As a former attorney, I witnessed negotiations become adversarial environments. Zero-sum power games with the illusion of a winner. “Illusion” because, with time, I learned if one party loses, everyone loses.
Then, I stumbled upon Never Split the Difference by Chris Voss. After reading his book multiple times, writing on every margin, and creating post-it note summaries to carry with me as reminders, I now apply his techniques daily.
At first, Never Split the Difference seems like it’s about negotiation. Upon reflection, you realize it is about how you carry on your life — how to have an open and honest conversation, develop genuine curiosity and leave no one behind. …
The path of least resistance is what most of us crave without fully understanding. Most of us seek the “easiest way out” and “quick win.” But, when we all pursue the same things — more money, more attention, more status — we end up competing against each other for limited resources. We face more resistance, not less.
Further, when we all seek the same thing, nothing distinguishes you from me. We become predictable, a foregone conclusion, and lost in a sea of human competition. Chasing the same thing as everyone else is also the easiest way to become forgettable.
Thus, the path of least resistance is the path least traveled. It is not interested in quick wins or easy solutions. Instead, the path of least resistance involves doing things most people are unwilling to do. And, it starts with a shift in our perception of time, energy and survival. …
As organizations resume operations, they risk leaving behind valuable lessons. Smart organizations will mine their crisis experience to discover crucial lessons and create a significant competitive advantage.
In the midst of every crisis, lies great opportunity. — Albert Einstein
The corona crisis has accelerated the success of some industries (telehealth, e-commerce) and failure of others (retail).
COVID-19 is really more of an accelerant than it is a change agent, and that is, the future’s just happening, playing out the same way; it’s just being pulled forward faster. — Scott Galloway
That means the next organization to lead your industry is leveraging the coronavirus by reflecting on their experience and implementing the lessons learned to create their future. …
Most organizations are unprepared for communicating with their teams during times of crisis. As we have seen with the Coronavirus crisis, some organizations like Marriott and Slack communicate their plans clearly and publicly, but they are the exception.
In most organizations, the burden of communicating and implementing crisis management decisions inevitably falls on frontline managers. Here are some actionable steps frontline managers can take to mitigate panic and work more effectively with their teams during the Coronavirus crisis.
As a manager, you are more influential than you think. Your energy and emotions are highly contagious. When your team’s emotions are at peak levels keeping your cool is a superpower. …
Hiring is critical, yet organizations fail at it time and time again. The best candidates are rarely chosen, and a lot of not-so-great candidates are selected for all the wrong reasons: nepotism, politics, bias, etc.
After sitting on both sides of the table, I believe there are fundamental characteristics every organization should look for in every candidate, regardless of role or industry. Organizations focused on hiring individuals with these traits will gain a significant competitive advantage.
The most important trait a candidate must possess is character. …
Two weeks ago my wife and I invited a friend to dinner at the new Blue Ribbon restaurant. After the staff turned an unforgivable mistake into a wonderful story we now share with friends, it got me thinking about why I would return.
I realize that I, and almost everyone I know, keep returning and happily handing over our money to the same businesses. What makes these businesses special?
I believe their common denominator is a focus on hiring. Specifically, they hire people that exhibit these characteristics:
We all grow up receiving feedback that we never ask for. Because it’s usually painful, we learn to avoid asking for it. As a result, we also fail to benefit from its incredible power: it makes everything better.
But, not all feedback is created equal. We can harness the power of high-quality feedback if we focus on first answering these questions.
Carefully choose who you seek feedback from, so you spend more time pursuing the best version of your idea and less time defending it.
Seek feedback from people who will support and encourage you with high-value constructive feedback — not distraction and discouragement. …
If on a beautiful Sunday morning, your “bot” could mow your lawn, correctly fold your laundry, and cook your favourite afternoon snack, would you rather do it?
Automation is liberating. It frees us to be more human. It offers us the promise of more time. Time to think, create and enjoy life. On the other hand, perhaps our bot future will look much like today: we will spend our new free time by watching videos of other people’s bots doing useless things.
I am optimistic. I believe that as our lives become more automated, we will crave more human contact. Specifically, I believe we will seek service. “Service” in the sense of hospitality — by humans. Not the type that is routine, procedural or scripted. Any machine can do that. Rather, the rare and unforgettable service we have all experienced at some point — thoughtful, empathetic and creative. …
Authenticity is absolutely irresistible. Consider the people you most admire through history.
History’s great achievers — a Napoléon, a da Vinci, a Mozart — have always managed themselves. That, in large measure, is what makes them great achievers. We have to learn to develop ourselves. — Peter Drucker
Who would you become if you focused on developing yourself? Here’s how to begin the journey to your authentic self.
To discover your authentic self, start by trying to better understand the underlying factors influencing your decision-making — your hidden motivators, biases, and blindspots. …
Giving feedback is crucial, but may have unintended or second order consequences despite your best intentions.
Best intention is bullshit. What matters is outcomes, and whether you’re taking actual steps to anticipate those outcomes and mitigate those outcomes the best you can.– DHH
Some people believe giving feedback “raw and now” is the best method, and some may prefer receiving it that way. However, feedback that is “raw and now” can easily backfire because it lacks 1 critical element: careful thought.
When you are asked for “raw” feedback right away, it’s up to you to determine how to best deliver it. A better approach is to carefully and thoughtfully craft your feedback with a focus on outcomes. …