ay and asked her to stay a little late. All the other 89 employees had left the premises. They told her she was finished and told her to clean out her desk and leave.

The next day it took about thirty minutes for the news that she had been let go to circulate through the plant. 87 employees left their jobs and went to her home to comfort and support her. They had come to love and respect this woman because she had always treated them with love and respect. The workers were men and women, many of them young enough to be her children. Her interpersonal skills had allowed her to create such a strong working relationship with her coworkers that they were willing to risk losing th

Ever heard the phrase "I’m a people person"? I’m sure you have and I hope it’s something you can say about yourself. Why? Unless you have high aspirations of becoming a lighthouse keeper or lone assassin, you’re going to be interacting with other people. Of the people who get fired from positions, over 90% lose their jobs because of inability to function on a social level, not because they couldn’t do the job. Why do you think businesses are encouraged to replace workers with robots or to source the work out to contractors? The vast majority of headaches for management come in the form of employees. Equipment doesn’t get into fights with other pieces of equipment. It won’t sabotage other equipment’s work in order to climb the corporate ladder. One employer told me, "85% of your problems in life will talk back to you."

They have a saying in the work world. "Hire slow, fire fast." From an employer’s point of view, the employees are walking time bombs. They could say or do something at any moment that could blow up in the employer’s face and possibly cost him his company. Let’s imagine that you’re the employer and I work for you along with several women. Being the loving and supportive guy that I’m, I offer encouragement to my fellow coworker in the form of a friendly pat on the behind. Who does she sue? You guessed it! You get sued. I get the fun; you pick the tab. Who said life was fair? This is why it is so critical that an employer finds people with well-developed interpersonal and social skills.

A socially adept employee will know how to listen effectively, communicate clearly and use tact and diplomacy. They will work well with a wide variety of people regardless of age, gender, social or economic background, choice of religion, political beliefs, physical disability or special needs. Someone with effective social skills is capable of helping others solve problems and can develop strong and healthy working relationships. These people will add value to the workplace by coaching, or mentoring or assisting others to become better at their jobs. They won’t be focused only on their own little world. Does this sound like you? Can you convey this to an interviewer?

People with good interpersonal skills tend to lead by example. They can be good leaders or good followers. Employers can depend on these people to inspire trust and respect from their coworkers. I met one of the exceptional “People Persons.” She worked at a branch plant of a national company. In a typical, underhanded attempt that some larger companies use to reduce costs, they fired her after seventeen years of service. They sent in their axe man from head office to do the dirty deed. As cowards do, they waited until the end of the day and asked her to stay a little late. All the other 89 employees had left the premises. They told her she was finished and told her to clean out her desk and leave.

The next day it took about thirty minutes for the news that she had been let go to circulate through the plant. 87 employees left their jobs and went to her home to comfort and support her. They had come to love and respect this woman because she had always treated them with love and respect. The workers were men and women, many of them young enough to be her children. Her interpersonal skills had allowed her to create such a strong working relationship with her coworkers that they were willing to risk losing the

other equipment’s work in order to climb the corporate ladder. One employer told me, "85% of your problems in life will talk back to you."

They have a saying in the work world. "Hire slow, fire fast." From an employer’s point of view, the employees are walking time bombs. They could say or do something at any moment that could blow up in the employer’s face and possibly cost him his company. Let’s imagine that you’re the employer and I work for you along with several women. Being the loving and supportive guy that I’m, I offer encouragement to my fellow coworker in the form of a friendly pat on the behind. Who does she sue? You guessed it! You get sued. I get the fun; you pick the tab. Who said life was fair? This is why it is so critical that an employer finds people with well-developed interpersonal and social skills.

A socially adept employee will know how to listen effectively, communicate clearly and use tact and diplomacy. They will work well with a wide variety of people regardless of age, gender, social or economic background, choice of religion, political beliefs, physical disability or special needs. Someone with effective social skills is capable of helping others solve problems and can develop strong and healthy working relationships. These people will add value to the workplace by coaching, or mentoring or assisting others to become better at their jobs. They won’t be focused only on their own little world. Does this sound like you? Can you convey this to an interviewer?

People with good interpersonal skills tend to lead by example. They can be good leaders or good followers. Employers can depend on these people to inspire trust and respect from their coworkers. I met one of the exceptional “People Persons.” She worked at a branch plant of a national company. In a typical, underhanded attempt that some larger companies use to reduce costs, they fired her after seventeen years of service. They sent in their axe man from head office to do the dirty deed. As cowards do, they waited until the end of the day and asked her to stay a little late. All the other 89 employees had left the premises. They told her she was finished and told her to clean out her desk and leave.

The next day it took about thirty minutes for the news that she had been let go to circulate through the plant. 87 employees left their jobs and went to her home to comfort and support her. They had come to love and respect this woman because she had always treated them with love and respect. The workers were men and women, many of them young enough to be her children. Her interpersonal skills had allowed her to create such a strong working relationship with her coworkers that they were willing to risk losing th

u pick the tab. Who said life was fair? This is why it is so critical that an employer finds people with well-developed interpersonal and social skills.

A socially adept employee will know how to listen effectively, communicate clearly and use tact and diplomacy. They will work well with a wide variety of people regardless of age, gender, social or economic background, choice of religion, political beliefs, physical disability or special needs. Someone with effective social skills is capable of helping others solve problems and can develop strong and healthy working relationships. These people will add value to the workplace by coaching, or mentoring or assisting others to become better at their jobs. They won’t be focused only on their own little world. Does this sound like you? Can you convey this to an interviewer?

People with good interpersonal skills tend to lead by example. They can be good leaders or good followers. Employers can depend on these people to inspire trust and respect from their coworkers. I met one of the exceptional “People Persons.” She worked at a branch plant of a national company. In a typical, underhanded attempt that some larger companies use to reduce costs, they fired her after seventeen years of service. They sent in their axe man from head office to do the dirty deed. As cowards do, they waited until the end of the day and asked her to stay a little late. All the other 89 employees had left the premises. They told her she was finished and told her to clean out her desk and leave.

The next day it took about thirty minutes for the news that she had been let go to circulate through the plant. 87 employees left their jobs and went to her home to comfort and support her. They had come to love and respect this woman because she had always treated them with love and respect. The workers were men and women, many of them young enough to be her children. Her interpersonal skills had allowed her to create such a strong working relationship with her coworkers that they were willing to risk losing th

ome better at their jobs. They won’t be focused only on their own little world. Does this sound like you? Can you convey this to an interviewer?

People with good interpersonal skills tend to lead by example. They can be good leaders or good followers. Employers can depend on these people to inspire trust and respect from their coworkers. I met one of the exceptional “People Persons.” She worked at a branch plant of a national company. In a typical, underhanded attempt that some larger companies use to reduce costs, they fired her after seventeen years of service. They sent in their axe man from head office to do the dirty deed. As cowards do, they waited until the end of the day and asked her to stay a little late. All the other 89 employees had left the premises. They told her she was finished and told her to clean out her desk and leave.

The next day it took about thirty minutes for the news that she had been let go to circulate through the plant. 87 employees left their jobs and went to her home to comfort and support her. They had come to love and respect this woman because she had always treated them with love and respect. The workers were men and women, many of them young enough to be her children. Her interpersonal skills had allowed her to create such a strong working relationship with her coworkers that they were willing to risk losing th

ay and asked her to stay a little late. All the other 89 employees had left the premises. They told her she was finished and told her to clean out her desk and leave.

The next day it took about thirty minutes for the news that she had been let go to circulate through the plant. 87 employees left their jobs and went to her home to comfort and support her. They had come to love and respect this woman because she had always treated them with love and respect. The workers were men and women, many of them young enough to be her children. Her interpersonal skills had allowed her to create such a strong working relationship with her coworkers that they were willing to risk losing their jobs to support her. I'd like to say that her former employer realized their blunder and corrected the situation but I can't. What I can say is this woman found a new position very quickly because she had 87 loyal friends and supporters helping her look. Being a great People Person won't guarantee you'll keep your job forever but it will ensure that you'll have a powerful network to utilize should you need to find another job.