Free Ebook! The Respect Virus: How to Create a Contagious Culture of Respect

The Respect Virus
Limited time! Get your free Kindle version (US linkCanadian linkUK link)You can create a culture of respect at work and at home through practical strategies and techniques taught in this book. From learning to take other’s perspectives to creating a personal engagement plan to moving from gridlock to dialogue, you can be a carrier of respect.

“Treating people with respect and valuing them is a universal language. Culture trumps strategy.”—Howard Schultz, Starbucks’ CEO

Written in an easy-to-read conversational style, this short book will inspire you to spread respect far and wide.

It’s free on Kindle through Wednesday, April 16, 2014 (after that, it’s only $3.99).No Kindle?  No problem. Get a free Kindle reader app (for phone, tablet or pc).

The book is also available in print format ($8.00).

If you have a chance and can leave a review on Amazon, I’d appreciate it!

Stop the Complaining at Work!

Are you tired of workplace drama?  Would you like to nip complaining in the bud but still show that you are listening?  How would you like 3 simple techniques to help you do just that?

Marlene Chism, author of Stop the Workplace Drama, shared 3 techniques at the end of a recent teleseminar:

1. Technique #1 Four Words

When people are complaining and want to draw you into their drama, let them know that you hear them and understand what they’re saying, but get them into positive problem-solving mode by asking, “What do you want?” as in, “I hear what you’re saying.  Here’s my question:  What do you want?” (said with no eye-rolling or raised voice, but with respect).

2. Technique #2 Empowerment Technique

Get people out of the victim mode and get yourself out of the rescue mode by asking, “What are your choices?”  It may take a while to get people out of the mindset of running to you to solve their problems, but empower them by asking this question.

3. Technique #3 Collaboration Technique

Encourage collaboration in problem solving by asking, “Are you willing to . . .” type questions, such as “Are you willing to think about your choices and come back at 2 pm to talk about them?”

If a person is not willing to do something, then there would be some sort of consequences resulting from that choice.  For example, if you say, “Are you willing to come in 5 minutes early to make sure that you can be at your desk on time?” and the person says “No,”  then a consequence might be loss of the job after a certain number of  late starts.

Create movement toward employee empowerment with these three phrases when people complain:

“What do you want?”

“What are your choices?

“Are you willing to . . .”

Try them out at work, at home and in your volunteer organizations!