CHAPTER 8
Handling Difficult Situations
You have to know how to accept rejection and reject acceptance.1
—RAY BRADBURY
Previous chapters of this book have presented a structured thinking process—one that positions you basically to address any kind of criticism. In this chapter, we explore some of the more challenging situations you may encounter as either a receiver or a giver of criticism. Even for people with a decent mastery of the criticism process, it’s quite possible to become rattled by unusual situations that go beyond the scope of prior experience. This chapter addresses scenarios that are particularly difficult or awkward. All of them have actually occurred among employees, peers, and leaders in the real-life workplace. You can’t ...
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