Establish successful networks
- Monday, 16 January 2017

The first impression usually persists. When you’ve been mentally “labelled” as something, it’s not a quick task for you to loose this image. That’s why it’s important to make a good impression in the first three minutes of meeting a contact. The better you succeed at fulfilling the positive expectations of your opponent, the better you’ll be at asserting yourself.
Everyone’s been there, that situation where you’re caught off guard by some kind of cheeky comment and want to say something back. Finding the right reply to clearly show the other person that you won’t put up with everything isn’t always easy – at least when it needs to be quick.
Conflicts of this kind often take place in secret. Employees will not approach their superiors for fear of being viewed as "not able to handle conflict" or "not able to handle stress." That's why it's all the more important for managers to develop their own early warning system and raise their voices when
Good questions are always open-ended, i.e. they cannot be answered with a simple "Yes" or "No". These include all questions that start with what, how, when, where, why, or who. Here are a couple of examples:
How does it work? People start talking, notice things that they have in common, and then go on to discover subjects that really interest them. Small talk opens the door to what's important!
Der Verkäufer, der uns ein teures paar Schuhe «aufschwatzt»; die Schwiegereltern, die sich zum Mittagessen am Wochenende einladen; der Kollege, der Ihnen immer wieder Arbeit abschiebt oder der Chef, der einen bittet, die Präsentation noch bis am Abend fertigzustellen, obwohl man bereits verabredet ist. Im privaten und beruflichen Alltag gibt es vielen Situationen, in denen ein «Nein» angebrachter wäre.