So What Exactly Is Value

By Amy Wise

An active listener is someone who possesses certain elements and skills that have been practiced and developed over time. First, they encourage others to speak. When it was their turn to speak, these people did not direct the conversation toward themselves. Instead, they continue to focus on other people's problems. They use words or actions and

• Language: English
• Publisher: Amy Wise
• Release date: Oct 2, 2023
• ISBN: 9798868952715

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So What Exactly Is Value

So What Exactly Is Value

Copyright © 2023 by Amy Wise

All rights reserved

TABLE OF CONTENTS

CHAPTER 1 : ACTIVE LISTENER

CHAPTER 2 : HERE IS THE BASIC DEFINITION

CHAPTER 3 : REAL ESTATE KING'S PARADISE

CHAPTER 4 : CONTEXT OF ENJOYMENT

CHAPTER 5 : IN ADDITION TO SERVING AS CHAIRMAN OF CONCORD PACIFIC

CHAPTER 1 : ACTIVE LISTENER

An active listener is someone who possesses certain elements and skills that have been practiced and developed over time. First, they encourage others to speak. When it was their turn to speak, these people did not direct the conversation toward themselves. Instead, they continue to focus on other people's problems. They use words or actions and gestures to show previous speakers that they are truly interested and interested in what those people have said.

Look directly at the speaker to show that you're interested in what they have to say – in fact, that you're listening to every word they say. Nodding often shows that you understand what they are saying. Smiling at the same time will show that you are interested in what they share.

When you discuss something with an employee, other thoughts may enter your mind. You need to control those thoughts. When employees talk about it, try to forestall the thoughts you might have. What questions might you be asked? If they suggest a certain solution to the problem, try to think of other solutions. Ideally, we should pay full attention to what the other person is saying, but cognitive gaps always exist. By controlling your wandering thoughts, you can focus on the problem at hand, rather than on outside thoughts that distract you.

A well-timed comment can show the speaker that you are deeply interested in what they have to say:

• Interesting!

• Tell me more.

• Why do you think she said that?

• Why do you think that?

In fact, the comment: That's interesting, tell me more will help you become an interesting, insightful conversation partner in the minds of those you talk to.

Active listeners need to use all three forms of communication. That means the words you say, your facial expressions and your voice must express the same meaning. The listener will receive a confusing message if you say, That's interesting, tell me more, but your facial expression shows boredom, dissatisfaction, or a sarcastic tone. Another example is, you give feedback but look away or get distracted by some document. Would you believe that such a person is truly interested in what you have to say?

END OF THE CONVERSATION

A manager who is also an active listener will have many issues shared with employees. Some people will overstay your welcome. Some people think that talking to you will eliminate work. You need to have some tools in your management toolbox to eliminate such conversations.

It's important to let people know the boundaries in these conversations:

• I appreciate your presence.

• It was a pleasure talking to you.

• Let me think for a moment and talk to you later.

As you can see, there are many ways to tactfully end conversations. You should be aware of them for two reasons: first, you can recognize them when more experienced managers apply them to you, and second, to use them when you feel it is necessary and appropriate .

When you're talking to your boss and you notice him reaching out and placing his hand on the phone receiver even though the phone isn't ringing, that's a sign of the end of the conversation. That action means As soon as you leave, I will make a phone call. Another technique is to take a piece of paper out of a drawer and stare at it occasionally throughout the conversation. By holding the piece of paper in his hand, your boss is telling you, I have something important to do as soon as you get out of here.

Another way to end a conversation is when the boss pushes the chair behind his desk away to show that he is about to stand up. If that wasn't enough, he would stand up. That action always brings a message. Maybe this action is a bit straightforward, but sometimes it is really necessary.

Occasionally you will encounter an employee who thinks their visit with you is so enjoyable that they don't even notice these signs. Then your verbal closing will have immediate results: I'm really interested in this conversation, but I have some work to do, and I'm sure you do too. For those who ignore all farewell signs, this is not rude at all.

When an employee or co-worker who you know will ignore your signals drops by your room, you need to make it clear from the start that you only have a certain amount of time (maybe that's all you have) and if that's not enough time, you two should meet later. You will find that this strategy is very effective. Your guest will say what is necessary in the time allowed.

Of course, knowing how to end conversations is very important. And you should say meaningful things so people don't use those tactics on you, and don't have to use them on others. There are many other strategies for dealing with situations like this, but you should create your own list of essentials, and remember that each person needs a different strategy to end it.

LISTEN TO SUMMARY

Everyone wants people around them to be interested in what they have to say. Good listening techniques can be applied to both your work and personal life. One interesting thing you'll notice when using these skills is that people enjoy being around and talking to you. There is nothing wrong with showing that attitude. You will be loved and your team will have a manager who makes them feel good about themselves.

Everyone benefits from that arrangement. You have to try very hard to practice those skills, then gradually it will become a habit of yours. At first, this behavior may seem like an act. But after a while, you can't stop acting out, and it really becomes part of your nature. The point is that after a period of training and practicing these listening skills, you will feel comfortable with them and they will become part of your behavior. You will achieve personal satisfaction when surrounded by people who love you. And most of all, you will become a much more effective manager.

6. THE JOB OF A NEW MANAGER AND THE TRAPS TO AVOID

So what is the real job of a manager? There are many ways to answer this question, but the most effective way is to think of management as what an actor does. As a manager, you need to play many roles at once – guide, standard setter, performance reviewer, teacher, motivator, motivator... In each case and purpose. goal, you will choose a suitable role. Often, new managers always receive the advice Just be yourself, but in reality this is terrible advice. That will prevent you from playing different roles that could help you become a successful and effective manager.

Another mistake is that many new managers believe that their job is to direct, that is, instruct employees on what to do, how to do it, and make sure it gets done. However, this is only part of a manager's job and is only occasionally needed. What will help you and your employees succeed in the long run is making your employees autonomous, self-directed individuals. That means getting their support and commitment, sharing power with them, and removing barriers to their success.

MAIN RESPONSIBILITIES OF A MANAGER

Most management experts believe that managers have certain responsibilities, regardless of what industry they work in or who they manage. These responsibilities include: recruiting, communication, planning, organizing, training and testing. The more comfortable and competent you are with these responsibilities, the easier your job as a manager will be. We'll look at these six responsibilities throughout the book, but let's define them:

1. Recruitmentis to find people with the skills and potential, commitment and confidence to be successful at work.

2. Communicationis to share your organization's vision, goals and objectives with your employees. It also means sharing what's happening in your department, unit or business community.

3. Make a planis to decide what needs to be done to achieve the department's goals, thereby achieving the organization's goals.

4. Organizeis deciding what resources are needed for each job or project and which group of people will do the work.

5. Trainingis to find out each employee's skill level and their gaps, and then create opportunities for them to fill those gaps.

6. CheckQuality is ensuring that the work gets done and that your employees successfully carry out the assigned project.

GENUINE CONCERNS

One way to perform well at your job is to truly care about the needs of your subordinates. Many managers make the mistake of assuming that their concern for their employees will be misinterpreted as a sign of incompetence. In fact, it is a sign of strength. Caring about the lives and well-being of your employees does not mean you will give in to unreasonable demands. Unfortunately, many managers fail to recognize this reality. They are not able to distinguish concern from incompetence.

Your concern must come from the heart, and you should not fake it. Real care is realizing that your employees have made the right changes and that they deserve to be rewarded for good results.

You can't start by saying to yourself, I'm going to be a Nice Gentleman. You must take your responsibilities towards your employees seriously. In fact, you and your employees will both be responsible for each other. Your employees look to your leadership abilities. Therefore, you cannot accept opposition between team members' goals and the goals of the entire company. Your employees must realize that they can only achieve their personal goals when they participate in helping the company achieve common goals.

And where they look for leadership and guidance is you. You will have to act as an interpreter for your employees. What is the company policy? Make sure you know it.

TRAPS TO AVOID

Most first-time managers only supervise a limited number of employees. Therefore, you will most likely be caught up in the work of this group of 6 or 7 people. The higher you go up the management ladder, the more people you will manage. You can't be involved in the specific work of 35 people, so practice keeping your distance from specific tasks and just focus on covering the projects as a whole.

One of the biggest dangers facing a first-time manager is that you may be managing an employee who took over your previous job, and you may think this is important. than other tasks. People tend to think that what they do is more important than what other people do, but that attitude is not good when you are a manager. This is not a balanced approach to management. You must resist the tendency to turn your old routine into your current routine just because it's familiar and comfortable.

Typically, your first management job will be directing a project or holding a position. You manage other people, but you still have your own tasks to complete, in other words, you are wearing two hats on your head. If this is your current situation, you need to focus on specific work for a period of time. But when you fully transition into a management position, don't bring any career interests with you, because it can distract you from more important things.

Of course, don't absolutely follow this advice. When a person is transferred to a management position, they often refuse to help their employees in times of trouble and crisis. They read management magazines while their employees are frantically completing work on schedule, because they are managing. This is obviously so stupid. You can build a good relationship with your employees if, in difficult times, you roll up your sleeves to help them solve their difficulties.

STABLE VISION

In all matters of management, maintaining balance and stability is very important. Surely you've met many managers who say, I'm a big picture person, so don't drag me into specific tasks. Unfortunately, this is exactly what many managers think. They are so concerned with the overall picture that they forget the specific tasks that contribute to that overall picture. They also become indifferent to the effort it took others to complete those specific tasks.

Other managers, including those in a first-time management role—those promoted from a specialized position—often become so absorbed in specific tasks that they