Anne Marie’s Musings and Wonderings, full of thoughts, questions, ideas to help readers reflect and develop new skills
Subscribe here
While I am very sure much has been written to explore the ‘Six Principles of Influence and Persuasion’ (by Dr. Robert Cialdini) in practice: to criticise and debunk their simple or superficial nature, I have to admit that I rather like them for that very reason: their simplicity and because
I was listening to a very interesting and absorbing interview this morning on RTE Radio I with Martin McGuinness. Now, before I go any further, I am not a member of any political party, nor do I want to be. I am a quiet voter who normally votes for individuals
How often have you felt under pressure to return a favour? Even the very idea of returning favours makes me feel uncomfortable, actually, I don’t even like the word ‘favour’ nor its many derivatives, such as favourite and favouritism. When I thought about it a little more deeply and quietly,
Much research into the reasons why people leave their jobs tends to point either directly to the relationship with their boss or to some aspect of the relationship with the organisation for which the immediate manager has responsibility (See Gallup). People don’t leave when they are: valued for making a contribution; respected for knowledge
I have been struck by the David Moyes sacking and am not a big soccer fan (although living with a few Man United fans makes me familiar with the soccer club whether I am keen or not). I think there is a lot of learning to be gleaned from this
Performance management is founded on the concept that we need to look back at the previous year and see what we could have done better and set goals to address this in the following year’s plan. After all my years (and we are talking many, many years) of both participating
We all have tons of experiences of good and bad customer service to share and isn’t it amazing how disinterested those business who rely on loyal customers are in developing and growing positive customer experiences: from a genuine smile to seeking customer feedback on how to improve and do things
Many years ago I attended a one-day course on ‘conflict resolution’ delivered by Brian McGeogh. Since then, I have used the powerful principles upon which the training was based both in my personal and professional life, over and over again. And I have shared them with people attending my own
Just last week I had the honour of delivering a short personal development workshop to a group of amazing people: 6 wonderful nurses who had just completed their Higher Diploma in Palliative Care with UCC/ Marymount. It was a privilege to be in the company of people who give of
When I first started working in a scientific manufacturing environment I took offence when people did not salute me when I passed them on the pathway between buildings; I got hurt when my manager told me I was too challenging or when he told me that I always interrupted him