Appeal to emotion

It is useless to attempt to reason a man out of what he was never reasoned into.1


IF YOU’VE MANAGED other people in your career, you’re bound to have run into this situation at least once or twice. One of your direct reports comes to you and asks for a promotion. This person is a hard worker and good at his job. But the next level of management requires a number of skills he doesn’t have. More importantly, it comes with expectations he’s not likely to be willing or able to meet: more working hours, out-of-town travel, and flexibility to be relocated to other company offices in faraway cities.

You explain all about those skills and expectations necessary for success, and the person is ...

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