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How ‘Soft’ Are Your ‘Hard’ Skills?Why REAL People Skills will open doors you didn’t even know were closed

Stephanie Philp

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© Stephanie Philp 2015

Contents

...............................................................................................................Introduction 4

John and Sylvia: When Frustration Levels Boil Over 5

.......................................................................................So what are People Skills? 6

Emotional Intelligence Quotient (EQ) 6

Soft Skills 7

.....................................................................Why are people skills so important? 8

Statistics 8

What does this mean for you? 9

Competitive Carl and the Unproductive Production Team 10

........................................................................The causes of weak people skills 12

Why don’t people learn people skills? 12

Demand is increasing 14

...................................................................What people skills do people need? 15

........................................................Benefits of developing your people skills 16

...................................................................................................Where do you fit? 17

...............................................................Where can people learn people skills? 19

Training 19

Coaching 19

Resources 19

...................................................................................................About the author 20

...............................................................................How to share this document 21

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IntroductionWhen I worked as an HR Manager years ago, I’d interview people and ask them that all

important question: “What are your strengths?” Almost without exception they would

include, in their answer, the selfsame skill. So much so, that I developed my own acronym. I

would simply write down their answer as, ‘GOWWP’.

Can you guess what those letters stand for? 

They were my shorthand for ‘Gets On Well With People’ Over the years it became apparent

that just about everyone believed

they, ‘got on well with people’.

But nothing could have been

further from the truth!

Unknowingly, I employed bullies,

sulkers and ‘difficult’ people. At the

time there weren’t many evaluations

you could give people to weed out those with these unfortunate traits. As a result,

misunderstandings, lack of empathy and petty disagreements were things I often had to

deal with. Without intervention, more extreme incidents such as in and out of office

conflicts, accidents and threatened personal grievances would develop. These were the

results of people NOT being able to get along with people.

 

You are a people!It amazed me that all these issues arose with people who believed they GOWWP! I was

curious as to why most people believe they get on well with people. Rationally, it would

seem that we should all have people skills. We could argue that we were born a people,

grew up in a family of people, went to school and maybe university with people and work

with people. What’s more we speak the same people language!

My realisationI realised is that an individual will find it easy to get along with people who have similar

personalities. However those same individuals may feel challenged by the people they

perceive to be different. They may see those challenging people as a bit of a problem or

even a little bit weird.

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Whose weirdo are you?

Scott Adams of Dilbert Cartoon fame, said, “Everybody is somebody's else's weirdo.”

Everyone knows that at some level we’re all the same; we’re all made of the same stuff.

But at another level we’re all different. We have different ways of thinking, different

perceptions and different personalities.

These differences may drive us nuts But learning skills to effectively step out of our comfort zone and relate to people with

completely different personalities, affords us the opportunity to grow and become more

flexible. It’s also like a vaccination against staid, intolerant and prejudicial thinking. Read

the story of John and Sylvia’s ability to drive each other nuts...

John and Sylvia: When Frustration Levels Boil OverJohn complained that his boss, Sylvia, always gave him extremely vague instructions. For a lot of his working hours John felt frustrated because he wasn’t

sure what his boss really wanted from him. Sometimes, he’d give her the

information he believed she’d asked for, only to find that what he’d provided was completely wrong or inadequate.

Sylvia, on the other hand was annoyed by John’s obsession with details. This was

evident from his reports as well as the way he talked. She found she couldn’t

follow his reports because they went from one detail to another. Without any overview or some way to pull all the details together, Sylvia felt as if she was in a

maze - in a trance!

The result of their interactions was annoyance, anger and exasperation - to the

point where, when I met John, he’d just resigned.

John’s job as a technician involved a high level of detail. Sylvia said he was good at his job and she certainly didn’t want to lose him. Sylvia was keen to resolve the

issue. During a facilitated conversation, John realised that while all the details

made sense to him, he needed to provide some order and an overview that Sylvia could grasp.

Sylvia recognised that vague, open-end instructions simply didn’t work for John.

She needed to think through what she needed from John and give him more

specific guidelines.

The result was that they both learned skills to relate to people who were unlike themselves.

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Most folk pick up whatever people skills they have via osmosisThey learn people skills from parents, siblings, friends, teachers and colleagues. This often

means that an individual’s skills will be limited by the competence of the people they hung-

out with; people whose people skills may have been dysfunctional or severely limited to

begin with.

We’re faced with many, varied and complex situations and relationships as part of 21st

century life. When things are running smoothly some people can get by with the skills they

have. But when we examine what’s expected from us in today’s environment, it’s clear that

many people don’t have the people skills required to manage and flourish. They might

struggle to maintain healthy and supportive personal and professional relationships.

So what are People Skills?People skills encompass your Emotional Intelligence Quotient (EQ) and Soft Skills. Both of

these are essential for building strong personal and professional relationships. Let’s take a

look at what they involve:

Emotional Intelligence Quotient (EQ)

EQ includes the ability to:• Identify your own emotions, including

understanding what you really feel, and why you

feel the way you do.

• Manage your own emotions and mood especially

in difficult or stressful circumstances.

• Use emotional information to guide your thinking

and behaviour.

• Accurately recognise and evaluate emotions in

others and respond appropriately.

In day-to-day life these abilities might translate into

the capacity to stay calm under pressure and to

maintain a good mood. They also encompass being

approachable at any time, recognising stress or upset

in another and being able to say how you feel without

blaming someone else or your circumstances.

At our very core we are emotional beings The empathic abilities of your EQ can lead to success in all areas of life. Many studies have

been done that show that the world’s best leaders, rely on their EQ rather than their IQ to

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“If your emotional abilities aren't in hand, if you don't have self-awareness, if you are not able to manage your distressing emotions, if you can't have empathy and have effective relationships, then no matter how smart you are, you are not going to get very far.” ____________________________________

Daniel Goleman

____________________________________

gain positive results. After all, organisations are made up of us emotional humans. Even if

you don’t aspire to leadership, the very same skills will give you the career creds you need

to work confidently and effectively in a team or with customers. These are the same skills

needed to build and maintain effective personal relationships. 

Soft SkillsPerhaps it would be useful to explain ‘hard’ skills first!

Hard skills is the common term for the technical aspects of any job, the specific, teachable

skills that can be defined and measured. They are often contained within the functional

part of a role; accountancy qualifications, fluency in a foreign language, knowledge of

particular applications, etc.

Soft skills are less tangible but applicable across a range of functions, activities and roles.

They include the following abilities:

• Good oral and written communication.

• Influence and Persuasion.

• Self motivation.

• Self confidence.

• Empathy and compassion

• Patience.

• Passion.

• Relationship management.

• Presentation skills.

• Conflict Management and resolution.

• Taking action.

• Decision Making.

• Learning ability.

• Rapport.

• Creativity.

• Setting priorities.

• Valuing diversity.

• Sense of humour.

• Teamwork and collaboration.

• Listening skills.

• Integrity and trust.

• Insightful questioning.

• Resilience.

• Giving and receiving feedback.

Phew! That’s quite a list!

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“The real beginning of influence comes as others sense you are being influenced by them - when they feel understood by you - that you have listened deeply and sincerely, and that you are open.”______________________________________________

Stephen Covey______________________________________________

Why are people skills so important?Look at the lists above again. These are the skills and traits that make relationships

(personal and professional), teams and organisations successful.

Need I say more?

Yes I probably do need to say more!The hard thing about soft skills is that it might appear there are no obvious formulae to

follow to teach these skills. That doesn’t mean to say they can’t be taught - because they

can be. It’s just that to develop these skills organisations have to, a) believe people skills

are an important part of their success and then, b) invest time, energy and money. Thus,

they would often prefer to hire people who have the soft skills already and then teach

them the hard skills they need to do the job competently.

Statistics (you can skip this section if stats make you to go into a trance! Click here to go to the next

section)

In 2011 CareerBuilder conducted a survey of 2662 hiring managers.

Of employers surveyed:

• 71 percent valued emotional

intelligence (EQ) in an employee

more than IQ.

• 59 percent of employers would not

hire someone who has a high IQ but

low EQ.

• For workers being considered for a

promotion, the high EQ candidate

will be given preference over the

high IQ candidate 75 percent of the

time.  Source 

When asked why emotional intelligence is more important than high IQ, employers said (in

order of importance):

• Employees [with high EQ] are more likely to: 

• Stay calm under pressure.

• Resolve conflict effectively.

• Be empathetic to their team members and react accordingly.

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“I’ve learned that people will forget what you said, people will forget what you did, but people will never forget how you made them feel.”_____________________________________________

Maya Angelou_____________________________________________

• Lead by example.

• Make more thoughtful business decisions.

HR managers and hiring managers assess their candidates’ and employees’ EQ by

observing a variety of behaviours and qualities.

The top responses from the survey were that those with high EQ:

• Admit and learn from their mistakes.

• Can keep emotions in check and have thoughtful discussions on tough issues.

• Listen as much or more than they talk.

• Take criticism well.

• Show grace under pressure.

More recent evidenceThe annual global Talent Shortage Survey 2013 from ManPowerGroup found that, of the

40 countries surveyed worldwide nearly 1 in 5 employers were unable to find candidates

with appropriate people skills. In the Asia Pacific region this figure increased to 28%.

New Zealand ranked eighth out of 40 countries with 50% of employers saying they had

difficulty filling jobs.

Staffing company Adecco in it’s survey said “44% of respondents cited soft skills, such as

communication, critical thinking,

creativity, and collaboration, as

the area with the biggest gap.”

Only half that number said lack of

technical skills was a problem.

What does this mean for you?It’s clear then, that people with

people skills are in high demand.

At the same time, they’re hard to

find. This means that those

people who have learnt and can

demonstrate these skills will be

much sought-after as employees,

team leaders and executives,

often commanding higher salaries

and more opportunity.

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“Your career success in the workplace of today –independent of technical expertise – depends on the quality of your people skills.”

_____________________________________________________

Max Messmer Jr., Managing Your Career for Dummies_____________________________________________________

But hang on a minute!Aren’t most of these people skills essentially the same skills that would be valuable in

relationships, parenting, teaching, nursing etc?

Exactly!

It’s no wonder then, that there is an increasing demand for them. In their report, Global

Soft Skills Training Market 2015-2019 Sandler Research has forecast the global soft skills

training market to grow at an annual growth rate of nearly 10% over the period 2014-2019.

Those who genuinely understand the richness that interacting with a variety of

personalities, thinking styles and temperaments can add to their personal and professional

lives, often seek out ways to develop their soft skills. They understand the need to achieve

flexibility in the ways they relate so as to work constructively with everyone - including

themselves.

“Treat people the way you want to be treated”Most of us have heard this recommendation hundred’s of times and many try to live by it.

Doing so may work on a very basic level, e.g. treating people with respect and kindness and

listening to their point of view. Beyond these basics, treating people they way you want to

be treated could do you more harm than good. Read Carl’s story to find out one reason

why...

Competitive Carl and the Unproductive Production TeamI saw a team leader for coaching. Carl had resigned from his job because he was

frustrated by being unable to motivate his team. (Hmm, it does seem I see a few

people once they’ve resigned doesn’t it?)

Carl’s team were arriving late, ‘mucking about’ and not obeying safety rules.

The company didn’t want to lose Carl because he was a valued, highly

motivated employee who’d been with them a long time.

Within a few minutes I obtained the following information:

• Carl was in his late forties, married with adult children.

• He was a keen sports man and very competitive.

• Safety was his number one priority at work.

• He was focused on company targets and wanted to beat them. This was

like a personal challenge and fed his competitive spirit.

• He’d tried to motivate his team by getting them excited about beating

targets. They were not excited.

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• His team were all male, many years junior to Carl and with young families.

Carl was trying to motivate his team according to his own values So I asked Carl what he thought was important to his team. He said:

• Their partners and young families.

• Having money to support their families.

• Laughing and joking with their team mates.

• Having a good team environment.

Notice that he didn’t even need to check with his team. He worked with them

daily. Once asked, he knew immediately what was important to them. But Carl

had been treating his team the way he wanted to be treated. Clearly this wasn’t

working.

So I asked Carl how he could motivate his team using the team’s values

rather than his own.

He said he could:

• Remind his team about the consequences to their families if any of them

were injured in one of the heavy machines. Remind them of what it might

be like if they were no longer able to support their families. This

reinforced safety but with a different emphasis.

• Ask them to think about how they could support their families better by

earning more money. (If they met or exceeded production targets they

got extra bonuses.)

• Show them ways they could have fun at work and still work safely.

• Find ways to build the team spirit.

Fast forward two weeks Carl came back to see me. He had a spring in his step and a grin from ear to ear.

He told me he’d done what we’d talked about and he’d been amazed at the

difference in his team. What was more important, (for him) was that their

performance was ‘stunning.’ They were beating targets and earning more

money.

His team had commented on how good they felt taking home the extra money

to support their partners and families. Once they really understood and valued

the reasons for the safety rules they had been observing them and looking out

for each other. Everyone was very happy.

And the moral of the story?

Treat people as THEY want to be treated. Simple. Full stop.

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The causes of weak people skillsIt’s natural for people to seek reasons

and life factors that may have left them

with weak people skills. Problems could

relate to upbringing, culture,

personality traits, educational

background, poor role models, as well

as childhood tragedies , trauma or

simply bad experiences.

However, while it’s tempting to look

back and discover reasons, those

reasons won’t help you improve your

skills now. It’s a bit like being in the

middle of a fire and trying to figure out

how it started! I suspect you’d want to

remove yourself from the fire before

you started the analysis of how it began!

In the same way, learning people skills NOW will help you be successful. If you want to

figure out why you might not have developed them already, you can do that analysis later!

In any case, no interviewer wants to hear your sob story about why you find it difficult to

handle conflict!

Why don’t people learn people skills?Apart from a lack of realisation, many folk possess some of the people skills listed as

natural parts of their personality. We all know people who are empathetic, others who can

make people laugh, some who stay calm under pressure etc.

That might make you think that they came out of the womb skilled. But there are few, if

any, who have all the people skills and traits encompassed under the ’soft skills’ and EQ

labels, innately. If you do have some of these skills and abilities as part of your natural

talents, you’re probably wondering why others don’t see, hear and feel the same things

that you do.

The ‘hard’ skillsEducation facilities and tertiary institutes are generally focused on teaching academic,

technical or specific intellectual knowledge or ‘hard’ skills. It’s almost as if, they too expect

people to have EQ traits innately - or absorb them through osmosis!

“The ability to deal with people is as purchasable as a

commodity as sugar or coffee and I will pay more for

that ability than for any other thing under the sun.”

________________________________________________

John D. Rockefeller________________________________________________

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So at the end of their tertiary education, many find themselves with wonderful ‘hard’ skills,

but without the requisite ‘soft’ skills that are so valued by employers. In the absence of

these skills they discover a barrier to further success and suffer increasing pressure and

stress.

It’s easy to train ‘hard’ skillsAdditionally, most employers, while seeking

employees with ‘soft’ skills find it easier to train

their staff in the ‘hard’ skills (such as how to use a

computer programme), than to train people in a

‘soft’ skill such as self-confidence, creativity or

listening skills. Hence their increasing desire to hire

people with good soft skills and train them in the

hard skills.

The good news is that others have learnt people skills - and you can too!In fact any observable behaviour can be modelled,

learned and taught to others.

Take rapport for example Rapport is a crucial and basic soft skill for successfully relating in any context. It is

fundamental for building trust and being influential. So if you don’t know how to gain

rapport, you’ll struggle to build a relationship. Most people think that you either have

rapport with someone or you don’t. But, rapport has a structure that can be easily learnt

and replicated. This enables you to build rapport with anyone, even with a ‘difficult’ person

or someone for whom you feel no real connection.

Even a person with ‘natural’ talents, including the ability to gain and maintain rapport, will

struggle to get rapport with individuals they don’t like. The reason is that, because they

perceive it as a, ‘natural’ ability they have no conscious awareness of how they ‘do’ rapport.

This makes it vital for them to learn rapport skills because this knowledge gives them

conscious control of their unconscious behaviour. Let’s face it, being able to achieve

rapport with a customer, potential boss or team member might be the difference between

success and failure.

Most people cope with the skills they haveAs I mentioned at the start of this report, there are people who can get by with the skills

they have. Some folk have picked up skills from successful people or through experience

“The most important thing about

communication is hearing what isn’t said.”____________________________________

Peter Drucker____________________________________

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over time. Others cope on a day-to-day basis but feel under increasing stress when faced

with, for example, a ‘difficult’ person, a conflict situation, making a presentation or giving

feedback.

Others are simply deluding themselves! Like me, I daresay you know people, (including those in leadership roles) who seem to

believe they’re doing a great job and that

everyone’s happy with their performance.

Quite simply, their lack of people skills

means they have little ability to perceive

what’s really going on! They have no idea

or don’t care how the world truly views

them, and every organisation they exit has

to do damage control upon their

departure.

The problem is that, if someone is

convinced that they ’get on well with

people’, there’s no incentive to improve

their skills. And when you’re lacking the

people skills required to resolve a difficult

situation, you’re more likely to exacerbate a problem than resolve it. It’s easier to blame

someone else for any problems.

When an issue becomes big enough, the relationship important enough, or the person has

experienced the same type of inter-personal problem over and over, they realise that they

could use some more skills.

Demand is increasingAt the same time that people are getting by with the skills they have absorbed, REAL

people skills, including EQ and soft skills are becoming more and more sought-after,

especially in leadership, customer service, sales and other people focused roles. While your

technical ‘hard’ skills might get you in the door, your people skills will determine your level

of success.

Modern organisations acknowledge that people skills are most important for ensuring

motivated and inspired teams, and productive and passionate people. They recognise that

investing in developing their people’s people skills will result in huge amounts of money

and time saved by having fewer accidents, conflicts, dismissals and personal grievance

complaints, lowered recruitment costs and more satisfied customers etc. 

“Effective communication is 20% what you know and 80% how you feel about what you know.”_______________________________________________Jim Rohn_______________________________________________

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What people skills do people need?If you’re in a non-leadership role, these abilities are essential:

• Awareness of self and how you come across to others.

• Manage your emotions and mood.

• Read other people’s emotions and mood.

• Good verbal and non-verbal communication.

• Good written communication.

• Self motivation.

• Patience.

• Self confidence.

• Empathy and Compassion.

• Taking action.

• Learning ability.

• Rapport.

• Passion.

• Teamwork, collaboration and cooperation.

• Listening skills.

• Work well under pressure.

• Initiative.

• Resilience.

It would be advantageous to have these additional skills:

• Relationship management.

• Influence and Persuasion.

• Presentation skills.

• Conflict Management.

• Decision Making.

• Creativity.

• Setting priorities.

• Valuing diversity.

• Sense of humour.

• Integrity and trust.

• Insightful questioning.

• Resilience.

• Giving and receiving feedback.

• Flexibility.

If you are in a leadership role you’ll need these EXTRA abilities:

• Provide clear direction and leadership

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• Guiding, mentoring and coaching to improve performance

• Understanding of people different from yourself and how their environment and the

systems to which they belong (team, family, social group etc) affects each one.

• Understanding and using different motivational triggers to get the best from each

person.

• Creating an open and inclusive team culture where diversity is encouraged and valued.

• Respecting and treating people as individuals - making each feel valued.

• Empowering individuals to do their job and supporting them to do it effectively.

• Openness to encourage, receive and act upon feedback without taking it personally.

• Influence and persuasion skills and openness to being influenced and persuaded.

• Effective delegation.

These requirements could be even more extensive as many of the skills listed above have

subsets.

Benefits of developing your people skillsAs you’ll see from the chart on the

next page, people who have focused

on and developed their people skills

win on every count. Although I have

no statistics to prove it, and while it’s

only one measure of success, I have

lots of personal experience that tells

me that those with great people

skills generally earn more money.

That makes sense because, whenever

there’s a shortage of something,

people have to pay more to secure it.

And it’s very clear from the statistics

that there is a shortage of people

with good people skills.

“I think people are as individual as snowflakes, they kinda look alike but no two are the exactly the same, and all classification is the root of prejudice.”

___________________________________________________

Craig Ferguson ___________________________________________________

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Where do you fit?

People Skill Level

Organisational Behaviour

Outcome Fulfilment and Happiness Level

Fully Developed

(Has Advanced qualities as well as these)

Kind and compassionate, self regulates emotions and is non-judgemental. Understands and uses the different triggers that motivate behaviour and action. Is a positive role model and effective mentor and coach. Is reflective, learning from every situation. Builds strong professional relationships with key clients and partners. 

Can get the best from self and others. Sustains a safe, fair environment. Able to lead people to greatness in professional and social environments. People follow because they want to.Unconsciously and positively influences the lives of others.

Feels confident and comfortable in ‘own skin.’ Passionate, happy courageous and content. Has strong, supportive personal and professional relationships. Lives a life of meaning and purpose.

Advanced Patient, tolerant and even tempered. Can work effectively with a wide range of people. Can resolve conflicts, make persuasive presentations and is influential. Listens reflectively to words and underlying emotions to ensure clarity. Values input from other team members and collaborates well, building high levels of trust.

Is respected for their integrity, approachability and positive attitude. Is successful, productive and resilient.

Intrinsically happy and self accepting, productive with satisfying, successful and empathetic relationships.

Average Recognises and controls own emotions. Positive attitude. May struggle to confront poor performance, difficult people or to identify and resolve conflicts. Can learn from mistakes. Reasonably self confident. May not have conscious awareness of the soft skills they have.

Works well in ‘normal’ circumstances. Unlikely to handle pressure, difficult situations or people well.

Inconsistent depending on life circumstances and current status of relationships. Fulfilment level more likely to be dependant upon approval of others.

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Basic Able to competently handle situations where others are cooperative. Recognises own emotions but might struggle to control them in some situations because they haven’t identified the triggers. Has difficulty recognising and coping with the emotions of others.

Misunderstandings may lead to arguments. May get sucked into office politics, criticise others or hold grudges. Can’t understand why others are getting ahead while they don’t seem to be. Has little personal influence. May avoid personal accountability.

Struggles with emotional situations and may bury issues rather than face them. Often feels guilty for upsetting others, personally getting upset or being aggressive. May want to ‘fix’ the other person.

Limited May have excellent ‘hard’ skills. Unable to handle own or others emotions. Problems in inter-personal relationships often believing others are at fault.Often plays the victim and may display passive aggressive behaviour, including sulking or moody withdrawal.

Very limited career advancement unless job role is very technically based and not dependent on any relationship requirements whatsoever. Others may be reluctant to engage with them.

Low self esteem. Experiences frustration, impatience and anger on a regular basis. Believe they don’t have any control and their unhappiness is caused by external factors. May suffer health issues.

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Where can people learn people skills?You can learn some people skills through acute observation and then modelling or copying

the behaviours you observe. The problem with this method is that it can be difficult to

determine exactly which behaviour you want to model. Thus you risk modelling unwanted

behaviours along with those that are useful! In addition most of us have busy jobs and

finding the time to watch what others are doing for any length of time can be challenging

— and probably a bit creepy for those being watched!

TrainingOn the MetaMorphosis website you’ll find public and in-house training courses where you

can learn the people skills you need to be successful. Courses are mostly based on Neuro

Linguistic Programming (NLP), Multiple Brain Integration Techniques (mBIT), social

psychology and neuroscience, all of which embody up-to-the-minute people skills. You’ll

learn techniques for understanding how you and others ‘tick’- both psychologically and

emotionally, how to achieve excellence and ways to build sustainable personal and

professional relationships that work.

CoachingIf you can’t spare the time for training courses or you prefer one-to-one coaching,

Stephanie Philp can work with you to help you match up your soft skills with the hard skills

your probably already have. You’ll create a whole new dimension to your professional and

personal relationships and breakthrough whatever has been holding you back to create

new opportunities.

ResourcesThere are many free resources, including articles and audios to help you learn the skills you

need to gain maximum fulfilment and happiness from life. Go to the MetaMorphosis Ltd

website and have a look around.

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About the authorStephanie Philp is the Director and Head Consultant at

MetaMorphosis Ltd. She is an internationally recognised NLP

Master trainer, author, facilitator, master coach and mentor.

She specialises in training and coaching today’s and tomorrow’s

leaders and coaches in the People/Soft/EQ Skills which are so

highly sought after yet infrequently found or taught.

Stephanie enjoys working with individuals, teams and

organisations, around New Zealand and internationally, that

want to build enterprises based on sound values and leadership

principles.

If what she does resonates with you, please get in touch.

LinkedIn     nz.linkedin.com/in/stephaniephilp

Google +  http://bit.ly/SPProfile

Website: www.metamorphosis.co.nz

Phone: 64-(0)7-8256743

Mob: 64 (0) 21-684-395

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How to share this documentFeel free to:

Share this document, and what you learn, freely and with whomever you wish. I would

really appreciate you referring people to my website at www.metamorphosis.co.nz so they

can obtain their own copy and get the benefit of future articles and resources.

Please do not:

• Change it in any way

• Sell it

• Claim it as your own

Notice of Liability:The information contained in this document and on the accompanying website is

distributed on an “as is” basis, without warranty. While every precaution has been taken in

the preparation of the document, neither the author nor MetaMorphosis Ltd shall have any

liability to any person or entity regarding any loss or damage caused or alleged to be

caused directly or indirectly by the information contained in this document.

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