I was given a rundown of Do’s and Don’ts of communicating with individuals who have dementia. I’ve changed this rundown just somewhat to manage you in securely interfacing with corporate heads.
Do- – Hold their hand. [Most chiefs need to shake your hand when you enter their office. I have discovered that it is ideal to permit them to hold your hand as long as they see fit. Broadened handholding is non-verbal correspondence of endearment.]
Do- – Keep your awareness of what’s actually funny. [Humor is basic with significant level corporate heads. Giggle at their prompt, regardless of whether you’re not exactly sure the thing you are snickering at. Else, they have a propensity of feeling distanced and can turn unfriendly. Moreover, in the event that you end up giggling and they are not, abridge snickering or like the opposite, they have an inclination of feeling estranged and can turn hostile.]
Do- – Keep things straightforward. [High-level chiefs are effectively overpowered, which can produce a sensation of estrangement, which can work with them turning hostile.]
Do- – Give them straightforward simple assignments or have them center around amusement like TV. [It is ideal to keep undeniable level chiefs occupied with insignificant exercises. Absence of exercises tends to cause them to feel “unaware of what’s going on.” This is hazardous. They will embed themselves into measures that were turned out great without them. On the off chance that conceivable, have a TV introduced in their office and show them monetary projects. They are quickly drawn offtrack by dollar signs. Cautioning: dollar signs in red have been demonstrated to produce antagonism among undeniable level corporate executives.]
Do- – Remain quiet. [These heads have an uncanny capacity to detect apprehension, which reassures them sick, which can work with them turning hostile.]
Don’t- – Give them decisions. [High-level heads are effortlessly overpowered, which can produce a sensation of estrangement, which can work with them turning unfriendly. All things being equal, present proof of a “extraordinary freedom” and permit them think of a terrific thought for you to work with. Cautioning: this is welcoming delayed discussions with them about their great idea.]
Wear’- – Get disturbed by them posing an inquiry more than once. [Refer to keep your funny bone above.]
Don’t- – Tell them what they “ought to” do. [High-level chiefs are very touchy to their self-rule and frequently consequently oppose a subordinate or lesser “teaching” them, which can produce a sensation of estrangement, which can work with them going antagonistic to build up their feeling of power.]
Don’t- – Expect them to do what they say they will do. [Expectations are the foundation of dissatisfaction. In the event that you can check your assumptions, your recurrence of disillusionment will diminish.]
Don’t- – Expect what they advise you to be precise. [Treating what they say as precise can just prompt activities dependent on deception and by the day’s end you will look absurd since they will “not told” that “reality” to you.]
Don’t- – Expect them to do what they say they will do. [See above. On the off chance that this isn’t self-evident at this point, quit perusing this email and return to work.]
There were more on the rundown, which were similarly suitable. The one in particular that didn’t appear to fit was: Do- – Hug them. My experience is that embraces can cause them to feel unsettled.