Clear self-expression, understanding other people, needs assertion and feedback exchange forms the first four steps for a successful professionalism. The remaining steps comprises of how an individual can influence others, resolve conflicts in an amicable manner, clearly shift gears to become an excellent team player (Silberman and Hansburg 38).
Want it section gives a satisfying situational checklist, which requires a questionable skill. The chapter of making a team player, for example, elaborates the corresponding situations as team project enhancement, committee working and incorporation of the excluded group. The “learn it” section gives an opportunity for the author to elaborate on the mandatory strategies needed to acquire interpersonal skills. Making an excellent team player requires an individual to team up with other co-workers for consensus building and teamwork development. There are also some specific procedures to achieve each goal in life as outlined in the book by Hansburg and Silberman (Silberman and Hansburg 69).
Common exercises are found in the “Try it” section, which comprises of involving situations that apply to most people under normal and working environment. In order to effect the strategies, a team player has an obligation to observe minority opinions in each group and ensure that minority opinions are heard. The final “Live it” part outlines the obstacles that prevent a person from applying the skills in the prevailing contexts. Most o the information in this book proves to be just some essence of common sense but the author expects readers to understand the psychological meaning behind the text (Silberman and Hansburg 108). The book however takes a controversial interpersonal relationship issue in a well-structured and rigid approach. Several books would provide knowledge about professional team working, but People smart give the right insight of the essence of interpersonal skills and the process of acquiring