6 Ways to Better Persuade Others


Unarguably a guru on persuasion, Robert Cialdini introduces to us the key principles of having people say YES! Have a look at the video, my notes below:

  1. Reciprocity: be the first to give, and the gift must be personalized and unexpected (e.g. waiter gives you a mint with the check, and then another one because “you’re nice”, and you give him more tip)
  2. Scarcity: people want more of what there’s less –> talk about benefits of my product & what’s UNIQUE about it and what they’d lose if they fail to consider my proposal
  3. Authority: people will follow the lead of credible knowledgable experts, or people in uniform (have someone else to introduce your credentials to the prospect, e.g. “let me introduce you to … who has X many years of experience in this field”)
  4. Consistency: look for and ask for small initial commitments (voluntary, active, and public commitments and get them in writing) that can be made (and they’ll afterwards commit to other things consistent with them, e.g. patients writing their own next appointment details commit to it more often)
  5. Liking: people say yes to whom they like (people who are similar to us, who pay us compliments, who cooperate with us towards mutual goals) –> before starting negotiating exchange personal info and build common ground of things both of you like + pay compliments, before getting down to business
  6. Consensus: when uncertain, people look at actions of others to determine their own (point out what SIMILAR others do, e.g. 75% of people in THIS hotel room reuse their towel –> it makes you reuse yours)

Here below another interesting video on human Trigger Features (“because”, “expensive = good”, and the contrast principle)

Sun Tsu and the Art of War


Here’s a brief summary of my understanding of the classic book by Sun Tsu: The Art of War.

Avoid war whenever possible, the toll is huge: the angry can be made happy again, but the dead can’t be brought back to life.
The main points of the book relate to: Deception, Wisdom, and Strength…
Key principles:
  1. know your enemy and know yourself (counterintelligence, understand how the enemy behaves)
  2. to win it’s not the height of skill, but subduing the enemy without fighting (intellect and preparation over force: never rush)
  3. avoid what’s strong, attack what’s weak (guerrilla fight, sturmtruppen)
  • Game of GO vs. game of chess: in GO you acquire territory with fewest resources instead of eliminating the enemy troops (chess)
  • It’s more important to outthink your enemy than to outfight him
  • Don’t advance relying on military power, numbers alone confer no advantage
  • You don’t win a war by winning battles. Wars are means (breaking the will of the enemy) to an end (strategic goals, often political): the political context is always more important than the military one
  • No nation has ever benefitted from prolonged war
  • Let your plans be as dark as night (deception, secrecy, spies), then strike as a thunderbolt
  • All warfare is deception: dividi et impera (divide the enemy big army into pieces I can win against)
  • It’s essential to seek out enemy agents who have come to spy against you and bribe them to serve you (double agents)
  • The way to achieve greatness is thru foreknowledge (knowing beforehand: “reading the mind of the enemy”)
  • Outmaneuver: use a direct attack to engage, and an indirect attack to win (attack something to draw the enemy attention there while conquering your real objective)
  • To move your enemy, entice him with something he’s certain to take (give him a bait): control the enemy movements by your own maneuvers
  • Those skilled in war bring the enemy to the field of battle, they’re not brought by him
  • Make your enemy prepare on his left and he’ll be weak on his right
  • Move only when you see an advantage and there’s something to gain, only fight if a position is critical
  • Put your army in the face of death (death ground) where there’s no escape and they won’t flee or be afraid: there’s nothing they cannot achieve (and on the other hand always leave your enemy a way to escape)
  • The keys to an attack are (good) timing and (maintaining) momentum
  • It’s essential for victory that generals are unconstrained by their leaders (clear chain-of-command, no interference from the leader)
  • The winning army realizes the conditions for victory first, then fights; the losing army fights first, then seeks victory (don’t rush into battle without knowing what lies ahead)
  • Use an attack to exploit a victory, never use an attack to rescue a defeat
  • There are some armies that shouldn’t be fought, some ground that shouldn’t be contested
  • If orders are unclear and commands not explicit, it’s the general’s fault; if they’re clear, it’s the fault of his subordinate officers
  • When troops flee, are insubordinate, collapse or are routed in battle, it’s the fault of the general
5 factors for success in war:
  1. weather
  2. terrain: when the enemy occupies high ground, don’t confront him; if he attacks downhill don’t oppose him
  3. leadership
  4. military doctrine
  5. moral influence (most important): have the people willing to fight behind their leader

 

on Coaching and Competence Development


While working at into consulting last year, I had the chance to work, among others, with Luciano Garagna, a guru in Project Management and coaching, on an e-book related to learning, coaching, and competence development.

I know coaching as a term is nowadays interpreted in very different ways according to who you ask to, to me a coach is simply someone who helps you unleash your full potential (in any area of your life)…

Here’s a brief summary of the e-book (freely available here):

Traditional coaching focuses on specific objectives, to be agreed at the beginning of the coaching relationship. The proposed approach is based on adapting to the needs of the person being coached, as they evolve during the coaching process. For example, one meeting could be dedicated to the preparation of an impending steering committee, while the next session could focus on selecting the right team member between a group of candidates. The coach accompanies the less experienced partner when the latter is feeling the most acute need. Learning happens when it’s needed the most and when immediate results can give the confidence required to support the achievement of long-term goals. Coaching is also a great learning opportunity for the coach, who experiences how to lead in a non-directive way that supports the personal and professional growth of the partner.

Method

Great coaches can follow the flow of the coachee and reach their objectives even in a non-structured way. However, before reaching that level of mastery, a coach should structure the session in a way that addresses all the main issues the coachee could have. In order to do so, the G.R.O.W. acronym (developed by John Whitmore) in used:

  • Goal: the coach starts the session by clarifying, with questions (see the “asking questions” technique further on), the purpose and the objectives of the session itself. A good question could be: what are your objectives?
  • Reality: after the objectives are clear, the coach moves on to help the coachee understand the current reality – what is happening in the present. A good question could be: what is currently happening?
  • Options: when the future and the present are clear, the coach addresses the options available to go from where we are to where we want to get. A good question could be: what can you do?
  • Will: the coachee commits to some actions, chosen from the identified options. A good question could be: what will you do?

Asking questions

Have a look at the following questions, what is the usefulness of each of them?

  • Is the budget of the project on track?
  • Should we con”rm the budget as it is, adjust it, or ask for a sponsor’s review?
  • How can we cover the budget gap on the shipping?
  • What is the objective of this budget analysis?

Depending on the context, each of these questions is useful, but they differ in openness and in level of detail.

The first question is asking for a statement (yes/no) useful to put a stick on the ground. You might find it helpful to create a common ground.

The second question is asking for a choice, focusing on alternatives. It can be valuable to keep the pace of the conversation going when you “nd it slows down and threatens the scheduled agenda.

The third one is an open question with a specific focus. It can be helpful to find solutions in the brainstorming phase of the discussion or when you want to bring down to earth a discussion that is becoming too speculative.

The last question is open and broad. It is extremely useful to move the focus at a higher level when the conversation is going into too much detail.

Putting a question mark is not enough; to make a good question there are many factors to be taken into consideration; in the examples above two fundamental ones for coaching have been highlighted: the openness and the level of detail. Notice that asking questions implies active thinking and that way the question is asked drives the answer! Whatever the content of the discussion, the coach’s goal is to influence the quality of the elaboration.

Like the size of a box must match its content, so the coaching questions need to be shaped in a way which is useful for the answer. Only with experience we can balance all the factors to shape the question.

Giving feedback

Guess which of the following are coaching feedback:

  • You were great today!
  • I liked your presentation!
  • Your presentation was very professional.
  • The limited number of slides and the fact that you were talking slowly with a strong voice made me feel comfortable and confident that I could understand.

These are all examples of feedback, but they provide the receiver with a different quality of information.

The first example tells you that today you did something (perhaps the presentation or maybe the meeting as a whole) I really liked, but you can’t tell
why.

The second example adds the information that it was the presentation that looked good to me.

The third example adds a definition of how I liked your presentation.

The final example is more specific and describes the feeling I had while sitting in your presentation today.

Now, imagine you are going to present to your top management, which feedback would be most useful to you? The first three may help your self-esteem, but only the fourth contains the precious information you need to consciously change your behavior or deliverable. You may receive a lot of feedback, but how much of it is really helpful and allowing you to improve? Using coaching feedback increases accountability within the team because it provides a broader perspective.

Points of view

Let’s try to put ourselves in the following perspectives:

  • The Client
  • The Sponsor
  • The Deliverer

Managing a project means to aim, perhaps succeed, in satisfying the expectations of the Sponsor that pays for the project, of the Client who will use the deliverables of the project and of the Deliverer who will make the effort required to reach the targets. How often have you seen managers loosing track of one of these sides? It can be really useful to have someone that helps us by challenging our perspective. Pretend you’re involved in the project in a different position (changing roles among Sponsor, Client and Deliverer), from that perspective, a lot of things may look different, so a solution that seems impossible to find may just arise. As a coach, driving this exercise and challenging the different roles is very easy when your point of view is external and provides you with the added value that will look remarkable to your coachee.

Perspective is a key to managing a project. Expectations look so complicated when you analyze them only from your own side, but they may turn quite easy to understand and match together when you move away from your point of view.

Giving help or receiving it with this kind of coaching technique can be very simple, nevertheless the real achievement is to uncover something we didn’t think about and that can switch the light on.

The coaching role

The difference between a coaching session and a useful chat that ends with a piece of advice is that the coach doesn’t know the answer and she is not thinking about one.

Milton Erickson used a powerful anecdote to clarify this concept. He described a runaway horse his father found one day on his way home, he didn’t know to whom it belonged and how to bring it back home. He then realized that as soon as he moved the horse away from grazing the grass and back onto the highway, the horse knew its way home and after quite a few miles it naturally reached its owner. It was enough just to push it back on to the main track and focus its attention on the goal of going back home.

We need to manage the focus of the journey otherwise the delivery will be slowed down. The added value of coaching is to ensure the focus of the discussion with the aim of enhancing the level of quality and effciency.

The challenge in keeping the focus is to recognize when exploring a field is becoming a detour. When we help keep focus, we support someone in building their own solution, plus there is an improvement of their awareness of their role.

17 Ways to Become a Great Program Manager


I recently read a great book by Sergio Pellegrinelli – Thinking and Acting as a Great Programme Manager [2008].

Below a summary of how a great program manager should behave; for more details I suggest you read his book!

I also suggest 4 other books that can definitively increase your world (and business) awareness and help you toward a more effective mindset:

Program management competence framework

Relationship between self and work

Granularity of focus Broad view of plan, including understanding of wider impact within the organization; (occasional proactive involvement in detail to experience customers’ perspective); strong orientation towards the future, including awareness of organization-wide and external impacts/benefits
Emotional attachment Professional commitment to delivery of organization-wide and external outcomes
Disposition for action Opportunistic; intuitive ability to reshape, reconfigure and realign
Approach to role plurality Deliberately takes on multiple conflicting roles to integrate divergent interests

Relationship between self and others

Engagement with team Seeks to inspire; charismatic and credible; able to get people to modify their natural behavior
Approach to conflict and divergence Uses subtle facilitation to encourage creative and value-adding solution
Development and support Coaches in context to enable understanding and influence
Purpose of enquiry Own clarification; challenge others; encourage creative thinking; redefine problem or reframe purpose
Expectations of others Extends individuals’ talents, but now burn out

Relationship between self and environment

Adaptive intent Adapts environment to suit organizational purpose
Awareness of organizational constraints Aware of capacity, technical, and cultural constraints; facilitates development and knowledge transfer from outside
Approach to risk Is ready for failure; anticipates wider consequences
Approach to communications Provides analysis and opinions (consistent style); sells vision of outcome (style more sensitive to audience); cultural and audience sensitivity
Approach to governance Seeks to embed program in organizational management structures/processes
Attitude to scope Shaped to meet emerging and changing business needs
Attitude to time Schedule driven based on defined scope; reschedule when necessary; anticipates and plans for possible work, recognizes mobilization time; takes into account the rate at which change can be absorbed or accommodated; conscious of issues of timeliness and maturity
Attitude to funding Creates funding from achievement – self-financing

Book Summary – Conflict Management


My bullet-summary of Ken Cooper – Conflict Management [1987]

  1. Prevent (2 people are needed for a conflict, don’t be 1 of them!).
  2. Handle in case I can’t prevent.
  • Prevent. The worst punishment I can give is IGNORING someone –> recognition (that’s why kids misbehave: they prefer punishment to being ignored). You can give recognition:
  1. of habits (I do it as a habit – not very powerful) – e.g. “hi, how are you?”;
  2. of performance – e.g. “good job with …”;
  3. of personality/character (the best one: I appreciate you as a person, because you are a person): “I’m glad you exist, I’m glad you’re my son/wife…”.
  • Don’t have negativism in my life! See only the positive (see no evil, hear no evil, speak no evil). And give away many positive feedbacks to others (e.g. if someone does a bad job: “nice try!”).
  • Give recognition to others, to minimize conflict, especially unexpected recognition (“I love you!”), everyday to everybody “you’ve been doing a great job!”
  • Ask myself, at the end of the day:
  1. “what have I done today to make someone (anyone) want to see me again tomorrow?” What good have I done today? –> take positive action.
  2. “what have I seen done today that I wanna see done tomorrow?” –> recognize it & compliment others!
  • Let people know when they’ve done a good thing, and when they’ve done a bad thing tell them “nice try” and how to fix it.
  • If someone is upset: look past the words in a conflict, to see what’s really upsetting him, what’s the major problem behind?
  • In those times the brain is not connected to ears and mouth. There’s no communication going on –> I need to calm the other down without fighting! –> Listen and empathize! Ask for more and remain calm. Don’t try to calm down the other, say: “tell me the details, what happened? Why?”
  • Get his emotions out of the way: emotion orgy. No resistance, ask for the details so afterwards the emotions go down (as I accept and listen to the complaint of the other to get it out of his system: this way the other starts to think again) and we can solve the real issue.
  • If others are mad at me: if I don’t get mad, there’s no conflict.
  • Everybody’s opinion is VALID (maybe I don’t agree with it, but still it’s valid (or they’d not have thought of it), be open to it, they’re providing me with feedback). ACKNOWLEDGE the other’s point of view and that I’ve listened to their criticism, REPEAT it back (“yes, you can be right, thanks for the feedback”). Empathize and then ask for details, the exact reason, proof of their criticism (go for facts).
  • If you want to criticize someone, say it as a feedback (deceive: “there’s something you can do to improve in …”), and not in public.
  • Dealing with nasty people: tell them they’re nasty! (as a quality) “but not as nasty as this other guy…” turn it around, deal with it, have fun!
  • CONFLICT MGMT: use ASSERTIVENESS (let other people know my expectations, boundaries, issues, and so on)! WATCH OUT: IT TAKES 2 TO MAKE A CONFLICT –> I AM RESPONSIBLE AS WELL! It’s never only one’s fault.
  • Some examples of assertive behaviour include:
    • Asking for help rather than pretending you are not confused
    • Expressing dissatisfaction in a healthy manner
    • Speaking up for yourself in groups of all sizes
    • Making good eye contact with others while you are speaking
    • Declining or saying “no” when appropriate
  • Assertiveness skills are all about expressing yourself and standing up for yourself in all kinds of situation.
  • When people attack you (apparently for no reason), generally they actually have another problem behind: be assertive!

Book Summary – It’s not about the Bike


My bullet-summary of Lance Armstrong – it’s not about the bike [2001]

  • POWER OF THE MIND AND THOUGHTS –> ATTITUDE
  • Concentration and focus: turn every negative into a positive! –> work SO hard. Suffer without complaining = ENDURANCE.
  • No one will make it for me!
  • Excellence comes from self-discipline and incremental improvements. Success comes from long-term vision and going with other people to the finish line with me, with patience.
  • People die, why continuing then? Because people live, too!
  • What’s the purpose of my life? Vision, mission, definite purpose: have them clear! Be tested by life and through pain and discipline I’ll succeed: keep it in perspective!
  • Have no self-pity.
  • The real good friends come to see me when I am in danger/pain.
  • Do my homework: study my situation in order to know my odds, in order to see what to do. I AM responsible!
  • Do like children do: NO FEAR, no failure, just HOPE. Ignore odds and percentages, fight like hell (get all information available, 2nd 3rd and 4th opinion on my health, etc.). BELIEVE I can succeed!
  • Everything is a positive learning experience, even in front of death –> focus on improvement.
  • CANCER: Courage, Attitude, Never give up, Curability, Enlightenment, Remembrance of my fellow patients. Pain to gain.
  • My life is important for the community.

 

 

Book Summary – Men Are from Mars, Women Are from Venus


My (man’s perspective) brief bullet-summary of John Gray – Men are from Mars, Women are from Venus [1992]

MARS

VENUS

Don’t offer unsolicited advice to Martians because men would feel incompetent otherwise. Don’t try to change a man’s behaviour when he makes a mistake. Don’t offer solutions to problems Venusians have, just give support (and a hug) and let her talk. Don’t try to change her feelings from bad to good by offering a solution, or you’ll probably invalidate her feelings.

Solutions and advice can be given: it’s just a matter of timing and approach!

Stress: when men go to their cave, women have to leave Martians alone. Stress: women talk about their problems, hence men just have to listen and support (empathy).

Communication: talk about it, at the right time!

Men are motivated and empowered when they feel needed. Women are motivated and empowered when they feel cherished. Martians need to show empathy.

The Martian (information) and Venusian (feeling – words not to be taken literally!) languages had the same words, but the way they were used gave different meanings.

Men support one another by not worrying or minimizing their troubles. A woman wants her man to worry for her when she’s upset.
Men need to understand to talk more, communicating better what they feel (e.g. “I’m OK, I’m handling this alone, I’ll be back”). Women need to be reassured they are loved and that everything is fine when a man is going into his cave.
If a man feels blamed, don’t blame back, just say “I feel blamed.” Double-check is always necessary. When she needs to complain, don’t take it personally! Venusians have to reassure men about their complaining by saying “it’s not your fault!” This way men don’t feel blamed and can listen more carefully.
When a man loves a woman, periodically he needs to pull away before he can get closer. He has to assure her that he’ll be back. When a man springs back, before a woman can open up again to him she generally wants and needs time and conversation to reconnect.
Even when a man is succeeding in supporting a woman she may become even more upset.DON’T try to fix her: when negative feelings are suppressed positive feelings become suppressed as well, and love dies. A woman’s self-esteem rises and falls like a wave. When she hits bottom it’s a time for emotional housecleaning (she goes in the well).

In relationships, men pull back and then get close, while women rise and fall in their ability to love themselves and others.

Men argue for the right to be free while women argue for the right to be upset.

By supporting her need to be heard she could support his need to be free.

When he’s in the cave and she’s in the well:

  1. Accept your limitations
  2. Understand her pain
  3. Avoid arguing and give reassurance
Men need to receive (primary needs for him, secondary for her):

  1. trust
  2. acceptance
  3. appreciation
  4. admiration
  5. approval
  6. encouragement
Women need to receive: (primary needs for her, secondary for him)

  1. caring
  2. understanding
  3. respect
  4. devotion
  5. validation
  6. reassurance
A man commonly makes the mistake of thinking that once he has met all of a woman’s primary love needs, and she feels happy and secure, that she should know from then on that she is loved. The secret of empowering a man is never to try to change him or improve him.The best way to help a man grow is to let go of trying to change him in any way.
To avoid been hurt, a man usually fights or flies. To avoid been hurt, a woman usually fakes or folds.

Most arguments escalate when a man begins to invalidate a woman’s feelings and she responds to him disapprovingly.

Arguments arise when the man feels that the woman disapproves of his point of view. Arguments arise when the woman disapproves of the way the man is talking to her.
Men are most prone to argue when they have made a mistake or upset the woman they love. The most common way women unknowingly start arguments is by not being direct when they share their feelings.
Most men strive for greater and greater success because they believe it will make them worthy of love. When a man is in a negative state… treat him like a passing tornado and lie low.
Martians idealize Fairness. Venusians idealize unconditional love.
Martians give when they are asked. Venusians say yes even when the score is uneven.
Martians give penalty points. Response Letters are the best way to teach a man about a woman’s needs.
Sometimes feelings can hide other feelings: anger for pain; indifference for anger; feeling offended for feeling hurt; anger for feeling afraid; ashamed for anger or grieving; peace for anger, fear, disappointment, and shame; confidence for inadequacy; aggressiveness for feeling afraid. Sometimes feelings can hide other feelings: concern and worry for anger, fear, and disappointment; confusion for anger, irritation, and frustration; feeling bad for embarrassment, anger, sadness, and regret; fear for anger, hurt, and sadness; grieving for feeling angry and afraid; hope for anger, happiness for sadness, love for anger.
If a woman’s not asking for support, a man assumes he’s giving enough. On Venus their motto is “Love is never having to ask!”
When a man hears a demanding tone, no matter how nicely you phrase your request, all he hears is that he’s not giving enough. His tendency is then to give less until you appreciate what he’s already giving.Just as a woman is more sensitive about being heard and feeling understood when she’s sharing her feelings, a man’s more sensitive about being accepted just the way he is. When asking a man for support, assume that he doesn’t have to be convinced. Be appropriate in timing, have a non-demanding attitude, be brief and direct, use correct wording (will/would instead of can/could). Men are more willing to say yes when they have the freedom to say no.When you ask a man for support and you don’t reject him for saying no, he’ll remember that and next time he’ll be much more willing to give.When a man grumbles it’s a good sign – he’s trying to consider your request versus his needs.BE SILENT after you asked for support.

How to heal relationships: Motivation, Responsibility, Practice (with some inevitable mistakes!).

USE the Love Letter Technique (EVERY TIME you’re upset with someone or something, it doesn’t matter who/what it is, just skip step 3…):

  1. Write a Love Letter expressing ALL your feelings, in this order: anger, sadness, fear, regret, and love.
  2. Write a Response Letter expressing what you want to hear from your partner.
  3. Share your Love Letter and Response Letter with your partner.
  • Writing Love Letters is for sharing negative feelings IN ORDER TO find the positive ones. The partner needs to be understanding and respectful. Don’t deny, disapprove, or blame the partner for sharing his/her negative feelings!
  • Sharing negative feelings is part of loving communication!
  • If as children our inner emotions had been repeatedly heard and validated in a loving way, then as adults we wouldn’t get stuck in negative emotions.
  • The very act of avoiding our negative emotions gives them the power to control our lives.
  • Books can inspire you to love yourself more, but by listening to, writing out, or verbally expressing your feelings you are actually doing it.
  • A relationship is healthy when both partners have permission to ask for what they want and need, and they both have permission to say no if they choose.
  • When things are going well and we’re feeling loved, love brings up unresolved feelings of the past. The same thing happens when you get what you want (at a social level it’s called crisis of rising expectations, e.g. when people gain freedom from tyrants).
  • These past unresolved feelings come up to be healed and released. This happens when we are safe to feel. THIS HAS NOTHING TO DO WITH OUR PARTNER, so don’t blame him/her! About 90% of the upset’s related to our past, while 10% is related to the present experience –> We are NEVER upset for the (present) reason we think! Write a healing letter: love letter to your partner while feeling about your past re-addressing the receiver (from your partner to…). OR get the help of a therapist. Because you feel safe with your partner, your deepest fears have a chance to surface. When they surface you become afraid and are unable to share what you feel.
  • To keep the magic of love alive we must be flexible and adapt to the ongoing changing seasons of love! A relationship is like a garden: if it’s to thrive it must be watered regularly: spring (falling in love, everything seems perfect), summer (work on the relationship as it’s not perfect), fall (harvest the results), winter (solitary growth: cave and well), spring again…!

 

And if you have some spare time, here’s the video of Dr. Gray at TEDx:

john gray mars venus tedx

Leadership to Action


Great TED talk by Simon Sinek on purpose-based leadership.

Simon talks about using the golden circle, namely communicating in this order:
communicate first the WHY: the mission, our beliefs (e.g. Apple: we challenge the status quo)
then the HOW: how we do it, the unique selling proposition (e.g. Apple: we challenge the status quo by designing beautiful products)
only talk about now the WHAT: what we do (e.g. Apple: we happen to make computers, wanna buy one?)
People don’t buy what I do (or they could buy as well from my competitors), they buy WHY I do it! What I do simply works as the proof of what I believe.

The goal is to do business (with costumers and also employees) with people who believe what I believe (the why)! Not to do business with people who need what I have (my products, a job)…

Simon thinks this is determined also by how our brain is structured:

  • what: neo-cortex brain, logic, language (facts & figures, benefits)
  • how+why: limbic brain, feelings (loyalty, trust), decision making, behavior… (the limbic brain has no capacity for language, hence the benefits of the WHAT don’t drive behavior!)

You must talk with the why and the how to the limbic brain, that then goes out to the neo-cortex to rationalize behavior!

It hence becomes clear that “making money” is not a why, but a result, it’s a WHAT!

If you talk about what you believe, you’ll attract people who believe what you believe!
Why is it important to talk about it? For the bell curve! Innovators + early adopters (whose tipping point is at 15-18% of market penetration). They care about the WHY! The early+late majority only care about the WHAT and buy only if someone who they trust (the early adopters) already bought it.

So Simon suggests that communicating like this: “if you ARE the kind of person that …………., I have the product for you!” is much more effective that saying “I sell …….”
And people will show up, not for you, but for themselves!! For what they believe! In fact, Marthin Luther King said “I have a dream…” not “I have a plan…” 🙂

Leaders (authority) and those who lead (inspiration through aspiration) are two different kind of people: and we follow those who lead, not because we have to, but because we want to, not for them, but for ourselves.

What’s your favorite leadership talk?

11 People to Get You Inspired


Here’s a list of inspiring people that greatly impacted the way I view the world:

Who inspires you?