Compiled by Silberman together with his colleague Freda Hansburg, “PeopleSmart” is undoubtedly a useful tool for learning that should be adopted for operational managers as well as corporate executives. It is an easy book to understand that is well organized and user friendly. PeopleSmart is a book with the potential of transforming the work environment particularly due to its practicality. For people interested in sharpening their interpersonal skills and individual growth, the inspirational book is a sure guide for success.
The main aim of the book is to encourage its readers to be socially astute through attempting to mould them into people able to effectively communicate and interact with others. According to the authors, people who get along well with others and enjoy company especially in the professional set ups are able to work better and get things done. Professional and personal success requires and expects everyone to be “a people person”. The book is very helpful since it touches on a broad range of interesting topics including conflict resolution and how to develop healthy work relationships just to mention a few. Conflict resolution lessons are important since there are a number of many different people who cannot manage their anger during conflicts with many others not being able to express and defend themselves (Silberman &Hansburg, 2000). The tools provided are essential to help strengthen relationships and promote individual growth and confidence.
Silberman is able to communicate to a large percentage of the population since most people are working citizens who deal with other people for most parts of their days. Through his book, he gives an explanation to the misunderstandings in the workplace and offers solutions on how to deal with them. He is able to nurture the growth of interpersonal relationships that are fulfilling and harmonious.
“PeopleSmart” is a practical and realistic guide to all those people with questions on social construction. In the literature, it reveals a powerful and concise plan to help build relationships that are rewarding and productive whether with co-workers, supervisors, spouses, friends and even relatives through the development of interpersonal intelligence (Silberman &Hansburg, 2000). Everyone in the business of handling people should benefit immensely from the practical guide.
The book details and carefully explains eight essential skills that are significant for interpersonal intelligence. This is particularly through the powerful plan for effective relationships. They achieve this through a realistic plan for self-development that is divided into four segments. They attempt to teach readers how they can see the current depths of their skills and encourage them to develop them through providing clear suggestions on how to transform their skills into action (Silberman &Hansburg, 2000). The plan is a fitness program that is complete with examples, creative exercise, and tools that empower people to develop solid relationships and to effectively connect with others.
The intelligence in the book is theoretically-sound, practical, and comprehensively researched. Silberman and Hansburg together bring some of the concrete people-to-people business models. The fact that there are most sections in a question-and-answer format makes it even more readable and easy to understand. Recommendations are also provided on how well such situations are handled for purposes of efficiency (Silberman &Hansburg, 2000). Perhaps the most interesting and important message in the book is the significance of the emotional intelligence. According to the book, emotional intelligence is the key driver that determines the growth and development of interpersonal relationships. It is the backbone of communication and interaction in the work environment, the author’s stresses that once the power of the mind is tapped, negotiation and understanding is effectively achieved (Silberman &Hansburg, 2000).
The book starts with an introduction of the six People-Smart strategies. Here, they urge people to learn to be more curious and less furious, they also emphasize on the importance of being good listeners rather than talkers. Readers are similarly encouraged to never suffer in silence but should instead know the importance of speaking up; the significance of learning from others is furthermore explained as well as the importance of open-mindedness even to resistance. Finally, smart people according to the authors view the development of the whole as important for the function of their systems. In the first chapter, there are advices and solutions offered to a wide array of problems. One of the discussions addresses instances where for example, work relations and efficacy are affected due to poor communication by people with difficult to understand accents and situations where one colleague is promoted and is given authority of his former colleagues. Although most of the information seems to be basic, there are tips within the literature that many can benefit from. Advice on how to deal with bosses who often have no time to listen and customers who are usually angered by inadequate services are all provided in the books among many other work scenarios (Silberman &Hansburg, 2000).
According to Silberman, to be a smart person, one needs to have eight important interpersonal skills. These include: understanding people, being a team player, resolving conflict, shifting gears, exchanging feedback, asserting your needs, expressing yourself clearly, influencing others and being a team player. All the eight skills are interconnected and interwoven whereby one can relate to the other and are all essential in consolidating interpersonal relationships.
The development of the skill of emotional intelligence is emphasized throughout the book. Silberman and Hansburg start with a small quiz meant to help their readers be able to identify the skills they are inadequate and deficient in. The organization and arrangement of the book is such that each skill is assigned its own chapter but the whole book is divided into four sections. These are Want it, Try it, Learn it, and Live It (Silberman &Hansburg, 2000).
In the "Want It" section there is a checklist of instances and situations needing the skills being discussed. An example is on the chapter of "being a team player," where the authors recollect situations like the enhancement of committee work or project teams and the inclusion of those excluded. Specific strategies on how to acquire interpersonal skills are provided in the "Learn It" section. Examples include advices like joining with others, building consensus and facilitating teamwork to be part of a team (Silberman &Hansburg, 2000). Specific steps are offered to help achieve each of the goals. The "Try It" section on the other hand offers specific exercises that help to put strategies in effect. Examples are given on how to make sure minority groups are heard and have a voice.
Finally, the "Live It" segment has a list of barriers lists any barriers that prevent people from acquiring interpersonal skills. The ability of the authors to provide real life and realistic examples together with their solutions is insightful and structured (Silberman &Hansburg, 2000).
Although there is no doubt that most of the information is common sense to many, its insights into people’s psychology are revealing. The major strength of the book, however, is its structured and rigid approach making it stress on interpersonal relationships. Its most captivating attribute is probably its ability to tell when the skill is needed, why it’s needed, how to acquire it and how to use.
Reference
Silberman, M. L., & Hansburg, F. (2000). People smart: Developing your interpersonal
intelligence. San Francisco: Berrett-Koehler.
