plz explain me the following full sentences in detail, also the words mentioned in red...thanks!
1) If the other person sees your approach as an attempt to exert undue influence
, you risk actually turning them away from your point of view.
2) You can help a weak chairperson by summarizing the arguments of others and pulling the threads of a discussion together to facilitate decisions. By all means draw people's attention to overruns on time, but take care to ensure that you are not a guilty party. We tend to overestimate the time that other people have been talking and underestimate our own loquacity.
3) you must give the necessary authority and resources because if you don't it will remain essentially your responsibility, for which you have simply contracted out part of the donkey work.
4) People's behaviour is shaped much more strongly by positive feedback on the things they are doing well than by being chewed off about the things they are doing badly.
5) Once the pattern of work is disrupted, you find other pressing chores and the minutes stretch to an hour or more, after which time it is much harder to pick up the threads.
6) Try to make interruptions as brief and purposeful as possible. Aim to cut out all bar the most urgent and important-those things which impinge on the key purpose of your job or the organization you work for, and where the consequences of failure to give the matter your immediate attention may be of detriment to either.
7) if you don't have the benefit of an assistant; explore a reciprocal arrangement with colleagues
whereby you divert your phone to others so that they can take messages for you.
8) Lecturing people on their lack of organization will seldom lead to much more than grudging compliance and, as none of us are wholly without fault, it will often be accompanied by privately exchanged grumbles of, 'He/she's a fine one to talk'. Getting people to articulate their own difficulties and the tactics they can adopt to resolve them is likely to be far more productive. This is generally a matter of asking the right questions in a setting which encourages reflection--a one-to-one meeting or appraisal.
9) Reinforcement is a very powerful motivator for change, so don't wait until the altered behaviour hits you between the eyes.
10) Rather than fuming over what might seem at first sight to be indecisiveness and negativity, make an attempt to understand the politics in which they're operating, and give them the ammunition to fight battles further up the line.
11) A tendency towards snap decisions lies at the other end of the scale from the indecisive boss and will deal with any question by delivering top-of-the head certainties. Anything that smacks of thinking time or consideration of alternatives is for wimps.
12) Work out the options beforehand and present them with a cogently argued thumbnail guide.
13) You don't want to appear unwilling and spoil your career prospects.
14) Ofcourse, you don't want to get a reputation as somebody who is negative and work-shy - a knee-jerk 'no' is worse than a knee-jerk 'yes'.
15) If you are in the process of establishing yourself in the job, you may need to say 'yes' more often than is good for you. But it is important to be able to draw the line skilfully and assertively, and recognize that it is impossible to please everyone all the time.