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	<title>Alison &#8211; РИСК-АКАДЕМИЯ &#8211; АНО ДПО ИСАР</title>
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	<description>Управление рисками, риск менеджмент, обучение по управлению рисками, тренинг риск менеджмент</description>
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	<title>Alison &#8211; РИСК-АКАДЕМИЯ &#8211; АНО ДПО ИСАР</title>
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		<title>The Subtle Art of Saying No</title>
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		<pubDate>Tue, 22 Sep 2020 17:42:10 +0000</pubDate>
				<category><![CDATA[HBR]]></category>
		<category><![CDATA[Human Interest]]></category>
		<category><![CDATA[Songs]]></category>
		<category><![CDATA[Harvard]]></category>
		<category><![CDATA[CEO , a midlevel manager]]></category>
		<category><![CDATA[Alison Beard]]></category>
		<category><![CDATA[Harvard Business Review]]></category>
		<category><![CDATA[Alison]]></category>
		<category><![CDATA[Welcome]]></category>
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					<description><![CDATA[ALISON BEARD:  Welcome to HBR IdeaCast from Harvard Business Review.  I’m Alison Beard. Whether you’re a CEO, a midlevel manager or even an intern, I’ll bet that a lot of [&#8230;]]]></description>
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<p>ALISON BEARD:  Welcome to <em>HBR IdeaCast</em> from Harvard Business Review.  I’m Alison Beard.</p>
<p>Whether you’re a CEO, a midlevel manager or even an intern, I’ll bet that a lot of your workday is about fielding requests.  People asking you to weigh in on a decision, join a team, help out on a project, give them a promotion or raise.  In today’s show, we’re focusing in on the answers to those questions, knowing when to say yes and how to say no.</p>
<p>For many of us, it can feel hard to say no, particularly coworkers and bosses, particularly to coworkers and bosses,&#8230;</p>
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<p><a href="http://feeds.hbr.org/~r/harvardbusiness/~3/jTg_wXsjMHM/the-subtle-art-of-saying-no">Read More&#8230;</a></p>
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