Presence and openness

We all have very limited capacity of understanding those situations where we are not the main character. At best, we can try to relate what others live and feel to something that once happened to us. And even when we do it, we usually miss the mark.

The first part of the problem is with the need to understand. We feel we have to understand something, relate to it, make it ours before we can actually act on it. And the second part of the problem is right there, with the desire to grab the bull by the horns and do something about the whole thing.

Empathy does not require understanding, nor action. To practice empathy you just need presence (more than merely physical) and openness.

Only when we are like that can others truly find their way.

Three books

Three amazing books about how people make up their minds that can enhance your marketing skills.

Thinking, fast and slow – by Daniel Kahneman.

The righteous mind – by Jonathan Haidt.

Influence – by Robert Cialdini.

If you read any one of these, you’ll have a much better understanding of why talking about features and how brilliant your product is will not help you boost your sales.

Deep roots

The disappointment you felt when they told you there was no promotion for you in the near future.

The anger at your boss, for not acknowledging the effort you put into the project they are getting praises for.

That argument about who was supposed to do that thing nobody wants to do.

The feeling your job is never going to be good enough, no matter how hard you try.

All these things, and many more, they are not born in the moment, as a sudden reaction to a single event. They have deep roots.

They are the product of previous experiences, of your childhood, of how your parents used to talk (or not talk) to you, of the many relationships you’ve had so far, of the thoughts you used to have when you were a kid, alone in your bedroom, before falling asleep.

They are incremental. They tend to repeat themselves, sometimes in slightly different ways, and to accumulate. Up until the point you are unable to experience much more else.

And so, the only thing you can do about it is to conquer them. Own them.

“I have stakes in this”, “I care”, ” I might feel as I did when..”. These are great starting points.

Do not hide them, repress them, push them down.

Find them, name them, remind them.

You might not be able to do this on your own. That’s fine.

Openly ask

Do you ever bother to openly ask?

A team member, what they would like to work on.

A customer, how they will be using your product.

A user, what topic would they be happy receiving content about.

Your partner, how would they feel if something would happen.

Your boss, what’s keeping them up at night.

Most of our businesses and lives are based on assumptions. Sometimes we hide them under the labels “experience” and “data”, and yet assumptions they are and they will be.

Should we instead bother and ask the question?

Interactions

In a period in which everyone (rightfully) promotes remote and flexible work, and in which technology is at such a stage to make these things very possible, let’s not forget the importance of having a face-to-face chat, of getting to know the people you work with on a personal level, of being able to sit at the same table with others to crack a problem that’s preventing you from moving forward.

Human beings need these types of interaction, and it is strongly correlated to their motivation, engagement and to the quality of their work.