A Frog in a well does not know the vast ocean.

The Bamboo that bends is more durable than the oak that resists.

Who chases two rabbits catches neither.

Vision without action is a Day-Dream, actions without vision are Nightmare.

Fear is only as deep as the mind allows.

personaldevelopment

Personal Development

motivationandinspiration

Motivation & Inspiration

5 Life-Changing Quotes

<ol><li>Đừng chỉ trích , lên án hay phàn nàn.</li><li>Đưa ra sự đánh giá trung thực và chân thành .</li><li>Khơi dậy trong người đối diện một mong muốn háo hức.</li></ol>

Đắc nhân tâm

Chúng ta không thể tạo ra những thay đổi thực sự bằng cách chỉ trích mọi người, thay vào đó chúng ta thường gặp phải sự oán giận. Điều quan trọng cần nhớ là khi đối xử với mọi người, chúng ta không phải đối mặt với những sinh vật của logic, mà là với những sinh vật của cảm xúc, những người được thúc đẩy bởi lòng kiêu hãnh và cái tôi.Phê bình là vô ích và nguy hiểm. Nó đặt một người vào chế độ phòng thủ. Mọi người học nhanh hơn và lưu giữ kiến ​​thức hiệu quả hơn khi được thưởng cho hành vi tốt hơn bị trừng phạt vì hành vi xấu.

Chỉ trích người khác không mang lại điều gì tích cực

Cách duy nhất để gây ảnh hưởng đến người khác là nói về điều họ muốn và chỉ cho họ cách đạt được điều đó.Để thuyết phục ai đó làm điều gì đó, chúng ta phải định hình được về điều gì thúc đẩy họ . Và để làm được điều đó, chúng ta phải có khả năng nhìn mọi thứ từ quan điểm của họ cũng như của chính chúng ta .

Khơi gợi sự háo hức và mong muốn

Chúng ta quan tâm đến người khác khi họ quan tâm đến chúng ta.Nếu bạn muốn kết bạn, hãy mang mình ra để làm những việc cho người khác - những việc đòi hỏi thời gian, năng lượng, sự không vị kỷ và chu đáo.

Học cách thực sự quan tâm đến mọi người

Bạn phải có một khoảng thời gian vui vẻ khi gặp gỡ mọi người nếu bạn mong đợi họ có một khoảng thời gian vui vẻ khi gặp bạn.Hành động lớn hơn lời nói và một nụ cười chân thành nói: “Tôi thích bạn, bạn làm cho tôi hạnh phúc” .

Sức mạnh của nụ cười

Gọi một ai đó bằng tên của họ cũng giống như trả cho họ một lời khen rất tinh tế . Ngược lại, việc quên hoặc viết sai chính tả tên của một ai đó có thể có tác dụng ngược lại và khiến chúng ta cảm thấy như thể chúng ta đang xa cách và không quan tâm đến họ.Từ nhân viên phục vụ đến giám đốc điều hành cấp cao, cái tên này sẽ phát huy tác dụng khi bạn giao tiếp với những người khác.

Ghi nhớ tên của người khác 

Đường đến trái tim của một người là nói về những điều mà họ trân trọng nhất.

Mọi người muốn có sự tán thành của những người mà họ tiếp xúc . Họ muốn được công nhận giá trị thực sự của mình. Họ muốn có cảm giác rằng họ cần thiết cho thế giới .Nhưng họ không muốn nghe những lời xu nịnh rẻ tiền, thiếu chân thành - họ khao khát sự đánh giá chân thành.

Làm cho mọi người cảm thấy quan trọng

Cách duy nhất để đạt được hiệu quả tốt nhất trong một cuộc tranh cãi là tránh nó .Thể hiện sự tôn trọng ý kiến ​​của người khác. Không bao giờ nói, " Bạn sai rồi."Nếu bạn sai, hãy thừa nhận nó một cách nhanh chóng và dứt khoát.Bắt đầu một cách thân thiện .Khiến người khác nói “vâng, vâng” ngay lập tức.Hãy để họ làm tốt cuộc nói chuyện của họ.Hãy để họ cảm thấy rằng ý tưởng đó là của họ.Cố gắng trung thực để nhìn mọi thứ theo quan điểm của người khác .Hãy ủng hộ ý tưởng và mong muốn của họ.Hấp dẫn đối với các động cơ cao thượng hơn.Làm cho ý tưởng của bạn cao cả.Hãy đưa ra một thử thách.

Thu hút mọi người theo cách suy nghĩ của bạn

Cách duy nhất để đạt được hiệu quả tốt nhất trong một cuộc tranh cãi là tránh nó.Nếu chúng ta thua cuộc tranh luận, chúng ta thua cuộc; nếu chúng ta thắng trong cuộc tranh luận, chúng ta đã làm cho đối phương cảm thấy thấp kém hơn, làm tổn thương lòng tự trọng của anh ta và khiến anh ta bực bội với chúng ta. Nói cách khác, chúng ta vẫn thua.

Không thể thắng một cuộc tranh luận

Một trong những chìa khóa cơ bản để quan hệ con người thành công là hiểu rằng người khác có thể hoàn toàn sai, nhưng họ không nghĩ là như vậy .Hãy đặt mình vào vị trí của họ. Thành công trong cách cư xử với mọi người phụ thuộc vào sự hiểu biết thông cảm về quan điểm của người kia.

Đừng lên án, hãy cố gắng hiểu

Hãy bắt đầu bằng lời khen ngợi và sự đánh giá trung thực.Kêu gọi sự chú ý đến những sai lầm của mọi người một cách gián tiếp .Hãy nói về những sai lầm của bản thân trước khi chỉ trích người kia.Đặt câu hỏi thay vì ra lệnh trực tiếp.Để người khác đỡ mất thể diện.Khen ngợi sự cải thiện nhỏ nhất và khen ngợi mọi cải tiến.Cho người kia một danh tiếng tốt để sống theo.Sử dụng động viên . Làm cho lỗi có vẻ dễ sửa chữa.Làm cho đối phương hài lòng khi làm điều bạn đề nghị.

Làm thế nào để thay đổi mọi người mà không xúc phạm hoặc khơi dậy sự phẫn nộ

Các nguyên tắc cần tuân theo:<ol><li>Thực sự quan tâm đến người khác.</li><li>Hãy mỉm cười .</li><li>Hãy nhớ rằng tên của một người đối với người đó là âm thanh ngọt ngào và quan trọng nhất trong bất kỳ ngôn ngữ nào.</li><li>Hãy là một người biết lắng nghe . Khuyến khích người khác nói về họ.</li><li>Nói về sở thích của người kia .</li><li>Làm cho đối phương cảm thấy quan trọng và làm điều đó một cách chân thành.</li></ol>

Làm cho mọi người thích bạn

In the present book, How to Win Friends and Influence People, Dale Carnegie says, "You can make someone want to do what you want them to do by seeing the situation from the other person's point of view and arousing in the other person an eager want." You learn how to make people like you, win people over to your way of thinking, and change people without causing offense or arousing resentment. For instance, "let the other person feel that the idea is his or hers" and "talk about your own mistakes before criticizing the other person." This book is all about building relationships. With good relationships, personal and business successes are easy and swift to achieve.

books

Books

Updated for today’s readers, Dale Carnegie’s timeless bestseller How to Win Friends and Influence People is a classic that has improved and transformed the professional and personal and lives of millions. One of the best-known motivational guides in history, Dale Carnegie’s groundbreaking book has sold tens of millions of copies, been translated into almost every known language, and has helped countless people succeed. Originally published during the depths of the Great Depression—and equally valuable during booming economies or hard times—Carnegie’s rock-solid, time-tested advice has carried countless people up the ladder of success in their professional and personal lives. How to Win Friends and Influence People teaches you: -How to communicate effectively -How to make people like you -How to increase your ability to get things done -How to get others to see your side -How to become a more effective leader -How to successfully navigate almost any social situation -And so much more! Achieve your maximum potential with this updated version of a classic—a must-read for the 21st century.

Dale Carnegie was an American writer and lecturer, and the developer of courses in self-improvement, salesmanship, corporate training, public speaking, and interpersonal skills.

Dale Carnegie

How To Win Friends and Influence People

How to Win Friends and Influence People

𝐂𝐨𝐦𝐞𝐝𝐢𝐚𝐧 𝐚𝐧𝐝 𝐅𝐚𝐦𝐨𝐮𝐬 𝐂𝐞𝐥𝐞𝐛𝐫𝐢𝐭𝐢𝐞𝐬 𝐚𝐫𝐞 𝐦𝐨𝐫𝐞 𝐝𝐞𝐩𝐫𝐞𝐬𝐬𝐞𝐝 𝐭𝐡𝐚𝐧 𝐧𝐨𝐫𝐦𝐚𝐥 𝐩𝐞𝐫𝐬𝐨𝐧 𝐚𝐜𝐜𝐫𝐨𝐝𝐢𝐧𝐠 𝐭𝐨 𝐬𝐮𝐫𝐯𝐞𝐲𝐬.

𝐃𝐞𝐩𝐫𝐞𝐬𝐬𝐢𝐨𝐧

𝐃𝐢𝐟𝐟𝐞𝐫𝐞𝐧𝐭 𝐏𝐞𝐨𝐩𝐥𝐞 𝐂𝐨𝐩𝐞 𝐃𝐢𝐟𝐟𝐞𝐫𝐞𝐧𝐭𝐥𝐲.𝐈𝐧𝐝𝐢𝐯𝐢𝐝𝐮𝐚𝐥𝐬 𝐡𝐚𝐯𝐞 𝐭𝐡𝐞𝐢𝐫 𝐨𝐰𝐧 𝐜𝐨𝐩𝐢𝐧𝐠 𝐬𝐭𝐫𝐚𝐭𝐞𝐠𝐢𝐞𝐬 𝐭𝐨 𝐝𝐞𝐚𝐥 𝐰𝐢𝐭𝐡 𝐩𝐫𝐨𝐛𝐥𝐞𝐦𝐬. 𝐒𝐨𝐦𝐞 𝐦𝐚𝐲 𝐬𝐮𝐜𝐜𝐮𝐦𝐛 𝐭𝐨 𝐝𝐞𝐩𝐫𝐞𝐬𝐬𝐢𝐨𝐧, 𝐰𝐡𝐢𝐥𝐞 𝐨𝐭𝐡𝐞𝐫𝐬 𝐚𝐫𝐞 𝐚𝐛𝐥𝐞 𝐭𝐨 𝐰𝐨𝐫𝐤 𝐛𝐞𝐭𝐭𝐞𝐫 𝐮𝐧𝐝𝐞𝐫 𝐩𝐫𝐞𝐬𝐬𝐮𝐫𝐞.

𝐈𝐟 𝐲𝐨𝐮'𝐫𝐞 𝐬𝐮𝐟𝐟𝐞𝐫𝐢𝐧𝐠 𝐟𝐫𝐨𝐦 𝐝𝐞𝐩𝐫𝐞𝐬𝐬𝐢𝐨𝐧 𝐚𝐧𝐝 𝐰𝐚𝐧𝐭 𝐚𝐧 𝐞𝐚𝐬𝐲 𝐞𝐬𝐜𝐚𝐩𝐞 𝐟𝐫𝐨𝐦 𝐢𝐭 𝐭𝐡𝐞𝐧, 𝐞𝐚𝐭 𝐁𝐚𝐧𝐚𝐧𝐚𝐬 𝐭𝐡𝐞𝐲 𝐚𝐫𝐞 𝐭𝐡𝐞 𝐛𝐞𝐬𝐭 𝐰𝐚𝐲 𝐭𝐨 𝐠𝐞𝐭 𝐫𝐢𝐝 𝐨𝐟 𝐢𝐭.

𝐅𝐚𝐜𝐭𝐬 𝐚𝐛𝐨𝐮𝐭 𝐝𝐞𝐩𝐫𝐞𝐬𝐬𝐢𝐨𝐧 𝐭𝐡𝐚𝐭 𝐲𝐨𝐮 𝐬𝐡𝐨𝐮𝐥𝐝 𝐤𝐧𝐨𝐰.

Understand yourself and those around you.

psychology

Psychology

mentalhealth

Mental Health

communication

Communication

Following are the ways to approach towards the problems to get them solved

Part 1: Setting a path to correct the problem

It is common to overreact when you face a problem, but this can cause you to make bad decisions. Before you begin tackling your problems, get in control of your emotions, which may help you stay calm and more effectively deal with whatever you’re facing.• Take a few deep breaths and repeat to yourself “let” when you inhale and “go” when you exhale. This can help control your heart rate and allow you to relax• Repeat to yourself “I can get through this. It’s challenging, but I can find a solution.”

#1. Stay as calm as possible. 

Consciously acknowledge the problem and then accept responsibility for your part in it. This can allow you to begin actively and constructively dealing with any problem.• Write down or list the problems and their causes. This can help you more readily visualize, accept, and even deal with a problem.• For example, if you missed a mortgage payment, accept that you bear some, if not all, responsibility for this. Likewise, if you have bad grades, acknowledge the role that you played in getting those bad grades.

#2. Accept responsibility for the problem. 

If you find yourself dealing with a problem and you are not sure what or who caused it, take a moment to think before you react. It’s easy to blame someone else for problems, especially when you feel challenged or overwhelmed, but blaming others is counterproductive and may even cause further issues. Take a moment to determine if the problem was caused by external factors (other people or things beyond your control), internal factors (something you did or failed to do), or a mixture of the two.

#3. Evaluate situation before you respond. 

∆ External factors. If someone hits your car while it is parked in a parking lot, then this would be an example of a problem caused by external factors. You did not cause the accident and there was nothing you could have done to prevent it.∆ Internal factors. If you arrive late to work because you hit the snooze button on your alarm too many times, then this would be an example of an internal factor. In this situation, it would be important to acknowledge your role in arriving late to work so that you can avoid making the same mistake in the future.

∆ Mixture. If your group gets a poor grade on a group presentation, then chances are that there are things that all of you could have done better, not just one person. Try to identify your role in the situation and take responsibility for it.

Many problems require an immediate or fast solution. By staying calm and giving yourself as much time as you have, you can find a quick solution to your problem.• Remember to take a deep breath before you start reacting.• Evaluate or assess the situation and any information about it as quickly as you can.• For example, if your toilet overflows, you can check the tank or the bowl to see what the issue is. Likewise, if someone is yelling at you and it appears they might get aggressive, you can quickly figure out that it’s best to remove yourself from the situation.

#4. Find a quick solution. 

Give yourself as much time as you think you have to break down the problem and react with a solution. • For example, if you realize your insurance has expired and you didn’t get a renewal notice, call your insurance company and ask about the options to get coverage as soon as possible. • Think about different solutions to the problem and then decide which is the most appropriate. • For example, if your toilet overflowed, you can either call a plumber immediately or try and stop the water from running.

However, you might also want to try and stop the water by closing the valve on the tank and then calling your plumber or plunging the toilet. • Consider other perspectives if the problem involves another person or other people.

When you sit down and acknowledge your problems, especially without blaming others, you may recognize some patterns in your behavior that lead to challenges. Identifying any patterns that lead to problems may help you more effectively deal with them.• List anything that causes you problems. For example, “paying bills on time” or “excelling at work/ school.”• Figure out what you have the power to change, which can help you start dealing with the problem.

#5. Identify problematic patterns. 

Part of dealing with any problem is setting a goal to overcome it. Set goals to deal with your problems that you can attain. Use the SMART method to set goals towards solving your problems. SMART means: specific, measurable, attainable, realistic, timely. • For example, maybe you want to handle your delinquent mortgage. Your goal might be “I want to settle my mortgage issue with the bank within the next two months. I’ll contact my lender and speak about the issues surrounding my delinquency and ask about what options are available to mean to get my account back in good standing.”

#6. Set goals to solve problems. 

• Write down your problem and projected goal of solving it on paper. Visual cues can reinforce your willingness to deal with your problems. For example, you could write the following: “I spent my money unwisely and couldn’t pay the mortgage. I need to track my spending habits and get my account back in good standing.”

Keeping the expectations for outcomes to problems within reason can help you more effectively deal with them. Tying yourself to an unrealistic solution may set you up for additional problems and stress. •Check if your expectations are realistic by looking at the goals you’ve set to solve the problem.

#7. Keep your expectations realistic. 

• For example, depending on how much your mortgage costs and how far behind you are in payments, you may not be able to pay the entire amount back in two or three months. Remember that you have to eat and pay other bills. Consider speaking to your lender, partner, or financial planner about strategies to effectively solve the problem.• Maintaining realistic solutions minimizes stress that might make it difficult to deal with the problem effectively.

Being negative and dwelling on your problems isn’t constructive. Have faith in yourself and your ability to deal with your problems in a constructive way, which can help you more effectively deal with them. Use your past victories to help inspire and bolster your strength in times of trouble.• Give yourself a chance to focus on what is positive in your life. This may put your problems in perspective and show you that you can deal with any challenge life throws at you

#8. Have faith in yourself. 

• Say a positive affirmation to yourself. For example, “I know I have a problem with my grades overall, but I am really good at chemistry class. I can apply my skills from that class to my other ones.”• Surround yourself with individuals who also have faith in your abilities and bolster your willingness to solve problems quickly and effectively.

Every person has problems: even the wealthiest individual on the globe has challenges in life. There are times when problems feel overwhelming and like you might not be able to get past them. But by taking responsibility for your problems and setting a path to correct them in a constructive way, you can deal with any problems that come your way.

Every person has problems: even the wealthiest individual on the globe has challenges in life. There are times when problems feel overwhelming and like you might not be able to get past them. But by taking responsibility for your problems...

health

Health

How to Deal With Problems

10 common money mistakes to avoid 

Mistake 1:Not valuing your time and treating it like its free We dont know how much is our per hour cost.We dont know how much do we ACTUALLY spend, when we watch Netflix 2hrs/dayWe dont know how much should we charge for a project We dont understand how our time = money

Mistake 2:Spending your time on things that are easy to measure money-wise We will spend half a day travelling to one end of the city, to save Rs. 1000, because we know we will conclusively save that amountBut we won't spend 2 hours preparing for our salary negotiation!

Mistake 3:Taking too many loans We over-index on our future earnings.And spend more today, than we can afford today. Loans tie us down.They increase our burn rate.They make us risk-averse.They make us feel like we are stuck!

Mistake 4:Believing that our income is capped Our income is not capped. There is no upper limit to how much we can earn.Instead, it is our spending that is capped. We have to spend a bare minimum to live, to survive. Instead of reducing expenses, focus on increasing income

Mistake 5:Trying to time the market Market is too high. Let it fall.Market is low. Right time to buy. No one knows the highs or lows of a market. The best way to invest over a long term, is to invest regularly. Irrespective of the price at that time.

Mistake 6:Investing because of FOMO Everyone is investing in Bitcoin. I should too.Everyone is selling Bitcoin. I should too.Everyone is buying ITC. I should tooEveryone is selling ITC. I should too Everyone is NOT you!Invest on your beliefs and research and appetite.

Mistake 7:Renting your time and not owning any assets Everyone in a job isn't going to create supernormal wealth.Because we have to spend time working, to earn. Assets, on the other hand, make money, even when we sleep.Start a company. Own stocks. Create rental income.

Mistake 8:Investing late 20s is the time to have fun. Will start investing in the 30s.30s is the time to build a family and enjoy. Will start investing in the 40s. The right time to start investing was when you turned 18.The next best time is TODAY.

Mistake 9:Comparing your money to others Money, for most of us, is an outcome. Not an input. It is the result of the decisions we have made, not the reason for the decisions we made. Compare the decisions people made to get to their money.Comparing the outcome, won't help!

Mistake 10:Running after money Money gives you freedom. Freedom is a privilege.But the minute we run after money, we are not free anymore. Use money to earn your freedom.Don't give up your freedom to earn money.

Bonus:Not taking risks, when you can In our 20s, when we have little to lose. And even if we do lose, we have time to recover. Lesser so in our 30s/40sThat's why our parents love FDs.But we shouldn't. Take risks early on. And don't worry about the short term ups and downs.I wish money was a topic that our parents spoke about, or our schools/colleges did justice to. In the absence of it, we are left to learn from those who have made mistakes and realized what to do.Or make those same mistakes ourselves.

Bonus

leadershipandmanagement

Leadership & Management

Twitter

Of all the companies listed on the Forbes 100 list in 1917, 61 of them no longer existed 70 years later. Only 18 companies had managed to stay in the top 100, and none of these 18 were very good performers. Looking at the S&P 500 over the last 50 years shows similar results: few companies survive in the long haul, and those that do aren’t great performers.
Discontinuity isn’t a new thing, but the pace of discontinuity has increased, especially because of changes in technology. Companies have to adjust to the new paradigm.

Survival and Performance in the Era of Discontinuity

Managers think the challenge lies in keeping their existing operations running smoothly while fostering an environment where new ideas can flourish and old ideas can be put down. But they cling too tightly to the idea of continuity.Some companies won’t make needed changes even when there are obvious threats to their existence. This “cultural lock-in” is a clear sign that a company is in decline.Corporations must be redesigned to behave more like markets. They need to eliminate cultural lock-in and accept the business world as a discontinuous place.

Clinging To The Old Ways

There are any number of causes for discontinuity. Basically, change happens. Change is not new, but the rate of change has been accelerating in the past 90 years or so. Creative disruption is inherent to capitalism. Discontinuities create under and over performance. Companies need to keep up with change in the market in order to outperform it.

How Creative Destruction Works

Mental models are the biggest obstacle to change. While such models are useful, they can be liabilities. Our model of the world is based on experience, meaning it is backward looking. When change happens, we are working from old models. So sometimes we have to change our models. It can be hard to get rid of the old beliefs (people do all sorts of things to avoid seeing what they don’t want to see), but persisting with an incorrect model is a big mistake.

Cultural Lock-In

The decision making process includes elements like planning systems, calendar management, agenda setting, decision criteria and so forth. These systems need to be consistent with mental models. For example, consumer retailers typically make decisions based on seasonal considerations, deciding when to increase inventory and when to lower prices to decrease inventory. Mental models also determine how staffing decisions are made, impacting how many employees are required to meet the company’s goals, as well as what kind of expertise and experience is needed from staff.

The Decision Making Process

Control processes include things like operational control processes, compensation systems and capital allocation. A company with slim margins will strive to control costs on a day-to-day basis. A company that relies on innovation is likely to give more rein to engineers and scientists as they develop new products. These elements constitute the architecture of the company: Models, Information, Decisions, Actions and Systems of Control. Corporate architecture changes as companies age and mental models change, and there is a pattern to the natural evolution of corporate architecture.

Control Processes

<ul>
<li>Foundation: Newly founded companies are focused on opportunity. </li>
<li>Growth: Companies that survive the foundation stage usually see rapid growth. </li>
<li>Dominate: A company will, by and large, be considered successful by those outside of the company as well as those within it at this stage. Management systems are refined; acquisitions are frequent. </li>
<li>Cultural lock-in: The company fights for its survival. Prices are cut to head off competition, but this tactic won’t work indefinitely.</li>
</ul>

The Four Stages Of A Company

Since the dawn of the first industrial revolution, companies spend their energy and other resources on production, logistics, selling and billing. These are the activities that are supposed to make the company run smoothly. Managers are focused on operations, sometimes because they don’t know what else to do. This strategy wasn’t so bad back in the day (attending to operations has helped thousands of companies over hundreds of years), but times have changed. The tools and requirements of an innovative corporation are different from those needed in an environment of continuity.

Operating Vs. Creating

<ul><li>Transformational innovation is the harbinger of major and permanent change.</li><li>Substantial innovation leads to great big changes, but it is not as groundbreaking as transformational changes. Sometimes substantial innovation comes after transformational innovation, like tremors after an earthquake.</li><li>Incremental innovation brings smaller, sustaining changes — the sort of ordinary changes that are common in business.</li></ul>

The Different Kinds Of Innovation

There are two ways to discover things: divergent thinking and convergent thinking.  Divergent thinking means zooming out to look at the big picture, examining the entire context of a problem. This process includes three phases. <ul><li>First, search for inconsistencies between current theory and new data. Any anomalies usually represent problems or opportunities.</li><li>Incubation is next, which is a period of rumination where these anomalies are considered without any preconceived notions.</li><li>Ultimately, a good idea will be recognized, heralding collision between contradictory information and perspectives.</li></ul>

Discovery Using Divergent Thinking

Convergent thinking is a process of immersion in details. The situation is broken into its smallest components to find novel ways of bringing the pieces back together again — or perhaps to switch some of the components for new ones. Creativity is the foundation of all innovation, and the environment is important in fostering creativity. Creative people need conversational skills, observational skills and reflective skills. It’s not easy to blend these skills — in some ways they are in opposition with each other — and ultimately some people are just more creative than others.

Discovery Using Convergent Thinking

Change requires us to change our mental models. But it can take companies a long time to overcome cultural lock in. Adjusting to corporate change is like adjusting to terminal illness — the psychological process is similar. There is a sequence of emotions, including denial, anger, bargaining, depression and acceptance, and these emotions interfere with the ability to analyse a situation accurately. And so poor decisions are often made.

The Gale of Destruction

People should structure their lives so they have the tools to be professionally successful in a world of constant change. They should aspire to continuous education. They should be ready to make changes in their career direction as needed.Like innovation, destruction can be incremental, substantial or transformational. Companies face incremental change on a regular basis. Substantial destruction carries risk, but it must be dealt with to remain competitive. Transformational destruction alters the entire firm, leading to permanent change.

Living In A Constant State Of Flux

Companies mostly start out full of creative energy. Eventually they become more rational and make decisions based on careful analysis. At some point, however, they slip into denial that prevents them from seeing that they are becoming uncompetitive. But this trajectory isn’t inevitable. Some companies have successfully escaped from this trap. When companies mature and focus on operations, they should put some of their attention to innovation and destruction. Some companies do this a little too fast and end up harming themselves, but doing it too slowly will ultimately be just as harmful.

Balancing Destruction and Creation

Companies think the name of the game is continuity when they should really embrace discontinuity. The trick is to balance continuity and change, pursue destruction and creation at the same time. It’s hard to get the balance right, and people in the company, the board and the shareholders will resist the destruction of legacy products and departments, at least until it becomes clear that the strategy is a rewarding one.

Continuity Vs Discontinuity

To survive in this rapidly changing environment, companies must act like the market. Not only do they have to change as quickly as the market, but they also must broaden the decision making processes to include more of the collective wisdom of the company. Companies should sustain multiple mental models at one time. There’s more than one thing going on in the market at any given time, after all.

Designed to Change

Management committees are often dominated by routine. They believe their mission is to keep operations running smoothly. They look at proposals for new ideas that are brought to them, but they don’t come up with any initiatives of their own.Managers need to understand the environment in order to see opportunities and dangers. They have to know where the market is going, but it’s not easy to predict future consumer behaviour. It’s also not easy to take care of operations and manage change all at once. Between these two, innovation management suffers.

Leading Creative Destruction

Established companies that want to stay innovative must master divergent thinking. This is the key to creativity. The objective is to find new ideas at the pace and scale of the market. It’s a process of discovering unmet needs and potential solutions. And it helps to look to the periphery for new ideas, seeing what competitors at the boundaries of your market are doing. Usually innovation occurs out on the edge.

Increasing Creation by Tenfold

There are several tactics that can be used to help stimulate discussion. For example, you can change the context, looking at the problem from a different angle. One way to do this is by including a mix of participants with unique perspectives, perhaps inviting managers from different divisions or even different countries. It’s always good to bounce ideas off someone. You might consider an exercise where the group breaks into pairs and talks over their ideas. Look to create synergy by pairing people together who have different roles and backgrounds.

Discussions To Enable Innovation

To prepare the team for discussion on one of the issues presented, you might need to do some fairly deep research. For example, managers at Nike go to basketball games or visit schools and meet street basketball players. These activities allow them to understand the needs of their customers so they can bring that understanding with them into the discussion.

Real-World Research

Corporations have all kinds of control systems, elements that make sure things stay on track (for example, rules and processes, standards, checklists). The control systems in a company can be complex, and can sometimes come in conflict with one another. Control systems can also inhibit performance by reinforcing a tendency towards denial, encouraging simplistic thinking and suppressing creativity. Capital markets don’t behave like this — they meet change without trying to establish dominance over it.

The Corporate World: Control Systems

The opposite of control is permission, which means being able to make decisions and act without having to check with upper management. Managers need the freedom to take risks and explore new solutions. But to give permission is to give up control, so it’s hard for people to do, even when they say they’re going to do it. It’s always something of a challenge to strike the right balance between control and permission, but it’s important to find this balance.

The Corporate World: Permission

If change is considered more valuable than continuity, then change will happen. If it’s believed that change will bring less value, then continuity is embraced. Many corporations follow this path. If the values of change and continuity are perceived to be roughly equal, then the tendency is to follow the status quo. Strong leadership, however, can make the case for change.Leadership is the key to establishing the balance between continuity and change. Leaders can help set the pace and scale of change, ensuring that it matches the rate and scope of change in the market.

Change Vs Continuity

<ul><li>Determine what to measure and control. Each level must be empowered to make the change.</li><li>Measure and control the right things. Don’t exert power just because you can.</li><li>Make information systems as flexible as possible. Try to be nimble.</li><li>Give greater permission to experiment. </li><li>Use incentives to encourage permission-giving. </li><li>Taking risks, even when they don’t pan out, should be positively reinforced. Be tolerant of mistakes.</li><li>Senior management must support change, including making sure junior management knows there will be repercussions for blocking it</li></ul>

How To Make Company Changes Work

Corporations need to change at the pace and scale of the capital markets in order to stay competitive. This is accomplished not only by creating new businesses and products, but also through paring off functions that no longer facilitate growth.

Turning conventional wisdom on its head, a Senior Partner and an Innovation Specialist from McKinsey & Company debunk the myth that high-octane, built-to-last companies can continue to excel year after year and reveal the dynamic strategies of discontinuity and creative destruction these corporations must adopt in order to maintain excellence and remain competitive. In striking contrast to such bibles of business literature as In Search of Excellence and Built to Last, Richard N. Foster and Sarah Kaplan draw on research they conducted at McKinsey & Company of more than one thousand corporations in fifteen industries over a thirty-six-year period. The industries they examined included old-economy industries such as pulp and paper and chemicals, and new-economy industries like semiconductors and software. Using this enormous fact base, Foster and Kaplan show that even the best-run and most widely admired companies included in their sample are unable to sustain their market-beating levels of performance for more than ten to fifteen years. Foster and Kaplan's long-term studies of corporate birth, survival, and death in America show that the corporate equivalent of El Dorado, the golden company that continually outperforms the market, has never existed. It is a myth. Corporations operate with management philosophies based on the assumption of continuity; as a result, in the long term, they cannot change or create value at the pace and scale of the markets. Their control processes, the very processes that enable them to survive over the long haul, deaden them to the vital and constant need for change. Proposing a radical new business paradigm, Foster and Kaplan argue that redesigning the corporation to change at the pace and scale of the capital markets rather than merely operate well will require more than simple adjustments. They explain how companies like Johnson and Johnson , Enron, Corning, and GE are overcoming cultural "lock-in" by transforming rather than incrementally improving their companies. They are doing this by creating new businesses, selling off or closing down businesses or divisions whose growth is slowing down, as well as abandoning outdated, ingrown structures and rules and adopting new decision-making processes, control systems, and mental models. Corporations, they argue, must learn to be as dynamic and responsive as the market itself if they are to sustain superior returns and thrive over the long term. In a book that is sure to shake the business world to its foundations, Creative Destruction, like Re-Engineering the Corporation before it, offers a new paradigm that will change the way we think about business.

Discover the world of business and economics.

economics

Economics

strategy

Strategy

business

Business

Turning conventional wisdom on its head, a Senior Partner and an Innovation Specialist from McKinsey & Company debunk the myth that high-octane, built-to-last companies can continue to excel year after year and reveal the dynamic strategies of discontinuity and creative destruction these corporations must adopt in order to maintain excellence and remain competitive. In striking contrast to such bibles of business literature as In Search of Excellence and Built to Last, Richard N. Foster and Sarah Kaplan draw on research they conducted at McKinsey & Company of more than one thousand corporations in fifteen industries over a thirty-six-year period. The industries they examined included old-economy industries such as pulp and paper and chemicals, and new-economy industries like semiconductors and software. Using this enormous fact base, Foster and Kaplan show that even the best-run and most widely admired companies included in their sample are unable to sustain their market-beating levels of performance for more than ten to fifteen years. Foster and Kaplan's long-term studies of corporate birth, survival, and death in America show that the corporate equivalent of El Dorado, the golden company that continually outperforms the market, has never existed. It is a myth. Corporations operate with management philosophies based on the assumption of continuity; as a result, in the long term, they cannot change or create value at the pace and scale of the markets. Their control processes, the very processes that enable them to survive over the long haul, deaden them to the vital and constant need for change. Proposing a radical new business paradigm, Foster and Kaplan argue that redesigning the corporation to change at the pace and scale of the capital markets rather than merely operate well will require more than simple adjustments. They explain how companies like Johnson and Johnson , Enron, Corning, and GE are overcoming cultural "lock-in" by transforming rather than incrementally improving their companies. They are doing this by creating new businesses, selling off or closing down businesses or divisions whose growth is slowing down, as well as abandoning outdated, ingrown structures and rules and adopting new decision-making processes, control systems, and mental models. Corporations, they argue, must learn to be as dynamic and responsive as the market itself if they are to sustain superior returns and thrive over the long term. In a book that is sure to shake the business world to its foundations, Creative Destruction, like Re-Engineering the Corporation before it, offers a new paradigm that will change the way we think about business.

Richard Foster

Sarah Kaplan

Creative Destruction

We live in a world where every conversation can turn into an argument. Pew Research found that we are more polarised, more divided than we have ever been in history. It means we are not listening to each other.  A conversation requires talking and listening, and somewhere we have lost the balance between them. In the 21st century, it's more important to sustain coherent, confident conversations. We might not like the person or might deeply disagree with them, but we should still be able to have a great conversation with them.

The art of conversation

Be present in that moment.
Don't look at your cellphone. Don't think about what you're having for dinner. If you want out of the conversation, then get out, but don't be half in half out.

Don't multitask

Enter every conversation assuming you have something to learn as everybody is an expert in something. A true conversation means setting aside your personal opinion. In sensing this acceptance, the speaker will become less vulnerable and more willing to open up.

Don't pontificate

Start your questions with who, what, when, where, why or how.
For example, instead of asking "Were you terrified?", which will produce a "yes" or "no" answer, try asking, "How did that feel?" They might have to think about it, but you'll get a much better response.

Use open-ended questions

We may listen to someone who talks for several minutes, and then thoughts will pop into your mind and draw your attention away from the conversation. Stories and ideas will come to you, but you need to let them come and let them go.

Go with the flow

People on the radio are more aware that they're going on the record and will be more careful about what they claim to be an expert in. Do the same. Err on the side of caution.

If you don't know, say that you don't know

If they're talking about losing a loved one, don't start talking about the time you lost a loved one. If they talk about the trouble at work, don't tell them about your own troubles at work. It's not the same. The conversation is not about you. You don't need to prove how amazing you are or how much you've suffered.

Don't equate your experience with theirs

It's condescending. It's boring. Yet we all tend to do it a lot, especially in work conversations or with our kids. We have a point to make that we keep rehashing. Don't do it.

Try not to repeat yourself

People don't care about the little details you struggle to remember. The names, dates, years, they don't care. What they care about is you. What you're like, what you have in common.

Stay out of the weeds

The ability to really listen is perhaps the most important skill you could develop.
Why don't we listen?
<ul>
<li>We like to rather talk because when we talk, we're in control. We don't have to listen to anything we're not interested in.</li>
<li>We get distracted. We can listen to 500 words per minute, yet the average person talks at about 225 words per minute. So our minds fill in the other 275 words.</li>
</ul>

Listen

A good conversation is brief enough to retain interest but long enough to cover the subject.

Be brief

A collection of 7 Ted talks to inspire you and help you get better at CSM

problemsolving

Problem Solving

Top 7 TED Talks On Customer Success

When your job hinges on how well you talk to people, you learn a lot about how to have conversations -- and that most of us don't converse very well. Celeste Headlee has worked as a radio host for decades, and she knows the ingredients of a great conversation: Honesty, brevity, clarity and a healthy amount of listening. In this insightful talk, she shares 10 useful rules for having better conversations. "Go out, talk to people, listen to people," she says. "And, most importantly, be prepared to be amazed." Visit http://TED.com to get our entire library of TED Talks, transcripts, translations, personalized talk recommendations and more. The TED Talks channel features the best talks and performances from the TED Conference, where the world's leading thinkers and doers give the talk of their lives in 18 minutes (or less). Look for talks on Technology, Entertainment and Design -- plus science, business, global issues, the arts and more. You're welcome to link to or embed these videos, forward them to others and share these ideas with people you know. Become a TED Member: http://ted.com/membership Follow TED on Twitter: http://twitter.com/TEDTalks Like TED on Facebook: http://facebook.com/TED Subscribe to our channel: http://youtube.com/TED TED's videos may be used for non-commercial purposes under a Creative Commons License, Attribution–Non Commercial–No Derivatives (or the CC BY – NC – ND 4.0 International) and in accordance with our TED Talks Usage Policy (https://www.ted.com/about/our-organization/our-policies-terms/ted-talks-usage-policy). For more information on using TED for commercial purposes (e.g. employee learning, in a film or online course), please submit a Media Request at https://media-requests.ted.com

videos

Videos

When your job hinges on how well you talk to people, you learn a lot about how to have conversations -- and that most of us don't converse very well. Celeste Headlee has worked as a radio host for decades, and she knows the ingredients of a great conversation: Honesty, brevity, clarity and a healthy amount of listening. In this insightful talk, she shares 10 useful rules for having better conversations. "Go out, talk to people, listen to people," she says. "And, most importantly, be prepared to be amazed."

Visit http://TED.com to get our entire library of TED Talks, transcripts, translations, personalized talk recommendations and more.

The TED Talks channel features the best talks and performances from the TED Conference, where the world's leading thinkers and doers give the talk of their lives in 18 minutes (or less). Look for talks on Technology, Entertainment and Design -- plus science, business, global issues, the arts and more. You're welcome to link to or embed these videos, forward them to others and share these ideas with people you know. 

Become a TED Member: http://ted.com/membership
Follow TED on Twitter: http://twitter.com/TEDTalks
Like TED on Facebook: http://facebook.com/TED
Subscribe to our channel: http://youtube.com/TED

TED's videos may be used for non-commercial purposes under a Creative Commons License, Attribution–Non Commercial–No Derivatives (or the CC BY – NC – ND 4.0 International) and in accordance with our TED Talks Usage Policy (https://www.ted.com/about/our-organization/our-policies-terms/ted-talks-usage-policy). For more information on using TED for commercial purposes (e.g. employee learning, in a film or online course), please submit a Media Request at https://media-requests.ted.com

The TED Talks channel features the best talks and performances from the TED Conference, where the world's leading thinkers and doers give the talk of their lives in 18 minutes (or less). Look for talks on Technology, Entertainment and Design -- plus science, business, global issues, the arts and more. You're welcome to link to or embed these videos, forward them to others and share these ideas with people you know.

TED's videos may be used for non-commercial purposes under a Creative Commons License, Attribution–Non Commercial–No Derivatives (or the CC BY – NC – ND 4.0 International) and in accordance with our TED Talks Usage Policy: https://www.ted.com/about/our-organization/our-policies-terms/ted-talks-usage-policy. For more information on using TED for commercial purposes (e.g. employee learning, in a film or online course), please submit a Media Request at https://media-requests.ted.com

Celeste Headlee: 10 ways to have a better conversation | TED

Trust is the foundation for everything we do. If we can learn to trust one another, we can make great strides in human progress. But if trust is broken, and we're going to rebuild it, it is helpful to understand its various parts.

Build on trust

<ul><li>Authenticity. If you sense that someone is being authentic, you are more likely to trust them.</li><li>Logic. You are more likely to trust if you sense real rigour in logic.</li><li>Empathy. If you believe that empathy is directed towards you, you are more likely to trust them.</li></ul>When just one of these three is broken, trust is threatened.

What creates trust

People don't believe that we're mostly in it for them and they believe that we are too self-distracted. With so many demands on our time, we often lack the time and space that empathy requires. Remedy: Identify where, when and to whom you're likely to offer your distraction. This is when, where, and to whom you are likely to withhold your empathy. In those instances, put away your phone, look at them and listen to them.

Lack of empathy is the most common trust-breaker

There are two forms of logic wobbles.<ol><li>The quality of your logic.</li><li>Your ability to communicate the logic.</li></ol>Remedy for accurately communicating logic: Instead of telling a story with twists and turns and then getting to the point, start with a half-point and give supporting evidence. This way, people can still access your ideas, but you get credit for it even if you get cut off mid-way.

Logic wobbles

Understanding the pillars of trust can help to build and rebuild it.

Trust is the foundation for everything we do. But what do we do when it's broken? In an eye-opening talk, Harvard Business School professor Frances Frei gives a crash course in trust: how to build it, maintain it and rebuild it -- something she worked on during a recent stint at Uber. "If we can learn to trust one another more, we can have unprecedented human progress," Frei says. Check out more TED Talks: http://www.ted.com The TED Talks channel features the best talks and performances from the TED Conference, where the world's leading thinkers and doers give the talk of their lives in 18 minutes (or less). Look for talks on Technology, Entertainment and Design -- plus science, business, global issues, the arts and more. Follow TED on Twitter: http://www.twitter.com/TEDTalks Like TED on Facebook: https://www.facebook.com/TED Subscribe to our channel: https://www.youtube.com/TED

How to build (and rebuild) trust | Frances Frei

Find  Self Improvement Tips - Curated from popular Books like Atomic Habits, 48 Rules of Power, Deep Work, Rich Dad Poor Dad and way more!

5 Life-Changing Quotes

How to Win Friends and Influence People

𝐃𝐞𝐩𝐫𝐞𝐬𝐬𝐢𝐨𝐧

How to Deal With Problems

Twitter

Creative Destruction

Celeste Headlee: 10 ways to have a better conversation | TED

How to build (and rebuild) trust | Frances Frei

Made to Stick

Low-cost iron catalyst produces less expensive pharmaceutical compounds

It's time to
Read like a Pro.

5 Life-Changing Quotes

How to Win Friends and Influence People

𝐃𝐞𝐩𝐫𝐞𝐬𝐬𝐢𝐨𝐧

How to Deal With Problems

Twitter

Creative Destruction

Celeste Headlee: 10 ways to have a better conversation | TED

How to build (and rebuild) trust | Frances Frei

Made to Stick

Low-cost iron catalyst produces less expensive pharmaceutical compounds

It's time to Read like a Pro.

It's time to
Read like a Pro.