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 isnโ€™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 donโ€™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.

A Sense Of Belonging
  • Belongingness is an emotional need of human beings, a desire to be accepted by a group of people, be it at the school or office.
  • Being part of a group includes acceptance, attention and support.
  • As people strive for belongingness, they also change their behaviour, beliefs and attitudes to conform to the standards and norms of that group.
  • To affiliate with others and be socially accepted is due to a basic intrinsic motivation: The need to belong.
  • It affects our self-presentation, self-assessment and also leads to social comparison.
  1. Our pop culture interests (like fans of a certain group).
  2. Our religious beliefs or spiritual practices.
  3. Our shared goals, like a runners club, for instance.
  4. Our socioeconomic status.

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.

  1. Make a genuine effort to seek activities and groups of people with whom you have common interests.
  2. Remember to be patient as it takes time to gain acceptance, attention and support from other members.
  3. Focus on the common traits and not the differences, while remaining open to new ways of thinking.
The consequence of unrealistic goals

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.

  1. Failure becomes excusable. Instead of challenging but achievable goals, piling unrealistic expectations on top of limited resources can lead to a culture of excuses and failure.
  2. If we frequently accept excuses, failure becomes acceptable.
  3. Once we've given people excuses and accepted defeat, we're too close to slipping into a culture where failure is expected.

People are motivated by regularly achieving challenging goals.

  • Get your goals clear. Stated goals are specific and measurable enough to track progress and evaluate success.
  • Ensure that you don't have too many goals. Strategy is about saying no as much as it is about saying yes.
  • Ensure that you have the resources to accomplish those goals.
An Overwhelmed Team

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.

  1. Dip in energy levels: It happens when the team is not enthusiastic and is only taking reactive actions and going through the motion, exposing the mental pressure they are in.
  2. Work quality is taking a dip: It happens if you see incomplete or sloppy work, along with decreased productivity.
  3. Frayed emotions: If workers are terse and curt with their colleagues in their personal interaction and written correspondence.
  4. Other unexpected irregularities: There may be some that move inside their mental โ€˜caveโ€™ and others who become overtly extrovert.

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.

  1. Restructure: A manager needs to reorganize the work using various productivity tools so that it is less overwhelming or stressful.
  2. Work-Life Balance: Encourage employees to take time off and get some balance in their lives by doing self-care.
  3. Vibe Check: Get to know how everyone is feeling by checking in on a regular basis.
  4. Open Door Policy: Make yourself genuinely open and approachable for a one-on-one conversation.
The Heart/Will/Head model

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:

  • The heart - People of this type need to be liked
  • The will - People of this type desires to be in control and win
  • The head - People of the type wants to be smart.

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.

  • The strengths: They tend to be skilled at building a sense of community. They have strong interpersonal skills and are ready to lend a hand.
  • The challenges: They are less inclined to make big, bold moves. They prefer to be compliant and may prioritize pleasing somebody over doing the right thing. It an effort not to rock the boat, they may fail to speak up and share valuable ideas.
  • How to spot them: They tend to be your team's best collaborators.

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.

  • The strengths: They want to get the job done and pursue the goal with intense focus. They are highly competent.
  • The challenges: They are more autocratic. They are ambitious to the exclusion of relationships and may drive for perfectionism where "good enough" is a better outcome.
  • How to spot them: They are good decision-makers. They relish in creating step-by-step plans and executing them.

This type needs to engage intellectually and philosophically and is most concerned with the direction the organization is moving.

  • The strengths: They are 'big vision' people and thrive when they're setting goals for a team.
  • The challenges: They tend to distance themselves from emotions and can become overly critical of themselves or others.
  • How to spot them: They need to understand the big picture before they can start talking about the details. They are also known for their strong integrity.

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:

  • Heart: Am I spending too much time trying to please others? Can I be more decisive? Can I look past the individual relationship and see the bigger picture?
  • Will: Am I making decisions to autocratically? How can I encourage better team play? Can I engage more authentically?
  • Head: Am I too critical of myself and others? How can I build more caring connections with others? What would it take to bring more strategic focus to my work?

ยฉ Brainstash, Inc

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