Some say that the secret to success is being in the right place at the right time. Some say that success comes to those who work smart. You can say that success comes with having drive or passion for a certain field. All of this is true, but I also believe that another way to be successful in the real estate business is to have the right mentor, the right business coach, knowledge, and action.
Some of the world's most successful business men and women all were, and still are being mentored by someone else. Their business coaches helped them strategically bring their business to the next level. Without the support of these mentors and coaches where would their business be today? Who knows?
I believe that one way to increase your income is to hire someone else to coach you on a particular subject. Of course, you're going to work hard and work smart along with the knowledge you gain, but at the end of the day you need that extra information and you can get it from someone else.
I am in the house flipping business. If I wanted to find more leads so that I can make more deals, I could hire someone to help me in the process. Sometimes other people know more than you do. Therefore it would be wise to be open minded to other people's ideas. A mentor and a business coach can give you the knowledge that you are lacking to buy more properties and step your business game up.
No one can become successful on their own. You will need a support team. There isn't one millionaire or billionaire for that matter that has ever gained their position single handedly. The support from their mentors, business coaches and staff has given them the success that many desire.
The moral of the story is if you want to take your business to new heights you can spend the time and money on education. Find someone to help you if you have reached a plateau. Go out there and get a business coach. Pick someone who has been successful in your business and milk them for their information. It will be well worth the investment. Work hard and work smart as well and your business will grow substantially.
Thursday, June 12, 2008
Tips for success in business 2
# Never walk down the hall without a document in your hands. People with documents in their hands look like hardworking employees heading for important meetings. People with nothing in their hands look like they're heading for the cafeteria. People with the newspaper in their hands look like they're heading for the bathroom. Above all, make sure you carry loads of stuff home with you at night, thus generating the false impression that you work longer hours than you do.
# Use computers to look busy. Any time you use a computer, it looks like work to the casual observer. You can send and receive personal e-mail, calculate your finances and generally have a blast without doing anything remotely related to work. These aren't exactly the societal benefits that everybody from the computer revolution expected but they're not bad either. When you get caught by your boss--and you will get caught--your best defense is to claim you're teaching yourself to use the new software, thus saving valuable training dollars. You're not a loafer, you're a self-starter. Offer to show your boss what you learned. That will make your boss scurry away like a frightened salamander.
# Messy desk. Top management can get away with a clean desk. For the rest of us, it looks like you're not working hard enough. Build huge piles of documents around your workspace. To the observer, last year's work looks the same as today's work; it's volume that counts. Pile them high and wide. If you know somebody is coming to your cubicle, bury the document you'll need halfway down in an existing stack and rummage for it when he/she arrives.
# Voice mail. Never answer your phone if you have voice mail. People don't call you just because they want to give you something for nothing-- they call because they want YOU to do work for THEM. That's the way to live. Screen all your calls through voice mail. If somebody leaves a voice mail message for you and it sounds like impending work, respond during lunch hour. That way, you're hardworking and conscientious even though you're being a devious weasel. If you diligently employ the method of screening incoming calls and then returning calls when nobody is there, this will greatly increase the odds that they will give up or look for a solution that doesn't involve you. The sweetest voice mail message you can ever hear is "Ignore my last message. I took care of it." If your voice mailbox has a limit on the number of messages it can hold, make sure you reach that limit frequently. One way to do that is to never erase any incoming messages. If that takes too long, send yourself a few messages. Your callers will hear a recorded message that says, "Sorry, this mailbox is full"--a sure sign that you are a hardworking employee in high demand.
# Use computers to look busy. Any time you use a computer, it looks like work to the casual observer. You can send and receive personal e-mail, calculate your finances and generally have a blast without doing anything remotely related to work. These aren't exactly the societal benefits that everybody from the computer revolution expected but they're not bad either. When you get caught by your boss--and you will get caught--your best defense is to claim you're teaching yourself to use the new software, thus saving valuable training dollars. You're not a loafer, you're a self-starter. Offer to show your boss what you learned. That will make your boss scurry away like a frightened salamander.
# Messy desk. Top management can get away with a clean desk. For the rest of us, it looks like you're not working hard enough. Build huge piles of documents around your workspace. To the observer, last year's work looks the same as today's work; it's volume that counts. Pile them high and wide. If you know somebody is coming to your cubicle, bury the document you'll need halfway down in an existing stack and rummage for it when he/she arrives.
# Voice mail. Never answer your phone if you have voice mail. People don't call you just because they want to give you something for nothing-- they call because they want YOU to do work for THEM. That's the way to live. Screen all your calls through voice mail. If somebody leaves a voice mail message for you and it sounds like impending work, respond during lunch hour. That way, you're hardworking and conscientious even though you're being a devious weasel. If you diligently employ the method of screening incoming calls and then returning calls when nobody is there, this will greatly increase the odds that they will give up or look for a solution that doesn't involve you. The sweetest voice mail message you can ever hear is "Ignore my last message. I took care of it." If your voice mailbox has a limit on the number of messages it can hold, make sure you reach that limit frequently. One way to do that is to never erase any incoming messages. If that takes too long, send yourself a few messages. Your callers will hear a recorded message that says, "Sorry, this mailbox is full"--a sure sign that you are a hardworking employee in high demand.
Tips for Success in Business
1. Don't let others decide "your" attitude.
2. Always be early to work and always be willing to stay late. Moving up is often measured in �sweat equity�.
3. The best ethics are those that can stand being illuminated in the morning newspaper.
4. A positive attitude will take you further than your technical knowledge.
5. Decision making should always involve identifying the risks and assigning probabilities to possible outcomes.
6. Make an effort to improve your written and oral communication skills. Whatever the sacrifice - make it! -- Very few professionals move up without being good communicators.
7. If you are in a college major and you do not like the topics, homework, tests, teachers, etc., you should change majors. If you do not like this material in college, why do you think you will suddenly fall in love with the subject when you are working? (Note about accounting: The purpose of doing business is to make a profit, and accounting measures profits. All career paths need to understand accounting, and those who don't will remain at the bottom of the corporate ladder.)
8. College is the �real world.� There are obligations, responsibilities, and consequences.
9. Your college grades are a measure of your willingness to sacrifice. Employers want employees willing to sacrifice to improve the company.
10. If you don't like group and team work in class, forget the business world--change majors! You must be able to work as part of a team to survive in the business world.
11. Learn everything you can about the computer and the internet. The 21st century will be defined by "technocrats." Join them or fall behind.
12. Join professional business organizations. Career maintenance and the networking related to it will pay off.
13. Be a volunteer for community service, starting now. Recruiters believe if you give that extra two cents while you are a student, then you will likely give that extra two cents to the company.
14. Continually update your address, telephone, and e-mail information. Networking is an important key to success.
15. Join student clubs and take a leadership role. Leadership is the key to moving up in the business world.
16. Cultivate friendships among all the students in your major. You may need this network later on.
17. Develop a good rapport with at least one of your major professors. Make sure they know you and your career objectives.
18. Be attentive to details. It is not long in life before you will discover it is the little things that make the big difference.
19. Excuses for submitting reports and other paperwork late don't get it in business----nor do they in classes. If you can't handle the load, lighten up your course load by dropping a class, or reducing work hours. Time management skills are strong indicators of your ability to manage the tasks involved in your intended career.
2. Always be early to work and always be willing to stay late. Moving up is often measured in �sweat equity�.
3. The best ethics are those that can stand being illuminated in the morning newspaper.
4. A positive attitude will take you further than your technical knowledge.
5. Decision making should always involve identifying the risks and assigning probabilities to possible outcomes.
6. Make an effort to improve your written and oral communication skills. Whatever the sacrifice - make it! -- Very few professionals move up without being good communicators.
7. If you are in a college major and you do not like the topics, homework, tests, teachers, etc., you should change majors. If you do not like this material in college, why do you think you will suddenly fall in love with the subject when you are working? (Note about accounting: The purpose of doing business is to make a profit, and accounting measures profits. All career paths need to understand accounting, and those who don't will remain at the bottom of the corporate ladder.)
8. College is the �real world.� There are obligations, responsibilities, and consequences.
9. Your college grades are a measure of your willingness to sacrifice. Employers want employees willing to sacrifice to improve the company.
10. If you don't like group and team work in class, forget the business world--change majors! You must be able to work as part of a team to survive in the business world.
11. Learn everything you can about the computer and the internet. The 21st century will be defined by "technocrats." Join them or fall behind.
12. Join professional business organizations. Career maintenance and the networking related to it will pay off.
13. Be a volunteer for community service, starting now. Recruiters believe if you give that extra two cents while you are a student, then you will likely give that extra two cents to the company.
14. Continually update your address, telephone, and e-mail information. Networking is an important key to success.
15. Join student clubs and take a leadership role. Leadership is the key to moving up in the business world.
16. Cultivate friendships among all the students in your major. You may need this network later on.
17. Develop a good rapport with at least one of your major professors. Make sure they know you and your career objectives.
18. Be attentive to details. It is not long in life before you will discover it is the little things that make the big difference.
19. Excuses for submitting reports and other paperwork late don't get it in business----nor do they in classes. If you can't handle the load, lighten up your course load by dropping a class, or reducing work hours. Time management skills are strong indicators of your ability to manage the tasks involved in your intended career.
80 Tips for Business Success
1. Before leaving work each day, identify those things you need to do the next day.
2. When you think you may have to compromise on your agenda, classify your issues into "can drop," "nice to have" and "must have" categories. This will prepare you for negotiation.
3. Before presenting a new idea or an action plan, list the people whose support you will need…learn where each one stands regarding your proposal (pro, con or neutral)…and formulate a plan to handle each person accordingly.
4. Publicly recognize and reward people who develop themselves and others.
5. Identify the behaviors that you feel are critical to success in your department, and then lead by example.
6. Despite your workload, don't bring extra work to meetings. Focus on the issues and the other people at the meeting.
7. Limit your use of closed questions—those that can be answered with a "yes" or a "no."
8. Don't overreact to events at work. Problems are to be expected and are rarely catastrophic.
9. Set aside a little time every day in which you will practice a behavior or skill that you're trying to learn or fine-tune.
10. Limit your personal goals. Genuine progress on your two or three most important goals is more meaningful and rewarding than negligible progress on a dozen less critical fronts.
11. When faced with possible resistance, consider pre-selling your agenda to a couple of key players.
12. Avoid collecting and filing information if it is not actually of use to you personally.
13. Understand that emotional intelligence can transform your performance and career.
14. Get to know your staff members so that you are aware of how best to help them.
15. Remember that people of dissimilar ability can find each other difficult.
16. Set aside a little time every couple of months to review job descriptions and spot any needs for change.
17. Take the word "try" out of from your vocabulary. Turn intentions into actions.
18. Remember that, when implementing improvements, things sometimes get worse before they get better.
19. Measure results achieved, not hours worked or number of activities.
20. Write down your most important goals and keep them in front of you at all times-for instance, on a mirror at home, in your middle desk drawer or on the wall in your office.
21. Refrain from saying, "It can't be done," and focus on how you can make it happen.
22. Be persistent but not foolish—if what you are trying is not working, get feedback and ideas from others.
23. Focus on people's strengths rather than their shortcomings.
24. Make sure your network is reciprocal: share information, ideas, resources or influence with others—don't just take from those within your network.
25. Be alert to details, especially when working in an international context. For example, colors, numbers and symbols often have different meanings in different cultures.
26. Set a good example for others by consistently engaging in solid ethical behavior and confronting any unethical practices.
27. Live in the present. Don't stress about mistakes in the past or worry about problems in the future.
28. As a manager, you are now personally responsible for operating within the law. Here's an important way to ensure you're safe: Know the law. Practice the law. Protect yourself and your organization.
29. Remember that good ethics lead to good business.
30. Do not confuse assumptions with facts, or you may make a major mistake.
31. When the minutes of a meeting you attended are distributed, read them through and query anything about which you are dissatisfied—from conclusions reached to assignments given you.
32. Resist using buzzwords—they weaken communication.
33. Express your opinion with conviction, but don't neglect the position of the other person—be prepared to listen and to be influenced.
34. Compare the amount of time you spend talking and listening during a typical conversation. If you are talking more than 50 percent of the time, you're talking too much!
35. Remember that public criticism only works when group dynamics are the issue.
36. Be realistic in budgeting a new project—avoid the temptation to keep costs unrealistically low in order to get the project approved.
37. Build mental flexibility by doing brainteasers, so you are in the habit of challenging your assumptions.
38. Recognize that people learn just as much from mistakes as they do from getting it right the first time.
39. When recruiting, ask what-if questions to determine how the applicant would respond to tricky situations.
40. Let candidates for a job know how much time the interview will take. This will reassure them that they will have the opportunity to give their information and to ask key questions.
41. Monitor trends in your industry to determine which competencies will become increasingly important. Then, ensure that your organization has employees with these abilities either by hiring from outside or training current staff.
42. Conduct an informal survey of your top performing new hires to find out how they heard about their positions. Focus your recruiting efforts on those sources that have produced your best employees.
43. Encourage people to focus their training and development on areas where they can achieve the greatest impact on organizational performance.
44. When searching for the right candidate for a position…remember to target the market that matches your candidate requirements. Don't waste time and effort looking at the wrong people. Instead create a job-specific profile so you have a clear vision of the job and responsibilities it entails.
45. Make department and corporate goals come alive for staff members by identifying the enablers—resources, skills or abilities critical to mission and goal achievement—that will allow the group to contribute to the corporate mission and goals.
46. When you encounter recurring issues or opportunities, seek the help of those unfamiliar with the situations to get a fresh perspective.
47. Regularly assess the strengths and weaknesses of your strategy, your processes and your customer approach. In today's fast-changing world, ongoing review of these areas-and implementing change as needed-is critical.
48. Consider how your organizational structure will need to change in the near- and long- term. Give your employees the chance to adjust beforehand.
49. Incorporate communication strategies into your business plans. Ask yourself what information and feedback you need to achieve your objectives.
50. Complete a thorough and objective evaluation of your product or service annually; also determine the health of your organization and its ability to grow.
51. Draw how you see the solution to a problem—visual images may be a greater stimulus to creativity than your words.
52. Make your decision, but prepare a fallback position. If you've made the wrong decision, you'll know what to do next to rectify the situation.
53. Monitor employee progress on a task—but not every hour of the day. If things go wrong, give your employee the chance to put them right by him- or herself.
54. Remember that teleworkers are entitled to a life outside of work. So don't telephone them at home in the evening or on the weekend unless it's a major emergency.
55. Ensure that people who work with you and your employees know that you have delegated a task to your employee and that you have given the employee the authority to do the job.
56. Monitor the performance of anyone you ask to assist new hires before you make the assignment.
57. Share solutions to problems found by your department with other groups within your organization, thereby saving other groups from having to reinvent the wheel.
58. Treat resistance to change as a problem to solve, not as a character flaw.
59. Test the practicality of your decisions to increase their probability for success. Get into the habit of asking yourself at each stage of the decision-making process whether the decision is workable.
60. Ask your employees how their objectives contribute to the unit's success. If they don't know, help them understand how their goals align with the unit's strategic objectives.
61. Do an annual review of efforts to achieve your unit's goals to determine any training needs or other shortcomings holding you back. Then, act to address the issues identified.
62. If work due dates are missed, discuss the consequences and options with the person to whom you assigned the task. Don't take the incomplete delegated work back.
63. Remember that management is not a popularity contest-you should work and behave not to be liked but to win the respect of others.
64. If you're new to management remember these words of caution: hold your authority in check. Don't overreact to your new position. And don't play favorites.
65. Isolate the reason for poor performance. Maybe the staff member does not know what you want him or her to achieve.
66. Communicate constantly with project team members: hold daily team briefings and weekly team meetings and encourage people to share information and ideas.
67. If you want your team to reach a consensus, let them know the place and time for the meeting in advance. With a few days, notice, they will have time to consider alternative ideas and arrive at the meeting with an informed choice.
68. Meet regularly with those responsible for project implementation, not only to determine the project's status, but also to communicate its importance to the support of the group-and consequently, the corporate-goal.
69. Consider the variety of time zones or office locations for those you are contacting and rotate locations and/or start times for meetings.
70. Challenge the analyses and findings of groups that have worked in the same area for a long time. Encourage the members to rethink their conclusions to ensure they are timely and accurate.
71. Inform customers and suppliers of significant change initiatives, and ask how these could impact the support they receive from, or provide to, the organization.
72. During face-to-face meetings, reinforce the corporation's commitment to customers as often as possible if you truly want to build a customer-centric organization.
73. If a customer requirement changes, be prepared to change your process or system, too.
74. Think globally. Study how your competition sells its products internationally to see if you can do the same.
75. Write the business proposal first, then think about how you want it to look.
76. Identify the key people you need for your strategy to work. Focus on attracting, deploying, developing and retaining these people.
77. Put yourself in your competitor's shoes. If you were to compete against your firm, what would you do? Based on your thinking, plan a counterstrategy.
78. Identify and plan to avoid the constraints to implementing a plan before you begin implementation.
79. Be open to the idea that others’ behavior, no matter how unreasonable, may be due to personal or work-related problems about which you know nothing.
80. And don’t forget: maintain your sense of humor. Humor is the best antidote to stress. We do our teams and ourselves a favor when we remember to stop and laugh. It will lower the emotional temperature.
2. When you think you may have to compromise on your agenda, classify your issues into "can drop," "nice to have" and "must have" categories. This will prepare you for negotiation.
3. Before presenting a new idea or an action plan, list the people whose support you will need…learn where each one stands regarding your proposal (pro, con or neutral)…and formulate a plan to handle each person accordingly.
4. Publicly recognize and reward people who develop themselves and others.
5. Identify the behaviors that you feel are critical to success in your department, and then lead by example.
6. Despite your workload, don't bring extra work to meetings. Focus on the issues and the other people at the meeting.
7. Limit your use of closed questions—those that can be answered with a "yes" or a "no."
8. Don't overreact to events at work. Problems are to be expected and are rarely catastrophic.
9. Set aside a little time every day in which you will practice a behavior or skill that you're trying to learn or fine-tune.
10. Limit your personal goals. Genuine progress on your two or three most important goals is more meaningful and rewarding than negligible progress on a dozen less critical fronts.
11. When faced with possible resistance, consider pre-selling your agenda to a couple of key players.
12. Avoid collecting and filing information if it is not actually of use to you personally.
13. Understand that emotional intelligence can transform your performance and career.
14. Get to know your staff members so that you are aware of how best to help them.
15. Remember that people of dissimilar ability can find each other difficult.
16. Set aside a little time every couple of months to review job descriptions and spot any needs for change.
17. Take the word "try" out of from your vocabulary. Turn intentions into actions.
18. Remember that, when implementing improvements, things sometimes get worse before they get better.
19. Measure results achieved, not hours worked or number of activities.
20. Write down your most important goals and keep them in front of you at all times-for instance, on a mirror at home, in your middle desk drawer or on the wall in your office.
21. Refrain from saying, "It can't be done," and focus on how you can make it happen.
22. Be persistent but not foolish—if what you are trying is not working, get feedback and ideas from others.
23. Focus on people's strengths rather than their shortcomings.
24. Make sure your network is reciprocal: share information, ideas, resources or influence with others—don't just take from those within your network.
25. Be alert to details, especially when working in an international context. For example, colors, numbers and symbols often have different meanings in different cultures.
26. Set a good example for others by consistently engaging in solid ethical behavior and confronting any unethical practices.
27. Live in the present. Don't stress about mistakes in the past or worry about problems in the future.
28. As a manager, you are now personally responsible for operating within the law. Here's an important way to ensure you're safe: Know the law. Practice the law. Protect yourself and your organization.
29. Remember that good ethics lead to good business.
30. Do not confuse assumptions with facts, or you may make a major mistake.
31. When the minutes of a meeting you attended are distributed, read them through and query anything about which you are dissatisfied—from conclusions reached to assignments given you.
32. Resist using buzzwords—they weaken communication.
33. Express your opinion with conviction, but don't neglect the position of the other person—be prepared to listen and to be influenced.
34. Compare the amount of time you spend talking and listening during a typical conversation. If you are talking more than 50 percent of the time, you're talking too much!
35. Remember that public criticism only works when group dynamics are the issue.
36. Be realistic in budgeting a new project—avoid the temptation to keep costs unrealistically low in order to get the project approved.
37. Build mental flexibility by doing brainteasers, so you are in the habit of challenging your assumptions.
38. Recognize that people learn just as much from mistakes as they do from getting it right the first time.
39. When recruiting, ask what-if questions to determine how the applicant would respond to tricky situations.
40. Let candidates for a job know how much time the interview will take. This will reassure them that they will have the opportunity to give their information and to ask key questions.
41. Monitor trends in your industry to determine which competencies will become increasingly important. Then, ensure that your organization has employees with these abilities either by hiring from outside or training current staff.
42. Conduct an informal survey of your top performing new hires to find out how they heard about their positions. Focus your recruiting efforts on those sources that have produced your best employees.
43. Encourage people to focus their training and development on areas where they can achieve the greatest impact on organizational performance.
44. When searching for the right candidate for a position…remember to target the market that matches your candidate requirements. Don't waste time and effort looking at the wrong people. Instead create a job-specific profile so you have a clear vision of the job and responsibilities it entails.
45. Make department and corporate goals come alive for staff members by identifying the enablers—resources, skills or abilities critical to mission and goal achievement—that will allow the group to contribute to the corporate mission and goals.
46. When you encounter recurring issues or opportunities, seek the help of those unfamiliar with the situations to get a fresh perspective.
47. Regularly assess the strengths and weaknesses of your strategy, your processes and your customer approach. In today's fast-changing world, ongoing review of these areas-and implementing change as needed-is critical.
48. Consider how your organizational structure will need to change in the near- and long- term. Give your employees the chance to adjust beforehand.
49. Incorporate communication strategies into your business plans. Ask yourself what information and feedback you need to achieve your objectives.
50. Complete a thorough and objective evaluation of your product or service annually; also determine the health of your organization and its ability to grow.
51. Draw how you see the solution to a problem—visual images may be a greater stimulus to creativity than your words.
52. Make your decision, but prepare a fallback position. If you've made the wrong decision, you'll know what to do next to rectify the situation.
53. Monitor employee progress on a task—but not every hour of the day. If things go wrong, give your employee the chance to put them right by him- or herself.
54. Remember that teleworkers are entitled to a life outside of work. So don't telephone them at home in the evening or on the weekend unless it's a major emergency.
55. Ensure that people who work with you and your employees know that you have delegated a task to your employee and that you have given the employee the authority to do the job.
56. Monitor the performance of anyone you ask to assist new hires before you make the assignment.
57. Share solutions to problems found by your department with other groups within your organization, thereby saving other groups from having to reinvent the wheel.
58. Treat resistance to change as a problem to solve, not as a character flaw.
59. Test the practicality of your decisions to increase their probability for success. Get into the habit of asking yourself at each stage of the decision-making process whether the decision is workable.
60. Ask your employees how their objectives contribute to the unit's success. If they don't know, help them understand how their goals align with the unit's strategic objectives.
61. Do an annual review of efforts to achieve your unit's goals to determine any training needs or other shortcomings holding you back. Then, act to address the issues identified.
62. If work due dates are missed, discuss the consequences and options with the person to whom you assigned the task. Don't take the incomplete delegated work back.
63. Remember that management is not a popularity contest-you should work and behave not to be liked but to win the respect of others.
64. If you're new to management remember these words of caution: hold your authority in check. Don't overreact to your new position. And don't play favorites.
65. Isolate the reason for poor performance. Maybe the staff member does not know what you want him or her to achieve.
66. Communicate constantly with project team members: hold daily team briefings and weekly team meetings and encourage people to share information and ideas.
67. If you want your team to reach a consensus, let them know the place and time for the meeting in advance. With a few days, notice, they will have time to consider alternative ideas and arrive at the meeting with an informed choice.
68. Meet regularly with those responsible for project implementation, not only to determine the project's status, but also to communicate its importance to the support of the group-and consequently, the corporate-goal.
69. Consider the variety of time zones or office locations for those you are contacting and rotate locations and/or start times for meetings.
70. Challenge the analyses and findings of groups that have worked in the same area for a long time. Encourage the members to rethink their conclusions to ensure they are timely and accurate.
71. Inform customers and suppliers of significant change initiatives, and ask how these could impact the support they receive from, or provide to, the organization.
72. During face-to-face meetings, reinforce the corporation's commitment to customers as often as possible if you truly want to build a customer-centric organization.
73. If a customer requirement changes, be prepared to change your process or system, too.
74. Think globally. Study how your competition sells its products internationally to see if you can do the same.
75. Write the business proposal first, then think about how you want it to look.
76. Identify the key people you need for your strategy to work. Focus on attracting, deploying, developing and retaining these people.
77. Put yourself in your competitor's shoes. If you were to compete against your firm, what would you do? Based on your thinking, plan a counterstrategy.
78. Identify and plan to avoid the constraints to implementing a plan before you begin implementation.
79. Be open to the idea that others’ behavior, no matter how unreasonable, may be due to personal or work-related problems about which you know nothing.
80. And don’t forget: maintain your sense of humor. Humor is the best antidote to stress. We do our teams and ourselves a favor when we remember to stop and laugh. It will lower the emotional temperature.
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