Social Skills for Entrepreneurs

Developing and deepening our ability to thrive is in part due to how deep and meaningful our relationships are. However not all of us have the same set of skills and abilities to find, develop, nurture and prune our relationships. We know from years of research that those that are connected and engaged to others lead a life that is happier, healthier and more productive.

So this program will introduce you to some of the basics to help you start you on the path of "building the code" for gaining more ease in your personal, school, work and social relationships.

Why to exercise caution as each trait can trip us up if we over use it.

Develop better friendship when you understand your beliefs that bind or build our ability to connect with others

Well we’ve explored:

- 4 personality traits to understand ourselves and use to better connect with others

- Key beliefs that can block or bind us from have better quality relationships

- 4 powerful skills that make life go a little to a lot smoother when dealing with others

- The difference between Empathy and Sympathy and what to avoid and how to best use them.

Uses of the Five Conflict Styles

Conflict-

Handling Styles Appropriate Situations

Competing 1. When quick, decisive action is vital -- e.g., emergencies.

2. On important issues where unpopular actions need

implementing -- e.g., cost cutting, enforcing unpopular

rules, discipline.

3. On issues vital to company welfare

when you know you’re right.

4. Against people who take advantage of non-competitive

behaviour.

Collaborating 1. To find an integrative solution when both sides of

concern are too important to be compromised.

2. When your objective is to learn.

3. To merge insights from people with different

perspectives.

4. To gain commitment by incorporating concerns into a

consensus.

5. To work through feelings which have interfered with

a relationship.

Compromising 1. When goals are important, but not worth the effort or

potential disruption of more assertive modes.

2. When opponents with equal power are committed to

mutually exclusive goals.

3. To achieve temporary settlements to complex issues.

4. To arrive at expedient solutions under time pressure.

5. As a back up when collaboration or competition is

unsuccessful.

Avoiding 1. When an issue is trivial, or more important issues are pressing.

2. When you perceive no chance of satisfying your concerns.

3. When potential disruption outweighs the benefits of resolution.

4. To let people cool down and let them regain perspective.

5. When gathering information supersedes immediate decision.

6. When others can resolve the conflict more effectively.

7. When issues seem tangential or symptomatic of other issues.

Accommodating 1. When you find that you are wrong -- to allow a better

position to be heard, to learn, and to show your reasonableness.

2. When issues are more important to others than yourself -- to satisfy

others and maintain cooperation.

3. To build social credits for later issues.

4. To minimize loss when you are outmatched or losing.

5. When harmony and stability are especially important.

6. To allow subordinates to develop by learning from mistakes.

Activity #1: Memo from me to me

Name:

RE: Dealing with Conflict

Complete this memo for next class. Be prepared to discuss the results with the class as a whole or to hand in to your facilitator.

1. My usual way of dealing with conflict is to

Blame myself or others for creating the conflict

Smooth over or suppress the conflict

Surface and deal with the conflict

Compete or be aggressive

Accommodate or give in

Avoid or withdraw

Compromise

Respond according to the situation

2, Some of the undesirable consequences for me are:

(e.g. Conflicts continue to simmer below the surface

or Others expect me to give in

or People seldom disagree with me openly

or My ideas and opinions don’t get much attention, etc.)

3. Some useful changes I would like to make in the way I deal with conflict are:

Types of Styles