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How to Win an Argument Without Words

Jennifer Cochran - Sunday, August 29, 2010

How to Win an Argument Without Words

Use body language to wield power at work.

Leadership often involves negotiating very tough deals, or handling strong objections, or getting a reluctant team to agree to some difficult course of action. To accomplish such things, we employ all the verbal means at our disposal. We argue, we reason, we cajole, we promise, we wheedle, we make deals. A lot of verbal heavy lifting.

Yet most of us give little thought to our nonverbal actions while these verbal activities are going on. We may consciously raise our voice, or use anger to try to carry the day, or even stand up to physically dominate the room. But beyond that, we're clueless about nonverbal means of persuasion.

We miss some of the most powerful means of persuasion humans have when we don't consciously use nonverbal gestures to support our arguments. Nonverbal persuasion is subtle, it works more slowly, and it works mostly on the unconscious. As such, it can allow all sides to save face and avoid getting too deeply dug into a difficult negotiation. Try the nonverbal argument right from the start. It may save you a lot of time and trouble.

Here are three basic steps for winning the nonverbal argument when emotions are running high. All must be done so subtly they are not consciously noticed.

First, mirror your adversary. Mirroring builds agreement; you can often head off potential trouble by establishing a strong basis of nonverbal agreement before the real negotiating begins. But you mustn't be obvious. The idea is simple enough: When the other party adopts a certain seated or standing position, try to adopt a similar one yourself. You want to move slowly until you more or less match the other person's stance.

The idea is to take some time standing or sitting in roughly the same position as the other person. That will send an unconscious message to the person that you are on an equal level and generally in agreement with them. They will begin to trust you. But remember not to be obvious about it.

If they start arguing, heckling, or violently disagreeing with you, don't mirror; align. Often strong verbal argument comes from a desire to be heard and acknowledged. If you align yourself with the person--that is, sit or stand facing in the same direction--you'll be surprised how often all protest will cease. Alignment looks and feels different from mirroring. With alignment, you stand shoulder to shoulder with someone, looking in the same direction.

This action can be quite difficult to undertake; your natural instinct is to back away from anyone who is heckling you--or move in very close to pick a direct fight. But try alignment and watch the confrontation fizzle.

If tension still remains high, use the hands-down gesture to dampen it. When tempers flare and feelings run high, spread your hands out, palms down, at about waist height, and gently push them down a couple of inches. If you're sitting at a table, you'll have to bring your hands above the horizontal plane of the tabletop. Again, this must be done so subtly that it probably isn't consciously noticed. Repeat as necessary. This gesture sends a clear message that it's wise and safe to calm down now.

These gestures won't remove the need for hard verbal bargaining, of course, but they can begin to defuse tense situations more easily. Use the power of your nonverbal messages before you have to resort to verbal fisticuffs.

Nick Morgan is the president of Public Words, a communications consulting firm, and the author of "Trust Me: Four Steps to Authenticity and Charisma."

Texas jobless rate for July holds at 8.2 precent

Jennifer Cochran - Sunday, August 22, 2010

Texas jobless rate for July holds at 8.2 percent

The Associated Press August 20, 2010, 1:38PM ET

The Texas unemployment rate held steady at 8.2 percent in July as the state saw modest job growth, the Texas Workforce Commission said Friday.

The state picked up 4,600 jobs in July and has gained 168,900 jobs since January, according to commission figures.

"Private sector employers in Texas continued adding jobs in July, a trend we've seen since the first of the year," said commission Chairman Tom Pauken.

Pauken said the loss of 23,300 government jobs in July offset gains in the private sector. Professional and business services had the biggest increase at 12,600 jobs.

Mining and logging employment grew by 4,600 jobs in July and has added jobs for six consecutive months. The construction and manufacturing industries each added 4,300 jobs.

The Texas jobless rate remained more than a percentage point under the national figure of 9.5 percent.

Unemployment rates are adjusted for seasonal trends in hiring and firing, which most economists believe give a more accurate picture of the job market.

Without the seasonal adjustment, the state unemployment rate remained unchanged from June at 8.5 percent.

Midland had the lowest local jobless rate at 5.7 percent, while the McAllen-Edinburg-Mission was the highest at 12.3 percent. The local rates are not seasonally adjusted.

How to End a Job Interview

Jennifer Cochran - Saturday, August 14, 2010

How to End a Job Interview

The right closing can seal the deal and land the job.

by Margaret Steen, for Yahoo! HotJobs

 In preparing for a job interview, you've probably practiced a firm (but not too firm) handshake, rehearsed answers to tough questions about your background, and polished up your lucky interview shoes. But many job hunters overlook a crucial part of the interview process: the very end.

As you finish an interview, you have one last chance to sell the interviewer on your skills--and get the information you need in order to follow up. Experts offer these tips for successfully closing an interview:

Don't leave empty-handed. To be sure you can follow up later, don't leave the interview without getting the names, titles, and contact information of everyone you met. This includes people you may dismiss as unimportant. "You don't know who has pull," says Laura DeCarlo, president of Career Directors International, a global professional association of resume writers and career coaches.

Know the next steps. You should also ask what the next steps are in the process: Will the most-promising candidates be called back for another interview? Is the company about to make a hiring decision? How soon does the hiring manager expect to move to this next step?

"It's totally appropriate for a candidate to ask this," says Peggy McKee, founder of career-confidential.com.

Lay the groundwork for a follow-up. Once the interviewer explains how the process will unfold, DeCarlo explains, "you say, 'Thank you. Is it OK if I call you if I haven't heard from you?'" Although you don't need the interviewer's permission to follow up, having the interviewer say it's OK will likely make you less apprehensive if doing so becomes necessary.

Close the sale. After you thank the interviewer and briefly summarize why you think you're a good fit for the job, McKee suggests asking straight out, "Based on this interview, do you feel that I could be successful in this position? Will you move me forward in the interview process?"

A positive response doesn't mean you're guaranteed to get the job. But the interviewer will likely remember you as a stronger candidate. "When you answer yes, you cross a line mentally," McKee says.

What if the interviewer expresses reservations? "That's the big fear," McKee says. But even though it may be disappointing, it's better to know. "This is your only really strong opportunity to find out what her objections are, so you can overcome those objections."

For example, if the interviewer says you lack experience in a particular area, you may realize that didn't emphasize your relevant experience enough. You can now clarify, either on the spot or in a follow-up letter.

You may get a noncommittal answer--the interviewer may say simply that there are more candidates to interview, for example. If that happens, use this as an opportunity to ask for more information about how the hiring process will play out.

Remember the details. Your thank-you notes will be more effective if you can mention specifics about your interviews. The best way to do this, DeCarlo says, is to write down everything you remember--good and bad--as soon as you can after the interview.

6 Questions You Should Never Ask at the Interview

Jennifer Cochran - Saturday, August 07, 2010

6 Questions You Should Never Ask at the Interview

Candidates who ask these questions don't remain candidates for long

By John Kador, author of "301 Best Questions to Ask on Your Interview"

What were they thinking? Whenever I talk to human-resources professionals or  recruiters, I always ask them to tell me the worst question they were ever asked in a job interview. How could any applicant actually believe questions like these are in his interests?

Unfortunately, job seekers continue to ask dumb questions every day. These questions demonstrate poor judgment and effectively ensure their rejection.

It's hard to generalize about such stunningly bad interview questions, but they all are "me" questions. These are questions that appear to put your needs before those of the employer. The best interview questions focus on what the applicant can do for the company, not what the company can do for applicant.

Be certain that the questions you ask don't raise barriers or objections. For example, don't ask, "Is relocation a necessary part of the job?"

The very question raises doubts about your willingness to relocate. Even if the person selected for the position is not tracked for relocation, the negativity of the question makes the hiring manager wonder whether you are resistant in other areas as well.

If the issue of relocation is important to you, by all means ask, but go with a phrasing that reinforces your flexibility, not challenges it. A good  approach: "I'm aware that relocation is often required in a career and I am prepared to relocate for the good of the company as necessary. Could you tell me how often I might be asked to relocate in a five- or 10-year period?"

Here are five more bad questions you might be tempted to ask and what hiring managers will  think when they hear them:

What you ask: Is job-sharing a possibility?
What they think: Possibly, but does this mean you can't give us a commitment for full-time work?

What you ask: Can you tell me whether you have considered the incredible benefits of telecommuting for this position?
What they think: Why do you want to get out of the office before you have even seen it?

What you ask: I understand that employee paychecks are electronically deposited. Can I get my paycheck in the old-fashioned way?
What they think: You are already asking for exceptions. What's next? And are you afraid of technology?

What you ask: I won't have to work for someone with less education than I have, will I?
What they think: You clearly have a chip on your shoulder. Why should we take a chance that you don't have other interpersonal issues?

What you ask: The job description mentions weekend work. Are you serious?
What they think: We're serious about the job description. We're suddenly less serious about you.


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