Business Tricks & Success Mantra ...

@mr.lonely

@Gr@h@m@lkene™

@prinkle@@

@B@R_0_0_D Sir, thanks!

@B@R_0_0_D Sir, thanks!

can not be without you guys

love you 😘😘 all

@₲r@h@m@lkene™ wrote:

can not be without you guys

love you 😘😘 all

Are You Sure .. ??

You Are My Ramendra Bro ??

Please Give Me.Any Proof.

@Aarya wrote:

@₲r@h@m@lkene™ wrote:

can not be without you guys

love you 😘😘 all

Are You Sure .. ??

You Are My Ramendra Bro ??

Please Give Me.Any Proof.

Do u have doubt it could be crook ?

@B@R_0_0_D wrote:

@Aarya wrote:

@₲r@h@m@lkene™ wrote:

can not be without you guys

love you 😘😘 all

Are You Sure .. ??

You Are My Ramendra Bro ??

Please Give Me.Any Proof.

Do u have doubt it could be crook ?

Don’t. Know
But he Is Not Ramendra..
Personally Talked with him.

Be ready with ur graham v/s graham

I don’t know both have love story or hate story ?

@Gr@h@m@lkene™

The 8 Types of Silence: How to Improve Communication when People aren’t Talking

Imagine that you’ve just finished a presentation. To your team. To your boss. To some colleagues. You’re done and you ask for questions. But, all you get back is silence. Echoing and uncomfortable silence.
Not all silences are the same.

Silence is a form of communicating. And different silences have different meanings. In order to get the conversation going again, you have to discern the subtext – the message meaning hidden in the silence.

Author : unknown

Here are 8 flavors of silence that I have encountered in over 25 years of facilitating and attending meetings along with their subtext and the actions you can take.

Silence #1: I don’t agree. But, I’m afraid to tell you.
Subtext: When there’s an obvious power imbalance in the conversation, this is a common meaning of silence. You’re the boss and they may be afraid to push against your authority. So, even though they disagree – they’re staying quiet.

Your Action: Make yourself vulnerable. Make it clear that what you’re proposing is a first draft. Ask people to point out what’s missing, what’s off base, what’s flawed in your thinking. And when they do – thank them and ask follow up questions to learn more about their ideas. Do not defend your position.

Silence #2: I have another idea – but doubt you’ll listen.

Subtext: Again, if you have authority and have presented your position with a lot of enthusiasm and zeal, the other person may hesitate to offer an alternative view as they think you’re mind is made up.

Your Action: Be honest about whether you’re open to ideas or not. You may be willing to modify your thinking. Be clear about what’s non-negotiable. Then, ask for feedback. When you get it, ask clarifying questions such as: “How does what you’re suggesting fit with what I proposed?” Don’t launch into a rehash of your presentation.

Silence #3: I have no idea what you’re talking about – but don’t want to offend you by asking a question.

Subtext: Even when you try to be clear – you may be confusing. The other person may have heard the words you said – but can’t figure out what you’re trying to communicate. They don’t want to say that you’re making no sense. But, that’s their experience.

Your Action: If they’re looking dazed and confused – take responsibility. Say: “I don’t think I’ve been clear. What, if anything, have I communicated?” Find out what they think you’re talking about. If they’re not getting it – it’s your responsibility, You’re the communicator. Re-focus yourself and simplify your message. Boil your position down to 1-3 key ideas.

Silence #4: I’m too upset to even talk. I need some time to cool down and gather myself together.

Subtext: Something in what you said has pushed a hot button. The person is upset and rather then react, is choosing to contain their emotions. They’re not saying anything, but their body language is likely screaming – flushed face, clenched jaw, narrowing eyes.

Your Action: Keep breathing. Breathe full, slow breaths. Modulate your own physiology so you don’t shift into the fight or flight response. Take one or two full, slow breaths. This will only take about 15 seconds. Then, say: “I think something I’ve said really doesn’t work for you. Am I right?” Then, stay relaxed and listen if they rant and rave a bit.

Silence #5: I haven’t really been listening. And, I’m not really interested enough to ask you to go over it again.

Subtext: This is kind of the opposite of #4. You’re off target. You haven’t hit a hot button. You haven’t even connected. They’re not engaged.

Your Action: Like #4, it’s important to keep breathing. This isn’t the time to push your case. Shift gears, if appropriate to focus on what matters to them. As they reveal their goals you may find a way to reconnect back to your point of view.

Silence #6: I’m ready to pounce – but don’t want to be the first to attack.

Subtext: This happens in meetings. The silence is a prelude to the attack. People are waiting for someone else to draw blood. Then, they’ll eagerly jump into the fray and point to all the flaws in your position.

Your Action: This is a tough situation. Some individuals and teams haven’t learned the difference between being aggressive and being assertive. For them, every communication is a contest. Your challenge is to stay centered. To focus on the core of your message and to go past their attacks to identify the useful ideas they offer.

Silence #7: I’ve got an unformed concern – and can’t quite put it into words.

Subtext: Sometimes people have a hard time articulating what bothers them. Something’s not fitting but they can’t say what. They’ve got an uneasy feeling about what your suggesting, but don’t exactly know why.

Your Action: When you see them struggling, lend a hand. Consider your ideas from their point of view. What might make them uncomfortable? What might they object to? What might be threatening? Then, say: “If I were you, I might be concerned about . . . Do I have that right?” Help them get their objections on the table and then work collaboratively to address them.

Silence #8 I’m thinking. What seems like silence to you is actually filled with thinking for me.
Subtext: People have their own thinking/speaking rhythm. Some take more processing time before they’re ready to speak.

Your Action: Follow their rhythm. Adjust your pace. Express appreciation that they’ve taken time to reflect and seriously consider what you’ve said.

Obey one who is above you (in authority)

and the one below you will obey you.

@Gr@h@m@lkene™

Good experience will always be a memorable moment in your life

@Lazyhunk

Begin to inspire, motivate … with just kind words

Kindness is in our power, even when fondness is not.

My pain may be the reason for somebody’s laugh…

but my laugh must never be the reason for somebody’s pain!

@srocks

Sometime people will hate you, rate you, shake you, break you.

But how strong you stand is what MAKES you.

@B@R_0_0_D wrote:


@srocks


Sometime people will hate you, rate you, shake you, break you.

But how strong you stand is what MAKES you.

Main bhi kabhi hasta khelta tha kal ek purani tasveer mein dekha tha khud ko

Coyrights @srocks

@Gr@h@m@lkene™ wrote:

@B@R_0_0_D wrote:


@srocks


Sometime people will hate you, rate you, shake you, break you.

But how strong you stand is what MAKES you.

Main bhi kabhi hasta khelta tha kal ek purani tasveer mein dekha tha khud ko

Coyrights @srocks

Same 2 same my status copyright act

@srocks wrote:


Same 2 same my status copyright act

Actually bro, I have an unknown distress in complying with infringements of copyrights that at the most lethargic times I owe to do such things.

@Gr@h@m@lkene™ wrote:

@srocks wrote:


Same 2 same my status copyright act

Actually bro, I have an unknown distress in complying with infringements of copyrights that at the most lethargic times I owe to do such things.

By The way Nyc Joke

@srocks wrote:

By The way Nyc Joke

Bro, it was not a joke but a bitter truth about me. U don’t know how I dealt with DMCA notices in the past years of my life. Anyway, if it seems like that to u then….

​

Myth 1: Executives belong in meetings.
Although the demands of business cause executives to attend more meetings than other professionals, executives need to avoid meetings. Top management is responsible for vision, strategy, plans, and communication. That means executives should spend most of their time thinking, learning, planning, and communicating. Inefficient, ineffective meetings waste the time of the company’s most valuable employees.

Better: Ask probing questions when invited to make sure that your presence will add value. For example, “What are your goals for the meeting?” “How will I contribute to achieving those goals?” and “How can I prepare for the meeting?” After all, you want to contribute to an effective meeting if you decide to attend.

Myth 2: Holding a large meeting is impressive.
Actually, holding a large meeting is expensive. It can also be impressive if it is conducted properly, which means that it will be as small a possible.

Better: Invite only those who can make meaningful contributions. The likelihood of holding an effective meeting diminishes with groups larger than ten or twelve.

Myth 3: Structure inhibits spontaneity.
This is true if your goal is to obtain random outcomes over infinite time. While this may occasionally produce spectacular results, such as winning a lottery, you can achieve predictable results faster by applying structured activities. These help people make methodical progress toward results. Otherwise, the group is attending a party, instead of working in a meeting.

Better: Use structured activities to keep you in control of your meeting and make progress toward results.

Myth 4: People are too busy to prepare agendas.
Since there is always time to repeat a task, fix a problem, or make an apology, there must be time to take the steps that avoid such dilemmas. Overall, preparing an agenda saves time and money.

Better: Prepare an agenda or, if you are too busy, ask someone to do it for you. Then send the agenda to the participants so that they can prepare for the meeting.

Myth 5: Minutes are unnecessary.

This is true for any meeting where people wasted time producing nothing. Effective meetings produce results that are worth documenting. Minutes serve to track action items, record decisions, and inform others. If you are planning a meeting with no results worth documenting, ask yourself why that meeting is necessary.

Better: Record key ideas, agreements, and action items during the meeting. Then convert these notes into minutes.

Myth 6: Meetings should last a long time.
While this may be true for some meetings, most meetings can be conducted in less than an hour. Long, casual meetings lull people into lethargy. In general, people are able to focus on a task for 30 to 60 minutes. Then their attention fades and they take mental holidays to think about other things.

Better: Plan meetings where you spend time and resources in proportion to the value of the results. That is, an effective meeting should be designed to earn a profit. Also, plan short breaks every 50 minutes.

Myth 7: The effectiveness of meetings is a low priority.

This is true if you seldom hold meetings. Of course, if you have more than two employees, you need meetings to make decisions, reach agreements, and develop solutions. Effective meetings are a critically essential activity in running a business. They harness the combined wisdom of your staff to invent products, increase sales, improve productivity, plan strategies, and create success.

Source: imc-dubai