Although I blogged this 3 years ago – I think in the current climate it is worth publishing again. This is how real peace makers behave…..
In the People Skills Revolution Handbook I include an interview with a CEO, who I had heard about through the grapevine, who I believed was working at the level of peace maker within his business environment. This interview illustrates a number of factors about the making of the peace maker, which are worth highlighting.
The CEO agreed that his people skills development followed the continuum of interpersonal skills approach even if he had no awareness of an underlying process. More specifically:-
- He was prepared to adapt his approach according to the situation.
- If what he was doing was not working he tried something different. This is the same approach as the arch manipulator but combined with his highly principled approach the same strategy becomes a highly effective force for peace.
- The stability of his success encouraged him to learn new skills and achieve further success.
- The concept of ‘I positive, you positive’ and treating people equally, fairly and with respect underpinned all his behaviour.
- He had decided early on his career that the inability to say ‘no’ allowed people to run rings around you. He managed to avoid this happening by saying a firm ‘no’ combined with honesty.
- He consciously adapted his style to who he was talking to and was very aware of his ability to do this.
- He regarded knowing where the red lines are and timing as the key to effective negotiation, conciliation and making peace.
- He had developed a strategic mind and held a long term view of events.
- He still regarded himself as shy despite his confidence in a wide range of interpersonal situations.
- He clearly followed processes he knew worked and enjoyed increasing his level of skill as he achieved positions of increasing seniority in his career.
- He empowered others to develop these skills and resolve their differences .
- He created frameworks to encourage dialogue and ensured that the parties remained solution focused.
- He maintained low visibility and did not feel he had to be an impact player to make a difference in his organisation.
- He regarded his ability to cut to the chase and identify the key issues as a major component in his successful approach.
- He experienced an increasing level of calmness, control and centreness as his skills progressed and felt he only lost his temper consciously and then only for effect
To learn more about the People Skills Revolution approach and how to systematically develop your skills to become a peace maker please refer to the People Skills Revolution book and the accompanying People Skills Revolution Handbook both published by and available from Global Professional Publishing.
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