During the development of the "Assertiveness Coffee Cards" we, at Cutesolutions, have thoroughly reviewed the literature on neuro-psychology to find out what recent discoveries say on assertiveness.

The literature on assertiveness distinguishes many models, with varying validity and practical usefulness. In developing the 'Assertiveness Coffee Cards' we have been led to look at the issue from a different angle, namely that of how the brain functions. As a result, we propose the following classification of assertive behaviour:

This is Zig Ziglar's story which was part of groundbreaking leadership research by has received extensive endorsements and enthusiastic reviews from well-known prominent business, political, and academic leaders who either participated in the study or reviewed the research findings.

Howard Gardner once said that "it is important that leaders be good story tellers, but equally crucial that leader embody that story in his or her life." This observation by the author of 'Multiple Intelligence' brings us to a concept that has long been very much taken for granted. Story telling is an integral part of human existence.

You have a plum assignment for one of your three team members-a Caribbean trip to scout out property for a key client. Who gets it?

A report is due by 9:00 in the morning-it's complete except for the final section of the report. One person can easily add the section but it will require working late. Who gets it?

Building a brand today is very difficult. There will be a lot of competition in the market unlike a few years back, as people are spending millions on brand marketing. The highly critical challenge in the marketing field is the measurement. There will be a huge need to make the brand popular, and the value has to be demonstrated as well.

The best way to ensure a painful performance evaluation is to leave the employee in the dark about their evaluation until the meeting begins. The build up. The inevitable surprise on the employee's face. Chances are the encounter will be painful--for both the supervisor and the employee.

The typical performance evaluation discussion is one-sided. You talk and the employee listens. As a result, everyone walks away from the encounter feeling disengaged and unempowered.

Have you ever received the "inheritance surprise?" When it comes to employee performance, supervisors inherit employees in two ways: when the supervisor is new to the work group or when the employee is new to the supervisor. Inheriting employees is a fact of supervisory life.

In employee performance evaluation meetings you probably have the urge to do all the talking - to tell the employee what the evaluation document says (or worse yet, read the document to the employee). You tell the employee what you think of their performance. You tell the employee what you think they should do in the coming year. When you are telling, you feel in control.