The Power of Networking

Nick Michaelides

• Publisher: Armida Publications
• Year: 2020
• ISBN:
  9789925573400
• Topic: Business
• Subtopic: Consulting
• Index: Business

Nick Michaelides is an entrepreneur and investment advisor with particular expertise in the EMEA region. He is the President and Founder of his consulting and property business and is, at present, expanding in the real estate sector in Cyprus and Dubai. He grew up in Toronto, Canada and is originally from Cyprus, where he is currently based.

From a young age, he has been particularly interested in the ways through which people interact, form relations, create and maintain successful networks. He has also been studying how the improvement of personal traits attract connections at the professional level.

In his second book, "The Power of Networking", Nick explores how networking can make or break deals, as well as the importance of social connections in setting a new standard for generating meaningful business connections.

PART 1 - TECHNIQUES IN HANDLING PEOPLE

CHAPTER 1 - DON’T CRITICIZE, CONDEMN OR COMPLAIN

We see it all around. The vast majority watch and point at things not progressed nicely yet never recognize things progressing admirably. Also, a large part of the time, we are occupied with discovering the flaws in others and never attempt to pass judgment on ourselves or our activities.

 

These are natural human instincts in real life. Even if an individual is a wrongdoer, one will, in general, accuse everyone except oneself. This is how people are. So when you and I find it enticing to criticize somebody tomorrow, how about we recall that reactions resemble homing pigeons. They generally return home. We should understand that the individual we address and condemn will presumably legitimize themselves and consequently denounce us. Or, no doubt, the other person will simply state: I don’t see how I could have done anything else.

 

When I chat with my friends or managers, I discover everybody needs to change and direct and improve different individuals in a group or gathering. As an aspect of their responsibilities/work, it is vital, yet it is exceptionally uncommon that these same friends and managers need to change and improve themselves. Why not start the change without anyone else’s input?

 

Indeed, even Dale Carnegie referenced that From a simply egotistical point of view, improving oneself is significantly more productive than attempting to improve others – truly, and much less risky.

 

Try not to complain about the snow on your neighbor’s rooftop, said Confucius, when your doorstep is unclean.

 

In the first passage, Carnegie is educating us regarding probably the most serious issue in speaking with people — criticism.

 

In our lives, we generally criticize other individuals believing that we are superior to them. Even if we don’t have a clear idea about their circumstances or their genuine stories, we still condemn them. I think it is challenging. It is simpler to sit and judge others, revealing to them how we believe things should be done, rather than changing something in ourselves.

 

I prefer the model of guardians. In our adolescence, in our regular day-to-day existence, so we experience this issue frequently. Occasionally we don’t even focus on it. I figured analysis would consistently be a significant part of life. However, this only works if we begin with ourselves, and attempt not to pass judgment on others.

 

These strategies are useless when attempting to have an impact on somebody else. Analysis ordinarily puts the beneficiary on edge, defending their activities and disdaining the pundit. Individuals have 101 reasons why they commit any error, and only once in a while, reprimanding themselves for their actions. They consider the criticism to be an assault. Their pride endures a shot, and disdain rises.

 

Frequently the errors made by others appear to be silly. However, we see these activities from an external focal point, providing extraordinary discernment. At the point when Abraham Lincoln’s significant other spoke out against the southerners, Lincoln reacted, Don’t criticize them; they are exactly what we would be under comparable conditions.

 

Notwithstanding the consistent, mindful people who do consider themselves responsible for their missteps, criticizing, condemning, and complaining against them are still not the appropriate responses. These capable people will, in general, be their very own hardest pundit. After a misstep, they give themselves a sufficiently severe audit and external analysis to assure the mistake is not repeated.

 

B.F. Skinner, a celebrated social clinician, found that creatures improve more from being compensated for their exemplary conduct as opposed to rebuffed for their slip-ups. The equivalent goes for people. We are unmistakably bound to respond better to uplifting feedback than to being admonished for a mistake in judgment.

 

Errors are inescapable. Realizing that you won’t get condemned for your missteps gives you somewhat more room and reduces some undue pressure. Misfortunes are exercises. We should gain from our disappointments, see what we fouled up and course correct.

 

If individuals get embarrassed for committing an inescapable error, they progressively surrender. The dread of disappointment incapacitates and reduces the chances of additional risks. Instead of scrutinizing others, regardless of your position, how about trying to comprehend why they settled on that choice and excuse them for their misstep?

 

That said, regardless, we can’t stroll through our existence with rose-tinted glasses and look past everybody’s missteps. On the off chance that thoughtless blunders keep on heaping up, with no effort to redress the circumstances, you should do what’s necessary to locate another companion, worker, repairman, or another individual, as appropriate.

 

Try not to criticize an individual for having an unexpected sentiment in comparison to you, since everybody’s feeling matter paying little heed to whether there is 100 percent understanding. If you jump to scrutinize, you will never get anything achieved. The most widely recognized normal response for somebody is to quiet down and avoid a discussion with you. This is particularly significant in the working environment when attempting to settle a contention. Compromise doesn’t occur by censuring your colleagues.

 

Try not to condemn your collaborator or companion for accomplishing something you don’t accept as correct. There might be some motivation behind why the person chose to do things that way. Also, you won’t realize that motivation except if you approach your companion with a receptive outlook and a calm mind. Condemning someone else’s activities without knowing the full situation of that activity is immature and shallow.

 

Try not to complain about a choice that was made or about an issue you are having. Instead, work effectively to unravel it. Ask yourself what’s the most terrible that could occur, and after that, search for an answer. Somebody once revealed to me that a lack of concern is the adversary of advancement. Complaining about your activity or something that happened will keep you from tackling the issue and it will get you a ton of irritated looks from your companions. Individuals would prefer not to hear you complain about something that occurred previously. They need to hear how or what you did to fathom it.

 

Without making a hasty judgment, I ask you to apply this rule to your life. Take a gander at the distinction between the two alternatives a while later and post a remark here telling us how it turned out. On the off-chance that you pursue this rule, you will feel not so much focused but rather more ready to attempt this again later on because it worked for you once previously. I urge you to try this since you’ll leave the circumstance with a lovely sentiment, an abnormal state of profitability and a positive working association with your colleague.

 

CHAPTER 2 - GIVE HONEST AND SINCERE APPRECIATION

The longing to be important is a thing that makes us human. The craving to leave something significant after death, the longing to be significant for someone, to add to our life is something huge, expansive. When did you last compliment somebody? When did you censure somebody and educate him concerning his missteps? I figure it is probably easier for most people to answer the second ques...

Table of contents

• PART 1 - TECHNIQUES IN HANDLING PEOPLE
• CHAPTER 1 - DON’T CRITICIZE, CONDEMN OR COMPLAIN
• CHAPTER 2 - GIVE HONEST AND SINCERE APPRECIATION
• CHAPTER 3 - AROUSE IN THE OTHER PERSON AN EAGER WANT
• PART 2 - SIX WAYS TO MAKE PEOPLE LIKE YOU
• CHAPTER 4 - BECOME GENUINELY INTERESTED IN OTHER PEOPLE
• CHAPTER 5 - UNLOCK THE POWER OF SMILE
• CHAPTER 6 - REMEMBER THAT A PERSON’S NAME IS TO THAT PERSON THE SWEETEST AND MOST IMPORTANT SOUND IN ANY LANGUAGE
• CHAPTER 7 - BE A GOOD LISTENER - ENCOURAGE OTHERS TO TALK ABOUT THEMSELVES
• CHAPTER 8 - TALK IN TERMS OF THE OTHER PERSON’S INTERESTS
• CHAPTER 9 - MAKE THE OTHER PERSON FEEL IMPORTANT – AND DO IT SINCERELY
• PART 3 - WIN PEOPLE TO YOUR WAY OF THINKING
• CHAPTER 10 - THE ONLY WAY TO GET THE BEST OF AN ARGUMENT IS TO AVOID IT
• CHAPTER 11 - SHOW RESPECT FOR THE OTHER PERSON’S OPINIONS - NEVER SAY, “YOU’RE WRONG.”
• CHAPTER 12 - IF YOU ARE WRONG, ADMIT IT QUICKLY AND EMPHATICALLY
• CHAPTER 13 - BEGIN IN A FRIENDLY WAY
• CHAPTER 14 - GET THE OTHER PERSON SAYING “YES, YES” IMMEDIATELY
• CHAPTER 15 - LET THE OTHER PERSON DO A GREAT DEAL OF THE TALKING
• CHAPTER 16 - LET THE OTHER PERSON FEEL THAT THE IDEA IS HIS OR HERS
• CHAPTER 17 - TRY HONESTLY TO SEE THINGS FROM THE OTHER PERSON’S POINT OF VIEW
• CHAPTER 18 - BE SYMPATHETIC WITH THE OTHER PERSON’S IDEAS AND DESIRES
• CHAPTER 19 - APPEAL TO THE NOBLER MOTIVES
• CHAPTER 20 - DRAMATIZE YOUR IDEAS
• CHAPTER 21 - THROW DOWN A CHALLENGE
• CHAPTER 22 - BEGIN WITH PRAISE AND HONEST APPRECIATION
• CHAPTER 23 - CALL ATTENTION TO PEOPLE’S MISTAKES INDIRECTLY
• CHAPTER 24 - TALK ABOUT YOUR OWN MISTAKES BEFORE CRITICIZING THE OTHER PERSON
• CHAPTER 25 - ASK QUESTIONS INSTEAD OF GIVING DIRECT ORDERS
• CHAPTER 26 - LET THE OTHER PERSON SAVE FACE
• CHAPTER 27 - PRAISE THE SLIGHTEST IMPROVEMENT AND PRAISE EVERY IMPROVEMENT
• CHAPTER 28 - GIVE THE OTHER PERSON A FINE REPUTATION TO LIVE UP TO
• CHAPTER 29 - USE ENCOURAGEMENT - MAKE THE FAULT SEEM EASY TO CORRECT
• CHAPTER 30 - MAKE THE OTHER PERSON HAPPY ABOUT DOING THE THING YOU SUGGEST
• PART 4 - SEVEN ESSAYS ON CRITICISM
• Criticism is futile because it puts a person on the defensive and usually makes him strive to justify himself
• Criticism is dangerous, because it wounds a person’s precious pride, hurts his sense of importance, and arouses resentment
• Any fool can criticize, condemn and complain — and most fools do. But it takes character and self-control to be understanding and forgiving
• When dealing with people, let us remember we are not dealing with creatures of logic. We are dealing with creatures of emotion, creatures bristling with prejudices and motivated by pride and vanity
• The ability to gain the trust and respect of anyone, is to have a good communication skills and rapport
• Asking questions to discover what defines the other person’s value can result in a long term relationship
• The only way on earth to influence other people is to talk about what they want and show them how to get it
• ABOUT THE AUTHOR