I was given a rundown of Do’s and Don’ts of associating with individuals who have dementia. I’ve adjusted this rundown just somewhat to control you in securely associating with corporate chiefs.
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. Expanded handholding is non-verbal correspondence of endearment.]
Do- – Keep your awareness of what’s actually funny. [Humor is basic with significant level corporate chiefs. Snicker at their signal, regardless of whether you’re not exactly sure the thing you are giggling at. Else, they have an inclination of feeling distanced and can turn antagonistic. Moreover, in the event that you wind up snickering and they are not, shorten giggling or like the opposite, they have a propensity of feeling estranged and can turn hostile.]
Do- – Keep things straightforward. [High-level heads are effectively overpowered, which can produce a sensation of estrangement, which can work with them turning hostile.]
Do- – Give them basic simple undertakings or have them center around diversion like TV. [It is ideal to keep significant level chiefs occupied with irrelevant exercises. Absence of exercises tends to cause them to feel “unware of present circumstances.” This is perilous. They will embed themselves into measures that were turned out great without them. In the event that conceivable, have a TV introduced in their office and show them monetary projects. They are quickly flustered by dollar signs. Cautioning: dollar signs in red have been demonstrated to create antagonism among undeniable level corporate executives.]
Do- – Remain quiet. [These chiefs 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 chiefs are handily overpowered, which can produce a sensation of estrangement, which can work with them turning antagonistic. All things being equal, present proof of a “incredible freedom” and permit them concoct a fabulous thought for you to work with. Cautioning: this is welcoming drawn out discussions with them about their great idea.]
Wear’- – Get aggravated by them posing an inquiry over and over. [Refer to keep your comical inclination above.]
Don’t- – Tell them what they “ought to” do. [High-level heads are incredibly touchy to their self-sufficiency 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 support their feeling of power.]
Don’t- – Expect them to do what they say they will do. [Expectations are the foundation of dissatisfaction. On the off chance that you can check your assumptions, your recurrence of frustration will diminish.]
Don’t- – Expect what they advise you to be precise. [Treating what they say as precise can just prompt activities dependent on paradox and by the day’s end you will look silly 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-clear at this point, quit perusing this email and return to work.]
There were more on the rundown, which were similarly fitting. The one in particular that didn’t appear to fit was: Do- – Hug them. My experience is that embraces can cause them to feel jumpy.