Published 27.11.07, 12:00 AM

[+uc(substr('Make it work to everyone's benefitnDevelop the knack of understanding the informal power structure in an organisation. Those who really make and influence decisions and allocate resources are not necessarily those at the top of the organisational chart. Cultivate good relationships with secretaries and personal assistants, who know what's going on and can act as gate keepers. nBe kinder than necessary - you never know from whom you might need a favour. nBe a good listener - how can you influence people unless you know what matters to them, unless you understand their agenda? nAdopt a positive take on brown-nosing. It is always more powerful to praise those you manage than to criticise them. The same applies to managing upwards and it is important to give credit where it's due to those above you. nDevelop a reputation for straight talking. You do not have to like someone to trust them - you just have to feel you can rely on them if they give their word.',0,1))+][+substr('Make it work to everyone's benefitnDevelop the knack of understanding the informal power structure in an organisation. Those who really make and influence decisions and allocate resources are not necessarily those at the top of the organisational chart. Cultivate good relationships with secretaries and personal assistants, who know what's going on and can act as gate keepers. nBe kinder than necessary - you never know from whom you might need a favour. nBe a good listener - how can you influence people unless you know what matters to them, unless you understand their agenda? nAdopt a positive take on brown-nosing. It is always more powerful to praise those you manage than to criticise them. The same applies to managing upwards and it is important to give credit where it's due to those above you. nDevelop a reputation for straight talking. You do not have to like someone to trust them - you just have to feel you can rely on them if they give their word.',1)+]

By The Telegraph Online

IT?S A ZOO!