The Leadership Japan Series By Dale Carnegie Training Japan

In Parts One and Two, we covered the relationship fundamentals: stop criticising, give sincere appreciation, understand what people want, show genuine interest, smile, and remember names. In Part Three, we move to the final three skills that make those principles work in real leadership: listening, speaking in terms of the other person's interests, and making people feel important—sincerely.  1) Be a good listener and encourage others to talk about themselves Many leaders unintentionally weaken relationships because they listen selectively. If the conversation isn't "useful," they tune out. The problem is that people notice—and they disengage. As the article puts it: "Some people are boring when they talk about themselves and I tune out, because I only want to hear stuff that is of interest to me, like where are the results". That doesn't sound like a good approach to build an engaged team, does it?  A better standard is to make learning about your people part of your leadership job. Listening isn't passive;