pulled out from under them”.

Such images, if we listen for them, can provide a window by which to uncover the root of a conflict. These metaphors reflect both a feeling and an underlying (and unmet) need. Someo

Breakfast Conversation - Mr. Demanding
I have breakfast once a week with a group of individuals with various backgrounds and professions. Since all of them work in or have customer relations, we sometimes get on the subject of the “worst customer I ever had.”You know, the “Screamer” or the “Demander” or various other versions. My friend John and I were talking this morning about Mr. Demanding.<

norms might prevent them from freely expressing themselves. Metaphors can help. Because they are not literal, they connect us with our listener at an emotional level, planting the seeds of empathy.

Such images, if we listen for them, can provide a window by which to uncover the root of a conflict. These metaphors reflect both a feeling and an underlying (and unmet) need. Some

Are Vending Machines a Good Investment
Do you want to make some extra money? If you do, then you might want to invest in some vending machines. Those who invest in these machines usually have to either rent or buy them, and then have someone supply what they need to fill them up. The profit will be the rest of the money you make above those expenses. In this kind of business, the more of these you have, the

tween a rock and a hard place here.”) The images associated with a metaphor move a conversation to a deeper level and provide clues to both feelings and underlying needs. People who are reluctant to reveal how hurt or overwhelmed they feel may be more comfortable expressing their situation as “a slap in the face” or being “a fish out of water” in a new job. In organizations where expressions of feelings are considered “touch-feely”, an employee would be reluctant to express a sense of “betrayal”, per se. They would not hesitate, however, to tell others how they “had the rug pulled out from under them”.

Such images, if we listen for them, can provide a window by which to uncover the root of a conflict. These metaphors reflect both a feeling and an underlying (and unmet) need. Some

Hospitality, Not Service
I find myself dining more and more often in fast-casual restaurants instead of ones that offers full service (and I use that term loosely). Why? In addition to being more in control of the timing of my experience, I find the level of hospitality in many fast-casual chains equal to or better than many of the casual full-service restaurants - for less money. What can you

xpressing their situation as “a slap in the face” or being “a fish out of water” in a new job. In organizations where expressions of feelings are considered “touch-feely”, an employee would be reluctant to express a sense of “betrayal”, per se. They would not hesitate, however, to tell others how they “had the rug pulled out from under them”.

Such images, if we listen for them, can provide a window by which to uncover the root of a conflict. These metaphors reflect both a feeling and an underlying (and unmet) need. Some

8 Questions To Ask Yourself Before Moving Into Management
In many organisations, once you have proven your abilities, the next logical step is to move into management. While on the face of it this might appear sensible, it is worth consciously deciding if it is right for you. So what are the key questions to ask yourself?1. What Do You Want?The obvious reply is more money. The reality is that money is rarely

te, however, to tell others how they “had the rug pulled out from under them”.

Such images, if we listen for them, can provide a window by which to uncover the root of a conflict. These metaphors reflect both a feeling and an underlying (and unmet) need. Someone may refer to being “hung out to dry” as a way to communicate their sense of being unsupported or even abandoned. At the root of their anger lies their (unspoken) need for support or accountability. When we identify these root needs, we can invite the other person to expand on what “support” would look like for them. In some cases, this clarification would resolve the conflict; in others, it would form the basis for further negotiation or problem-solving.

As listeners, we can also introduce metaphors to check out how accurately we have understood a speaker. (“So your department knows where it’s supposed to go but doesn’t have a road map.”) Even if we don’t have it quite right, the other person usually builds on the metaphor to clarify their point. (“It’s not that we don’t have a road map; we don’t have any gas for our car.”) A colleague once described how frustrated she felt working under a new boss whose style and vision differed from her own. “Sounds like you’re really not on the same page,” I reflected. She smiled. “We’re not even in t

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Most working ME/ Chronic Fatigue Syndrome (CFS) and Fibromyalgia (FM) sufferers face the same kind of problems at some point during their illness: Should they continue work? Should they cut down? Or should they stop completely? And if they stop where will the money come from?

Triple your response from expos by avoiding the top ten blunders at expos. Turn disappointment into sales success!

Public relations for bridge builders is very important and it makes sense that all the people in the local area understand the need for such infrastructure projects. Often, bridges while they are being built cause traffic jams and upset motorists.

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Added for You - In Conflict, Listen for Word Pictures: The Power of Metaphor

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