<ol><li>Ignore them</li><li>Always have an exit strategy like "Sorry, I have to take one important call", etc.</li><li>Don't get drawn in</li><li>Remember you aren't at fault</li><li>Put yourself first</li><li>Stay calm and Don't get personal</li><li>Set boundaries (define things that you won't tolerate) and walk out as soon as they start abusing</li><li>Speak up and Move on without them</li><li>Avoid playing into their reality</li><li>Make yourself unavailable</li></ol>

How to deal with Toxic People?

Don't let toxic people and their mentality destroy your life and success. Stay away from them as much as possible. These tips will tell you how.

Dealing with toxic people can take a toll on your well-being. Learn how to different scenarios while protecting yourself.

Understand yourself and those around you.

psychology

Psychology

personaldevelopment

Personal Development

health

Health

communication

Communication

loveandrelationships

Love & Relationships

How to Deal With Toxic People: 17 Tips

Analyzing data is really good at making sense of the past, and not so great at making sense of the future. 
Because most forecasts will prove to be false. The majority of future data is as unreliable as your average long-range weather forecast.

You Don't Need Real Data To Have Real Ideas

It's the approach most of us use when we don’t actually realize that we are solving a problem. We just execute a solution we already know – or we ask another expert to do so for us.This is the methodical execution of already known tasks, towards completion of an already identified outcome.

The Staircase of Expert Execution

This is the path that problem-solving activities follow when undertaken by people who believe that you need the facts first before you can envisage any answer. No data, no solution. The big benefit of the Submarine route as a problem-solving approach is that you turn lots of unknowns into data, which gives you certainty regarding your eventual answer

The Submarine of Analytical Research 

"Vision without execution is just hallucination."

It’s a way to solve problems. It’s not about how high your IQ is, or how many business theories you know. It’s just about the way you think about problems.The hallmark of a successful executive, entrepreneur or freelancer is the ability to be more strategic than one’s peers or competitors.

Being Strategic Is A Mindset

You and your team will typically need to think strategically about a particular issue you face if: <ul><li>the problem is big</li><li>it lies in the future</li><li>it’s never been done before</li><li>there will likely be very little data</li><li>the best answer is not just a matter of taste</li><li>it will require proof to convince many stakeholders.</li></ul>

Problems That Need Strategic Thinking

It is the ultimate mental model for working smarter, not harder. It contains three distinct sections:<ul><li>‘Up’ – How to generate great ideas quickly.</li><li>‘Down’ – How to eliminate options in no time.</li><li>‘Push’ – How to best get the best solution approved.</li></ul>The Rollercoaster of Strategic Thinking is the best approach to take when you’re faced with: no clear answer at the beginning, very little data available throughout, and stakeholders insist on data(proof) at the end.

The Rollercoaster of Strategic Thinking 

You may not need real data to have real ideas, but you do need real data to have real solutions. Because until it has been tested against the harsh light of reality, your idea is not yet a solution.

You Need Real Data to Have Real Solutions

It is the approach you take when you can’t really work out the answer right from the beginning and you’re clear that data is going to be sparse and unreliable.You accept that you’re faced with a bunch of unknowns and that it’s all very chaotic. So you don’t waste time trying to turn these unknowns into facts. Instead, you quickly impose some structure on the chaos that surrounds your problem, and you shoot for three or four creative options.

The Helicopter of Creative Discovery

There is simply too much unstructured and unreliable data in the future.Demographic evolution, societal changes, AI, robots, new specialist legislation, etc. Too many changes on the horizon. There is always a new trend around the corner that you won’t have thought of. Everything around you changes. You can’t know the future, but you can structure your response to it, by first imagining a number of possible futures.

The Future Can’t
Be Analyzed; It Can Only Be Created

<ul>
<li>People with strong analytical skills need more creativity to become truly strategic. Conversely, people of a more creative disposition need to graft some analytical engine to their unbridled creativity to become more strategic. </li>
<li>To be strategic, first, be creative, then be analytical. First, create a range of possible futures, then analyze these various possible futures, to discover the best possible outcome.</li>
<li>Getting organizations to become more strategic usually means finding a way for the ‘creative’ types to work well with the ‘analytical’ types. Giving them a common vocabulary, mutually appreciating the key role played by the other, embracing the superior results that joint work delivers. And also emphasizing that different people should be steering things at different times.</li>
</ul>

Strategic = Creative + Analytical

FT BUSINESS BOOK OF THE MONTH 'A comprehensive, concise, and practical guide that will enable anyone, in any situation, to develop their strategic thinking' Tiffani Bova, Chief Growth Evangelist, Salesforce, WSJ bestselling author, Growth IQ 'A must read for everyone who ever deals with complex important challenges. There are many take-away gems here that will help you push through the knotty centre of hard-to-resolve problems. Highly recommended!', Richard Rumelt, author of Good Strategy, Bad Strategy Being strategic is a critical skill. It enables you to solve problems on a day-to-day basis while also keeping an eye on the long term, anticipating opportunities and mitigating threats along the way. Fred Pelard has been teaching strategic thinking to executives at all levels at leading companies around the world for almost 20 years. How to Be Strategic is his accessible and thorough guide to strategic thinking in any situation. It contains 12 smartly illustrated, workable methodologies from leading experts like Eric Ries, Chan Kim, and Barbara Minto, and will help you find your own path to the right solution every time. 'A wonderful and inspirational look into wide-ranging frameworks and theories to spark new thinking and strategy' Tom Goodwin, author of Digital Darwinism and Head of Futures and Insight at Publicis Groupe 'Practical and comprehensive' Roeland Assenberg, Director, Strategy and Banking, Monitor Deloitte Netherlands

productivity

Productivity

strategy

Strategy

problemsolving

Problem Solving

books

Books

FT BUSINESS BOOK OF THE MONTH 'A comprehensive, concise, and practical guide that will enable anyone, in any situation, to develop their strategic thinking' Tiffani Bova, Chief Growth Evangelist, Salesforce, WSJ bestselling author, Growth IQ 'A must read for everyone who ever deals with complex important challenges. There are many take-away gems here that will help you push through the knotty centre of hard-to-resolve problems. Highly recommended!', Richard Rumelt, author of Good Strategy, Bad Strategy Being strategic is a critical skill. It enables you to solve problems on a day-to-day basis while also keeping an eye on the long term, anticipating opportunities and mitigating threats along the way. Fred Pelard has been teaching strategic thinking to executives at all levels at leading companies around the world for almost 20 years. How to Be Strategic is his accessible and thorough guide to strategic thinking in any situation. It contains 12 smartly illustrated, workable methodologies from leading experts like Eric Ries, Chan Kim, and Barbara Minto, and will help you find your own path to the right solution every time. 'A wonderful and inspirational look into wide-ranging frameworks and theories to spark new thinking and strategy' Tom Goodwin, author of Digital Darwinism and Head of Futures and Insight at Publicis Groupe 'Practical and comprehensive' Roeland Assenberg, Director, Strategy and Banking, Monitor Deloitte Netherlands

Fred Pelard

How to be Strategic

Would You Like to See More?

<ol><li>Do not carelessly denigrate social institutions or creative achievement</li><li>Imagine who you could be, and then aim single-mindedly at that</li><li>Do not hide unwanted things in the fog</li><li>Notice that opportunity lurks where responsibility is abdicated</li><li>Do not do what you hate</li><li>Abandon ideology</li></ol>

12 More Rules For Life (Part 1)

7. Work as hard as you possibly can on at least one thing and see what happens8. Try to make one room in your home as beautiful as possible9. If old memories still upset you, write them down carefully and completely10. Plan and work diligently to maintain the romance in your relationship11. Do not allow yourself to become resentful, deceitful, or arrogant

12 More Rules For Life (Part 2)

The companion volume to 12 Rules for Life offers further guidance on the perilous path of modern life. In 12 Rules for Life, clinical psychologist and celebrated professor at Harvard and the University of Toronto Dr. Jordan B. Peterson helped millions of readers impose order on the chaos of their lives. Now, in this bold sequel, Peterson delivers twelve more lifesaving principles for resisting the exhausting toll that our desire to order the world inevitably takes. In a time when the human will increasingly imposes itself over every sphere of life—from our social structures to our emotional states—Peterson warns that too much security is dangerous. What’s more, he offers strategies for overcoming the cultural, scientific, and psychological forces causing us to tend toward tyranny, and teaches us how to rely instead on our instinct to find meaning and purpose, even—and especially—when we find ourselves powerless. While chaos, in excess, threatens us with instability and anxiety, unchecked order can petrify us into submission. Beyond Order provides a call to balance these two fundamental principles of reality itself, and guides us along the straight and narrow path that divides them.

philosophy

Philosophy

The companion volume to 12 Rules for Life offers further guidance on the perilous path of modern life.    In 12 Rules for Life, clinical psychologist and celebrated professor at Harvard and the University of Toronto Dr. Jordan B. Peterson helped millions of readers impose order on the chaos of their lives. Now, in this bold sequel, Peterson delivers twelve more lifesaving principles for resisting the exhausting toll that our desire to order the world inevitably takes.   In a time when the human will increasingly imposes itself over every sphere of life—from our social structures to our emotional states—Peterson warns that too much security is dangerous. What’s more, he offers strategies for overcoming the cultural, scientific, and psychological forces causing us to tend toward tyranny, and teaches us how to rely instead on our instinct to find meaning and purpose, even—and especially—when we find ourselves powerless.   While chaos, in excess, threatens us with instability and anxiety, unchecked order can petrify us into submission. Beyond Order provides a call to balance these two fundamental principles of reality itself, and guides us along the straight and narrow path that divides them.

Jordan Bernt Peterson is a Canadian psychologist, author, and media commentator. He began to receive widespread attention in the late 2010s for his views on cultural and political issues, often described as conservative. Peterson has described himself as a classic British liberal and a traditionalist.

Jordan B. Peterson

Beyond Order

Indecision is the difficulty of committing to action once a preference is known. It is possible to have a choice in mind, but have difficulty with its implementation.
REBT theory suggests that we can remain non-judgmental of preferences, as they are nearly always valid, but also that it is appropriate to critically examine actions and their consequences. From an interpersonal/emotional angle, criticism of preferences is almost always invalidating, while tactful criticism of behavior is rarely taken as an attack on one’s person.

Unable to commit to an action

So how do we resolve indecision and reduce negative emotions?
<ol>
<li>Acknowledge your preferences without forcing yourself to commit to an action. </li>
<li>Make a list of the possible decisions (courses of action) available to you that will give you a good shot of obtaining what you have chose.</li>
<li>Recognize that doing what you are already doing and doing nothing are both decisions with real consequences, and add these potential decisions to your list.</li>
<li>Identify and critically evaluate the outcomes that may result from the decisions you have identified.</li>
</ol>

Resolving Indecision

It is best to think of choices as preferences that stem from subjective personal tastes. A decision, on the other hand, is a commitment to action that occurs after one becomes aware of their choice.
Any disconnect between what someone wants (choices) and what they are doing (decisions) causes a state of discomfort that is resolved only when behaviors, preferences, or both change. Stated simply, people who suffer from indecision are probably not committing to a course of action that is in line with their preferences, or are unable to commit to their preferences for any number of reasons.

Decisions vs. Choices

Make sure that you’re actually good at what you do. Ask yourself if you’re willing to put in the hard work and if there is a market for you to tap into. Even if it’s just talking to some of the regulars at your favorite restaurant or bar, their feedback can be priceless.

It takes more than just passion

Find techniques that can not only help you get outside of your comfort zone but also work on improving your weaknesses.You don’t have to become a guru. Just familiar enough in that area so that you’re more comfortable and can deliver what people need and want.<h2></h2>

Get outside of your comfort zone

Let’s say that your passion is playing the guitar. What void can you fill in that marketplace? For example, if you can repair guitars and realize that there isn’t a repair shop anywhere else around, that could be a business opportunity.You also need to ask yourself how you can make the industry better.

How can you make something better

Think of all the various ways that you can actually make money off your passion. This may include:<ul><li>Selling an actual product.</li><li>Sharing your knowledge about your passion by blogging, writing books or filming videos. </li><li>Offering advice as a consultant in anything from accounting to gardening.</li><li>Becoming an investor in an idea that you’re willing to financially support.</li><li>Inventing a gadget or software that makes life easier for people. </li><li>Building an event around your passion, such as a festival or community organization.</li></ul>

Ways to monetize each passion

Roadblocks are all of the factors that are preventing you from following your dreams. For example, if you’re not familiar with coding or programming, but require a website, then hire a coder. If you believe that your passion won’t be profitable then look for alternative ways to monetize your passion by being flexible.

Overcome roadblocks

If you need money to help scale your business, instead of going to your local bank or searching for investors, crowdfund your idea on Kickstarter, Indiegogo or GoFundMe.Another option would be to use peer-to-peer-lending sites like LendingTree where you can get matched with like-minded people directly in your business area.

Get creative with money

While you should have some sort of experience or skills to offer, there’s always room for you to learn and grow. Don’t wait to start your business until after you’ve mastered a craft. You will continue to hone your skills all along your journey.

Don’t be a perfectionist

It’s difficult to maintain your passion as you attempt to grow a legitimate business. Always make fun and passion a priority. This means hiring people who are equally passionate as you are about your idea or product, creating policies and branding that reflect your passion, and building a company that feels the same way to others.

Make fun a priority

It takes <a href="http://www.wisdomgroup.com/blog/10000-hours-of-practice/">10,000 hours</a> to become a master at something. Don't let those hours discourage you from moving ahead with your plan. Never stop practicing on perfecting your skills. Ask for feedback on what you are doing and to track your progress.

Build your skills

7 min read Opinions expressed by Entrepreneur contributors are their own. I'd rather be a failure at something I love than a success at something I hate. -- George Burns We're all passionate about something in our lives. But how can you actually turn a profit off of that passion?

How to Deal With Toxic People: 17 Tips

How to be Strategic

Beyond Order

It's time to
Read like a Pro.

Resolving Indecision

CURATED BY

How to Deal With Toxic People: 17 Tips

How to be Strategic

Beyond Order

It's time to Read like a Pro.

Resolving Indecision

CURATED BY

It's time to
Read like a Pro.