Changing Face of Selling– Adapting Selling Models in Digital Age, Internet, Social Media: Role of Sales People…

Selling models must constantly change to adapt to changing markets– the right ‘selling model’ is crucial! When people talk about ‘pace of innovation’ they typically focus on its impact on development teams, and how they are struggling to keep-up. But what about the people who have to sell those innovations? Today, the sales environment is changing so rapidly that it’s all too easy for sales organization to fall behind…

According to CSO Insights; almost every aspect of selling is evolving, e.g.; complexity of products/services, complexity of selling channels, complexity of competitive activity, complexity of rapidly changing technology… Research shows that may sales organizations are failing to meet sales objectives; despite the fact that there are more– sales improvement consultants, sales training experts, CRM tools…

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The major changes that are causing more than 74% of sales forces to struggle can be attributed to a few key dynamics, e.g.: greater scrutiny and purchasing controls, more decision-makers from more business units, difficulty creating differentiation between the top competitors, global competition, and the influence of the Internet and social media…

The good news is that ‘some’ sales teams are beginning to understand these new dynamics, and are beginning to realign their organization with a more comprehensive approach toward developing– strategy, systems, salespeople…

Selling is never about product/service comparisons and price cutting; it’s about realizing the relative and unique value, best fit, fair market pricing… that a business has to offer… Also, How salespeople ‘sell’ — is just as important as; What salespeople ‘sell’…

In the article Millennials Are Changing Way Companies Sell by Pascal Persyn writes: The new generation buyer has grown up with the Internet, smartphones and social media at their fingertips, shaping their appearance and interactions with the world. According to Marc Prensky; a 21 year-old entering the workforce, on average, played video games for 5,000 minutes, exchanged of 250,000 emails, instant & text messages, and had 10,000 hours of cell phone use… Staying connected is more important than ever in a world where people use technology to share ideas, information…

According to Josh Bernoff; it’s ‘age of the customer’ and this is different type of customer with different priorities… And, for companies to accommodate these new generation buyers they must change the way they do business…

In the report Changing face of Selling by Forrester writes: Nearly one-quarter of all B2B sales people will lose their jobs by the year 2020– this may be the beginning of the end (‘death’) of the traditional (B2B) salesman… Many B2B buyers now favor ‘do-it-yourself’ online options for researching and buying products/ services, and they are demanding that B2B sellers fully enable those digital paths to purchase… B2B companies that want to stay ahead of the curve must therefore reshape sales strategies and fundamentally rethink the role of salespeople…

The evidence is clear: nearly 75% of B2B buyers now say that buying from a website is more convenient than buying from a sales person. Further, 93% say that they prefer buying online rather than from a sales person, when they’ve decided what to buy. B2B companies that wait too long to create self-serve eCommerce websites risk losing share to pure plays and omnichannel competitors… Further, there is growing disconnect between B2B ‘buying’ preferences and traditional B2B ‘selling’…

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One interesting aspects of the Forrester report is the alignment between ‘buyer’ and ‘seller’ archetypes, e.g.; buyer archetypes is the relationship between ‘complexity of solution’ and ‘complexity of buying’. And, the variations of sale models that impact these archetypes, e.g.;

  • ‘Serve Me’ buyers are served by ‘Order Taker’ sales model… they may or may not involve any human intervention… Forrester project that 33% of these ‘Order Taker’ sales jobs will disappear by the end of the decade…
  • ‘Show Me’ buyers are served by ‘Explainer’ sales model… they help the buyer to gather, interpret information that compares alternative options. Forrester project that 25% of these ‘Explainer’ roles will disappear by the end of the decade…
  • ‘Guide Me’ buyers are served by ‘Navigator’ sales model… they help the buyer to — map, navigate, orchestrate… multiple stakeholders. Forrester project that 15% of these ‘Navigator’ roles will be eliminated by the end of the decade…
  • ‘Enlighten Me’ buying is a team effort that is mostly involved with complex selling and buying scenario… they call for ‘Consultant’ sales model… this is the only sales role that Forrester expects to grow over the decade by about 10%…

In the article Changing Face of Sales by Russ Lombardo writes: Most customers are smart buyers– they use Internet to research– companies, markets, competitors… Often times these consumers knows more about the company they are buying from than company itself. Today’s buyers are looking for someone they can trust, someone they can rely on, and someone who can help them solve problems in the quickest and most economical way. In other words, most customers want a trusted partner in business, which means a very different approach to selling…

Today’s successful sales people must know more about customers than ever before– they must research business, industry, management… they must ask intelligent questions, listen intently, propose creative and viable solutions (even if it doesn’t involve their offerings). This means building relationships, thinking beyond a sale, provide; support, information, education… most important, assist the customer to succeed in their business…

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In the article Trends Changing Sales by Tina Nguyen writes: Sales people are no longer in charge of the buyer’s journey… Selling is about solving buyers problems and salespeople must adapt to the new generation buyers… The modern buyer is more informed and typically the buyer’s journey starts with a search on Internet for information about all their relevant issues… This is an important shift from traditional buyer behavior which was to first contact salespeople… Hence, selling has become a process of engagement, and mirroring the behavior of the buyer…

For sales organizations to remain relevant, they must be more focus in outreach messaging, more analytical, more relationship oriented.  Buyers expect sales people to be trusted advisors who are offering them a solution to their unique pain points…

According to Jorge Soto; a seller’s product/service works very much the same for everyone, but a sales person’s story must be different from customer to customer. The story a sales person creates must address the specific buyer’s journey, pain points… Big Data is more than buzzword, it’s term that refers to the increasing volume of data around every person, company…

Traditionally sales people have relied on– sketchy information derived from various unreliable source… However, the next generation of selling must leverage Big Data, and its rich source of information, and it must play a more prominent role in the selling process… Sales people must– collect, track, analyze… all the buyer’s signals and leverage that intelligence to improve buyer experience and drive a closer  alignment between buyer and seller…

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Greek myth tell how the ruler of Crete, King Minos, had an underground maze, the Labyrinth, constructed near his palace to serve as an escape-proof prison for the infamous Minotaur– a ravenous monster who is half-man and half-bull… Anyone who enters the maze becomes hopelessly lost, and once that happen the Minotaur finds and devours them… OK great story; What does this ancient myth have to do with selling? Actually, quite a lot… In selling today, especially at the corporate level a sales person must contend with an organizational labyrinth…

 Selling is getting more complex… and not only do sales people have to contend with the multiple decision-makers, but many may be located in diverse and distant geographic locations… To make things even more challenging sales people can’t be sure that the same people, who said yes on one deal, will have the same authority in two weeks or even two days later for a second deal to the same company.

In an era of downsizing, nonstop mergers, and executive musical chairs, selling has become so complicated, and so fraught with unknowns, that the labyrinth metaphor may even be a little too conservative… Admittedly, the type of monster you usually encounter in the business maze is not exactly the hungry Minotaur variety…

But figuratively; it happens every day; and there’s absolutely no way to prevent a tragic ending unless an organization has an effective strategy, i.e.; one that has the right plan of action, right organizational structure, at the right time, with the right people, doing the right things… A selling organization must be properly aligned through the maze of selling opportunities…

Ultimate Dichotomy– C student is Better Than A student, B student Not Relevant: School Grading System Sucks…

Have you ever had ‘bad’ grade in school? People obviously have different opinions about what defines ‘bad’ grade… According Trevor; for some people C’ is okay, for others ‘C’ is ‘bad’ grade… and society considers ‘A’ students smarter than ‘C’ students…Thus, ‘A’ students get high praise, attention… and ‘C’ students are usually ignored… 

But are grades a good indicator of a student’s probability for success in business? Everyone makes big deal about grades, and students that get bad grades are often looked down-on, as losers… But there are other people who believe that students who get bad grades, or drop-outs… are really the smart ones.

These are students who, for variety of reasons, get fed-up with traditional schooling and the– useless, unnecessary, garbage information that they are forced to learn, memorize…

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There are thousands of people from all walks of life who have succeed and who are– drop-outs or low-grade performers… and considered ‘big losers’, since they did poorly in traditional schooling… These are people who learned, succeeded through non-traditional education, e.g.; consider the following short list of traditional schooling drop-outs or low-grade performers: Sir Richard Branson, Bill Gates, John Mackey, Thomas Edison, George Washington, James H. Clark, Jack Kent Cooke, Simon Cowell, Henry Ford, Soichiro Honda, Ray Kroc, John D. Rockefeller, Vidal Sassoon, Vincent van Gogh, William Faulkner, Herman Melville, William Shakespeare, Ronald Reagan, Albert Einstein, George Bernard Shaw, George W. Bush, Steve Jobs, Mark Zuckerberg, Winston Churchill (bottom of class)Maybe being a ‘big loser’ isn’t so bad!

In the article ‘A’ Students Work for ‘C’ Students, ‘B’ Students Work for Government by Robert T. Kiyosaki writes: The traditional school system was created to churn out good ‘Es’ (employees)… these are the ‘A’ students’ who read well, memorize well test well. But typically not the creative thinkers, visionaries, dreamers, entrepreneurs-in-the-making… the entrepreneurs are typically the drop-out, or ‘C’ students… who become the innovators and creators of new ideas, businesses, applications, products… Hence, educators and parents should not obsess with ‘letter grades’ and focus, instead, on concepts, ideas, and helping students to find their true genius, their special gift…

There are many success stories of ‘C’ students who become phenomenal successes, and then, in-turn, ‘hire’ the ‘A’ students (i.e., attorneys, accountants, other school-smart specialists) to work in their businesses. While the ‘B’ students, often find themselves in government-type jobs… In the ever-changing digital age– the ability to change and adapt, to understand relationships, to anticipate the future… are the values that are shaping the success profile of the next generation… not the– grading system used in traditional schooling…

In the article ‘C’ Students Usually End-Up Being Most Successful by John Haltiwanger writes: Simply put, while receiving an education in some form or another is important, there is no single path to greatness… According to Neil deGrasse Tyson; school grades rapidly becomes irrelevant in business (and life)… Intelligence is subjective, and grades and academic achievement is not always a proper way to measure either intelligence or probability for success… Success as a student is largely dependent on a person’s ability to operate within a traditional system, which may not always be the best preparation for the real world… It’s person’s character, experiences, connections– not grades that ultimately determine a person’s success in business (and life)…

Success requires passion, perseverance, emotional intelligence and ability to understand the value of failure… This is precisely why so many ‘C’ students, people who you would not necessarily expect, build major businesses, conceive of life changing innovation, run major institutions…. These ‘C’ students understand what it means to struggle– often overcome more obstacles– but many of them preserver, succeed… This is not to say that getting ‘poor’ grades guarantees success, but getting ‘good’ grades doesn’t guarantees success either…

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In the article Reasons Why ‘C’ Students Dominate the Web by Marcus Sheridan writes: ‘C’ students ‘hustle’ ‘hustle’ is a trait that is highly underrated today. Hustlers are relentless; they– push, pull, scheme… they do whatever is required to get a successful result… they are relentless, e.g.:

  • ‘C’ students don’t stay within the lines: Creativity is the name of the game in the Internet… Whereas the ‘A’ student often needs a checklist and nice, step-by-step guide to complete tasks, ‘C’ student looks to clear their own path and blaze a new trail. Sure, sometimes the trail blows-up in their face, but it’s also what creates new discoveries mixed with greatness…
  • ‘C’ students don’t care how ‘Daddy’ did it: This may sound insensitive, but Daddy did it by following the traditional path with a nice pay-check every week… In digital age things are much different– it’s an ever-increasing, fast pace environment where the key factors are; agility, adaptability… not ‘gold’ watch on retirement…
  • ‘C’ students don’t check direction of wind: They usually are free-spirits, they often just go with it… and make adjustments later…
  • ‘C’ students don’t care if everything is just right: Everything need not be perfect… Embrace imperfection– run with it and fix on the fly… it’s stuff all champion do…
  • ‘C’ students aren’t afraid to get a bad grade: For some folks, the word ‘fail’ is debilitating; for others, it holds little significance– there is always next test, next opportunity, next project…

In the article Growing Body of Evidence Suggests Grades Don’t Predict Success by Sarah Scott writes: Yes, there is hope for ‘C’ student… According to Michael Thompson; school is place where former ‘A’ students teach mostly ‘B’ students to work for ‘C’ students. This may be an over-generalization, but it has more truth than educators are comfortable with… There are innumerable examples of poor students who changed the world, or made a pile of money. According to David McClelland; successful people are driven by three needs: first, ‘individual achievement’, e.g.; to start a business, or make a million dollars, or win a Nobel Prize… second,’relationships’… third, ‘power’…

It’s neither smartest nor the strongest who survive… According to Martin Jackson; the ‘metrics’ of smart and strong even when combined in one person, does not guarantee ‘success’… and creativity by itself is just that, by itself… According to Rena Subotnik; if a person wants greatness then IQ is clearly not sufficient… they also need– passion, purpose to succeed… a person must have the drive to become the very best they can be… Sometimes this kind of obsessive thinking leads to a person who can change the world… Ironically, many of these people are the– drop-outs or low-grade performers– the big loser…

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In fact, many school drop-outs are creative thinkers, the kind who launch businesses, transform institutions, innovate things… and they share many of same characteristics such as; curiosity, appetite for risk, open mind, obsessions…

Each person has varying degrees of these traits which fluctuate over time, but key factor for– ‘survivability’ and ‘success’ is ‘adaptability’– the ability to ‘change’. The winners in the real world are not ranked by ‘school grades’ but by their– passion, purpose, abilities… to succeed.

If you are ‘A’ student and have all the necessary qualities, then you will do just fine. If you don’t, then it’s highly likely that some else will… including; those who are– ‘C’ students…

 

Stuck In The Mud, or Stuck in a Rut; It Really Doesnt Matter– Still Stuck: But, One Business’ Rut is Another’s Rapture…

Business can fall into rut– stuck in a rut– like people and relationships… According to Sharon Pocock; businesses get into ruts for numerous reasons, e.g.; many fail to keep pace with changes in  their market or the economy… or they frequently plough through with their heads down, doing pretty much what they’ve always done– possibly even ignoring the changing competitive environment… or, sometimes leadership loses the drive and ambition, while fear or reluctance to change takes hold…

Businesses can’t afford to rest on their laurels– especially in current economic climate… The tricky thing about business is that it may be ‘stuck’ without realizing it; some might think that they are ‘in a groove’ when, in fact, they are ‘in a rut’…

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 A few definitions:

‘In a Rut’ is a type of habitual behavior (as when wheels of a vehicle travel in the ruts worn into the ground by other vehicles making it easiest to go exactly the same way all other vehicles have gone before…

‘(Stuck) in a Rut’ is an established way of living or working that never changes– a habit; a bad habit; a Rut…

‘Be (Stuck) in a Rut’ is situation where it’s doing same things all the time– a habit, a bad habit; a Rut…

According to Jeb Blount; unfortunately many businesses are so comfortable with their habits that they continue with the behavior even when it’s causing them to fail, bad habits die-hard… When you do the same thing over and over again an amazing thing happens: You get the same result over and over again! You get ‘stuck in a rut’, or some prefer to say ‘stuck in the mud’…

In the article Stuck in a Rut? by Mitchell Osak writes: To prosper companies need to ‘soberly’ assess when its time for a strategic reset– before it’s too late… A strategic reset is a deliberate (not rash) pivot away from a stagnant market towards new growth market(s), often driven with a revitalized business model and management practices… Symptoms of business decline that should trigger a reset are, e.g.; minimal brand differentiation; limited market growth; looming external threats; underperforming business model… However a strategic reset takes– guts, guile… but most businesses find it easier to just ignore realities and resist change, than to embrace it… A first step is to recognize that renewal is about building a bridge to the future without burning the bridges from the past…

In the article Competitive Edge Most Companies Forget: Embrace Change by Naveen Rajdev writes: For companies ‘stuck in a rut’, it’s difficult to expand visions, incorporate new ideas, technologies… But business must be forward thinking… and embrace new perspectives and learn the lessons of others, e.g.:

  • Look at Short-term Gaps in Other Industries: Long-term strategy alone doesn’t cut it, and business could solve a lot more if it looked to other industries… In a world where industries are constantly being leveled by technology attackers, business must take a page from the technology industry itself, and disrupt, disrupt, disrupt…
  • Don’t Rely on Singularity of Vision: Leaders must keep a fresh perspective, but many choose mutability to take on attackers.. Oftentimes, leaders get caught in a rut with a singularity of vision. And while singularity brings focus to the organization, it can also give you blinders that don’t allow you to see any looming threats…
  • Get Rid of ‘If it ain’t Broke, don’t Fix it’ Mindset: The world of business is constantly changing, especially with new/different technologies… Hence, leaders must be agile, open to new/ different ideas, embrace change… and the mentality of ‘If it ain’t broke, don’t fix it’ must be transformed to truly tap into new forms of value…
  • Look Impartially from Inside-out and Outside-in: Great leaders have ability to see the ‘real’ world and the humility to accept how the real world sees them. According to Mughal Emperor Akbar; business must create a competitive edge by understanding the needs of end-users and build a business that serves them. They must learn lessons from many sources, including other businesses or you’ll soon be left behind…

In the article Stuck In A Rut? by Carmen Nobel writes: Although the pace of technological innovation has significantly accelerated over last few decades… and with few exceptions, most company’s organizational structure have failed to keep-up with the changing– markets, consumers… As result, many companies are ‘stuck in a structure rut’, and are out-of-touch with– markets, consumers, suppliers, competition, and in many cases their own employees…

Yes, there are organizational outliers that have adopted, e.g.; holacracy, a structure of no job titles and no bureaucracy, giving teams the power to reorganize themselves at will… According to Ethan Bernstein; majority of today’s organizations are largely based on the theory of the late nineteenth century economist– Max Weber, and his concepts of bureaucracy…

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In the article Stuck in a Rut by Jim McHugh writes: Business must constantly rethink how it defines markets, and how it goes-to-markets, and who are their customers… business cannot get ‘stuck in a rut… Typically, becoming ‘stuck in a rut’ is caused by one or more of these conditions:

Target Market is not Clear: Management may think they know their ideal target market segment(s) but often their definition may be: too rigid, too broad, or they have flawed assumptions… the wrong market definition can cause the company to make the wrong ‘go-to-market’ choices…

Market Size Unknown: This usually means that management does the ‘guess-estimate’ thing, and usually the guess is– ‘big’ rather than ‘small’ market opportunity… and they usually gets it wrong…

Collection of Stale ‘Go-To-Market’ Methods: Go-to-market methods include everything from sales activities, channels, Internet presence, marketing tools, customer service… Many companies: still use outdated, old-fashioned methods to market and sell, e.g.; direct sales force, expensive ads, little Internet activity, ineffective distribution channels… Hence, the issue becomes; what is best ‘go-to-market’ strategy for your current product/services, in today’s competitive environment… And not; It  worked in the past, so let’s do it again: No, it may Not! 

Ignoring the Customer; Ignoring Their Needs: In many instances the broad and specific customer needs are taken for granted or simply ignored. There should be no confusion about customer expectations… and that means having a clear understanding of all the connection points with customers…

Selling to the Wrong Customers: Not all customers are desirable, e.g.; when a customer or groups of customers are not profitable… or, have high support costs… or, put unreasonable demands on the business… then, they should be ‘fired’…

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 Being ‘stuck in the mud’ as a business means being bogged down by excessive, non-productive– functions, people, processes, old way of thinking and behaving, old ways of working… A business can have– great ideas, fantastic products/services… and still ‘stuck in the mud’, which means the outlook for the future of the business is not good.

According to Miller Heiman; whatever got you where you are today is no longer sufficient to keep you there. Change in inevitable; business must change to survive: End the Nightmare. Get Out of the Rut…

Never Tell a Person to– Relax, Calm Down, Chill-Out… It’s Worst Thing You Can Say + It Doesnt Work…

Never Tell Someone to ‘Relax’: It’s a paradox — when someone is getting stressed out, one of least effective (and perhaps most annoying) things to say is ‘relax’…

According to Sue Shellenbarger; the directive ‘relax’ has exactly the opposite effect on most people. People who instruct a colleague, subordinate… to relax may have good intentions, but it’s usually better to resist ordering people to change emotional state; instead be supportive, let them know you care, listen…

According to Wendy Mendes; commanding someone to ‘relax’ is physiologically impossible if the body is already too acutely stressed to turn it around– while the body responds rapidly to stress, returning to a relaxed state can take 20 to 60 minutes…

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When people are told to hide or suppress an emotion– ’emotion suppression’– it typically backfires… in fact, the emotion actually intensifies and it can open even deeper divides between people, especially in workplace, e.g.; employee and boss…

According to Kenneth Pulaski; a study found that attempting to reverse a highly emotional display by asking an individual to calm down is effective only 9% of the time… When a person is struggling with a stressful issue and becomes highly emotional never use words, such as; ‘just relax’ and other insensitive phrases– these platitudes don’t work, plus they make the situation worse…

Telling someone with, e.g.; ‘anxiety’ to just stop, or ‘depression’ to just be happy, or ‘insomnia’ to just sleep, or ‘anorexia’ to just eat, or ‘bulimia’ to just keep it in, or ‘problems’ to just get over it… these type imperative commands may be said in the best of intention, but they just don’t work and are counter-productive…

In the article One Lie Deceptive Leaders Tell by Brian de Haaff writes: For a leader to tell a manager/employee/anyone to just ‘relax’ when something serious has gone wrong is both deceptive and damaging… During times of stress, the most valuable thing a leader can offer is understanding… People do not expect them to solve their problems, but they do hope that a leader will acknowledge the issue and supportive… Telling an upset person to ‘relax’ undermines their feelings and is hurtful and insensitive… More important, it’s not going to help resolve their anxiety, but it will make them feel embarrassed for feeling it... When bad things happen or big problems arise, leaders must be fully engaged. There is no magic button that makes the pain go away or erases awful mistakes, but leaders who quietly listen and offer constructive support, when appropriate, will inspire empathy and trust…

In the article Relax! Can Actually Cause Stress by Steve Roesler writes: The workplace is an exceptionally stressful environment and, no doubt, there are people who might suggest with a cavalier attitude; Oh, just relax. Sometimes it helps; sometimes it doesn’t. There’s a reason for both: It turns out that the advice to ‘relax’ can produce everything from anxiety to insomnia as a result of stress…

According to Wegner, Bloome, Blumberg; there are well-intentioned leaders/managers who may start a team meeting by telling everyone, at the meeting– to simply ‘relax’, when they are about to discuss issues that are staged as being important– the statement to; simply ‘relax’ often initiates an immediate observable level of anxiety with most everyone at the meeting…

It’s fruitless and even demeaning to try change how people feels or react by telling them how they should feel, i.e., relax, calm down, don’t get excited… Leaders/managers and even other employees, can actually make someone feel worse (i.e., stressed) as a result of trying to get them to relax… Most people are designed to live and learn through the depth and breadth of emotions; attempting to alter the truth of what someone is experiencing will inhibit that process…

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In the article Never Tell Someone to Chill-Out, Relax by princeflorence writes: Telling a person to– ‘relax’,  ‘calm down’, ‘chill-out’… are directives that are in some way trying to manipulative a person’s line of thinking… it’s telling another person to act differently because their behavior makes you feel uncomfortable… But ordering another person to ‘calm down’ will probably result in the exact opposite behavior… Of course there will be times when a person is being– illogical, or irrational, or downright abusive; and in these situations your response should be either; to disengage by walking away, or just listen, stay silent until the person calms down…

In the article Why Saying– Calm Down– Backfires by Robert Bacal writes: OK,  just ‘calm down’; Would you just ‘calm down’… saying ‘calm down’ can be used to help someone, or to send the message that the person ‘should not feel’ upset… You might mean well by telling someone to ‘calm down’, but it’s not what you ‘intend’ that matters, but how your ‘words’ are perceived by the other person… Avoid using a command structure; the less it sounds like an order, the more it sounds like you actually want to help’… hence, the more constructive it will be perceived… But also consider your own motives; is your goal to help; or is it to stop feeling uncomfortable about the emotional outburst from the other person… Are you more concerned about yourself or them?

In the article Telling Someone to Relax Is Pretty Much A Death Sentence by Ashley Fern writes: Being told to ‘relax’ is an insinuation that you are irrational… for acting with such high emotions… When someone is freaking-out, it’s only natural to tell the person to ‘calm down’… but when someone is angry/pissed-off, this is the last thing they want to hear… In that moment, the person feels that their emotions are completely justified, and if you utter the word ‘relax’ or ‘calm down’… you are basically nullify and invalidate their emotions… But realistically, have you ever seen a person actually ‘relax’ after being told to ‘relax’? Instead of rushing to judgment, people should listen carefully and try to understand the other person’s issues, grief…

For most people when in a stressful situation it’s hard to ‘just relax’; that’s why it’s annoying when one person tells another to do it. According to Judith Law; there is nothing that anyone can do that will instantly get rid of a person’s anxiety… It’s a paradoxical fact: When someone is stressed out, one of the least effective (and perhaps most annoying) things to say is–‘relax’… This type of directive, in most situations, has exactly the opposite effect and will probably make the situation worse…  

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When people are told to hide their feeling and clamp down on their emotions, it actually does the opposite… According to Tanya; using– ‘calm down’ or ‘relax’, or similar words… as an imperative ‘command’ has about a 100% failure rate… Yes, the words of advice may have been said in good faith and totally well-meaning… But, do you really believe that if a person who is stressed that they could calm down by simply doing it: People’s emotions don’t work quite that way.

And even worse through the use of imperative command a person is dismissing gravity of what other person is experiencing… In fact, you are being condescending by telling peope how they should feel… An imperative command, such as; relax, calm down, take it easy… doesn’t work– so, don’t do it…

Tough People Make the Best Leaders- Driven by Power, Fame, Fortune: Decent People Dont Have the Right Stuff…

Want to build great organization? Then don’t start with a ‘good’ person as leader; start with a ‘tough person as leader, and adapt as necessary… According to Rob Asghar; most of the modern leadership development industry is based on myth: It’s feel-good myth, spread by consultants, academics, gurus… about who makes the best leaders.

The experts suggest that the best leaders are– collaborative, compassionate, empathetic, free of most defects of character: But it’s false… The ‘best’ leaders are consistently flawed– however, more important; they are visionaries, they have ability to get things done, ability to sell ideas, ability to take an organization into new/different directions, ability to deal with crisis…

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According to Michael Maccoby; it’s the narcissists who come closest to the collective image of the ‘best’ leader… for two reasons; they have compelling, even gripping, visions for organizations, and they have an ability to attract followers… Productive narcissists understand the vision thing particularly well, because by nature they are people who see the ‘big’ picture; they don’t try to understand the future, but they do attempt to create the future…

To paraphrase George Bernard Shaw; some people see things as they are, and ask why… narcissists see things that never were, and ask why not. Ultimately the ‘best’ leader, has a foundation of ‘bad’ qualities– classic nasty competitive streak, excessive risk-taking, dangerous stubbornness, it’s all about me attitude… But then its the role of the organization to add the restraints, the wisdom, the compassion and the other qualities that keep these ‘best’ leaders from racing off a cliff in their zeal… This notion of a leader is quite different from what most management gurus are trying to sell…

In the article Can Bad People be Good Leaders? by Ray Pennings writes: To assume that all good leaders are good people is to be will-fully blind to reality of the human condition… Worse it may cause leaders, themselves, to think that because they are leaders they are good people, therefore they are– trustworthy, brave, generous… and never deceitful,  cowardly, greedy… However, it’s only when people recognize and manage their failings can they achieve greatness. Both good and evil run through hearts of leaders, and so making absolute distinctions can be difficult; but the difficulty of applying distinctions is no reason to euthanize them…

The best leaders– inspire people, which involves holding before them worthwhile goals and affirming their gifts of humanity, including; their gift of free choice, and in working together to achieve goals… Even when the tactics of coercion are utilized, they must be utilized in a manner that maintains respect for the ‘imago dei’ imprinted on each person. The choice may be for, or against an action with understood consequence, but enabling that choice on the part of followers is an imperative duty of the leader…

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In the article Leadership-Development Programs Fail by Pierre Gurdjian, Thomas Halbeisen, Kevin Lane write: U.S. organizations spend almost $14 billion annually on leadership development… Colleges and universities offer hundreds of degree courses on leadership, and the cost of customized leadership-development programs from the top business school can reach over $100K per year/per person… Moreover in a Gallup poll; upward of 500 executives were asked to rank their top three human-capital priorities, and leadership development was included as both a current and a future priority…

In the poll, almost two-thirds of respondents identified leadership development as a number-one concern… also only 7% of executives polled think that their organizations develop ‘good’ leaders effectively… and around 30% of organizations admit that they have failed to exploit their business opportunities fully because they lack enough ‘good’ leaders with the right capabilities… Hence, there are too many training initiatives that rest on the assumption that one size fits all and that same group of skills or style of leadership is appropriate regardless of strategy, organizational culture, executive mandates…

In the article Bad Leadership Happens to Good People by Doug Dickerson writes: Bad leaders are the exception not the rule. One does not have to look far to find examples of bad leaders and that is part of the problem… We tend to find and focus on the bad and ignore the good: Mark Twain aptly said; few things are harder to put-up with than the annoyance of a good example; hence for every– politician, coach, executive, clergy… who give their brand a bad name… there are far more who play by the rules and serve their organizations well…

Since people hold leaders to a higher standard of behavior and service, it becomes the responsibility of leaders to step-up and deliver– even when ‘bad’ leaders happens to be ‘good’ people… Showing goodness is what gives others a reason to believe and do the right thing… According to Phil Taylor; one’s ability to interact in a positive and effective way with others is clearly an most important skill in leadership… However,  when ‘bad’ leaders happens to be ‘good people’, unfortunately they must work harder to overcome their failings, or recognize that they may lack the qualities of a ‘good’ leader…

Majority of good leaders are good people, but sometimes a good leaders lose their way as they rise to the top… Leaders are humans and they can be seduced by many bad things… According to Johns Mendez; ‘power’ is a very corruptible, intoxicating force and it can make a leader lose perspective. Leaders require constant reminding to focus on– good ‘ethic’ behavior and organizational ‘values’, as well as the bottom line… Bad leaders are easily exposed; they are out of touch with reality…

Lousy leaders are everywhere– business, politics, education, government… it’s not very difficult to identify a crisis in leadership… According to Michael Hyatt; characteristics of lousy leaders, include; arrogance, disorganized, over-promise and under-deliver, don’t articulate clear vision, not transparent, blind to their organizations, don’t hold people accountable– especially themselves… Pick your crisis and you’ll usually find one of these traits of a lousy leader in action, often many of them at once…

According to Bill George; the simplistic notions of ‘good or bad’ only clouds an understanding of why a leader  might lose their way– it’s not necessarily because they are bad person, but rather they just don’t have the ‘right’ stuff…

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Very few people go into a leader’s roles to cheat or do evil, yet most people have the capacity for these type actions, unless they stay grounded… Before person considers a leader’s role, they should ask very simple question;

Why be a leader: What’s the purpose? And if the answer is– power, prestige, money… then that leader is at risk of relying heavily on external gratification for fulfillment, which is not necessarily wrong… but there should also be stronger, deeper motivation to improve the sustainability of the organization and make a lasting contribution to all its stakeholders…

Leadership is very difficult, but having– courage, toughness, conviction to do what is ‘right’ for the organization is the sign of the ‘best’ leaders; and the notion of ‘good’ or ‘bad’ is a secondary issue…

Great Leaders Have Great Instincts for Survival— They Manage Emotion, Fear, Risk: Trust Instinct to Make Right Decisions…

Great leaders have great instincts, and they often use gut-instinct-intuition… when making decisions about issues of survival.. Great Leaders don’t get stuck in a cycle of over-thinking or paralysis by analysis…

According to Nicolas Dorier; survival instincts are indispensable, and lessons can be learned from ‘animal kingdom’ providing inspiration for coping with survival situations… After all, leadership is all about survival in hostile jungle of business, which is inhabited by multitude of predators.

According Martin Lindstrom; instinct is an accumulation of insights that leaders gathered through thousands of experiences, all compressed into a half-conscious impression that guides them to a course of action… Using instincts is about connecting those thousands of impressions…

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The Oxford Dictionary define intuition as– ability to understand something instinctively, without the need for conscious reasoning… You may sometimes think of it as something magical, quixotic… Your intuition can reveal some aspects of a situation which your ability to reason cannot… There are things your ‘gut’ knows long before your intellect catches-on…

Great leaders learned to trust their instinct– they have ‘intuition intelligence’ and that helps them navigate faster through vast amounts of data, work around gaps and conflicts in information… Yet even most highly developed ‘intuitive mind’ can be misled when too many facts are wrong or missing… hence don’t neglect the rational mind, or the need for diligence– just get the balance right… The intuitive mind is a leader’s greatest weapon in business, when they learn how to use it confidently and accurately…

In the article Instinct for Business Survival by Dr. Tazeeb Rajwani writes: Understanding animal survival instincts can improve businesses’ chances of survival; according to study by Cranfield School of Management. Their research explored what business leaders who are preparing for hard times can learn from solutions of survival that have evolved in the animal kingdom over billions of years…

Animals survive and thrive in much more deadly environments, than marketplaces that business operate-in, so they are ideal subjects to learn from… Research identified a few basic survival strategies that business can develop to survive and thrive in unpredictable environments, e.g.;

  • Lion Strategy–Build Fighting Capability: Lions when faced with specific threats become alert and are able to attack swiftly and with forceful strikes, using multiple adaptations… Organizations that follow a ‘lion strategy’ takes proactive role in going after new customers, and adopts direct and forceful approaches in doing so. The lion strategy takes proactive attack role in going after competitive weakness…
  • Seagull Strategy–Structure Flight Capability: Seagulls survive and thrive in many different environments… Organizations that follow a ‘seagull strategy’ are able to swiftly exit in declining markets and rapidly exploit emerging markets… they move away, quickly, from a hostile environments to avoid specific threats, and adopt a more defensible position in growth and less competitive markets…
  • Shark Strategy–Develop Predator Capability: Sharks survive and thrive because they epitomize endurance, power, highly developed predator skills… they know instinctively when, how to surge to claim territory, attack victims… Organizations that follow a ‘shark strategy’ have highly developed predator instincts, and they use strength and offensive skill to attack and claim/reclaim territory in search for new markets and opportunities…

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In the article Instinct Theory of Motivation by Kendra Cherry writes: The ‘instinct theory of motivation’ says that all organisms are born with innate biological tendencies that help them survive. This theory suggests that instincts drive behavior, which are goal-directed and are result of learning and experience… The ‘instinct theory’ suggests that motivation is primarily biologically based, e.g.; people engage in certain behavior because they aid in survival… However, just labeling something as an instinct does nothing to explain why some behavior appear in certain instances, but not in others…

According to William McDougall; instinctive behavior is composed of three essential elements– perception, behavior, emotion… He also outlines other instincts that include; curiosity, maternal instinct, laughter, comfort, sex, hunger… According to Sigmund Freud; human behavior is driven by two key forces: life and death instincts… According to William James; there are a number of essential instincts for survival, e.g.; fear, anger, love, shame…

In the article Giving Enterprises Survival Instinct by Tracy Burrows writes: Assessing the probability of something happening is a human skill… Without this ability the chances of human survival is slim… To be able to accurately determine the likelihood of an event that could be beneficial or harmful is the difference between life and death, e.g.; being able to quantify the probability of finding food in a tree or a predator behind the next rock is based on experience and analysis of a range of clues... This data is processed by human brain, almost instantaneously, and it analyzes what it– sees, hears, smells… and develops an instinct…

Then either through conscious (or unconscious) decision (or instinct) it predicts the likelihood of a particular outcome, e.g.; there is a good chance the predator will attack, or not… then suggests an action; whether to proceed or to retreat… As experiences are added, human/business are able to improve the accuracy of the prediction… Whether in everyday life or business, having a means of accurately quantifying probabilities is hugely important survival tool… Nothing is ever certain; only when all underlying conditions are known– is there certainty of specific outcome… But can you/business ever fully know all the underlying– conditions, causes, value… to absolute certainty of anything?

Probably not: What you/business can do, however, is model ’cause and effect’, and understand the– associations, loose connections, linkages, patterns, correlations… or anything else that would incrementally, cumulatively increase the odds of knowing what can happen in given period of time, based on how similar scenarios that were played out before. This ability alone takes you/business a long way toward improving the odds of survival… According to Timothy D. Wilson; you can rationalize your way into anything, but first impressions often tell how you really feel… You may hear the term– instinct, intuition described as a nagging little voice inside you; and it typically speaks softly rather than screaming out…

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But unfortunately in this– non-stop, busy, technology-filled world… it can be easy not to hear that silent inner-voice– the instinct that says; do it or don’t do it… Great decision-making takes practice, and it’s a process that requires– level of comfort with discomfort… You can play it safe and defer important decisions to others, spend hours analyzing and agonizing over every option, or you could accept level of risk and go for it.

Many leaders are afraid of making a bad decision, or a wrong decision… but they must do the best they can with the information available at the time, and that include– instinct, intuition… but even when the wrong option is selected– great leaders deal with it, learn from it… Great leaders  survive in difficult situations, because they– remain calm, trust instincts, make great decisions…

 

Triumph of the Dork, Nerd, Geek– Masters of Digital Age Technology: Embrace Your Dorkiness– Uncork Your Dork…

It’s age of the– dork, nerd, geek… and you owe everything you enjoy in technology to them, e.g.; Internet, social media, networking, gaming, communication… These were– misfits, weirdoes, goofballs, characters, goobers, kooks, nonconformists… that were bullied, outcast, ostracized… and now they control the digital world…

But who are these misunderstood, confused categories, social misfits… the– geek, nerd, dork? According to Merriam-Webster; ‘nerds’ are unstylish, unattractive, socially inept people— individuals slavishly devoted to intellectual and academic pursuits…

According to Urban Dictionary; ‘dorks’ are individuals who are keenly interested in– mathematics, science, technology and applies these principles to everyday occurrences, plus they love video games… According to Merriam-Webster; ‘geeks’ are individuals of intellectual bent who just don’t fit-in– they are technologists, computer geeks…

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Do you identify with any of these; awkward dork, goofball, character, goober, kook– or other similar terms that you might use to describe your inner weirdoism? If so, join the club! According to Blogarama; you know if you are an awkward dork… you always put your foot in your mouth, you are always weirdest person in the group and you feel a little bit like an alien. Where others try so hard to ‘fit-in’ and be cool, smooth, poised… whereas when you embrace your dorkiness, nerdness, geekness… you are not interested in fitting-in; and you are not interested in status-quo; and you are not interested in being something or somebody you are not… According to Suzanne Miller; embrace your inner-dork, flaunt being called– nerd or geek… and no matter how you are described… now in the digital age, you are the ‘coolest’ dude around…

In the article Why Nerds Rule Digital World by Kimberly Grimms writes: How do you spot a modern Einstein? Thick glasses, braces, tucked shirts in high-waist pants, walks fast and always slouching– these are the typical geeks that Hollywood presents to the world… But such descriptions do not hold true these days… These individuals are not stuck in a garage inventing a time travel machine; they are not just looking at a blackboard trying to solve the most complex math problems… These tech-savvy individuals rule what is known the ‘world of digital’ because they have certain behavior characteristics, e.g.; they are perpetually curious… they live for innovation… they use data, not intuition… they are very flexible… they think creatively… they believe that anything is possible… they never stop learning… they don’t take themselves too seriously… 

According to Forbes study; nine out of 10 employees reported bad attitude as the reason for job failure… That’s why you’ll appreciate having ‘nerds’ around; they make the workplace ‘cool’; they consider puns as an art form; they have funky work desks adorned with witty stuff; they take a bad situation and create a meme out of it… They have a sense of humor that enhances creativity and makes for a more engaging workplace… The digital age is a nerd’s world, and you are just living in it… these gentle giants of technology are leading the way for generations to come, and giving the world whatever it wants with just ‘one click’…

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In the article Do You Want to Rock the Blogosphere? by Craig McBreen writes: What makes you so damn special? If you want to find your place in this digital world, you must create a– crackin’, bold, beautiful kick-ass game plan to define why you are here and to outline a plan of action; and a major part of the plan is your– ‘killer swag’. It’s unique combination of know-how, creativity, life experience… It’s who you are and what you know... It’s your own special form of genius… It’s your wee-bit of oddness… It’s your abrasiveness, opinionated, stubborn as mule, little bats with acerbic wit to match… But it’s all OK; it’s your particular brand of– ‘killer swag’.

In the article Rise of the Geeks by Andrew Harrison writes: It’s time for– nerds, geeks, dorks, weirdos, misfits… to get even– they been bully, abused, ostracized… and now they are in control… So what turned things around? First the digital revolution elevated alpha nerds to unprecedented power and influence… and phrase ‘geek chic’ was legitimized  with its introduced into the Oxford English Dictionary… and editors at Collins Dictionary are now tracking the very meaning of the word ‘geek’ itself…

According to Ian Brookes; ‘geek’ is no longer a ‘boring’ and ‘unattractive’ social misfit… increasingly the word ‘geek’ is being used in contexts other than technology… and with increasingly positive connotation…

Moreover, surveys indicate that the public find that ‘intelligence’ as a trait for a ‘potential mate’ is four times more attractive than are ‘good looks’… Take notice, beautiful people!What does it all mean? Is geek just the post-noughties’ fleeting equivalent of punk culture, or does it mark a more fundamental realignment in society? Has society reached the ‘peak of geek’? According to Chris Coleman; it first appeared as kind of anti-fashion statement, but now– geek, nerd, dork… is sign of; entrepreneurialism, creativity, independence… instead of being perceived as weakness. Now, intelligence, different, inventiveness are cool again…

In the article Nerd, Dork, Geek in Business by The Economist writes: This weird bunch are having an ever-increasing impact on business… According to Charles Sykes; be nice to the nerd, geek, dork… chances are you may be working for one of them… More companies are clamoring to hire them; geeks, nerds… are shaping markets for products and services…

According to Stephen O’Grady; nerds are ‘new kingmakers’; they are driving decisions about the technology that companies use. They are driving innovation for– smartphones, social-media, gadgets, platforms… these are technology enthusiasts who experiment in their garage or dorm room… and turn them into mainstream hits… Nerds carry more clout in part because their ranks have swelled… According to IDC; there are around 20 million professional and hobbyist– nerdy types– worldwide…

Companies are beginning to pay attention to rise of a ‘nerd economy’, which stretches well beyond just technology, e.g.; food, fashion choices… The ‘sharing economy’ was originally a nerd thing– they prefer renting to buying stuff… Incumbent businesses, too, have started to take cues from all this nerdness, e.g.; companies sponsor video-game competitions and ‘rodeos’ where competitors race drones around stadiums…

As the success of ‘Pokémon Go’ has shows there can be big profits in the avant-garde areas where– nerds, geeks, dorks… like to experiment. Unfortunately, trying to observe and appeal to the nerdy types is not a sure-fire strategy. Especially when large companies try — too hard– to speak ‘geek’, they often come-off as inauthentic and alienating, exactly what they are not trying to do… Nerds may be a powerful commercial force, but many of them harbor disdain for big brands and overt marketing…

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We are all– dorks, geeks, nerds.. in our own way– people are different and we should celebrate differences– it’s what makes people special. According to Christopher Thurber; there are many awkward people– those who exhibit dorky behavior, i.e.; people who are just little odd, little off, little quirky. Heck, everyone is dorky some of the time; it’s part of being human…

But to maximize effectiveness of an organization, leaders must manage balance in the diversity between talented and less talented people, between dorky and less dorky, between nerdy and less nerdy, between geeky and less geeky: The challenge for leaders is awesome…                   

Idiocy of Denial– False Defense Against Reality, Refusal to Accept Facts: Some Leaders Ignore the Obvious Until It Hurts…

Denial (refusal to believe) is the unconscious determination that a certain reality is too terrible to contemplate, hence it cannot be true… In business, countless companies get stuck in denial while their challenges escalate into crises…

According to Steve McKee; the psychology of denial is fascinating, dictionary says; it’s an unconscious defense mechanism in which emotional conflict and anxiety are avoided by the refusal to acknowledge the reality of certain– thoughts, feelings, desires, facts… that are consciously intolerable.

According to Dr. Carl Alasko; denial allows a person to keep moving forward rather than stopping and facing painful restrictions, demands of reality… and yet reality always wins…

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 Denial is a form of repression, where stressful thoughts are banned from memory, i.e.; if you don’t think about it, then you don’t have to deal with it– just bury your head in sand and move-on… However people engaging in denial pay a high cost in terms of the psychic energy needed to maintain a state of denial, and even worse it has a destructive outcome from its delusion… According to Nicolas Colin; problem for many businesses is that there are always good reasons to rationalize that nothing needs to change…

In the article Admit it: You’re in Denial by Richard Tedlow writes: Denial is an unconscious calculus that says; if an unpleasant reality were true it would be too terrible to cope with, so therefore it cannot be true… It’s what Sigmund Freud described as the combination of ‘knowing with not knowing’… Denial is one of the most common and potentially ruinous obstacles that managers face… Denial permeates every facet of business; it’s the impulse to avoid painful truths; but, why would a business executive deny critical issues affecting their business? Because, to state the obvious, he or she is human… According to Liz Ryan; many leaders don’t know how to deal with crisis, so they pretend it’s not happening. They go into denial…

Massive energy roadblocks show up and they don’t get resolved. Nobody knows what the plan is, or the plan changes every two weeks… New policies spring up to make it even harder to get anything done… The culture is broken but leaders pretend that everything is fine…. There is no foolproof way to escape it but once you recognize the signs you must take steps to mitigate it, e.g.;  find out the real facts and separate rock solid truth from the surrounding haze of assumption… see issues through others point of view… Denial is not about IQ, but about ‘point of view’… If you can’t afford to deny it then recognize it and engage it… 

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In the article Signs of Leader in Denial by George Ambler writes: Face of reality is leaders nightmare… When faced with a difficult situations the natural response is– fight, flight, freeze… All of these reactions have disastrous outcomes. Learning to effectively face and respond to emerging realities is a critical leadership competence. Leaders that fail to face reality, risk creating dysfunction outcomes…  which will cripple an organization ability to respond to; marketplace disruptions, technology, customer expectations… Facing reality may seem logical, and even common sense, but it’s extremely difficult in practice… Recognizing when an organization is in denial through the actions of its leaders is first step to effectively facing and responding to new realities… Ultimately, leaders who avoid reality and choose to live in denial are doomed to fail…

In the article Denial (& Effective Leadership) by Moe Glenner writes: One of most insidious barriers to effective change is a particularly effective flavor of self-defense, otherwise known as denial… You deny that there is a problem, but your acknowledge that there is an issue… You deny its severity, but you acknowledge that the issue needs remedy… you then deny that it’s not your problem, and someone else must deal with it... In other words, you assert that it’s someone else’s problem, not yours, and someone else must fix it… Nowhere are you taking responsibility– the first step to resolution is the ‘admission’… True and highly effective leadership starts with ‘admission’ of an issue… and the ability to be self-accountable in its resolution…

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In the article Dangers of Denial by Ron Ashkenas writes: Great leaders tell it like it is– they focus on reality no matter how painful or unpleasant it might be, and then figure out what to do about it… In contrast, less effective leaders sometimes avoid hard truths, argue with the data, and delay tough decisions…While it’s easy to be critical of leaders who cannot face facts, the truth is that most people engage in denial at one time or another and usually without even knowing it. It’s one of the most common defense mechanisms used to cope with difficult situations… Even the most effective managers engage in some form of ‘wishful hearing’… and interpret it the way they want them to be, instead of how it really is…

There are two principles to keep in mind when dealing with denial in the workplace: Don’t assume that everyone sees the world through the same lens as you: Facts and data are usually open to interpretation, and people have different underlying criteria for how they analyze them. We all emphasize some things and discount others, based on experiences, personality, tolerance for discomfort… Hence, look at situations from multiple angles, challenge underlying assumptions… and eventually you will get more accurate picture of what’s really going on... So while it’s true that great leaders usually don’t get trapped in denial of hard realities, it’s often because they get a lot of help from their team. So yes, denial is alive and well in most organizations but it’s important to remember that it’s a natural human reaction to anxiety-provoking situations, which is why it’s important for teams to help each other see the truth…

In the article Corporate Denial: How It Kills Morale by Jennifer Cross writes: Corporate denial is the classic ‘elephant in the room’… Everyone in the company knows it exists, yet no one in position of leadership is willing to address it… Employees are fearful of calling out bad behavior because organizations protect themselves, not its employees– as the saying goes; denial ain’t just a river in Egypt It’s time to face your challenges, it’s time to look in the mirror and be honest about your company’s corporate denial(s)… it’s time to ask the question: Where is the company in denial? What honest assessments need to be made and steps taken to reform/transform the culture of the organization?

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History has many lessons to teach about role of denial in decline of companies, e.g.; stubborn refusal to admit the changeability of market/consumer demand is a good example… According to Jim Heskett; management use of denial as strategy is a serious issue… Yes, it’s a natural part of human nature and closely related to survival instinct, but it can be extremely destructive… According to Elaine Sihera; denial comes out of fear of being wrong… According to Joe Schmi; denial is the first step in the change process, it’s natural and necessary…

According to Len Bullard; ruthless realism is, itself, pathological and it can deny failure until last second before failure comes… however, the ability to believe that one can save the ship is critical, for it’s that attitude that actually saves it…

Schooling ≠ Education: Stop Rationalizing an Outdated Schooling System, and Focus on Essentials of Education…

Education is often confused with schooling, relying on the premise that time spend in school (a physical place) is directly related to education… Some how, by osmosis or some other magic force, spending time in school will lead to an educated person…

 It’s one of the biggest deceptions, con-games… being perpetuated on society. According to Darrow Miller; schooling can stand as barrier to education… education is not limited to classroom, or structured period of time, or formal instruction… education can take place– anytime, anywhere, in many forms…

According to Francis Schaeffer; schooling is rooted in places, buildings, class rooms… whereas education is a process that challenges the mind with– why, what, how… type of knowledge, understanding, curiosity…

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The current schooling system was designed, conceived, structured for different age. It was conceived in age of Enlightenment (18th Century) and in economic circumstances of Industrial Revolution (19th Century). Now in Digital Age (21st Century) the distinction between schooling and education is totally lost… But government continues to spend billions of dollars in a system that no longer works… And the problem isn’t– lack of funding, or poorly trained teachers, or lax regulations, or low quality curriculum… the problem is the entire education/ schooling paradigm…  

It’s time to break from the past and focus on innovating, creating… system of education that works… The current system is not designed to prepare children/young adults for the real world– it’s focused on goals, such as; passing a test, or graduating first in the class… it’s a system where most people just want to get out-of, as soon as possible… We cannot create a better future, if we continue to do the past…

In the article Are You Schooled or Educated? by Jonathan Jansen writes: There is bad news: While most people are schooled, few are educated– there is a difference… Those who are schooled followed the rules of the school– attended classes, homework, tests, passed, receive certificate of some kind… When you fall out-of-line, e.g.; come-in late or miss an assignment deadline… you are punished for bad behavior… You are in a sense, institutionalized… School in this sense, is a form of institutionalization in which you are ‘schooled to behave’…

These mechanical routines that lock students in classrooms and compress information into their heads in limited periods have morphed into an industry where; test questions are rehearsed, class notes are memorized, test answers are ‘scoped’ to ensure as many of those in attendance can achieve a passing grade… In this context the statement– ‘I went to school’ is as meaningless as saying– ‘I went to prison’… It reveals nothing about the quality and meaning of that experience… Simply insisting that people access and stay in school is not very helpful. In fact, institutionalization with unforgiving rules, unpredictable timetables might, in fact, do more harm than good…

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In the article Education vs. Schooling by George A. Goens writes: The debate about public education is missing an important question: Are students becoming well-educated or well-schooled? There’s a difference; one that is seminal in almost every discussion about public education. The current emphasis on test scores to determine whether a child is getting a good education has narrowed the definition of education…

We are teaching students the ‘game of schooling’ as if it were a short-term competitive exercise, i.e.; do what you must to get the ‘number’ you need… Hence, many students are concerned with passing, not learning… short-term grades, not in-depth understanding… The idea seems to be– if you cannot metrically measurable it, it’s not important, which is cousin to the idea that– if you cannot see it, don’t believe it…

An education is more than simply getting a job or meeting a career goal… Chasing the brass ring without a strong foundation in principle can be corrupting. All children/young adults, rich and poor, should be educated so they can contribute to common good, be responsible, active citizens, and adapt to changing times… Being well-educated means– being able to think critically, to pose questions, seek answers, to understand and develop an ethical and moral framework… Educated people have strong academic skills, but they also have values and principles that form foundation for life’s decisions… Unfortunately, some schools are becoming too narrowly focused and competitive, such  that it has pushed some students to say– ‘I have to cheat’ to get ahead…

In the article School vs. Education by Vinchenzo Renfurm and Jimenez Weerden write: People go to school to be educated and with an education they presumably have the tools for a constructive life experience… But instead of getting educated and being prepared for the real world they get schooled, instead of being taught how to stand on their two feet and become independent and stand out, they are programmed to fit in, to obey and follow orders and rely on others…

They are schooled (programmed) to settle for less than what they are capable of, e.g.; they take tests and based on their answers they are defined as being– ‘stupid’ or ‘smart’… They are taught– how to listen, obey, follow… but not how to– question, invent, lead… The school factories of today are very successful at producing sheep instead of strong individuals, because that’s what the world needed in earlier times, but times have changed…

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But the old schooling model has never changed. Now the Digital Age is different and the world, more than ever, needs educated leaders, entrepreneurs, critical thinkers… The world has changed, while the schooling system has not, the only difference now is that schools are using computers for some tasks instead of paper and pen; but the general method for teaching and examining students is still the same as in earlier times… One of the great fallacies is that– people are confusing schooling with education– one matters and the other simply doesn’t… Albert Eistein quote; education is what remains after one has forgotten what one has learned in school…

In the article Schooling vs. Education by mkaufman writes: The network of teachers and schools was not intended as an education system, but a schooling system. Understanding the difference between schooling and educating is important: The current system of schooling uses discipline and extrinsic motivation as a modality and methodology– to ‘motivate’ people to learn…

The formation of the free public school system was intended to provide bare minimum for the poor to become good citizens… Whereas, a system of education uses intrinsic motivation and natural desire of humans to learn and improve. A ‘system of education’ based on internal motivation is the enabler that support a person to achieve full potential… whereas a ‘system of schooling’ is satisfied with minimum achievement…

A system of schooling tends to control and use discipline… A system of education is based on relationships and respect… One of the reasons that people who are involved in public schooling experience frustration when they attempt to change or reform the existing system is that they don’t understand the difference between– what is schooling? what is education?…

Some confusion is caused because there is often overlap and contradiction between the two… Hence, people who are engaged in reforming the schooling/education system must first understand the distinctions… then they are better able to develop a meaningful set of goals and objectives relative to each system…

educate untitled

Education is inherently a vulnerable state… According to amynylund; you have to be curious; you must care; you must be willing to– not know, and explore the unknown… Unfortunately, education has become directly equated with schooling, where schooling is the process of attending an educational institution… And where a collapsing schooling system for education tends to creates– passive, non-empowering relationship for learning that puts people in state of dependency…

Schooling is a passive learning experience, as opposed to active learning in education. The consequence is that people end-up being in schools, and simultaneously not being educated…