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POWER READ


Handling Big Egos

Feb 21, 2019 | 7m

Gain Actionable Insights to:

  • Balance the art of being polite and inspiring confidence in clients and partners
  • Respond to difficult and rude clients that you need to continue working with
  • Build respect and rapport with high net worth clients who have big egos

01

Business Etiquette Today

You need to avoid pointing in Thailand, pour drinks for your companions without filling your own glass in Japan, always say 'Bonjour' when you meet someone for the first time in France and don't show the soles of your feet in the Middle East. There are many cultural etiquettes that vary by country, but what about in the world of business? There are many big personalities and people with huge egos that you need to learn to manage in order to be more effective and see fruits from your meetings.

Treating others with respect is something that should come naturally to anyone who has received a reasonable education. In a business context, these same elements are crucial in contributing to business effectiveness. Being punctual for a meeting. Listening to your customer. Observing niceties such as taking an interest in someone's views, their family, and what has happened to them recently can be important in building rapport. Picking up hints on their mood, character and real needs is also vital. Observing the other party's attention to their etiquette can also tell you a lot about them.

Most people today have a degree of stress in their working lives. People are busy, they’re multitasking, meeting deadlines, meeting targets (or failing to), dealing with frustrations, and dealing with rudeness. Many people are carrying burdens we are not even aware of. It’s incredibly refreshing to meet someone in a work setting who smiles when they first meet you, someone who looks happy to see you, who enquires about you. On the flipside, having a pre-determined agenda, impatience to execute, combined with arrogance and an unwillingness to listen to others sets many people up for failure.

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