and i had terrible fights in 2003 at the united nations. and americans were furious with the french, you know, we re not going to call them french fries anymore. we re not going to drink french wine and that i was as mad at him as anybody. we had a lot of arguments but i had to remember that i might need dominique and i might need the french so i was an adversary but don t make him an enemy. that s the lesson in that. have adversaries, have fights but don t avoid making don t make an adversary and enemy when you can make an adversarial friend. how it paid off very clear, in the iraq war aftermath, he was on your side. few other things he surprised you in helping you out with aristide because you didn t burn the bridges then. you don t burn bridges that you don t have to burn. you might have to walk across them again. one of your other rules is share the credit. i wonder if you learned that from family life or all your years in the military? it was both. but over the course
hours, giving more responsibility. you could be in a position where you can start to move up. and bosses want to hire a known quantity. they are not looking through thousands of resumes and picking somebody out of blue. connections are you making at work, even with people moving on to other companies are incredibly important. it sounds so cliche, don t burn bridges, work really hard, be at the top of your game it sounds like chicken noodle for the workplace stuff. but it s actually very important this year. because i feel like the labor market will start moving forward. some people will be left behind. these are the things to be sure to make sure you are not. and you are giving seminars on this later today? i am. christine romans, thank you so much. appreciate it. top stories. police in delaware, trying to find out who killed a decorated vietnam vet who served under three presidents, the body of john wheeler was found on new year s eve. he led efforts to build a vietnam memoria
one thing when it comes to selling the customer. you have to ask. think about a snickers bar, if you re starving you ll buy it, there s a different reason. so you have to find the benefit they re trying to derive from your product, find out that primary benefit, and sell to that constantly. that makes the sale. and when it comes to negotiating, there are two paths. you can be a killer and be a tough negotiator. i find i found a lot of success with sincerity, believe it or not. i think a lot of times if you, definitely don t show all your cards and you want to still negotiate. but i think if you come at it in a genuine way and sort of, you know, wear that on your sleeve, it tends to resinate with people because they know you re not trying to be a killer. the other thing too, if it s going to be an ongoing relationship. that s a nice way to start a relationship with someone. don t burn bridges. finally, an e-mail from ellen. she writes an employee of mine is very good at her jo
you have to ask. when you think about a snicker s bar, when you re starving you ll pie it or you re trying to treat your kid who s in line. find out the primary pen fit and sell to that constantly. that makes the sale. i thirpg when it comes to negotiating there are two paths you can take. i find i found a lot of success over the years with sincerity believe it or not. if you definitely don t show all your cards and you still want to negotiate it but if you come out in a genuine way and wear it on your sleeve it comes across to people because they know you re not trying to be a killer. if it s going to be an ongoing relationship, it s a nice way. exactly. don t burn bridges. finally, here s an e-mail from ellen. she writes an employee of mine is very good at her job but has trouble prioritizing. how do i get her to prioritize better without micromanaging her?