The Tom Sawyer Method
In Mark Twain’s classic, Tom Sawyer convinces his friends to help him paint the fence—in fact, they beg Tom for the privilege of painting the fence—while he relaxes and eats an apple. Tom uses several influence strategies to influence his friends. To get someone to do what you want, find ways to increase value, decrease risk, and/or reduce cost from their perspective.
Setting Goals? Get an Attitude!
“Alea iacta est” (the die is cast) Julius Caesar is claimed to have said as he led his army across the Rubicon River in northern Italy in 49 BC, effectively declaring war against the forces of General Pompey. There was no turning back. In a similar, though less dramatic way, we all cross a point of no return every time we decide to take action to achieve a goal.
I Will—The Power of Public Commitments
You can influence a person’s future behavior by asking for a commitment and then waiting for them to give it. Making a commitment, however small, puts “skin in the game.” People want to act in ways that are consistent with what they have already said or done.
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The Tom Sawyer Method
In Mark Twain’s classic, Tom Sawyer convinces his friends to help him paint the fence—in fact, they beg Tom for the privilege of painting the fence—while he relaxes and eats an apple. Tom uses several influence strategies to influence his friends. To get someone to do what you want, find ways to increase value, decrease risk, and/or reduce cost from their perspective.
-
Setting Goals? Get an Attitude!
“Alea iacta est” (the die is cast) Julius Caesar is claimed to have said as he led his army across the Rubicon River in northern Italy in 49 BC, effectively declaring war against the forces of General Pompey. There was no turning back. In a similar, though less dramatic way, we all cross a point of no return every time we decide to take action to achieve a goal.
Chock full of the latest brain science to explain not just what you should do to be a great leader & manager but importantly—WHY.
Well thought out and researched, brilliantly structured and with great and positive advice.
Great read, direct and to the point. No fluff. Great for reference.
Bounce Back and Overcome Setbacks
The long-term consequences of an event (good or bad) are determined largely by our reaction to the event. This is good news. While we can’t control whether we experience bad events, we can learn to control our reaction to the events.
Rebuilding trust in your team
Trust is a leader’s most valuable asset. Building it takes time but losing it can happen in an instant. A broken promise, a lapse in judgment, or a careless email can quickly erode trust. When trust is broken, your response is crucial. Be ready to repair and rebuild.
How to keep the (team) fire burning
Are things going well for you and your team? Are your projects humming along? If so, congratulations. Would you like to know how to keep it so?
The illusion of effortlessness
We like performance that looks effortless. Truth is that top performers work hard. They’ve evaluated more business plans, played more scales, sunk more layups, or painted more canvases than the rest of us. They’ve honed their skills through intentional learning and deliberate practice.
Kick the Urgency Habit
Perpetual busyness can propel us through our lives on autopilot, affecting our behavior, decisions, and relationships. When someone asks for my help and I say, “I’d like to help but I don’t have time,” what they hear me saying is, “Helping you is not my priority.” Read on to find out how you can kick the urgency habit.
The illusion of effortlessness
We like performance that looks effortless. Truth is that top performers work hard. They’ve evaluated more business plans, played more scales, sunk more layups, or painted more canvases than the rest of us. They’ve honed their skills through intentional learning and deliberate practice.
-
I Will—The Power of Public Commitments
You can influence a person’s future behavior by asking for a commitment and then waiting for them to give it. Making a commitment, however small, puts “skin in the game.” People want to act in ways that are consistent with what they have already said or done.
-
Bounce Back and Overcome Setbacks
The long-term consequences of an event (good or bad) are determined largely by our reaction to the event. This is good news. While we can’t control whether we experience bad events, we can learn to control our reaction to the events.
-
Rebuilding trust in your team
Trust is a leader’s most valuable asset. Building it takes time but losing it can happen in an instant. A broken promise, a lapse in judgment, or a careless email can quickly erode trust. When trust is broken, your response is crucial. Be ready to repair and rebuild.
-
How to keep the (team) fire burning
Are things going well for you and your team? Are your projects humming along? If so, congratulations. Would you like to know how to keep it so?
-
The illusion of effortlessness
We like performance that looks effortless. Truth is that top performers work hard. They’ve evaluated more business plans, played more scales, sunk more layups, or painted more canvases than the rest of us. They’ve honed their skills through intentional learning and deliberate practice.
-
Kick the Urgency Habit
Perpetual busyness can propel us through our lives on autopilot, affecting our behavior, decisions, and relationships. When someone asks for my help and I say, “I’d like to help but I don’t have time,” what they hear me saying is, “Helping you is not my priority.” Read on to find out how you can kick the urgency habit.
