Archive for the Management Category

Winning an Argument

Posted in Communication, Management, Strategies on August 6, 2015 by MD OBSERVER

Before everything, sorry for my long absence. I’m sure you understand that managing several international projects, reviewing new phases of I.M.M., and on top of those having a few books in the pipeline are time consuming. But I promise, I will continue writing ‘MD Observer’ more regularly.
Well, not very far from the topic of my new book, ‘Hidden’, which you can read more about it at the end of this post, I have decided to allocate this post to ‘How strategically win an argument’.

In this post, I will briefly introduce you the Weapon, Technique, Tactic and Strategies for winning an Argument.

CALMNESS IS YOUR WEAPON:
Remember, those who can make you angry, are in control. By staying focus and having self-control you can add up to your chances to gain more during a heated argument.
Do your best not to lose your temper. Losing your temper will eventually turn your conversation into screaming, a total waste of time with no proper and constructive communication.
Some people might intentionally say things to get under your skin. This is to disarm you, and make you vulnerable. Remember, you don’t have to respond to every sentence you hear.

THE TRUTH IS YOUR TECHNIQUE:
The truth can really hurt. Base your argument on ‘Facts’, NOT on ‘Emotions’. The worst action that one might take during an argument is making it a conversation based on feelings.
Although time to time showing controlled emotion is important, but certainly it is not the ideal technique to succeed in an argument.
Think like an Attorney presenting a case in a court. Would you agree with an Attorney at law, who does not have any facts to present?

TO PROVE THE POINT IS YOUR TACTIC:
Remember, the core purpose of an argument is to ‘Prove’ a point tactfully. If instead of proving your point, you go side-ways, you might end up in a weak position. Know your audience, do your homework, be prepared, review every angle of your argument back and forth and know it by heart. The best tactic is to stay focus on ‘proving the point’, but gently and with utmost respect.

ACTIVE LISTENING AND PAINTING A PICTURE ARE YOUR STRATEGIES:
Have you considered why often people yell during arguments? Well, they want you to listen to them. So, to gain a more favorable outcome, be an active listener and give your undivided attention to their argument. In this manner, most likely you will be in control.
Also, paint a picture for them: describe your facts clearly so that they can visualize your argument and connect with it. Those who can visualize factual information, most likely will give you less pain. You will save a lot of energy if your argument is well-painted.

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As mentioned above, I am happy that my new book is published. This book is a series of scientific articles on secret techniques and tactics of Japanese-Okinawan Martial Arts. Those of you with interest in Martial Arts and Martial Strategies will most probably enjoy reading that and I am sure can apply the insights into your business practice and/or life.

Hidden Book Cover - Mosi Dorbayani

You can find out more about the book by clicking on HERE

BAD BOSS: A CHALLENGE MANY EMPLOYEES FACE

Posted in Human Resources, Management on May 2, 2011 by MD OBSERVER

Generally a bad Boss is described as a bully, picky, petty, intrusive and controlling individual. They often make employees weary and frustrated; interactions with them usually reach dead ends; they take credit for employees’ work and never provide positive feedback or support; they tend not to keep their schedules with the employees and they usually fail to support their staff under pressure.

A bad Boss can be found in every organisation; however, the definition of “BAD” could depend on the employee’s requirements or needs, and whether the Boss has the essential managerial skills to satisfy those needs. Therefore, “Bad Boss” can be situational! In one of my recent coaching sessions with a senior officer at a major Bank, I sought the reason behind his reluctance in giving directions and feedback to his team. He said that he assumed by not providing directions, he was ‘empowering’ his team!

In another department a manager who was micromanaging every aspect of the tasks at hand was not realizing that he was insulting the intelligence of his competent staff and that he was doing it actually due to his own insecurity. So, sometimes they don’t know that they are bad! Perhaps they lack training or they are overwhelmed with their own job requirements so much so that it prevents them to support their staff. Or maybe they are promoted quickly and their experience and reporting responsibilities don’t match up.

For whatever reason, the bottom line is: bad Bosses don’t share employees’ values and that is the problem. How to tackle?

Well, start by talking with them. Tell them what you need in terms of feedback, directions, support etc. Do not tell them they are bad bosses because this is counterproductive and raises tension. Ask them how you can contribute to help them to reach their goals and provide the needed assistance.

If these two did not help you, go to your Human Resources and share your experience and feeling with them. If that didn’t work either ask for an appointment with your Boss’s manager and seek their advice. Since your current Boss may get offended, make sure you have done what you can between you before taking your issues up the line.

If you believe the problem is that your Boss can’t OR won’t change, ask for a transfer to another department, which would suggest that you surely like your organisation, employer and your work. If a transfer is unavailable, begin your search for a new job but plan and conduct  this carefully.

THE HARDEST THING IN AN ORGANISATION!

Posted in Leadership, Management on August 3, 2010 by MD OBSERVER

What is the hardest thing in an organisation?

I would say: Paying attention to what people are not saying!

This is probably the hardest required skill in managing, moderating and leading staff : spotting what people are not saying, looking for omissions and what they would be saying if the situations were different.