Dare to Challenge Obesity

About Book- Change Your Life Now by Devoloping your Personality

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I am delighted to  pass this Amazing Book by which i am sure that you can bring Big Change in your LIFE very soon. This book helps you in many ways.

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Warm Regards, and have a wonderful life.

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This Book Contains the below subjects.

           Part 01 : Communication Skills

1. importance of Communication.

2. Interpersonal Communication.

3. Helping People To Like You.

4. Dealing With People.

5. Giving & Taking Instruction Effectively.

6. Body Language.

7. Written Communication.

8. Telephone Communication.

9. Meetings.

        Part 02 : Presentation Skills

10. Public Presentation.

11. Nervous Tension.

12. Preparation.

13. Content.

14. Your Audience.

15. Visual Aids.

16. Your Appearance.

17. Delivery.

18. Develop Good Rabbits.

19.Ditch the Bad Rabbits.

20. Questions.

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 Sample Page Number 2 


Many of the frustrations that we experience in life come from dealing with people. How often have we heard the statements ‘The job would be great if it wasn’t for the customers!’, ‘The boss is so difficult!’, ‘I can’t relate to so-and-so?’ Getting other people onto the same wavelength as ourselves and persuading them to do what we want them to do is one of the most valuable skills in the workplace. Indeed, for any manager it is vital!


Effective leaders know that in order to motivate a person it is important to find out what motivates that individual – money, promotion, job satisfaction, recognition and so on. What sort of lifestyle does the individual want? What does he or she really enjoy doing?

What are his or her hobbies, pastimes, etc? Having found out the answers, you need to show the individual how to get what he or she really wants.


The difference between good leadership and poor management is the difference between motivation and manipulation.

Motivation is getting people to do something because they want to do it: manipulation is getting them to do something because you want them to do it.


In order to motivate effectively you have to have good communication with an individual, and you also need to be aware of emotional intelligence (EQ)

  EQ involves not only understanding and managing your own emotions, but also recognizing emotions in other people so that you can handle relationships. You need to have empathy with other people and also to be self-aware so that you are able to be sensitive to others.



·          Self-awareness – to assess your abilities and your feelings, because they guide your decisions.

·          Self-regulation – to make your emotions a spur not a distraction. Self-regulation will also help you to hold out for better results.


·          Motivation – to provide the fuel that drives you in the pursuit of your goals. You must have goals and believe in them.

·          Empathy – to win support from others because you have tried to understand how they feel.

·          Social skill – to enable you to read social situations, to have manners, charm and grace and quality of leading by example.

It is essential to have empathy with people in order to understand what motivates them.

The most important aspect of effective communication is the ability to stimulate enthusiasm in others – from your own enthusiasm, the way you speak, the tone of your voice and your body language. Genuine enthusiasm is irresistible and very persuasive. We are all drawn to people who demonstrate passion and enthusiasm, be it TV, radio, face-to-face at meetings, parties or wherever. Enthusiasm is like a magnet.


There is nothing like a word of praise to make someone feel good and maintain their enthusiasm, and consequently their performance in the workplace. Too often people are quick to find fault, to criticize and crap. They have a totally negative attitude which kills ambition, destroys confidence and erodes creativity.

   Criticism is only acceptable if it leads to positive communication that will eliminate errors and enhance performance. So instead of saying, for example, ‘That design is awful; it won’t do at all’, try saying ‘I can see how you’re thinking, but have you considered this approach…?’

Criticism is only acceptable if it is constructive.

We all feel good when someone congratulates us on a job well done. Our confidence grows and our self-belief is enhanced. Just as important are our feelings about the person who has delivered the praise: inevitably, the relationship will have been reinforced.

   Nevertheless, remember that praise and compliments must be deserved and sincere. And do distinguish between praise and flattery. One of the best definitions of flattery is telling other people what they already think about themselves.


Praise is sincere; flattery insincere.  

Sample Page No.4


Dealing with problems at work in a positive is a vital part of business communication and helps to engender a productive environment. People must be able to say what they think and be able to share the good news as well as the bad. The expression ‘ we all learn from our mistakes’ is absolutely true, so long as we face up to those mistakes. No matter who we are or how good our track record is, we are not going to get it right every time.

   When I take on a new member of staff I stress the importance of two-way communication. I always say:

If you are not happy, please tell me; if you are unsure, please ask; if something goes wrong, please come and discuss it; if I say something that upsets you, please don’t bottle it up – come and talk, and we will solve it. I am not a mind reader, so if anything whatsoever causes you to fell unhappy, unsure or stressed, it is up t 

Sample Page No.6 

                           KEEPING IN CONTACT

Let’s now look at specific opportunities to contact people in writing.

   Firstly, with Christmas cards. Some cards can be very impersonal – those printed with a company name but with no hand written signature; and the company cards with a dozen different signatures on them. Let’s face it, most of the people signing these cards haven’t a clue who they are going to. The cards that most people value are those bearing a signed name and a personal message. Christmas is a great time to be in contact with people and show that you care, so don’t waste the opportunity – write a personal message, and, of course, your own signature.

   Secondly, with thank you letters. In business we just don’t write enough thank you letters, and yet they are a great opportunity to show goodwill. Thank you for your order, thank you for your phone call, thank you for your help, etc. look for an opportunity to send a thank you letter: they are always appreciated, as well as being a great way to keep in touch.


Sample Page No. 7 

10.         NERVOUS  TENSION

If you have spoken in public before, you may dread the thought of it. Perhaps you have kept your head below the parapet until now to prevent the opportunity to speak in public arising or the invitation being presented. Why? Almost certainly because of the fear of failure, which, in turn, can lead to subconscious fear of rejection and possibly the feeling that you are going to make fool of yourself. These fears


Sample Page No. 8



Let’s describe a few ways in which this can be done:

.Make a desire – type statement – says something that everybody wants to hear. This must of course be totally relevant to your presentation and to the audience. Here are a couple of examples:


‘Ladies and gentlemen, during the next 30 minutes I want to discuss some ideas that could dramatically increase your income.’

‘Ladies and gentlemen, during the next few minutes I would like to show you a formula that could considerably reduce your expenditure and save you a great deal of money over the next few months.’

. Use extraordinary facts. Using an extraordinary fact about an ordinary su 

Sample Pages of Books :  page 1

Helping People to Like You

In order to be an effective communicator it is advantage to be liked rather than disliked. There is no need to go to extremes by trying too hard to be liked – you cannot please all of the people all of the time. The important thing is to be as natural as possible.    Throughout this book we are looking at how to interact effectively with people and create sound relationships. To do this, one of the objectives must be to win more friends and eliminate any atmosphere of tension, distrust or hostility. You do not have to be patronizing to achieve this – simply bear in mind that one of the laws of success states that what we hand out in life we get back, and remember the saying ‘if you want to cheer up, cheer someone else up’.


I called into our local post office one day and found the postmaster himself serving behind the counter, looking bored and fed-up with the monotony of it all. His hobby is horses, so I asked him ‘how is that lovely mare of yours?’ his face immediately brightened onto a huge smile, his body language changed and he responded with delight, telling me about his latest success in show ring. Those few minutes brightened his day. As I was leaving, someone who knew me chided me by saying ‘what were you trying to get out of him?’ ‘Nothing’, I replied. ‘Absolutely nothing.’ We do not have to be so selfish that we cannot bring a little joy to other people’s lives without wanting something in return.


Friendliness, like good manners, costs nothing.



There is one very important law of human conduct that will keep you out of trouble, make you many friends and at the same time enhance your reputation as an effective communicator. Break this law at your peril!


One of the deepest urges in human nature is the urge to be recognized and appreciated, both as an individual and by what one has achieved.

   Sir David Frost, the well-known TV personality, with whom I worked a few years ago, is an absolute master at this recognition and appreciation. He will always greet people with something liked ‘Richard – great to see you!

How are you?’ He will then go on to say something like ‘I’m so glad you could come’, or ‘I’ve been really looking forward to meeting you’. He never talks about himself, and never releases a confidence, but he is always interested in other people, which is what has made him such a first-class communicator. He has mastered the skill of building up each person he interviews, and consequently draws the best out of the interviewee. Sir David is never offensive or rude, as some interviewers are. He draws the best out of people. At the same time, the most powerful people in the world trust him.

   One of the great demotivators for people at work is the situation where they feel unimportant – when the boss doesn’t notice them, or even worse, doesn’t know who they are. The ability to remember what is usually a fairly small number of names is not difficult, and it is important. If you can approach people by name you will automatically help them to like you. You should make an effect to chat to your staff from time to time, praise them, listen to their problems and generally be approachable. By doing this you will earn their respect, and if they respect you they will work for you. If they don’t respect you they will merely go through the motions.


A good boss will always make a point of knowing all his or her staff.

Steve Bennett, the founder of Software Warehouse and jungle.com, received the award for the most successful young entrepreneur in the UK in 1999. At the time he employed some 300 people. On a trip round his warehouse, we stopped off at the manager’s office, where he took a phone call from a member of staff who’d had a baby at 4am that morning. What was so impressive was that she wanted to speak to her boss. He knew all the details, and arranged for flowers to be sent. Steve had a very loyal team of people, and he knew every one of their names – which is very difficult when it involves so many people.


My wife has a friend who we will call Ann, and when they meet, she usually greets her with ‘Lovely to see you Ann, how are you?’, to which Ann responds with catalogue of dramas, crises, aches and pains and so on. This goes on for about 20 minutes. If my wife remarks that she has the beginnings of a cold, Ann will reply with ‘Nothing like my cold!’

   One day Ann and I we are chatting and she said ‘You know Richard, I don’t think I’m a very interesting person’, and I replied ‘You’re about right’, she asked me what she should about it, and I said ‘stop going on about yourself all the time, and find out about other people. Ask them about their own worries and concerns and pressures then you’ll be able to compare notes and have a decent conversation. It’s very boring when you’re wrapped up in yourself.’

   This story illustrates a simple but important point: to be interesting all you have to do is to be interested.

Ask a lot and listen and encourage other people to talk about themselves.

   By listening to others and asking questions every  one of us can find something in common with someone else, whether it is our work, the place we live, sport, a hobby, a ,mutual acquaintance or whatever. By taking the trouble to find common ground, we can make communication very much easier.

   Here are some examples of conversation openers, all prefaced with those wonderful words, ‘who’, ‘when’, ‘why’, ‘what’, ‘where’, ‘how’, ‘would’, and ‘which’:

·          Who are the decision-makers within your company?

·          Who compiles your data at the moment?

·          Who will be attending the meeting?

·          When are you looking to implement the new system?

·          When can we discuss matters further?

·          When can I call you again?

·          Why do you foresee a problem?

·          Why is the price an issue?

·          Why do you need more time?

·          What are your major concerns?

·          What are you looking for in a software package?

·          What are the key areas of your business?

·          Where do you see your company going next few years?

·          Where does your analysis come from at the moment?

·          Where will the system be located?

·          How important is this project to you?

·          How can I find out more?

·          How would this fit in with your requirements?

·          Would you agree that this system suits your purposes?

·          Would a different day be more convenient?

·          Would you like me to present a case at your board meeting?

·          Which is most important to you?

·          Which system would suit you best?

·          Which one is your favorite?


 Sample Page 3


Responding to other people’s instructions is quite straight forward provided you are aware of the following:

·          What is expected;

·          Why it is needed;

·          When it is needed.

If you are unsure about any aspect of the task, ask questions.

   There are a few exceptions to this. A soldier, of course, does not question orders of his superior unless he wants to get into serious trouble. Similarly, if the navigator of a rally car tells the driver that there is a 45 degree sharp right-hand bend coming up in 100 yards, the driver does not question this, or the car will end up off the road

   Consider another example, this time demonstrating a child’s absolute trust in its parents. A family on a country walk was crossing a railway line when suddenly a train was heard. It was almost on top of the family when the mother told the young child to lie down between the lines and keep absolutely still. The parents jumped to one side and the child did what it was told: the train passed directly over the child, who was unscathed.

   There are rather extreme examples, and on the whole we are no longer living in an age where people in the whole place are expected to blindly follow what is demanded of them. Asking questions will lessen the chance of making errors, and reduce the occurrence of the eventual excuse ‘but I thought you meant….’

When asking questions, take care not to appear confrontational

Sample Page 5

Body Language

It is said that we buy more with our eyes than we do with our ears.

70% of all communication is visual rather than auditory.

Effective communicators listen to what other people say, control and manage what they say themselves, but are also aware of the signals their body language gives, and notice other people’s body language. This is an essential part of the communication process. It is claimed that every day we communicate with some 4,000 words and sounds.

In the so-called ‘science’ of body language, it is claimed that there are some 750,000 signals, 15,000 of these from the face alone.

It is hardly surprising therefore, that body language can be so difficult to define acurately.


   So, what can we learn from these statistics? I would suggest that........  



If you are going to be organizing and/or running a meeting, you should apply the following principles:

1.    Decide the objective or objectives before holding the meeting. What exactly do you want to achieve at the conclusion? Whether it is one objective or several, the principle is the same. If you don’t know what you want, how the devil are you going to get it?

2.    Prepare an agenda. This makes the meeting easier to control and gives everyone involved the chance to participate, because they will see in advance what is to be discussed and can prepare themselves accordingly. Even more important, an agenda will help to achieve the objectives.

3.    Consult those who are attending on what they would like to see included in the agenda. This is good people management, prevents meetings over-running, and enables participants to raise the topics that deeply concern them.

Do not include AOB (any other business) on your agenda 

Sample Page 8 and Complete Book can be read after Purchasing from our end. i am sure you will be amazed to see the better result of your  Life, its a matter of 25 Dollers only. Send email to us immediately and change your life from Good To Best. send email now to info@healthcarecentre.biz to get our account number and book as well.

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