Humans learn to negotiate early in life. Any parent can attest to this! As early as age two, children are offering to eat more vegetables at dinner if it means ice cream for dessert. By the tender of age of three, kids have developed a whole arsenal of negotiation tactics. Their approaches to secure prime toys, dessert or a later bedtime are not just child’s play — they offer valuable reminders about successful negotiation tactics in any setting.
1. Start by offering support. My wife and I have noticed that before our sons present a request for something outside of their usual routine, they are often especially helpful around the house. They will proactively help out with extra chores, and while we usually can sense an ulterior motive is at play, it still often works in their favor. In business too, it’s easier to say yes or want to work with someone who has just done something nice for you.
Rick Spence | April 30, 2014 8:00 AM ET
More from Rick Spence | @rickspence
Lucky are those entrepreneurs who get through the startup stage and live to tell about it. Luckier still are those who can learn from the mistakes of other founders.
Kathryn Minshew, co-founder and chief executive of The Muse, a New York-based career-planning and job-site service, survived Y Combinator bootcamp and raised US$1.2-million in capital. She now delivers compelling presentations on “The 7 Classic Startup Founder Mistakes (And How to Avoid Them).” You can watch her 18-minute presentation here, on 99u.com. But first, here’s a quick summary of Minshew’s take on those seven classic slip-ups.
1. Idea vs. product-market fit: Minshew says many founders set out to commercialize a product just because their family members or former college roommates say the product will be a big hit. “Test and refine a product before you launch it,” she says. Talk to people who don’t know you and don’t care about your success. “Once you do that, go out and collect data like it’s your job. Because it is.”
When journalists talk about climate change, they usually focus on some sort of uncertain doom, rather than an explicit risk, according to a new study released on Wednesday by the Reuters Institute for the Study of Journalism. But talking about explicit risks, the way one would discuss an insurance or pension plan, might be more effective, it suggests.
The study surveyed about 350 articles from news outlets across the globe, with a total circulation of 15 million, and found that most discuss climate change as something that could or will happen in the future, and has some implied risks that go along with it. Eighty percent talk about this ‘implicit risk’ or uncertainty. Meanwhile, a startling 27 percent discussed the opportunity of a changing climate (it was very rare, the authors note, for the opportunity to be from action rather than inaction).
A diverted train took Peter through both his past, and that of industrial BritainThe train stopped in the countryside. The signal was sticking out at 90 degrees. It was not a red light, but one of the old-fashioned semaphore arm signals was barring our way. Not something you encounter very often today. I was on the way from Newcastle to London on a recent, golden, Saturday afternoon. At Doncaster the train was diverted via Lincoln because of engineering work on the line. Diverted into my past. I suddenly realised that the town bathed in late sunlight across the river I was staring at as we waited for the signal to change was one of those Lincolnshire places I grew up in. It was Gainsborough, on which the fictional town of St Ogg's was based in the George Eliot novel The Mill on the Floss. The river was the smug and silver Trent. Lots of memories, and they have a business thread to them. Gainsborough's history is an epitome of Midlands engineering expertise. Continue reading
by Phil Martie
Turn on your disruptive light and start creating substitutes.
Disruptive innovation isthe creation and deployment of substitutes. Disruption is great for your customers, both internal and external, because it completely eliminates processes that are time-consuming and expensive by replacing them with something better. It is also great for you because your competitors are mostly offering products and services that do not replace those bad processes, but merely perform them a little better or cheaper. Being disruptive is a magical feeling and it builds your legacy. Being a little faster or cheaper is a dogfight – it burns you out and is not very valuable to your customers.
Think about critical paper documents: it’s safer and cheaper to ship them via overnight carrier than US Mail, so there is some incremental value in overnight services. But it’s totally disruptive to the entire process of executing critical documents to never use paper at all. The big picture goal of the customer isn’t to print and ship something, it is to execute a contract, serve official notice or record history. So why spend your valuable energy and talent on helping them print and ship a little better when you can design a substitute to help them execute contracts better? By focusing on the big picture goals of your customers, you can design great substitutes. The more processes and outputs your creation eliminates, the more value it has and the more disruptive it is.
Disruptive innovation is relevant to everyone, not just companies developing new technology or services. It scales perfectly from individual contributors all the way up to executives and companies as a whole. Your role, regardless of how small it is, carries some level of empowerment with it. Use every ounce of that empowerment. Understand what your customer’s (i.e. recipient of your output) big picture goal is and then answer this question:
What can I change about my process and output that creates a substitute?
This is big picture vision, so don’t hold back with the ideas. The nuts and bolts of how it gets executed are important later (that’s where small picture vision comes in). If you are a rock star performer, your ideas will be well-received and you are on your way to building a disruptive legacy.
Source : http://megadisrupter.com
by Scott Anthony
(Follow him on Twitter at @ScottDAnthony.)
Readers in industries where the pace of change has slowed and ambiguity has decreased, please stop reading. This post isn’t for you.
Everyone still here? Thought so. An interconnected world where technology advances at a dizzying pace and new companies emerge, scale, and decline in the blink of an eye means never a dull moment for corporate leaders. Despite conceptually understanding that this change mandates fresh strategic approaches, Roger Martin (among others) has highlighted the mistakes companies continue to make by relying on processes and tools honed in a differently paced era.
One of the most frequent challenges we observe in the field is that companies tend to radically underestimate the threat that disruptive change poses to their business.
For example, back in early 2005, I and my colleague Clark Gilbert (now the CEO of Deseret News and Deseret Digital) ran a workshop for 100 top executives in the U.S. newspaper industry. The sentiment in the room was clearly triumphant. Pundits had proclaimed that the newspaper industry was a shuffling dinosaur as the commercial Internet took off in the late 1990s, yet most companies still had healthy financial statements and stable balance sheets. We saw it differently, describing to industry leaders the need to radically change in response to disruptive content models (later that year, Huffington Post and YouTube were founded) and emerging advertising models like Google’s search-based advertising.
HONG KONG — Piles of unsold coal line rural roads in north-central China. Some iron ore mines near Beijing are operating at a fraction of capacity. Chinese farm products are even increasingly scorned by the Chinese consumer.
While China remains nearly self-sufficient in all these categories, it is importing more from other emerging markets. Economists and investors around the world have been fretting in recent days about the effects on smaller emerging markets if China’s economic slowdown worsens. Those concerns have driven down share prices and currencies from Jakarta to Istanbul to Buenos Aires, although emerging markets staged a partial recovery on Wednesday. They helped to prod the central banks of Turkey and India to raise benchmark interest rates unexpectedly on Tuesday.
Yet the most vulnerable producers these days may not be the coal mines in Indonesia, palm oil plantations in Malaysia or soybean farms in Brazil, but the farms and particularly the mines in China itself.