But how do you know when you should end a long-term relationship? When you know it’s best to finish it, what can you do to cut off a long-term relationship without having the person burn your house down? This article answers these questions.

The Most Common Mistake Made in Ending a Relationship – and What to Do Instead

The normal way to determine if you should end a relationship is a pro-con scale. You analyze what’s good and bad then weigh the points against each other. This creates the dilemma and confusion of when to terminate a long-term relationship. “No connection is there, but he’s so nice to me.”

Mira Kirshenbaum, in her book Too Good to Leave, Too Bad to Stay, describes the “ambivalence” we experience in relationships. There’s the good side of a relationship where you’re financially looked after or you’re not beaten. Then there’s the bad side where your needs are ignored, you’re emotionally degraded, or you’re with an addict. Positives exist but so do negatives causing the pro-con scale to not be of help in your final decision.

The correct approach Mira suggests is to use a diagnostic method much like a psychologist uses criteria to classify mental disorders or a doctor uses symptoms to diagnose a disease. If your relationship exhibits certain symptoms – notably something like abuse – it’s diseased and your better off ending it.

Advice For the Married Reader

Nearly every book and article I discovered on this topic helps you decide if you should end a relationship from a selfish standpoint. The summary is: if you’re not happy, end it. A healthy marriage is more complex than that.

Marriages around the world end because men and women are unhappy then unwilling to honor their vows working through the inevitable challenges. One man thought he should end his marriage because he no longer loved his wife. “I just don’t love you” is not a sign the relationship should end. Love is a skill. You can learn how to love people to rebuild a relationship.

I believe marriage is another ballpark to what’s discussed here. What’s revealed is not intended to apply fully to marriage. I don’t want the signs of an ending relationship revealed below be reason for you to get out when things get tough. That’s selfish. The self doesn’t always precede others.

Two become one in marriage – your unhappiness doesn’t justify divorce. No marriage exists without the couple changing and working through problems.

10 Signs of an Ending Relationship

How do you know if your friendship or date is on the brink of finishing? Below are some symptoms of a dying relationship. If you spot several signs of an ending relationship, that alone is not enough reason to terminate it. The signs are just indicators of the current relationship condition:

1. You break their boundaries. Respect is absent.
2. You’re more resentful than usual. This shows up in irritability and fighting over little things.
3. You fight less. Whatever happens, happens because you no longer care.
4. You jump to harsh conclusions. For example, your partner is late to arrive home from work so the thought of an affair crosses your mind.
5. You describe the person to someone in unflattering words. Similarly, if someone else belittles the person, you agree and feel satisfied.
6. You find yourself spending less and less time together.
7. You have chronic boredom. This means you do little together, aren’t having fun, and don’t enjoy each other’s company.
8. Promises aren’t kept.
9. The two of you remain at emotional opposite ends. This signals no rapport, a disconnect, and a lack of love. The relationship is weak when it doesn’t bother you the person is hurting.
10. You’re concerned you’ll find signs here that apply to your relationship.

If you saw one or two signs in your relationship, don’t freak out, call the person up, and say it’s over in a crying mess. Let the signs be red flags for you to address. We all make relationship mistakes that can be solved.

What’s not a sign of an ending relationship is fighting. Conflict is healthy to have so it’s important you resolve conflict when others avoid it.

7 Questions for When to End a Long-Term Relationship

For our diagnosis, ask yourself the following seven questions. These are filters that indicate you should end the relationship:

1. Has there been multiple occasions of physical violence in the relationship? All violence is inexcusable. If you answered yes, get support, be safe, and leave. You deserve better than abuse.
2. Does the person have a behavior like an addiction that makes the relationship difficult to be in and they’re unwilling to change? Most people are addicted to something. The questions to consider are: What? How destructive is it? And are they seeking help?
3. Were times ever good together? The relationship may have been doomed from the start. The question gives you a higher perspective that current problems can be worked through. Keep in mind the cliché that people change so don’t forever clasp the past trying to recreate it.
4. Do you want to bring up important issues? It’s good if you actually do it, but a desire to address an important issue is enough indication you care for the relationship.
5. Have you chosen a goal like a career move that must exclude the person? There’s no reason to keep a relationship going when you’ve already decided the person being in your life is not viable. Be honest to yourself and them.
6. Aside from positive traits and current problems, do you and the person like each other? Not an easy question to answer because it’s difficult to see through resentment.
7. If I told you it’s okay to leave, would you feel responsible for your decision, say yes, and be relieved?

Having gone through the seven questions, do you think you should end the relationship? You may want to postpone cutting the relationship and instead correct the problem pulling you two apart. If the person behaves destructively, consider expressing what you expect from the person.

Some less important relationships aren’t worth fixing. These are the ones you don’t care about. You’ll have dying relationships where the investment of time and emotional energy to revive the relationship is better spent elsewhere.

Another point to consider when ending a relationship is treating a new relationship as a separate issue. If you’re holding onto the person because you don’t want to be alone, you’ve got issues with single-dom that need to be faced. You can learn how to attract someone so don’t let it blur judgment of your current relationship status. If you should end it, end it. Here’s how to do it.

8 Steps to End a Long-Term Relationship

Leslie Baxter from the University of Iowa in her Strategies for Ending Relationships: Two Studies paper analyzed how people end relationships. The communication researcher found that how you’ll end a relationship depends on relationship closeness and your perception of what caused the relationship to rot. Dating for one week and got cheated on? You may dump via an angry text and leave it at.

If you don’t know how to end a relationship, I’ll give you a simple eight-step process. Most of the difficulty in doing so comes from you not wanting to hurt the person. Here you take responsibility for their feelings – a toxic trait. You need to release yourself of controlling other’s emotions and instead focus on being responsible for yours.

You can choose from the indirect and direct options. The indirect option is letting nature pull you apart. You stop doing nice things, you skip deep conversation, and time causes you to split. The direct option of splitting up face-to-face is more difficult. Use this process:

1. Think through what the person will say. This isn’t to make you a rigid robot, but aims to put your best foot forward.
2. Get into a quiet place alone.
3. Begin by saying, “This isn’t easy for me to bring up because I know it’ll hurt you, but I need to do it.”
4. State your reasons without rambling. If the person wants more detail, they’ll ask for it. When you clearly give reason as to why you’ve ended the relationship, you help the two of you move on. Not understanding the justification for splitting up is possibly the number one reason someone fails to get over a relationship break up.
5. Be specific where possible (“The other day when you…” instead of “You don’t care for me anymore.”)
6. Expect and accept strong feelings from the person. He or she will feel rejected and likely deal with the emotion by making you feel guilt. Don’t let their game alter your stance.
7. Avoid reassurance (“Things will work out for you”). It’s a frustrating communication barrier to hear and an attempt to stop the person from feeling hurt. Nothing you say will change their hurt.
8. Learn some techniques of how to say no so you stand your ground.

Stop driving yourself crazy. You know the signs of when to end a long-term relationship and how to do it so get off the fence and pick a side. If you choose to leave, you’ll look back in 1 year and be happy you made the decision.

If times are tough and you’ve decided to try make the relationship work, keep learning and developing your relationship skills and eliminating the 12 communication barriers. Relationships aren’t easy. That’s why they’re so satisfying.

Other Articles That Might Help You

1. Getting Over a Relationship Break Up
2. How to Manage Stress in Relationship Communication: Keep Calm with Scientific Stress Management

This is not just an article to help you be assertive – it is a complete guide about the psychology of saying no. Too many people struggle to decline an offer, say they won’t help out, or reject a dangerous substance with confidence. Forces like guilt, peer pressure, and an inability to assert oneself makes people say yes, which puts them in situations they later regret.

Saying no helps with two main categories of situations. Firstly, it helps to avoid what is asked of you because of personal preference or your inability to fulfill the request. This category of situations involves donating to a charity because you have already donated to them, helping a friend when you have a more important task to do, or working overtime when you are going on holidays. You enjoy helping people, but you cannot help due to poor time, financial resources, or mental incapacity.

The second category of situations where assertive skills protect you are made of events that endanger your wellbeing. This category includes situations with drugs, alcohol, excessive stress, and loss of family-time. You have the time, money, and energy to give, but the situation is more threatening than the first category and ugly implications deter you from engagement. Saying no is difficult because you are coerced into compliance with peer pressure, guilt, intimidation, fear, or worry about being perceived as weak.

Why You Must Draw a Line: The Necessity and Benefits of Asserting No

It is vital for your wellbeing and your relationships to draw a line – and not cross it – in either category that benefits from assertion. Two serious situations in the second category of scenarios is being pressured into doing drugs or sex. Never accept a life-damaging decision based on intimidation and peer pressure when you can say no. It is a bonus if the other person respects your decision – not a necessity.

Most situations do not have the dangers associated with drugs, alcohol, or sex. You are peppered with requests day-in and day-out. Time is limited to do the necessities and the little extras you want. In order to get through the day with your sanity in tact, you must say no to people.

You must gracefully say no if you’re to become a successful, powerful, happy individual. This assertive skill gives you the freedom and control to put your efforts where it matters most. Tony Blair knew he had to lead the United Kingdom by turning down requests and making priorities. “The art of leadership is saying no, not yes,” said the former Prime Minister. “It is very easy to say yes.”

I frequently tell, or ignore, casual website visitors and even subscribers who email me requesting my help with their communication – not because I’m a prick (or maybe I am) – but because I cannot let my time be consumed in ways where greater opportunity costs exist. People pay me five figures to receive one-on-one coaching so it is unfair for them to not receive special treatment.

I’ve noticed there are freebie seekers that take whatever they can from others with no respect for who they take from and no desire to return favors. Be wary of saying yes to these people. They can control your life.

Stop hurting yourself by doing activities that contribute nothing to your values and long-term aspirations (this is the best skill I believe to increase productivity). Accepting more requests than you can handle as your most important tasks get overlooked makes you do less enjoyable activities, agitated towards loved ones from your repressed passions, feel unfilled and unproductive, and develop a low self-esteem from the “but-I-work-so-hard-and-don’t-succeed” syndrome. An inability to say no has indirect effects difficult to comprehend.

Research proves the guilt that drives human compulsion to say yes, wears down the body through stress, exhaustion, and mental dilapidation, as depression and a lack of passion develops. “Saying yes when you need to say no causes burnout,” says Duke Robinson, author of Too Nice for Your Own Good. “You do yourself and the person making the request a disservice by saying yes all of the time.”

Your leadership with work colleagues, family, or participants of a social group improves when values are clear. Learning to say no will improve your leadership skills as you develop a better team environment where you appropriately delegate tasks. You will avoid doing tasks because you “do them best” and no longer micromanage people – two common problems for entrepreneurs. People can surprise you with their skills if you just let them, leaving you to complete important activities.

People respect your time and make less requests of you when you get good at saying no. You will train people to behave a certain way with you as they avoid petty requests they know will be declined.

Once you become good at empathically and assertively saying no, your words will pack power when you comply with the request – something people previously took for granted. The “yes” becomes a clear crest rising from still waters, ascending people’s expectations. Scarcity makes people appreciate rarity over commonality.

Why It’s Difficult to Say No

Your boss asks, “Can you please put in another hour at work?” Do you give in or do you make an assertive stand? You crumble faster than my poor baking by giving in to the demand. Why do you say yes too often? What can you learn from this to be more assertive?

Maybe you do not say no because you think it’s selfish. Saying no like all assertive skills and techniques is not selfish under appropriate circumstances. Assertion generates a win-win result. Assertion is not a problem; it is a solution to one. A lack of assertion causes a win-loss result as you suffer from poor health, regrets, and low quality relationships. Frequent assertion can be inappropriate, but most people are too passive and don’t need to worry about this problem.

If you are a rarer person who aggressively declines a request, you still find it difficult to assertively say no, but situations affect you in a different way compared to passive persons. Pressure, stress, and intensity of a request grows for you as it eventually becomes too much and causes you to shout, “NO!” or degrade the person through remarks like, “I’m not doing what you say” or “You can’t tell me what to do”.

Neither constant passive or aggressive communication is beneficial for people. Either case benefits from assertive skills.

Aside from communication styles, the most common reason people say yes is their guilt. The moral and social emotion dictates them to follow requests and orders. Charity workers sometimes instill guilt or shame in people so the only way they can alleviate the emotion is by making a donation.

Guilt compels you to give – often a good thing, but harmful when you want to say no. When your decision to give time, financial assistance, or any donation is made to avoid uncomfortable confrontation or guilt, the motive takes away the purist meaning of giving, which is to donate freely for the benefit of others. Giving is best done voluntarily otherwise resentment forms.

How to Eliminate Guilt in Saying No

Guilt is not bad like other emotions such as anger. It exists for a reason. Guilt tells a message you need to hear.

People feel guilty when saying no because they lack or have a conflict of values. When you passionately believe an organization such as a racist group does not deserve a donation from you, saying no is simple and you feel no guilt. Your values against racial discrimination make it easy to feel zero guilt in saying no.

If you feel guilty by not donating to a good charity (a gray-colored situation compared to helping a racist group), your values are misaligned – it’s not that you don’t have values about helping people and organizations. One value compels you to give money or time (“Good people help others”, “I want to help the less fortunate”, and “I can give to receive”), while another value tells you otherwise (“You can’t afford it”, “You’ve got others things to do”, and “They don’t need what you have to offer”). Selecting one value or the other makes you feel guilty because the other value is ignored. A conflict of murky values spawns an unclear problem. It’s no wonder guilt can create an internal mess.

You can overcome feelings of guilt when saying no with an awareness of conflicting values, then align yourself with your highest values. If spending time with your children is more important than work, you can eliminate guilt about not working overtime. If doing your most valuable task at the start of the day is more important than a recreational activity, you can decline your friend’s offer to play sport with him and not feel guilty. If good health is more salient in your life than drugs and alcohol, no guilt or peer pressure will compel you to consume either. Identification with your most important value lets you make the decision to fulfill that value and happily stand by it.

To rid lingering guilt, sometimes it helps to revisit important values. Recite what values are important to you and why (“I’m not taking extra work home because my family life suffers when I feel stressed”). Heavy guilt like any strong emotion communicates a message that needs attention. If further guilt surfaces, the problem is more complex and may need therapy to solve.

Let’s now move to the “how” of saying no.

Body Language – Saying No May Be Unnecessary

Saying no is enough in some cases. Without good body language, however, a simple no may not work.

If your body language is assertive, your words will be more assertive. Body language strengthens or weakens any verbal statement. If you lack good body language, any statement will lack power to be taken seriously. When someone’s verbal statement and body language conflict, you can bet people will accept the message sent through body language as truth.

I was frequently asked to work extra hours at my old workplace, a supermarket where I packed shelves, yet I lied to get out of working extra time. I said, “I have university in the early morning” when the truth was I wanted to get home so I could work on EarthlingCommunication.com. I hated packing shelves, hearing I must work faster (it was low employee morale), and being criticized for not meeting productivity expectations. Sometimes I got out of work with minor guilt, but other times I had to work. The reason a lie saved me from prison while other times it sentenced me to additional time behind employer bars was the nonverbal cues.

When we tell the truth, our bodies naturally communicate the message with confidence. When we tell a lie, our bodies naturally communicate the message with low confidence. (For this reason, I recommend you avoid lying by saying no for a true reason.)

If you decide to lie or just want to enhance the strength of any assertive message, I have three assertive body language techniques for you to follow.

First is a eye contact technique. When the request is made, look into the person’s eyes for two seconds, look away for two more seconds, and then back into their eyes before making your statement. This provides a “thinking gap” that lets them know you pondered their request.

Do not give them a blank “dumb” stare. Make it a look of thought. Once the four seconds expire, simply say no or a variation of it provided below. This communicates confidence in your decision and that you are unlikely to change. The person will be less likely to repeat the request after you use the technique.

The second important tip in saying no through assertive body language is keeping consistent facial expressions. If you were bored before the request, don’t suddenly be animated otherwise the person will know something is up. Remove smiles or frowns, raised or lowered eyebrows, and anything else that communicates a negative or positive stance on the issue. Generally, a boring face shows you are unaffected by the person’s request.

The third important tip, which will put your noes on steroids, is to maintain nonverbal smoothness. Keep your demeanor consistent with your demeanor prior to the request. Maintain a consistent voice, for example, by speaking at the same volume, tone, and speed you did prior to saying no. Any sign of unease hints at a lie or compels the person to persist in the request. Switching the topic and using sarcasm are two indicators of unease.

Make smooth, minimal, confident movements. Nonverbally communicate subsequent requests will get the same response as your first no. If you suddenly have a nervous twitch when saying no, alarm bells ring for the person who will likely persist until you comply. The only movement I recommend you have is shaking your head side-ways to nonverbally communicate your assertive message.

10 Proven Ways to Say No

There are many ways to say no that I’m about to describe below. You can choose a version you think is best for the situation without tying yourself to specific words and phrases that most articles on this topic advise because the following variations to say no are concepts, not word-for-word statements to mirror:

Plain No. Guess what this one involves? All you do is say no and move on. It is the least effective method, but this stock technique can work in simple situations.

Mirroring No. This variation involves sympathy where you communicate an understanding of the person’s situation, then follow it with your declining statement. Understanding people increases persuasive power. Let’s say your child’s sports coach asks you to be the team manager. You could respond with a “mirroring no” by saying, “I understand you’re after a team manager. It must be tough trying to organize the team, but I won’t be the team manager this season.”

If you do not understand someone, the person feels disconnected from you because we value those who understand our situation, feelings, and point of view. A misunderstood requester reasons to oneself, “You don’t understand me so you don’t understand the situation. I better keep bugging you until you do.”

Reason-Why No. One Harvard psychologist in a study gave his partner in crime a stack of papers to photocopy. The subject was told to try and jump the photocopying queue through one of two statements. When the subject said, “Excuse me, I’ve got five pages. May I jump in and use the machine?” 60% of the time people complied. When the subject said, “May I jump in and use the machine because I’m in a rush”, 94% of the time people complied. The researchers discovered that providing a reason with a request increases compliance.

If a charity worker asks for a donation, you can say, “No I won’t donate because I’ve donated to another organization last week” or “No I won’t donate because I don’t want to”. Reread the second example and you will notice something peculiar: the reason provides no new information just like “I’ve got five pages”. Everyone in the photocopying line has pages to print, yet giving a reason makes the request more persuasive because we comply more often when a reason is given. (I just used the technique on you!)

The requester may use a similar variation of this technique on you. Be wary of the person who gives a reason for their request to stop yourself getting sucked into a situation you want to avoid.

Also, use the reason-why technique in combination with assertive body language and another variation of saying no to really pump up your assertive power.

General No. The “general no” prevents the requester feeling isolated and picked on. This variation is great for people who request money. A friend asks you for a loan to which you reply, “Sorry, I won’t. I don’t lend money to people.”

Delayed No. Simply say, “I’ll get back to you at a later time.” Meanwhile, the person may find someone else to do the job or the problem may solve itself. You also give yourself time to think of what to say if the person makes the same request later on. The “delayed no” technique is great if you’re a manager, entrepreneur, or team leader when someone drags you from an important task. People often solve their own problems and only come to you because you’ve willingly helped them in the past.

Conditional No. State the conditions that govern you accepting the appeal. Decline if the conditions are not met. Only use this technique if you are willing to accept the request because the person may align their initial request with your listed conditions. As an example of the conditional no, your boss asks you to work overtime to which you reply, “I can work overtime, but only for one hour. If an hour isn’t good enough, I’ll have to say no.”

Painful No. Emphasize the future pain the person would experience if you decline the request at a later time. If your boss asks you to take on an extra assignment, you could say, “For both our sake I’m going to say no. The quality of my work declines when I’m not focused on one assignment. I don’t want to give you bad work, hurt my position here at the company, and as a result, make you get someone else to redo the assignment at a later date.”

Solution No. Decline the request, then suggest someone or a work-around the person can use to solve the problem. As an example: “I cannot go out with you tonight because I need to work, but if you need transport, there’s a good bus service near the shops.”

Be careful throwing another person into the hole you were in when they might hate it. Connect people you believe will help one another and both will benefit.

Repetitive No. The “repetitive no” variation uses an assertive skill known as the “broken record technique”, which repeats a statement. Say the same “no statement” over and over until the person stops their request. The request usually varies in form, but keep the statement unchanged. Here is an example scenario:

“Can you help me move house this weekend?”
“I have to work so I can’t help you move out.”
“I really need help. Can you help me move house?”
“I have to work so I can’t help you move out.”
“It’ll only be for a few hours. Can you?”
“I have to work so I can’t help you move out.”

Respectful No. Firstly use one of the above variations to say no. If the person persists with their request, use the “respectful no” variation. Communicate your wishes for the person to respect your decision. “Please don’t make the same request again. I’ve said no. Can you please accept that?” Do this with compassionate body language to avoid coming across as aggressive.

Regardless of the way you say no, use the body language tips provided earlier in combination with clear values and an absence of defensiveness. Defensive behavior ties in with uneasiness and can include becoming argumentative and being resistant to another’s opinion. It helps to provide that “thinking gap” for a few seconds of silence to overcome defensiveness.

Once you have used the above advice, be prepared to walk away in nearly all situations. Someone could persist with a request only because you are standing there. Some salespersons are ruthless and persist at persuading you to buy until you move to leave. Salespersons rely on your guilt to stay with them until a perfect moment that rarely arrives signals for your departure.

“No” is not a bad word if you know how to say it effectively with your words and body. Stop seeing this assertive skill in a bad light. You actually hurt the requester and the relationship with resentment by accepting the person’s request when you want to decline it. Turning down a request you want to avoid benefits you and the requester in the long-run. If you don’t achieve that outcome, then you have something to be guilty over.

Other Articles That Might Help You

1. Why People Remain Quiet, Shy, and Non-Assertive: The Benefits of Passive Behavior and Communication
2. How to Manage and Deal with an Aggressive Boss

See if you can find a link between the following short scenarios: Your partner leaves the room in anger after another argument; A friend lashes out at you despite you having done nothing wrong; Your children’s constant disobedience makes you extremely frustrated and causes you to yell and do things you regret.

Why do the above scenarios, or similar situations, constantly play out in your life? There are thousands of situations like the ones listed above that all have a common thread. We know there is a better way to handle the situation, but we cannot figure it out. Our emotions often get the better of us as we poorly handle the situation. We know something is wrong and that we can fix it, but how? The answers to these questions and the secret human need I will show you how to fulfill is through a method of communication called “nonviolent communication”, also known as NVC.

An Overview of Nonviolent Communication: Your Key to Compassionate Communication for Shared Understanding

The process I am about to discuss in this article is one created by the Center for Nonviolent Communication. The organization is a nonprofit organization founded by Marshall Rosenberg, author of Nonviolent Communication: A Language of Life. Rosenberg and a couple hundred other NVC trainers, conduct workshops throughout the world where they teach people their nonviolent communication model. The NVC process has changed millions of people who learned the techniques directly from trainers or Rosenberg’s book, and people who have been fortunate enough to have those trained in the NVC process use the model on them.

If you are after a process that changes a person’s behavior, NVC is not the best one to use. NVC builds a deep intimate relationship and connection with effective communication by satisfying people’s needs. It achieves a level of connection most people never experience. It can be used to change a person’s behavior, but the primary purpose of the process is to help people face what matters with compassion to connect at a very intimate level.

Once you have sufficiently gone through certain steps in the process, then you can use your negotiation skills to persuade the person. If you try to persuade the person upfront before you use NVC, you will often find the person resists you and ignores what you have to say.

When a person disagrees with you, refuses to comply with a request, or is angry at you, a poor communicator tries to firstly express oneself. The person seeks to be understood before seeking to understand. An NVC user, on the contrary, seeks to understand the person, which in turn leads to their own need of being understood. Once you understand others, they will want to understand you.

The commonality amongst the situations I mentioned earlier, and hundreds of situations you experience throughout the week, is people’s desperation to be understood. Your angry partner wants to be understood. Your friend wants to be understood and will have almost zero frustration once you understand. Your children want to be understood, which will naturally compel them to talk with you about intimate issues. Nonviolent communication helps you understand people and have them understand you.

The need to be understood is possibly the greatest unmet human need. Fulfill this need and you will trigger new experiences, intimate sharing, and connect with people at the heart. Thanks to Dan Kennedy, a great marketer that I intently learn from, I came across a quote by Cavett Robert, founder of the National Speakers Association, who said, “Most people are walking around, umbilical cord in hand, looking for a new place to plug it in.” If you can be that “socket” by understanding the person and empathically receiving their needs, you automatically share an electrifying connection with the person. Something about the person will change before your eyes. They will know something deep is going on without knowing what you are doing.

Unfortunately, the majority of people never arrive at this stage of electrifying intimacy. Answer this question truthfully: How many people truly understand you on a frequent basis? Think about the question for some time because it is important to understand understanding.

I ask this not to make you blame others for their failure to understand you, but to show you the scarcity of people who seek to understand. If you are like most people, you will not have one person that frequently and truly understands you in conversations. Few people care about understanding others, which causes themselves to be misunderstood. People who complain that “no one understands me” are constantly misunderstood because they live on a one-way street seeking to receive before they consider giving.

Violence is widespread because one person or group desperately wants to be understood while another party they are in conflict with also wants to be understood. The failure to see each other’s needs means neither gets one’s needs fulfilled. The result is an outbreak of emotional or physical destruction. So much pain in the world is caused by misunderstandings.

The anger and frustration present in everyday situations appears to be irrelevant to deeper issues, yet it is our inability to effectively face conflict that contributes to a global scale of war and hatred. Our everyday wallowing in resentment, frustration, and misunderstandings has as much – but probably greater – impact on peace and love than kind actions. If you cannot resolve your minor nuances in relationships that are suppose to be intimate and love-filled, you cannot expect nations who have hated each other for centuries to resolve major conflicts. To understand another person is a secret of world peace. “Peace cannot be achieved through violence,” said Ralph Waldo Emerson, “it can only be attained through understanding.”

The nonviolent communication process is a simple once you know the process; though it’s not always a fun slide to ride on because emotional pollution clogs your use of it. With practice, you will become better at NVC and be more successful in your communication and relationships. Over time, provided you continually practice the techniques and polish your skills, you will become excellent at the process.

The Four Step Process

The process has four steps: observing, feeling, needing, and requesting. There are really eight steps, however, because you firstly apply the four steps to the other person, then you apply them to yourself. Remember what I said before about seeking to understand before being understood? The first four stages make you understand people so you can be understood when you apply the four steps on yourself. This is the most critical part of the concept to grasp.

Unless the person is a compassionate communicator, go through the four steps first on the other person otherwise he or she will not listen to you. Use the visualization of a vacuum empathically “sucking up” the person’s communication. Until the person feels “cleaned”, you will be unable to clean yourself. Once you have sucked up the person, and hence understood them, you are then ready to use NVC on yourself.

Most people identify a few problems in firstly focusing on the other person. If you have not identified one of these now, you will as you continue to read about the process. The biggest concern I had with NVC is that you forgo your own needs, concerns, and emotions like anger. NVC prevents destructive expressions of anger and frustration via harmful attitudes and behaviors (think of the sarcastic teenager or the employee who does poor quality work). The process encourages you to express intense emotions – especially anger – in a healthy way that fulfills the underlying need.

At first glance, I understand the model may overwhelm you, but keep at it and reread the pages in this article to refine your ability to understand people and be understood. The NVC process as described in this full article will give you a good idea of what to expect in my Communication Secrets of Powerful People Program should you want to invest in it. It could be one of the greatest investments you make. Once you know how to understand people and help them understand you, you can mold your relationships however you want. It is time to kick into the first stage: observing.

Other Articles That Might Help You

1. Review of Nonviolent Communication by Marshall Rosenberg
2. The Heart of Effective Communication: How to Love People
3. How to Manage Stress in Relationship Communication: Keep Calm with Scientific Stress Management
4. The Benefits of Communication Skills
5. The Greatest 15 Myths of Communication

If you’ve ever felt the need to have an important conversation, but couldn’t bring yourself to it, this book is for you. Author Susan Scott details the exact methods to have conversations we know will change our life and other people’s life, but we procrastinate having usually because of fear. It’s important to overcome whatever barriers we face in communication because a conversation is not about the relationship – it is the relationship.

When people see the word “fierce”, they may think pain, tough, or brutality. As written on the book’s cover, “fierce” means robust, intense, strong, powerful, passionate, eager, and unbridled. A “fierce conversation” brings authenticity into your life as you communicate who you are and what you believe.

Fierce Conversations will get you to have the most important conservation you can have with someone, right now. Fierce Conversations will be especially helpful to you if you have trouble: expressing yourself, talking with others who have trouble expressing themselves, dealing with passive-aggressive people, or resolving an ignored issue people know exists. After all, if you want someone or something to change, you need to initiate the change. If something bothers you, you need to be the one who does something about it.

Whether through fear of hurting a person, receiving retaliation, or someone pointing out our own mistakes, we delay the conversations we need to experience. The problem comes down to how we present ourselves to others in conversations and how we think when we are by ourselves. All conversations are within yourself and some are with others.

From Ignorant Communication to Open Relationships

It is the book’s purpose to achieve four outcomes: interrogate reality, provoke learning, tackle tough challenges, and enrich relationships. These are achieved through the following 7 principles of fierce conversations:

1. Master the Courage to Interrogate Reality
2. Come Out from Behind Yourself into the Conversation and Make It Real
3. Be Here, Prepared to Be Nowhere Else
4. Tackle Your Toughest Challenge Today
5. Obey Your Instincts
6. Take Responsibility for Your Emotional Wake
7. Let Silence Do the Heavy Lifting

As a consultant for Fortune 500 companies, Scott leans the book’s examples of principles and models, towards business communication. If someone has communication problems at work, however, Scott says the same problems likely show up in their personal lives – so the book is just as applicable to personal communication. We need to have fierce conversations with family members, spouses, students, and friends; not only with those we share a business relationship.

Scott gives you a series of simple and practical exercises to do at the end of each chapter to help you use the chapter’s communication skills. She also provides insightful scenarios of her experience with clients’ use of communication models and their notable improvements from the change.

Be warned: Fierce Conversations is no emotional walk in the park. You’re forced to face hard questions about your reality. “It takes a certain fearlessness to make your private thoughts public,” writes Scott. “But if what you’re thinking makes you squirm and wish to wriggle away, you are probably onto something.”

If you choose to awaken to the truth by beginning a fierce conversation, communication opens up to improve your relationships. You will talk about what everyone pretends to not know. Don’t miss having one conversation that could change your life. Achieve success at work and in life, one conversation at a time by getting your copy of Susan Scott’s Fierce Conversations directly from Amazon.com by clicking here today.

(You may also want to read Douglas Stone, Bruce Patton, and Sheila Heen’s Difficult Conversations for another source of tips to have the conversations you avoid. Both books provide good tips, but lack the psychology and fear of talking about tough issues. Because I never could find a book that explained this problem, I wrote a book that shows how I solved my fears of difficult conversations. To understand the deep psychology of fear in difficult conversations, read the first chapter of my program Big Talk.)

Related Media Links

1. Video and audio links – Links on the Fierce Incorporated website with Susan Scott.
2. Companies, careers built or lost one conversation at time – An article published in a Seattle newspaper by Susan Scott discussing how conversations, one by one, shape our lives.

Other Articles That Might Help You

1. Review of Difficult Conversations by Douglas Stone, Bruce Patton, and Sheila Heen
2. Review of Feel the Fear and Do It Anyway by Susan Jeffers
3. Review of The Quick and Easy Way to Effective Speaking by Dale Carnegie
4. Review of Conversationally Speaking by Alan Garner
5. Review of Nonviolent Communication by Marshall Rosenberg

Passiveness, otherwise known as submissiveness, is the opposite to aggression. Passiveness literally means detachment and acceptance. It is acted upon rather than acts on something. Passive communication involves “keeping under the radar”, “not sticking up for yourself”, saying yes when you really want to say no, and overly “selfless behaviors”. While it is different to being shy or quiet, shy or quiet individuals are often passive.

Amongst my reasons for passive behavior, is the benefits of passive behavior and communication, and why it is such a severe problem in families, the workplace, and human interactions. I want to share with you the deep reasons behind why people avoid “sticking up for themselves” and many other passive behaviors in this article. I believe once you understand this behavior, a powerful world is revealed before your eyes that would otherwise have remained hidden. Like all the communication secrets in my “Communication Secrets of Powerful People Program”, the things once hidden become visible to empower you to communicate powerfully with people.

Adults’ Contribution to Weak Behavior

Parents, teachers, and adults in general are partly responsible for passive behavior and communication in children. At a young age – and continually in life – adults condition passive individuals to continue their submissive behavior through verbal rewards. Passive individuals receive praise for their selfless actions, keeping quiet, and not voicing their concerns.

A bully steals a toy from a young girl who does nothing about it. An adult observing the girl tells her she is nice for not doing anything and making the bully angry. A student sits in the classroom, not answering any questions. The teacher at a parent-teacher interview says to the child’s parents that the child is nice and quiet. A young boy is asked what he wants for dinner, but his brothers and sisters interrupt him by saying what they want. The young boy then says, “I’m happy with what the others want” to which his parent praise him for compliance and selfless.

These three examples demonstrate how people are trained to continue passive behavior. Overtime, the person’s occasional passive behavior shapes into a stringent passive personality. Soon enough, the person doesn’t defend his space, participate, or state his desires. What appears “nice” transforms into a severe, habitual communication and behavioral problem that sucks the life from the person and his relationships. It’s no wonder many people struggle to learn assertive communication skills.

Behaviors in Conflict

Conflict contains several reasons for passive behavior and communication. Passive individuals avoid conflict by remaining quiet as they avoid expressing their point of view.

A failure to express their point of view occurs outside of conflict – it is frequent in conversations and social interactions. When they are asked what they’d like, where they want to go, or what they want to do, they passively respond: “I’m happy with whatever you want”. Rarely are they truly happy with what the other person wants. While they say “I’m happy with whatever you want”, the truth of the matter is their decision (or indecision) comes from a fear of disapproval.

Another reason passive behavior is beneficial for people who disconnect themselves from conflict and conversations is blame-avoidance. A person that says, “I’m fine with anything you decide”, puts the final decision on somebody else. The passive person leaves the other person to select an option. When the option is undesirable, the passive person can readily and easily blame the decision-maker for their choice.

Yet another reason someone can behave passively and avoid conflict is their protection from others. Other people fight for the person, which often gets them what they want. Some people laugh, get angry, or ignore an aggressive person, but when someone cries, most people stop what they’re doing to give the crying person what they want to wipe away their tears. A habitual crier can be more manipulative than an aggressor.

See the Price of Nice to Breaks Its Vice

So far you have seen the beneficial reasons for passive behavior and communication. Up until now, it seems to be an attractive way of behaving. Fortunately, it is not because the behavior has many destructive outcomes. By learning the negatives of passive behavior, you can help yourself break free from submissiveness and become motivated to help other people assert themselves.

Common problems with passiveness include:

• Unsatisfying relationships. Passive individuals are detached from their communication and relationships. They are completely disengaged from intimacy. They avoid intimacy because their authentic self is protected with the “nice guy” or “nice girl” mask.
• Growth is thwarted. Passive individuals create an environment where authentic feedback is not given or received. To critique a “nice person” makes the criticizer a guilt-ridden, bad person. Similarly, the nice person does not give feedback to other people, which limits their growth.
• Induces shame in others. Nice guys and girls manipulate others with guilt and shame. They avoid responsibility and giving feedback, making others feel shameful for their feelings towards the nice person. For example, the would-be receiver of a nice person’s feedback feels angry for not getting feedback then becomes shameful for feeling angry at the nice person. (The person is nice after all and it’s wrong to be mad at nice people.)
• Others get irritated. A guy, for example, forgoes his needs by molding himself into his lover’s ideal image. He thinks focusing on his partner is the relationship-healthy thing to do. The passive individual overtime, however, frustrates his partner with high compliance. His overt agreeableness leads to pity and irritation. It’s frustrating to be with someone who does not tell you what he or she feels or wants.
• Selfishness. Selflessness is selfish because the “selfless person” doesn’t have the capacity to act beyond oneself. It may sound contradictory to passive behavior, but the passive individual who lets others have their way robs oneself of happiness and love. The person is unable to love others because he or she holds resentment and frustration against those the person is selfless towards. People who give up their own lives to be loved by someone are often shocked when they discover the other person dislikes them for their plasticity approach to life.
• Volcanic build up of resentment. Forgo your own needs, avoid voicing your concerns, do not talk about yourself, and dodge confrontation – that’s a potent recipe for a life filled with resentment. All that pressure inside of you cannot remain hidden. Emotional eruptions eventually burst forth as seen in passive-aggressive behavior.
• Passive-aggressive behavior. I’ve heard marriage counselors incorrectly refer to passive-aggressive behavior as passive behavior, but behaviors like resentment and secret sabotaging can manifest from passiveness. Passive-aggressive behaviors include sarcasm, lying, and blaming. These behaviors are often expressed in sporadic outbursts to temporarily release the frustration of bottled emotions. Passive individuals are prone to flares of aggression. Momentary aggressive outbursts can occur because suppressed emotions suddenly gush to the surface. When I was overly passive, sarcasm was my common way of releasing anger from an inability to assert myself and express my feelings.
• Lack of emotional control. This is another paradoxical effect of passive behavior. Passive individuals think they manage their emotions through suppression, but the opposite results. Suppressed anger shows in many ways more harmful than if the person dealt with the emotion upfront. Suicide is the ultimate outcome of emotional suppression.

As you can see, there are many negative outcomes for passive behavior. While it can feel like an attractive behavior, it is very destructive for relationships and makes the passive person miserable. Passive behavior like aggression creates a win-loss or loss-loss outcome.

The powerful person, as outlined in my “Communication Secrets of Powerful People Program” is not passive nor aggressive. The powerful person is assertive. The powerful person does not need to get his way on every occasion. He is occasionally aggressive and occasionally lets others have their own way, but when his personal space is trampled on, he does something to regain his space. While passive individuals don’t protect themselves, their possessions, or other people, the powerful person self-protects. A powerful person knows how to get what he wants while giving others what they want – this attracts people into his life.

You can become a powerful woman or man instead of living at the helms of other people and your circumstances. If you want to break through passive behavior, I encourage you to get my “Communication Secrets of Powerful People Program”. I have overcome the same problem of submissiveness, shyness, and quietness you’re trying to defeat. You can release your powerful self into the conversation and gain the respect you want by learning more about the program here. If you want to defeat shyness forever, learn about my Big Talk course here.

Other Articles That Might Help You

1. The Four Parenting Styles in Passive, Aggressive, and Assertive Behavior
2. The Benefits of Communication Skills
3. Why Smart People Have Poor Communication Skills – and What to Do About It
4. The Heart of Effective Communication: How to Love People
5. How to Not Care What People Are Thinking About You – and Release Your People-Magnetic Self Into the Conversation

The law does little to protect victims of workplace conflict. Nearly all laws do not take into account verbal conflict, but if the verbal and other emotional abuse approaches physical abuse, the issue can become a legal concern. The typical employee who faces a difficult manager, however, needs to handle the workplace bully through a series of skills one can get in this article.

Most people who lack the communication skills to deal with a bad boss either:

• Endure the bullying. They endure the bullying boss and intimidation. These people may lack self-respect or assertiveness. They may think their job will be put at risk if they address their boss about the problem.
• Bully the bully. These people face their boss by reciprocating their boss’ aggression. It is quite common for the problem to intensify as the two individuals yell at one another in intensifying conflict.

First Common Reaction: Endure the Bullying

The first reaction to a bullying boss is a passive response. In this response you forgo your needs while your boss tramples you. The last thing you should do during abuse is accept the abuse.

You must address the issue in the correct manner otherwise your confidence, happiness – and in this situation – your work will suffer. Recipients of aggressive behavior who incorrectly handle aggression are known to develop health problems such as strokes, heart attacks, suicide, migraines, escalated stress levels, insomnia, and terrifying nightmares. One anonymous person often dreamed her boss pointing a gun at employees so they would complete their work.

Passive people suppress their own needs and get dominated by others. They live in frustration. Their anger bottles up inside. They lack the communication skills to address the problem, hoping the abusive person stops bullying out of goodwill.

Sometimes people in this first category of responding to an aggressive boss avoid the issue out of fear. If you currently experience workplace intimidation, you may accept it because you fear repercussions that could arise if you face the problem. You may avoid defending yourself in a work situation – especially with someone that has authoritative power – from fear of losing your job, being demoted, or undergoing further abuse.

I’m not hear to tell you your fears are irrational. A fear of losing your job is a real threat because most people who stick up for themselves do so aggressively, which creates further problems. The end result for people that choose this first response is a win for the bully and a loss for the passive person.

Second Common Reaction: Bully the Bully

The second common reaction to facing a bully is aggression. People who aggressively defend themselves usually have more confidence than passive individuals. They think the only way to get what they want is through retaliation. It becomes fire against fire. When an aggressive employee faces an aggressive boss, a fight starts as two individuals take to a verbal boxing ring, mentally beating each other’s minds.

People can be aggressive for several reasons:

• They were abused by their parents at an early age or placed under other emotional trauma.
• They are mentally ill. I’m not jokingly referring to a mental illness, but a serious mental illness such as schizophrenia or a personality disorder.
• They think the only way to stop someone else’s abusive behavior is to reciprocate the abuse.
• The aggression is a release of anger often caused from responding passively like the first situation. This type of behavior is otherwise known as “passive-aggressive behavior” where the person is frequently passive, but randomly explodes to release their frustration. After the occasional and often unexpected outburst, the person returns to his or her passive behavior.
• The person is in a high pressure environment. This type of aggressive behavior is common in work environments where individuals are under high loads of stress.
• The aggressive individual may try to prove his superiority, toughness, control, discipline, or results-focus to others through aggressive behavior.

While aggression in the workplace may create sufficient productivity, it is strongly correlated to a high turnover rate (said to be an average of 1.5 years) and other commitment problems. Employees fake sick days, become miserable, sabotage work, and lose passion for work. Aggressive managers create unproductive employees who comply to their superiors, yet the employees stay under the radar doing nothing that could draw attention. The aggression exchanged between the employee and manager is a loss outcome for each.

A Third Rare Action: Assertive Communication with the Boss

The first common reaction is a passive response. The second common reaction is an aggressive response. A median response known as “assertiveness” exists between these two common reactions, which produces a win-win response. Where passive communication fails to respect yourself and aggressive communication fails to respect the other person, assertive communication respects both individuals.

Assertive communication techniques can stop bullying, stop your fear of facing difficult issues, and build your self-confidence to create a nice working relationship with your boss. Assertive skills can transform your inner and outer conflict.

A Step-by-Step Approach with Techniques to Cure a Bad Boss

In this section I will share a series of techniques in a scenario to help you face an aggressive boss. Learn from the scenario and use as many techniques as you can in everyday life because assertive communication does more than help you handle an aggressive boss. Assertiveness helps you face aggressive people and other difficult personality types.

The first step to handle an aggressive person begins before you open your mouth. Prior to approaching your boss about the problem, ask yourself: “What can I change in my behavior to solve the aggression?” Asking yourself this question helps you own your behavior. It builds your responsibility and stops you blaming other people for what you can control. Sometimes this first step may solve the problem and eliminate aggression because you were the problem.

Additionally, before you approach your boss, develop a plan of what to say and how you can solve the problem. Prepare to make the conversation productive. Though you may think of good solutions when preparing for the conversation, remain flexible and willing to adjust your behavior to satisfy your boss. A willingness to compromise is assertive.

Once you approach your boss, be calm and responsive. Calmness is not enough because it can show ignorance and increase aggression from a lack of responsiveness. Behaving unresponsive hurts empathy and makes it difficult to diffuse an aggressive person’s emotions. You don’t want to ignore an angry boss!

When you are calm yet responsive, you will not become aggressive. When you remove your aggression, you will reduce your boss’ aggressive communication because the two of you are no longer in a destructive cycle of anger. Fire needs some sort of fuel to stay alight. By keeping calm yet remaining responsive, you remove the psychological fuel needed to keep your boss’ aggressive fire burning.

Have the right mindset of resolving the problem at hand. When faced with a difficult person, it is easy think you are right. Guess what? Your boss also thinks he is right! This is why conflict feels like swimming with a shark – you sometimes have to compromise yourself to move the problem forward. Be the first one to step towards problem resolution.

Now that you understand these concepts and techniques, it’s time to approach your boss. Find the best time to talk with your boss. Do not try and solve this problem in an intense emotional situation. You may need to wait until the end of the day, or even the end of the week, until you believe the boss is approachable.

As you address your boss, the best thing you can do is ask for his opinion and point of view on the matter. If the person is unaware of his aggression, bring up a specific situation where the person became aggressive. This is an excellent technique that builds an awareness of someone who refuses to acknowledge their aggression.

When you begin a tough conversation by asking for the person’s point of view, instead of blurting what you think and feel about the situation, your persuasive ability builds from a newfound perception. You may see a new side to the story when you practice good listening skills. Asking for your boss’ point of view will help you understand, and even help, your boss understand why he is aggressive. Your boss will feel understood when you actively listen, which can lead to many great outcomes.

After your boss has made suggestions, you can begin to give your ideas about the problem. Keep calm and stay focused on resolving the problem while avoiding personal attacks. Ask for your boss’ feedback on ideas. Make it a joint solution so each of you follow through with the final plan. A mutual solution is always followed through by both parties more consistently than a solution forced on one person.

Take note of the positive points your boss shows in his behavior during the discussion then compliment him on these. Tell him how happy you are for him to listen and be in the conversation with you. Keep the conversation positive as problem solving can seem negative – even though it is good for people.

If none of these techniques work – provided you have talked with others about the problem and tried your best to stop your boss from behaving aggressively – ask yourself: “What’s more valuable to me: my happiness or my work?” Without knowing your exact situation, your happiness is more valuable. If your boss continues to treat you poorly, have the courage to respect yourself, stand up for your wellbeing, and solve the problem. If solving the problem means quitting your job because of an awful boss, so be it.

Work is a task many people hate for 40 years of their life. It does not have to be that way. You no longer have to be in an unproductive, unhappy working relationship when you follow the advice in this article. You can develop a productive, and possibly joyful, working relationship for your own good and your organization’s good. Value yourself and do something about your aggressive boss the next time you go to work. Your livelihood depends on it.

(The techniques presented in this article have been adapted from my Communication Secrets of Powerful People program. This program is a revolutionary way to charismatically change minds – even in difficult situations that contain a cruel boss.)

Other Articles That Might Help You

1. The Four Parenting Styles in Passive, Aggressive, and Assertive Behavior
2. How to Manage Stress in Relationship Communication: Keep Calm with Scientific Stress Management
3. Principles and Tips to Deal with Difficult People
4. Controlling People – Signs of a Controlling Person and How to Deal with Them
5. Why People Remain Quiet, Shy, and Non-Assertive: The Benefits of Passive Behavior and Communication

Having said that, there are four parenting styles you need to be aware of when raising a child, which explain the best parenting styles for a child. How you use a parenting style is up to your judgment. No single correct way to use the styles exists because too many variables in parenting exist.

The four parenting styles based on research in parenting are:

1. Low love and low limits
2. Low love and high limits
3. High love and low limits
4. High love and high limits

The love and limit parenting variables describes how a parent disciplines their child. Rarely does a parent remain in one category because the parenting style changes with time due to aspects like parental experience, moods, and maturity of the child. Parenting skills also evolve over time. The model helps you find the balance of love and limits to suit you and your child’s situation.

Firstly, love is not how much the parent loves the child, but the visibility of love in the discipline process. A dad yelling at his son shows a low love parenting style even though he may greatly love his son. If you have a high love parenting style, you will reason, talk, and spend more time with your child.

The second variable, limits, describes the boundaries placed around a child and how these boundaries are enforced. A low limits style involves little control and few limits for a child, while a high limits style involves clear boundaries and limits.

Limits describe whether a parent uses passive, assertive, or aggressive discipline. Passive discipline tends to be hands off parenting; assertive discipline is self-assured and shows respect for others creating a win-win outcome for the parent and child; while aggressive discipline is said to be “old school” with techniques such as smacking, using a wooden space, and yelling.

Of the four parenting styles, you use the one that feels right. If your parents used a high limit style and you feel this put you in-line, you will likely adopt similar disciplining techniques. On the contrary, if you felt your parents’ high limit style was overly aggressive and distasteful, you could use a low limit style because you hate how your parents told you what you can and cannot do. It is common to copy your parents’ style or swing to the opposite extreme. However you were raised, your parents’ style has influenced the style that feels right to you.

There’s a problem with what feels right. What feels right may not be what’s best for you and your child. Letting your child do as he or she pleases (a low love and low limit style) may feel good, but it does harm. Research concludes that a low love and high limit parenting style is better than a low love and low limit style because children develop poor behavioral patterns from the low discipline parenting style.

It’s easy as a parent to use the low love and low limit style. You avoid any action and dodge possible counteractions when disciplining a child by doing nothing. The low/low parenting style has you play a passive role in shaping your child’s behavior and future. If you adopt a passive style of parenting, many factors like culture and the child’s peer group – which influences every child to varying degrees – will determine the child’s mental and emotional growth.

In one popular episode of Dr. Phil, Phil McGraw was trying to solve a family’s discipline problems. The mother he talked to on the show avoided disciplining her children because she was afraid they could perceive her as a “bad mother”. She had a low/low parenting style. Dr. Phil got through to the mother by saying something along these lines: “That is an extremely selfish act not disciplining your children when they behave poorly. You are only caring about yourself.” The mum completely agreed and began to change her parenting style.

Avoid the low love and low limits parenting style in passive parenting for your child’s benefit – and not selfishly use the parenting style because it is easy on you. It is your responsibility as a parent to set boundaries and be involved in your child’s life.

With regards to the high limit style, be careful because it is controlling and not recommended if more assertive and loving styles are available. No one likes to be put on a psychological collar, dragged around, and poked by the person controlling them. Refrain from unnecessary control when effective communication skills can be used otherwise you erect a barrier to communication that makes the person shut you out.

As a parent, you need to use a high love style while finding the right limit style. In a situation where the child is under physical danger, you need to be aggressive and set high limits. There are times when aggressive communication is important. I thoroughly explain when and how to be aggressive, passive, and assertive in the sixth chapter of my Communication Secrets of Powerful People program.

In a situation where your child is inappropriately noisy, an assertive approach is recommended because aggression is unwarranted and you need to quieten him or her down. There are many assertive skills and techniques you can use. One simple technique is to provide two options. You can say, “Children, be quiet or go outside, please.” Presenting options prevents a child from feeling controlled while giving you what you want.

Another assertive technique is to state the behavior, effect, and feeling. You could say, “Your squealing (the behavior) is making noise in the house (effect) and has made me distressed (the feeling, which should be a tangible effect for children).”

Lastly a passive or low limit approach where you do nothing could be used when the child spills a drink – provided it was an accident. Clean the mess, but do not yell or punish the child for a simple accident. Sometimes you need to compromise your own needs to create a win-win result. (To discover more about using love and limits, in addition to my program, you may also want to purchase Ronald Huxley’s Love & Limits: Achieving a Balance in Parenting.)

Remember, vary your use of limits with the situation. No single style exists to raise a great child. Be loving and be ready to adjust your limiting style to use passive, assertive, or aggressive behavioral discipline. Follow this advice on the four parenting styles and you’ll raise a happy and successful child.

Other Articles That Might Help You

1. Why People Remain Quiet, Shy, and Non-Assertive: The Benefits of Passive Behavior and Communication
2. How to Manage and Deal with an Aggressive Boss
3. Teaching Your Child Listening Skills