58 SAVED IDEAS
It can be a challenge to make a potential partner agree to collaborate with us. If it is a known acquaintance or someone who owes us a favour, the task becomes a bit easier. If there isn’t any strong, pre-existing relationship, we have to demonstrate logic, rationality and mutual benefits, highlighting what is in it for them.
Example: If we have to convince a celebrity to speak at a college, and don’t have the funds, we can present the engagement to them as a chance to reach a wider audience and showcase their serious side.
If the prospective partner has more power, position or status than us, we have to do most of the work.
It is us who will have the motivation and the initiative to do all the groundwork, while our partner increases our brand value by their name, or comes for a meeting to seal a deal.
An in-depth subject matter research makes your proposal impressive to the prospective partner. Content that is hurried and pieced together can be a turn-off, making the project less enticing.
If we are experts or specialists in the workflow and process, we might use that to our advantage. If the other person is someone with status or position but a novice in how the process works, we can balance the scales with our expertise.
A high-profile person may have a good network that can be useful to us, and also others in ways we would not be able to predict. We can leverage our connections, along with our knowledge of culture and socio-political landscape, to make us a valued internal collaborator.
A straightforward path to capital and funds access is a great motivator for a prospective partner to say yes. A visible business pipeline or solid marketing plan can act as a catalyst to seal the deal.
Your image, as well as the perceived image of the potential collaborator, can be a deciding factor for a business deal, as it is the goodwill and the brand value that plays a role in perception and the outcome.
If a junior employee has proved themselves and created an image by being an expert in areas like digital marketing, social media, AI, or podcasting, a senior-level colleague may find that person appealing.
Belongingness becomes a big factor in our hierarchy of needs, and impacts our life in basic ways. Lack of acceptance from other people and groups can lead to anxiety, depression, hopelessness, loneliness and even suicidal thoughts.
Some people love to set super-ambitious goals, thinking that even if they don't make those goals, they'll still achieve more than if they set lower goals. Other people get a buzz with stretch goals. Give them more incentives, and they'll achieve more.
But over-stretched goals can be counterproductive.
People are motivated by regularly achieving challenging goals.
While a manager expects and assumes the team to be top-notch in their work, completing projects like there is no tomorrow, the reality of workers is quite different. More than half of the workforce is overwhelmed and maxed-out, according to a survey.
A manager cannot pretend everything is hunky-dory and has to recognize the problem and provide solutions.
If there are signs of team overwhelm, the manager needs to first see if the work can be shared with others, or if any deadline can be extended, providing some relief to the workers. A replanning of upcoming projects to lessen the intensity of upcoming work can also be worked on.
In many cases it is just a matter of giving the workers a day off to recoup.
The Heart/Will/Head model defines three types of people and how they view the world around them.
Using this model is valuable for managers to build stronger teams en get the best work out of each member.
The secret to scaling is the people. People generally want to do the right thing if you set them up for success with the right conditions. They want to grow, develop, and have a meaningful impact. They don't need to be coerced or controlled.
Effectively scaling an organisation is then connected to helping people grow.
The model breaks people into three types, each of which sees the world through one primary lens:
We usually have a dominant type that we've come to rely on as a coping strategy. Each type demonstrates key positive attributes and negative ones. This model's strength is to highlight the positive qualities of your type while reducing the negative.
People of this type are motivated first and foremost by relationships. Achieving something together is as important as the end results.
People driven by will are motivated to be in control. They make sense of the world around them through results, or through the plan that gets them there.
This type needs to engage intellectually and philosophically and is most concerned with the direction the organization is moving.
Every team should have all three types of the Heart/Will/Head model represented to cover your bases and build a team fully equipped. The key is to avoid the trap of hiring only people who think as you do.
Practically speaking, every interview panel should have each type represented - heart, will, and head. Once your team is built, help each member understand the complete Heart/Will/Head model - not just their own type. This will ensure an appreciation for what other types contribute.
This model is equally valuable for individuals. The more you understand why you react in a certain way, the greater control you get over those reactions, enhancing the good and reducing the weaknesses of your own type. Regularly ask yourself these questions: