1.   Ask yourself if you remember feeling angry yourself, before the other person showed anger.

2.   Avoid implying that you would like to see the other person adopt your own managerial style.

3.   Believing in the other person - extending trust - helps to create and sustain constancy and trustworthiness.

4.   Clearly state the message you want the other person to hear.

5.   Conversely, it is unrealistic to give a confidence unless the other person is prepared to reciprocate in confidence.

6.   I had imagined that friendship meant giving up privacy, and closeness meant complete submersion in the other person.

7.   If both you and the other person can find something to laugh about together it paves the way for a harmonious transaction.

8.   Make sure that the appraisal interview ends on a positive note with the other person feeling up, not down.

9.   Odds are that the other person will return the courtesy of an introduction.

10.   Some of us are reserved good listeners who see our prime function in conversation as encouraging the other person.