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Central protection tip$ - humor


I was given a list of Do's and Don'ts of interacting with ancestors who have dementia. I've custom-made this list only faintly to guide you in carefully interacting with corporate executives.

Do--Hold their hand. [Most executives want to shake your hand when you enter their office. I have found that it is best to allow them to hold your hand as long as they see fit. Extensive handholding is non-verbal consultation of endearment. ]

Do--Keep your sense of humor. [Humor is dangerous with high-level corporate executives. Laugh at their cue, even if you aren't quite sure what you are laughing at. Otherwise, they have a bias of atmosphere divided and can turn hostile. Likewise, if you find manually laughing and they are not, hold back laughing or like the contrary, they have a bias of air at odds and can turn hostile. ]

Do--Keep effects simple. [High-level executives are by a long shot overwhelmed, which can create a air of alienation, which can facilitate them revolving hostile. ]

Do--Give them clean easy tasks or have them focus on entertainment such as television. [It is best to keep high-level executives busy with unimportant activities. Lack of tricks has a bent to make them feel "out-of-the-loop. " This is dangerous. They will add themselves into processes that were functioning fine lacking them. If possible, have a TV installed in their bureau and show them pecuniary programs. They are certainly distracted by cash signs. Warning: dough signs in red have been proven to engender enmity among high-level corporate executives. ]

Do--Remain calm. [These executives have an mysterious aptitude to sense nervousness, which puts them ill-at-ease, which can facilitate them rotating hostile. ]

Don't--Give them choices. [High-level executives are by far overwhelmed, which can cause a ambiance of alienation, which can facilitate them rotating hostile. Instead, at hand confirmation of a "great opportunity" and allow them come up with a grand idea for you to facilitate. Warning: this is engaging prolonged conversations with them about their grand idea. ]

Don'--Get forced by them asking a difficulty repeatedly. [Refer to keep your sense of humor above. ]

Don't--Tell them what they "should" do. [High-level executives are enormously aware to their self-sufficiency and often certainly resist an assistant or less significant "instructing" them, which can create a atmosphere of alienation, which can facilitate them rotary hostile to buttress their sense of power. ]

Don't--Expect them to do what they say they are going to do. [Expectations are the root of disappointment. If you can curb your expectations, your frequency of disappointment will diminish. ]

Don't--Expect what they tell you to be accurate. [Treating what they say as exact can only lead to events based on fallacy and at the end of the day you will look foolish for the reason that they will "not recall" decisive that "fact" to you. ]

Don't--Expect them to do what they say they will do. [See above. If this isn't self-apparent by now, stop comprehension this email and get back to work. ]

There were more on the list, which were just as appropriate. The only one that didn't seem to fit was: Do--Hug them. My come into contact with is that hugs can make them feel ill-at-ease.

By Howard Campbell
http://www. intellishit. com


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