Archives For The Technique of Handling People

Be Brief to Clear Up Troubles. 

Be brief in conversation. Keep your stories short; don’t drag them out. Skip a lot of the details you might want to include. Make each a short short story. It is the timing—coming to the punch, or the end, quickly and almost unexpectedly—that keeps people interested.

If you cannot interest others in what you say, you may be fairly certain that you are taking too long to say it. Make it brisk, not long-winded. Most of us are more long-winded than we realize. I had to learn this the hard way. Now I don’t bore audiences because I have notes for many more things than I can possibly say in the time allotted. So I have to breeze through the meat of the talk and have no time to pick daisies or cut paper dolls by the wayside.

Being brief keeps conversation interesting. If you want the minute details, read a book.

~ Donald A. Laird , The Technique of Handling People

Ask people for their opinions, to help their self-confidence.

Ask them for favors, to arouse their cooperativeness.

Ask them “and, in addition to that?” to get to the bottom of things.

Try giving orders in the form of questions to keep cooperation.

Make suggestions to the boss in the form of questions.

Ask questions that will let people talk themselves into a cooperative attitude.

~ Donald A. Laird , The Technique of Handling People

Ask Questions to Win Cooperation.

You should know about reverse questions. They are the ones to use when questions are directed to you. An inexperienced salesman, for example, was making the common error of answering customers’ questions completely so that the sales interviews died on first base.

“Which pattern do you think I should get?” the customer ask.

Now a smart leader would reverse that question and not try to answer it himself. He would reverse it—turn it back to the asker—by asking:

“Well, let me see, what will you be using it for?”

Edison learned early, as we have seen, to reverse questions. When asked how much he wanted for an invention he replied, “What will you offer me?”

In other terms, let the other fellow carry the ball while you direct the plays by reversing questions for him to answer.

Benjamin Franklin was an inveterate question asker and adapt in reversing questions. So was Socrates. So are most leaders. Bosses tell them—leaders ask them.

~ Donald A. Laird , The Technique of Handling People

Ask Questions to Win Cooperation

This is a positive book. We are interested in what people should do to be better leaders of others—and of themselves. The wrong things we shall mention seldom. It’s better to keep our minds on the best ways. From time to time, however, it is wise to give passing mention to possible pitfalls. In asking questions, for instance:

Don’t pry into personal affairs.

Don’t ask questions unless you are pretty certain the person addressed can answer them.

Don’t ask questions that seem to cross-exam.

Don’t ask questions to show off yourself—ask those that help the other fellow show off.

~ Donald A. Laird , The Technique of Handling People (1943)

Ask people their opinions, to help build their self-confidence.

Ask them for favors, to arouse their cooperativeness.

Answer their question by turning it back on them.

Ask them “and, in addition to that?” to get to the bottom of things.

Try giving orders in the form of questions to keep cooperation.

Make suggestions to the boss in the form of questions.

Ask questions that will let people talk themselves into a cooperative attitude.

Ask Questions to win cooperation.

~ Donald and Eleanor Laird, The Technique of Handling People (1943)

Extract from the Royal Canadian Air Force.  

Leadership depends on simple human qualities. Above all, a leader requires the confidence of his men and this is to be gained only by commanding their respect for his personal character and professional knowledge; his sense of justice and common-sense; his energy, keenness and fore-thought; his indifference to personal danger and readiness to share the men’s hardships; his cheerfulness in the face of difficulties; the clearness and simplicity of his orders and his firm insistence on their execution; the pride he takes in his command.

~ Donald A. and Eleanor C.  Laird, The Technique of Handling People (1943)

Hesitation or timidity does things to people, too; it holds many back. Call it ingrown modesty, if you wish, but it would smell the same by any name.

Many nitwits and incompetents get farther in the world than they should, because they have heaps of confidence—or perhaps just a knack for bluffing confidence. Sooner or later they get beyond their depth. You know this type—the happy-go-lucky chap who lands good jobs, but can’t hold them; the woman who organizes some activity but can’t keep it running after it is started.

~ Dr. Donald Laird & Eleanor Laird, The Technique of Handling People (1943)

Be Brief to Clear Up Troubles

We learn by listening, not by talking.

When we are brief and listen, we bolster the other person’s ego.

When a situation is tense, listen.

When someone is angry, be brief, let him talk.

When someone is argumentative, be brief and listen to win the argument.

When someone is unhappy, be brief and listen.

~ Donald A. Laird , The Technique of Handling People

Ask people their opinions, to help build their self-confidence.

Ask them for favors, to arouse their cooperativeness.

Answer their question by turning it back on them.

Ask them “and, in addition to that?” to get to the bottom of things.

Try giving orders in the form of questions to keep cooperation.

Make suggestions to the boss in the form of questions.

Ask questions that will let people talk themselves into a cooperative attitude.

Ask Questions to win cooperation.

 

~ Donald and Eleanor Laird, The Technique of Handling People (1943)