Janson Turn Enemies into Friends

Incl. Bonus - Learn conflict management, train non-violent communication emotional intelligence & resilience, use the power of rhetoric & psychology against fears
8. Auflage 2026
ISBN: 978-3-96596-445-7
Verlag: Best of HR
Format: EPUB
Kopierschutz: 0 - No protection

E-Book, Englisch, 180 Seiten

Also in the 8th revised and improved edition, published by a government-funded publisher involved in EU programs and a partner of the Federal Ministry of Education, you receive the concentrated expertise of renowned experts (overview in the book preview), embedded in an integrated knowledge system with premium content and 75% advantage. At the same time, you do good and support sustainable projects.
Because whoever is successful quickly makes enemies, this is especially true for ambitious people and cooperation in teams and groups: Often, open or hidden enmities, disagreements or quarrels come to light that need to be resolved and arbitrated. Who succeeds in this with the correct, non-violent communication, mediation or similar methods, contributes crucially to improve the good co-operation in the team not only, but managed it also to increase the own popularity and from enemies friends to make. This book shows you what to look out for. Good luck and have fun reading.
Knowledge that makes a difference, independently documented by its own Wikipedia entry: With its 'information on demand' concept, the publishing house has been successful for over 20 years and has received numerous awards. So when you buy the book, you are also doing good: The publisher is financially and personally committed to socially relevant projects such as tree planting campaigns, scholarship foundations, sustainable living, and many other innovative ideas.
The goal of providing you with the best possible content on topics such as career, finance, management, recruiting, or psychology goes far beyond the static nature of traditional books: The interactive book not only imparts expert knowledge but also allows you to ask individual questions and receive personal advice.
In doing so, expertise and technical innovation go hand in hand, as we take the responsibility of delivering well-researched and reliable content, as well as the trust you place in us, very seriously. Therefore, all texts are written by experts in their field. Only for better accessibility of information do we rely on AI-supported research results to a limited extent to make information easier to find, which assists you in your search for knowledge.
You also gain extensive premium services: Each book includes detailed explanations and examples, making it easier for you to successfully use the consultation services, freeky available only to book buyers. Additionally, you can download e-courses, work with workbooks, or engage with an active community. This way, you gain valuable resources that enhance your knowledge, stimulate creativity, and make your personal and professional goals achievable and successes tangible.
That's why, as part of the reader community, you have the unique opportunity to make your journey to personal success even more unforgettable with travel deals of up to 75% off. Because we know that true success is not just a matter of the mind, but is primarily the result of personal impressions and experiences.
Publisher, journalist and editor Simone Janson is also a best-selling author, was a columnist for WELT and Wirtschaftswoche, and, according to ZEIT, one of Germany's most bloggers on success.

Autoren/Hrsg.

Janson, Simone

Leseproben

Success in a team: communication even with difficult colleagues [6 checklists & 5 tips]
// By Simone Janson

Proper communication with colleagues is one of the most important success factors for the career. It all depends on the right mix: you have to work together with others in the team, but at the same time prevail against competitors. Rhetorical skill is the key to success here.

How to get along well with colleagues

Like it or not, you are closely connected with your colleagues.

Ms. B. has always enjoyed working in your company. Recently, however, a few new colleagues have been added and suddenly the mood is no longer so good. Ms. B. doesn't really know whether it is her or her colleague's fault and how to deal with the new situation.

Praise and praise

Giving each other positive feedback every now and then for a job well done - that can significantly improve the working atmosphere. But be careful: praise also has its pitfalls.

Don't be overly suspicious. Take praise first. Of course, sometimes others praise us for wanting to achieve something. But often it is really honest niceness. Don't ruin the joy of it for yourself or others.

"Ms. B., where do you always get these great ideas from, I wouldn't think of anything ...", Mrs. S. exclaims enthusiastically after the meeting. Ms. B. is irritated by such excessive praise. Almost apologetically she replies: "Oh, that's nothing special!" But secretly she wonders if there is something behind it. Ms. S. meant it honestly, but noticed the embarrassment of the colleague: In the future she will be more careful with your praise.

Checklist: Unexpected Praise - How You Dealt With It

Accepting praise also has to be learned. This is how you respond correctly to compliments. Because: Some people are just as speechless at surprising praise as they are at attacks and then dismiss the compliment. It's a shame - it's much nicer to just accept it. Here are a few suitable answers:

• Quite simply: "You did a great job!" - "Thank you".
• As a question: “You have really come up with a good organization system for our filing” - “Do you like it !?” Important: Speak the intonation like a statement and make it clear that you do not expect an answer.
• With humor: "Your new trouser suit looks really great!" - "You have good taste."
• As a starting point: “You really know a lot about the subject” - you smile at the other person in a friendly manner and change the subject: “What's in the canteen today?” Make sure, however, that the transition appears humorous and not embarrassed. Use this variant only to honestly accept praise, not to question it ironically (for example: “What exactly do you want to know?”). You would only insult the other.

Many people who struggle to receive praise can also praise badly themselves. Ms. B., for example, has very high demands - not only of herself. Accordingly, she sees little reason to praise others. Positive performance is simply a matter of course for them.

It's a shame, because recognition is one of the strongest links between people. With her critical stance, Ms. B. forgets quite a few sympathies. You don't have to change much, because it's not about singing praises always and everywhere. It would help if you were just a little more attentive to the services of others.

Recognition is important

Everyone is different. If you have high demands on colleagues: Do not compare them with each other or with yourself. What is taken for granted for one person is a challenge for another, the mastery of which deserves real praise.

Every now and then, give your colleagues honest applause. Then you get along well with them.

Checklist: To give others real recognition

Praise is like fertilizer for motivation and relationships: well dosed can strengthen, but too generous and given in the wrong place will ruin an entire harvest. You should therefore follow a few rules so that well-intentioned praise does not fail.

• Only give praise if you really mean it. Real recognition comes from the gut, it is filled with joy about something - others notice whether it is authentic or not. When you get the feeling, share it, "I noticed that you really tried hard."
• Sometimes non-verbal praise is more convincing than a torrent of speech. Smile encouragingly at your colleagues, hold your thumb up, pat them on the shoulder - find your very own form of expression.
• Check Critically: Are you pursuing an intention with the praise? Do you want to disguise criticism? If so, don't do it, because it doesn't seem credible. That only disappoints and demotivates others. And: if you don't expect anything, you won't be disappointed if you don't get a certain reaction.
• Ironic or arrogant acknowledgments are just as insulting: avoid impatiently “Well, please, it works!” Or reproachfully “Why not like that?” to praise. With “You see: you just have to want it, then it will work too” you imply a lack of commitment from your colleagues and a “Super! Now Mr. F. has finally understood it ”exposes your colleagues and reveals your disdain.
• Give praise carefully. If you cheer on every little thing, your colleagues get used to it and think they don't have to try harder. The message has to be: “It is worth keeping up with the ball. There's more in there! ”.
• Give praise in a timely manner. The more spontaneous, the better. Wrong: “Your behavior at the last fair three weeks ago was really good. Keep it up!" Such praise comes too late and is too general, so it only irritates.
• Don't just say: “Well done”, but in as much detail as possible WHAT you found good: “At the trade fair last week, I noticed your exceptionally good customer service. They are friendly and polite, use very positive language and find suitable alternatives. You make everyone feel like the only thing important to you at the moment! "
• Unreservedly praise: "Your presentation was very interesting, but next time pay attention to the spelling." This will destroy the praise. Better: leave the praise in isolation. Criticism belongs in another conversation.
• Be fully involved: Never give the impression that you are rushed or that you are short of time, then the praise will appear spurious.

Colleagues support - but right!

“I have to do some shopping tonight. For once, couldn't you stay in the office for me until eight o'clock today? " Ms. B. thinks annoyed: “Why can't Ms. S. do her shopping at the weekend like everyone else?” However, she says: "Actually, not so much, but if it has to be ..."

But: if you really didn't want to, your colleague will be contrite and you will be angry! Nobody benefits from such support: Ms. B. is annoyed all the time until eight o'clock at having said “yes” again, although she really wanted to say “no” at last. And Ms. S. now has a guilty conscience and the feeling that she owes something. Excuses that the other person can already see through are just as bad: "I'm sorry, I would do it, but I have plans for tonight too."

Better: Say “No” politely but firmly - without plasticizers like “actually” or “I think”. A good transition is something like “No, and I'll tell you why…” Then give an explanation: “No, I won't be there until eight o'clock. My end of work is important to me. You have to find another solution. " Say clearly and against your uncertainty what you think - then the other person won't come back next time. And both have a good feeling.

Polite, but definitely!

If your colleague is overwhelmed: Has your colleague set too much? Do not relieve him of any work, but offer help to help himself: think together about the priorities of the individual tasks and how they should be organized. This is how the colleague learns for the future. Establish contact with an organizational expert or recommend relevant literature. But: Do not offer someone who is overwhelmed to take over his or her work - Better: Help them to help themselves!

Caution: Of course you shouldn't refuse every request. But make it clear to yourself: there is only a very clear “no” or a very clear “yes”. Because if you say “yes” it has to come from the heart. If you also say: “… I would be happy to do it for you” - then, surprisingly, you would do it much better because you feel obliged to your own words. The best is: clear no, clear yes!

This is how you address unpleasant things

Are you annoyed with a colleague? Ms. B., for example, is angry about the incorrect presentation with which Mr. W. badly sold the work of the whole department at the meeting. But how should Ms. B. deal with your anger? If she just contrite and quietly bring up your anger, it won't work.

Wrong: Ms. B. wants to avoid an open argument and says “You probably had a good reason for not preparing the presentation properly. But that's a little annoying… ”However, Mr W. cannot do anything with Ms. B.'s quiet criticism. Instead of accepting it, he is annoyed: “Did Ms. B. want to criticize him - or not? What is this remark about? " The next presentation is similar and Ms. B. bursts her collar: "Why do you always have to work so sloppily?" Mr. W. is angry - and from now on can no longer speak well to Mrs. B.

So that the trouble does not break out of you at some point!

Better: address unpleasant things immediately, directly, in a friendly and open manner. Make sure to talk to your colleague alone so as not to put him or her in front of others. Signal your good intentions. Get to the point right away, avoid small talk, it seems ambiguous, like you have something to hide:

“Mr. W., I want to speak...