Tag: bias

When sharing is the opposite of caring

FabrizioLeave a comment

You get out of a three-hour meeting where you have discussed important topics for the future of your team, your department, your company.

The first instinct is to share the bits and pieces of information you have collected with your peers – impressions, thoughts, gossips, directions, changes, tasks. If you are leader, you’d probably call right away an extraordinary meeting with people reporting into you, just to make sure that everybody can share in your own frustration, excitement, or whatever it is that you are feeling.

It would probably be a lot better, though, if you would take a moment to actually think about what just happened. Go for a walk. Call it a day. Take a piece of paper and write down what you have heard. Sleep on it. Go on for one or two days before talking to anybody that was not in that meeting about what comes next.

Your confusion does not have to be other people’s confusion.

Sure, sharing is fantastic and it makes you feel a little less lonely. But when you do not yet have a clear idea of what you should share, is it really worth it?

Attribute this

Fabrizio1 Comment

A few years back, I got a cold connection request on LinkedIn that was different from the others one usually gets.

The person sending it – a rep for product A – had done some proper research about me. They even got to this blog (I have a link in my profile, so all legit). They read a few posts and in their request they actually commented on one of them.

I accepted their request and I did not purchase product A.

In fact, I did not even book a meeting, since it was just something out of the scope of my work.

About a year later, a colleague of mine reached out asking for a recommendation. They were unsure which one of two tools they should pick for their own work. One of the options was product A. I listened to the colleague introducing the two options, and ended up saying that I did not have a clear opinion on which one they should choose. I mentioned, though, that I had a very good experience with the sales process of product A. That resonated with my colleague, since they were having a similar experience themselves.

For many different reasons, my colleague decided to pick product A.

The morale of this story is in three parts.

First, to cut through the noise, you have to do some extra effort. Perhaps quality of outreach is more important than quantity of outreach these days.

Second, brand and reputation is about taking that extra effort and making it consistent over a period of time. It’s easy to do the hard work when it works, but it’s when you do it despite the poor results, or despite the ups-and-downs, that the hard work becomes a part of your identity that others appreciate.

And third, well. Try to attribute that sale.

Current

FabrizioLeave a comment

It’s ok to be cheerful even when not everything is going well. It’s ok to be down even when most things seem to be perfect.

We need to be able to recognise that life is made of a multitude of pieces. The one that is in front of us right now is what determines our current mood. And fortunately there is much more for us to appreciate, at any given time.

Better than two

FabrizioLeave a comment

In whatever you do, keep things simple.

One button is better than two.

One paragraph is better than two.

One message is better than two.

One minute is better than two.

One goal is better than two.

It takes time and effort to bring things to their most simple form. And it pays off a million times.

In need of systems

FabrizioLeave a comment

The real edge in today’s world is not to have all the answers, but to motivate people to invest their resources – time, energy, money, attention – to find the answers. Possibly working with others.

We all heard that the world is more complex than ever, more ever-changing than ever, more fast-paced than ever. Yet we fail to understand what that means. Most of us are not asked to draw from their previous expertise to come up with ready-made solutions. Quite the contrary, the more you can tame the knowledge and information you have, sit with a problem, ask around, collect ideas, prepare the setting, coach people, lead the execution, the more you will be relevant.

We don’t need actions. What we need is systems.