I once worked with a mathematician to develop risk mapping tools. Aside from the occasional bruise from playing ice hockey, he didn't look or sound like a stereotypical scientist. However, the way he processed information and thought about problems produced radically different ideas.
My colleague was able to operate not knowing, in the gap between the observed and the uncertain. The risk modeling tool the firm could develop thanks to his work was the most useful I've seen so far. It was also the simplest to use.
Prevailing culture rewards people with answers. Yet, the longer you can hold yourself in the space between what you take for granted and what could be next, the more you can learn about potential futures. That's where the opportunity is.
Elsewhere I said this valuable skill doesn't challenge only existing limiting frames in general—it challenges you in the process. But it's what it takes to bring something new to the world.
At a time when the obsessive quest for certainties distorts opportunity, the questions you ask make a big difference.
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Technology has sped up the rate of change. But it has not changed this simple fact: a diversity of skills and approaches is good for companies. In day to day interactions this requires adjustments. Open and curious minds help and so does clear language.
As I worked alongside my colleague to position the company for a wider range of outcomes, I added consistent communication into every process. I doubled down on communication with clients and on the variety and formats of internal communiques and discussions.
Consultants, actuaries, underwriters, engineers, finance and legal experts all have their own way of seeing the world. Executives want the big picture, sales people want the details of how, analytical people want to dig deeper.
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“Give me a lever long enough and a fulcrum on which to place it and I shall move the world,” said Archimedes. If you were to look up the etymology of 鲸鱼加速器app, you'd find that meaning shifted in a financial sense in the 20th century.
1724, “action of a lever,” from lever (n.) + -age.
Meaning “power or force of a lever” is from 1827; figurative sense “advantage for accomplishing a purpose” is from 1858.
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Before then, it was about action and power. It's one of the words whose meaning got narrower with use. Pity, because this is a case where constrains are constricting opportunity. It's useful to play within constraints when you're creating, but you want to push outside them to explore alternative options.
A few years after working with my colleague mathematician, I worked in a company that wanted to increase its results nearly threefold. This without increasing budgets or hires. If this scenario sounds familiar, it's because it's now standard operating procedure in most industries.
It was then that I discovered there's wisdom in the popular saying, “sales is from Mars and marketing is from Venus.” People who gravitate towards some careers and jobs have aptitudes that make them suited to those roles and functions. You deal with situations in such and such ways and get results by pursuing paths that follow your way of thinking.
This type of diversity creates situations where things get lost in translation. When what you think, what you say, and how you go about doing your work don't align to that of others, you have disconnects. But often companies try to align by hiring people who think alike only with slightly different specialization. Hence the lack of leverage.
You want people who see the world differently. They can see the fulcrum in a different place altogether.
You'll recall, I said my job was to help the company increase revenue. Optimizing marketing worked to a point. I was sitting in an executive team meeting one day and had a sudden realization: everyone was talking at each other. This is why super smart industry veterans and experienced decision-makers took so long 安卓加速器.
I had noticed a similar situation between supply chain and product marketing groups, regulatory and finance. My hunch was this disconnect was worth exploring further. As a company, we needed to get on the same page as to where we were going and each group's role in getting there.
I partnered with an executive consultant to design a method of inquiry. We used the Birkman Method® to identify the similarities and differences in the teams' behaviors. Along with motivational interests, ability is one of the two powerful levers of influence. If you want to understand how change affects behavior, you need to work on both.
As a methodology, Birkman Method has been used for over 50 years to assess human potential and enhance performance. The initial research was funded by the National Science Foundation. More than 3.0 million records are in the Birkman database to date, and it has been translated into nine (9) languages.
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1. Usual Behavior — how others typically see your behavior in relationships and dealing with tasks.
2. Underlying Needs — your expectations of how relationships and social situations should be in the context of the relationship or situation.
3. Stress Behaviors — your ineffective style of dealing with relationships or tasks; how others see your behavior when your underlying needs are not met.
4. Interests – your expressed preference for job tasks based on the assumption of equal economic rewards.
5. Organizational Focus – the perspective in which you view problems and solutions relating to company goals.
Our aim was to encourage a culture of connection—for individuals and the company as a whole. The non-judgmental report allowed us to design communications and day-to-day operations to get to desired behaviors.
There are no right or wrong behaviors or interests, just more appropriate to the situation. The gaps are places of opportunity. I was fascinated to discover I have strong aptitude for legal, medical and scientific thinking, in addition to pronounced musical, artist and literary interests (the foundations for planning).
When we mapped the teams supporting the business development function of the organization to the quadrant represented above, we found that there were striking similarities in competences and behaviors. In other words, the company kept hiring the same type of person over and over again.
We lacked broader diversity of thinking and doing and critical skills in some areas of business development. For example, since my interest is focused on thinking of new approaches, planning, dealing with abstractions, innovating and working with ideas, my business development style tends to favor selling ideas, planning for new business opportunities and focusing on long-term benefits. This group is usually thoughtful, reflective, and optimistic, and can be orderly and cautious.
Colleagues who favor putting numbers to the deal like monitoring and controlling more than I do (and I do). Colleagues who like to focus on persuading others to their point of view and directing the meeting favor persuasion more than I do. This group is typically more assertive and competitive, yet flexible. You may note this describes the characteristics of an effective sales person. Also, it's degrees of emphasis and not hard lines.
How about motivation? Well, people who gravitate towards planning like a minimum of unnecessary rules, varied tasks and personalized incentives. Other colleagues prefer friendly support, plenty to do, clear-cut decisions, and direct and straightforward instructions. Yet others draw motivation from a controlled, consistent environment, minimum distractions, detailed direction, proven procedures to follow and advance notice of changes.
Stress behavior was eye-opening for everyone. Some people may become more easily distracted and disorganized with a touch of indecisive under stress. Under high stress, many sales colleagues become “too busy” to listen, insensitive, impulsive and restless. Others tend to be rigid, conforming, over-controlling and resit change quietly. The method allowed us to map fight or flight, insensitive and overly sensitive tendencies. Degrees of variance between perception and behavior along a spectrum.
The work that followed our assessment included self- and manager coaching. It got us to where we wanted to be in months, not years. Even without hiring new people, we were able to leverage many existing strengths that had gone underutilized. I still use the self-coaching part to keep working on my business development style. How to deal with emotions and how you deal with change are relevant to any situation.
The work became powerful when everyone shared the same understanding. People could finally relate to each other based on the neutral ground of non-judgemental, shared language. The opportunity was working on leveraging what we did best and being aware of the gaps, not papering over them.
Getting the proper perspective on the nuances between individuals and teams— from a task-centered view of work to a system one—gives you the opportunity to improve clarity and communication. Companies with very aggressive growth goals may find higher than usual levels of stress. Behaviors swing wildly in this environment. It creates a culture of distrust.
A deeper understanding allows you to address issues in real time. When you gain a better appreciation of your perception and behavioral gaps you can see how everyone is “fighting a hard battle.” In some cases you might need to change your habits. In others you might need to get out more, actively seek different reference points.
Business development depends heavily on people development. Genuine connection supports confidence. Great work stems from that stance.
The innovators have mastered the ability to keep asking better questions. They're not afraid to keep exploring different options. When you're operating at your best, you're likely in an environment that exposes you to diversity of thinking and doing. We need both—learning to think better and learning by doing.
Warren Buffett invests in insurance, which is a bet on the gaps between what we know and what we don't:
Simply put, insurance is the sale of promises. The “customer” pays money now; the insurer promises to pay money in the future should certain unwanted events occur.
Sometimes, the promise will not be tested for decades. (Think of life insurance bought by people in their 20s.) Therefore, both the ability and willingness of the insurer to pay, even if economic chaos prevails when payment time arrives, is all-important.
Make that bet large enough and you can manage risk across the portfolio. What would happen if all risks were the same? Isn't that a similar probability you create when you're hiring many of the same kind of person? Why not ask instead: which 安卓加速器 will deliver endurance and resilience to your company sustainably?
Reality is a context we're constantly interpreting. There's a tension between learning and knowing. Opportunity is in the gaps: being able to operate not knowing, between the observed and the uncertain.
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You might be familiar with the acronym FOMO or fear of missing out. There's a version of it that tries to flip the feeling. JOMO, or joy of missing out is about finding balance in life.
The JOMO journey began in 2012 when tech entrepreneur Anil Dash coined the term 'the joy of missing out' on his blog. It happened on my birthday, so I noticed. But FOMO had deeper cultural roots and hooks into our lizard brain. Hence why it perseveres.
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That's why they still work. How do they work and why do we owe long-term success to culture?
Francis of Assisi was born Giovanni di Pietro di Bernardone. His father was a prosperous silk merchant. His French mother a noblewoman. Though he was baptized Giovanni after his birth in Assisi in his father's absence, he was later called Francesco because of his French origin.
How did a handsome, witty, gallant wealthy young man who delighted in fine clothes and spending money lavishly end up a saint? A keen observer, he noticed the plight of beggars early in life. After being taken captive in a battle near Perugia—something fairly routine for medieval wealthy young men to partake in—he spent a year in captivity.
Recovering from an illness led to re-evaluating his life. Wanting to turn a new leaf after a spiritual vision, he tried to finance repairs in a local church in San Damiato. The priest wouldn't have his ill-gained coins. But his father was even more upset about the gesture, beating him and locking him up after recovering the gold coins.
To make a long story short, in the midst of legal proceedings to force him to forego his inheritance as restitution, Francis renounced his father's wealth. Eventually, Francis founded the men's Order of Friars Minor, the women's Order of Saint Clare, the Third Order of Saint Francis and the Custody of the Holy Land.
He became one of the most venerated religious figures in Christianity. Pope Gregory IX canonized Francis on 16 July 1228. Along with Saint Catherine of Siena, he was designated Patron saint of Italy.
There are several versions of Francis biography, so the details are a bit fuzzy. But the many biographies, three alone by Tommaso Da Celano and many redacted by others later are a useful clue of the power of the founder's myth. Centuries before Walter Isaacson wrote Becoming Steve Jobs: The Evolution of a Reckless Upstart into a Visionary Leader, biographies were big business.
While today we may think we can learn a lot from the lives of others, at the time of the founding of religious orders in the lower Middle Ages, they were fantastic promotional tools. They drilled the myth of the visionary founder into culture.
Why the many biographies of Saint Francis of Assisi? That was to overlook his human warts and emphasize the Order's key messaging by way of rooting it into the vision and mission of its founder.
If Saint Francis of Assisi provides the best example of the myth of the founder to create a halo effect around an organization's vision and mission statements, religious orders in general can tell us about the origins of positioning.
All orders began as startups, with an incredible initial success. Some of these organizations were growing at an 80 percent rate per year. We're talking serious numbers of monks joining. More boots on the ground meant greater collection power from people in search of salvation.
Religious orders like the Order of Saint Francis spread quickly from one region to others, one country to another energized by fervor and attracting new members by promising a purposeful life.
The lower Middle Ages were a time of great opportunity in Italy and many parts of Europe. Merchants were thriving, people started living in cities. Italian city-states were places of great exchange of ideas and discourse. There was this sense that the established centers of religious power were losing control of the masses.
New independent preachers began going from city to city. People were starting to listen to different points of view on salvation. The Church needed a new organization to take control of the masses again. An organization that could talk to people and connect with them. Hence the Dominicans were founded as preachers.
The Franciscans found room because the masses were too poor and the Church was seen as too rich. It needed an order that could stay with the people on their level. Hence the vow of poverty by Franciscans.
But soon orders had to specialize to attract new followers. Because the Dominicans' mission was to preach, the order wanted people who had studied and could talk. That's why you had to have serious studies listed on your curriculum to gain entrance. At some point, the Dominicans wouldn't admit anyone who didn't have a higher degree in theology.
Saint Francis decided to do the exact opposite. They didn't want anyone who had studied. Learned people become conceited and arrogant and lose touch with common people. Francis idea was they had to be very visible throughout the territory.
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Insecurity and uncertainty about future salvation were the tools of the marketing trade the various religious groups used to position their Order in the Middle Ages. Each needed to attract enough people to get a start and keep going. People needed a short-hand to know where they belonged. A match made in Heaven, if there ever was one!
When going into battle, it's critical to know competitors. Crusades provided an opportunity to refine symbols. Several orders were started to conquer the Holy Land: the Knights Templar, Knights Hospitaller, and Teutonic Knights, emerged at around the same time. They acted on a necessary mission by the Latin Church.
How to tell them apart? The Knights Templar wore a white mantle with a red cross, the Knights Hospitaller a black mantle with a white cross, and the Teutonic Order a white mantle with a hooked black Prussian cross. Their white mantle meant they were possibly infringing on copyright. The hooked back cross symbol has a longer history.
Initially, Franciscans wore a coarse sack made of jute tied to the waist with a simple chord and a pointy hood, eschewing the rounded hood of city gentry. But then at some point, the frock became softer and made of fabric, the hood more rounded. However, a group faithful to the original principles broke away and kept the pointy hood. These more radical poor became known as Capuchins, literally meaning pointy hats.
If the Church financed the knights and orders going into battle to conquer the Holy Land well, people were willing to pay for prayers. The orders organized their communities to be able to produce prayers 24/7. They looked at the continuous production cycle of water mills as models. Monks and friars took turns to pray.
They literally created prayer mills. To keep money pumping into the church's coffers, the religious orders also invented loyalty programs. The names of donors were inscribed on a big book kept in the monastery where they would receive prayers for eternity. They even invented name days to celebrate by connecting the names of saints to those of people on specific days of the calendar.
The counter reformation in the late Middle Ages opened an opportunity for yet another order. Founded by Ignatius of Loyola in Paris and made official in Rome, the Society of Jesus or Jesuits took on education and the training of the management class.
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They had received huge financing and accumulated enormous riches through years of fighting. Even if people started criticizing them for running the organization with a heavy overhead — some even said a ratio of 9 administrators burning through cash in European offices to 1 fighting in the Holy Land — they had built a strong network of locations.
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Location, location, location is partly why some of the orders endured through time. But it was the ability to convert and spread all over that created longevity. Each church survived that could build a loyal group of followers. Because followers and patrons provided the ongoing funds to sustain it. Frescoes were soon commissioned and dedicated to noble people who financed them (and the church) in exchange for salvation.
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Phillip IV of France, nicknamed il Bello for his good looks, took matters in his own hands by having all fighting Knights Templar in the kingdom arrested on the same day and accusing them of heresy, thus destroying the order and sequestering the riches accumulated. The Teutonic Knights managed to escape by going to fight Slavs in Prussia.
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Pope Gregory IX appointed the Franciscans, along with the Dominicans, as Inquisitors. They had great authority in that role. Then survived that nefarious past in different ways. The Franciscans had already split into smaller, niche groups. Other minor groups emerged over time that survive today. The Dominican Order went through several iterations. In 2017, it counted a membership of 5,742 (4,302 priests among them).
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The orders that adapted to the changes that weaved their way through culture survived. Those that tapped into the energy of culture to operate at higher levels or above board as times where changing thrived.
Medieval professor Alessandro Barbero shared some of the key ideas that inspired this article in a talk he gave a few years ago.# The provocative title read: “the religious orders of the Middle Ages at the origins of corporate communication.”
But I rather think the orders quickly discovered the power of understanding human needs and desires and the members' adept practice at observing behavior allowed them to capitalize on it. This translates well into modern marketing.
Vision and mission stemmed from the myth of the founding father. Positioning quickly became a necessity. Because the successful growth of the first orders opened a new market, more groups flocked into the business.
Symbols in the form of dress code first, then specific colors and and marks, created a short hand for what each order stood for to be recognized quickly and keep competitors at bay. The orders used mortality and salvation insecurity to sell their message in the same ways modern marketing does.
Loyalty programs in the form of lofty promises — it doesn't come any grander than eternal salvation — kept customers hooked to each “brand.” New orders sprung up and succeeded by identifying an unmet need and fulfilling it. Opulence won some over, simplicity others. When the Church needed a way to take control of the masses again, it used preaching, an emerging method people liked, to create a new order.
Aren't these all methods of modern marketing? Technology changes, people don't. Because we still have a hard time knowing xf5.app加速器 with clarity, companies that know how we value things that cost us continue to try and win us over.
Yet, as I said in that article: cost and price are not the same. Cost is more like prize, as Steve Jobs alluded to in his keynote as returning Apple CEO in 1997. Something we earn through work, participation, and what we stand for, because we act on our beliefs.
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Some marketers do it by tapping into insecurities to incentivize new behaviors and turn them into habits, and those into culture. Edward Bernays did that for the American Tobacco Company in 1928. Bernays was a pioneer in the field of propaganda.
Like the religious orders, he understood people are not rational agents. He leveraged emotional levers to create culture as he did to encourage women to start smoking by associating it with a positive emotional experience. Sigmund Freud's nephew knew how to leverage people's insecurities to make them buy. But Freud wasn't the first to understand this. Religious orders in the lower Middle Ages were.
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Companies that do the opposite and tap into the energy accumulated in culture over time have a chance to convert money into capitals that have higher value: intelligence, human work, social connection. The very same capitals enduring orders that kept going put front and center. They used money as a means to further their mission and vision with self-interest, and not an end in itself.
Barbero spoke of an interesting parallel between business and religious order: vision 2050. When he searched for the term, he found two organizations: that of the World Business Council for Sustainable Development (WBCSD)#, and that of the Young Members and Volunteers of the Order of Malta.#
Business organization and religious order use the same language. Who's imitating whom and to what ends?
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Creating culture to pray on insecurity is the equivalent of FOMO. Tapping into culture to energize value as the ability to create positive change that of JOMO. We're used to the first, the second takes better discipline and focus.
We can do better. If we want to have long-term success, we should.
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I've been sharing ideas and perspectives about business and culture in my 网页加速器 to nearly 1,000 new subscribers and growing. I organize issues by theme to minimize overwhelm. Subscribe here, if you're curious about reframing and rethinking business and ideas.
Do you have something to say? Could you benefit from improving how you argue your case? Are you looking for something concrete to help you? Given that my recent article on how to argue well went viral, it's safe to assume this is a hot topic.
You may think this is a skill only lawyers need. But you'd be surprised at how far you can go when you can weave a strong argument. For example, you'll ace your pitch, and you'll find the real insight (or close to it) faster when you learn to argue well.
I'm working with clients on writing powerful arguments for articles and pitches right now, and I developed some tools to help them. Could the executive of a large financial company use this advice? Could the veteran executive recruiter do better on behalf of companies and senior talent?
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It's a different style than journalism, and not only for the obvious reasons. Let's take a look at the ways in which they diverge and examine the elements of a powerful argument.
Once you've picked a topic, there's a proven structure journalists use: they call it the inverted pyramid. This means you're attempting to answer all the basic questions about a particular event by asking: who, what, when, where and why (the 5 Ws) and often also how in the opening of your article.
News stories also consider their readers' interest. Thus they include information about proximity, oddity, or consequence. They take into account human interest, prominence, and timeliness. I could write an entire article about objectivity and point of view. But let's keep it simple here.
Your headline is critical. You want it to draw attention to your topic, but also be accurate in describing what you'll say. It's a good idea to use active voice as much as possible and clear, short and to the point sentences. Use your conclusion to summarize the key point(s).
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Here's the set up:
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Read the article 土豆加速器app. Can you see the key elements?
Weingarten won a $10,000 prize# for a distinguished example of feature writing “giving prime consideration to quality of writing, originality and concision, in print or in print and online.”
Arguing takes you a little further.
You don't need to be a lawyer to argue well, but it helps to learn from one. Gerald Spence is a semi-retired American trial lawyer and author of How to Argue and Win Every Time. It's a book filled with great stories and examples from the person who won some of the most famous cases, like the Karen Silkwood case.
Having never lost a criminal case in his 40+ year career, and achieved a remarkable record of multi-million dollar verdicts in civil cases, Spence came up with some elements that make up the power argument (in italics).
Let's build on them a little here:
All these points are related. Spence believes the argument starts with the person. It's more than mere technique. It's about discovering who you are and bringing that into the world.
Your ability to argue well impacts the decisions of others. But it also impacts what happens to you. While you consume a news story, even a Pulitzer Prize caliber story, cannot get you what you want. A good argument will.
Say that you're preparing an argument to get a project reinstated. You cannot cast your boss in the role of the villain. That's because the ultimate decision-maker(s) will throw their protective cloak around the executive and reject your appeal.
Maybe you don't have a stellar track record, because the project wasn't quite going that well. Plus you had strong words about its cancellation. So it's hard for you to be the good person now. Your manager and the decision-maker(s) have already claimed the role.
The thing is you had to fold that project because of shifting priorities before it could bear fruit. You had no choice. But the lack of results left your boss with no choice as well. Maybe you also had harsh words in front of everyone. Now your boss' position of power in the company is at stake.
Who's the villain then? Circumstance, is it not? Circumstance would dictate the same result in every case a competent manager in a position of authority came in conflict with an enthusiastic, hard-working and strong-headed employee. Both manager and employee are victims of circumstance.
Since you cannot claim the high ground because it's already taken by your boss and the decision-maker(s), you cast yourself and your boss on the same side. You both want what's best for the company. A power argument thus may start from a position of power, one that generates acceptance (or approval).
To make a power argument you must be right, or justice must be on your side, or you must be the underdog seeking redemption. You must evoke respect and understanding, if not admiration. Sympathy is the weakest power position. You don't want sympathy, you want to get going with the project.
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When you go home tonight, no one will tell you have have done the right thing. No one will give you public recognition for having saved a project that could lead to opportunity in a new market. No one will reward you for your caring and your foresight. But I thank you now. You're wise decision-maker(s) and this company has intelligent, experienced and caring executives. My boss is among the best.
You understand the situation they're in, and respect them. Maybe you also sound a bit like you're trying to ingratiate yourself. But it's true, you are. Yet, careful that what you say in your own words is sincere. Own the argument in its entirety. Get to what you want quickly:
I'm speaking with you to ask you to give me another chance. I'm hopeful that when we're done talking, the project will be under consideration again.
Then outline what went wrong, why pulling the plug too quickly was a mistake. Keep it to circumstance being the villain and both you and your boss being on the same side: results. You know the facts, review them again with the decision-maker(s). Acknowledge that your boss was in the right to make the call and that the project was taking longer than you had anticipated.
Circumstance did intervene with company priorities shifting. You were wrong to speak out of turn when you did. Put anyone else in both roles — yours and your manager's — and you'd likely have had a version of the same predicament happen. No enthusiastic, hard-working employee would back down from proving they could open a new market. No manager could back down from reassessing priorities.
Close strong. Restate what you want: an opportunity to finish the project and prove the viability of your hypothesis for a new market. You'd like to tell your boss how sorry you are for losing your temper, and ask for advice and counsel on how to proceed to make the project a success. Or something to this effect.
The argument I've outlined is spoken. But remember that before you even deliver it, you've worked on a screenplay outlining the characters and the argument. Writing it out helps you make clarity on what you're thinking. Does it hold water? Would you accept if you were the other party?
Winning pitches are the best arguments in the marketing world. The best have no jargon, no frills, just layer upon layer of rationale and emotional story delivered with wit, humility and effortless charm. Advertising legend David Abbott is a good example.
But you may not be soft spoken like Abbott; the rationale and emotion may warrant a more energetic approach, or a gentler one, or one filled with love and restraint. I have several examples of winning pitches here.
As you review them, including the selection from movies, notice what all the winning arguments have in common: laser focus on the issue, no side conversations or back stories if they don't support the main argument, and a strong dose of caring for the outcome to benefit all involved.
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I've been sharing ideas and perspectives about business and culture in my weekly email to nearly 1,000 new subscribers and growing. I organize issues by theme to minimize overwhelm. Subscribe here, if you're curious about reframing and rethinking business and ideas.