Some negotiations are easy. Others are more difficult. And then there are situations that seem completely hopeless. Conflict is escalating, people are getting aggressive and no one is willing to back down. And to top it off, you have little power or other resources to work with. Harvard professor and negotiation adviser Deepak Malhotra shows how to defuse even the most potentially explosive situations and to find success when things seem impossible. Malhotra identifies three broad approaches for breaking deadlocks and resolving conflicts, and draws out scores of actionable lessons. He shows how his principles and tactics can be applied in everyday life, whether you are making corporate deals, negotiating job offers or resolving business disputes. As Malhotra reminds us, regardless of the context or which issues are on the table, negotiation is always, fundamentally, about human interaction. No matter how high the stakes or how protracted the dispute, the object of negotiation is to engage with other human beings in a way that leads to better understandings and agreements. The principles and strategies in this book will help you do this more effectively in every situation.
In this summary, you will learn:
• Three crucial levers for successful negotiation.
• Why and how to frame, or make sense of, negotiations early.
• Why the process of negotiations is just as important as the substance.
• How learning to empathize will increase your chances of success.
Check out the summary here.
Nike is one of the world’s most famous brands. Its swoosh, famously created by an art student for just a few dollars, is ubiquitous. Its outsourcing business model is considered genius by some, controversial by others. Everyone knows Nike — or at least we think we do.
Shoe Dog, the story of Nike written by its founder, Phil Knight, offers a new perspective on the brand. Knight tells a surprisingly riveting tale. The book’s chapters are organized by year, and much of the book is spent on the first 10 years of the company (launched in 1962). As with a detective series in which we know the detective will emerge unscathed, the fact that we know the ultimate outcome of this story does not deter from the white-knuckle ride on which Knight expertly takes his readers. Knight is able to convey the fear and frustration of living on the edge that continues year after year, even as his company continues to grow. For example, Knight describes receiving the “pair count” (how many pairs of shoes shipped) from the warehouses every day. Because he depended on daily sales to generate the cash he needed to keep the business, then called Blue Ribbon Sports, alive, “the daily pair count determined my mood, my digestion, my blood pressure, because it largely determined the fate of Blue Ribbon,” he writes. “If we didn’t “sell through,” sell all the shoes in our most recent order, and quickly convert that product into cash, we’d be in big trouble.”
Blue Ribbon Sports may not be familiar to many, but it was the original name of the company that Knight founded in 1962 (the word “Nike” does not appear until nearly 200 pages into the book). Although known today as the king of outsourced manufacturing, Knight’s “Crazy Idea” — the business model he developed as a Stanford MBA student — was to introduce quality Japanese shoes to America, and specifically the Tiger, manufactured by Onitsuka Company (now Asics) in Kobe, Japan. For a number of years, Blue Ribbon Sports, a company that only existed in Knight’s mind when he traveled to Japan and told Onitsuka executives that he was its representative, was happy to be an importer of Japanese shoes — until, as Knight eloquently describes, Onitsuka decided to break its contract and surreptitiously replace BRS as distributor. The cold war battle between Knight and the man who would become his nemesis, an Onitsuka executive named Kitami, is almost worthy of the tense dance between John Le Carre’s George Smiley and the elusive Karla — which explains…(click here to continue reading this review)
Creating Memorable Content to Influence Decisions
Date: Tuesday, August 23
Time: 12:00 PM ET
Speaker: Carmen Simon, PhD
Audiences forget up to 90% of what you communicate. How can your employees and customers decide to act on your message if they only remember a tenth of it? How do you know which tenth they’ll remember? How will you stay on their minds long enough to spark the action you need?
In this Soundview Live webinar, Creating Memorable Content to Influence Decisions, Carmen Simon draws on the latest research in neuroscience and cognitive psychology to show us how to develop content that speaks to people’s hearts, stays in their heads and influences their decisions.
What You’ll Learn:
- How to create cues that attract attention and connect with your audience’s needs
- How to use memory-influencing variables to control what your audience remembers
- How to turn today’s intentions into tomorrow’s actions
While Alec Ross was working as Senior Advisor for Innovation to the Secretary of State, he traveled to 41 countries, exploring the latest advances coming out of every continent. From startup hubs in Kenya to R&D labs in South Korea, Ross has seen what the future holds.
In The Industries of the Future, Ross shows us what changes are coming in the next 10 years, highlighting the best opportunities for progress and explaining why countries thrive or sputter. He examines the specific fields that will most shape our economic future, including robotics, cybersecurity, the commercialization of genomics, the next step for big data and the coming impact of digital technology on money and markets.
In each of these realms, Ross addresses the toughest questions: How will we adapt to the changing nature of work? How can the world’s rising nations hope to match Silicon Valley in creating their own innovation hotspots? The Industries of the Future takes the complex topics that many of us know to be important and boils them down into clear, plainspoken language. This is an essential book for understanding how the world works — now and tomorrow — and a must-read for businesspeople in every sector, from every country.
In this summary, you will learn:
• How robots will transform daily life and business opportunities.
• How digital technologies and big data can improve health and commerce around the globe.
• The dangers of cyberattacks and the growth of the cybersecurity industry.
• How countries can compete and succeed in the industries of the future.
Most people don’t plan their lives, write Michael Hyatt and Daniel Harkavy, authors of Living Forward: A Proven Plan to Stop Drifting and Get the Life You Want. Instead, people drift through the years, going where circumstances take them rather than taking control.
Living Forward offers a game plan for taking control through a tool call a “Life Plan,” which, as the authors explain, will answer three vital questions.
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Whenever you make a plan, you must begin with the destination. Only by knowing where you are going can you figure out how you can best get there. For the authors, the destination of a life is one’s legacy. Thus, the first question a Life Plan answers is
How do I want to be remembered? The best way to identify your desired legacy, according to the authors, is to write your own eulogy. This rather impertinent process forces you to think about what you would like others to say about you at your funeral.
The first step, of course, is to understand who those others will be. Writing your eulogy, the authors explain, begins with identifying all of your key relationships, either by individual name or by group (e.g., my peers in the company). You then describe how you want to be remembered by each group.
Most of us live extremely busy lives. However, the authors note, a busy life is not a sign of success if you are not busy doing the right things: the things that are most important to you. The second question answered by the life plan is about priorities:
What matters most to me? To help readers determine their priorities, the authors offer a tool based on what they call Life Accounts. The term is chosen for its connotation of bank accounts — that is, accounts that either have a growing balance, consistent balance or declining balance. Grouped in three concentric circles around the YOU at the center, the first three Life Accounts — spiritual, intellectual and physical — involve your relationships with yourself. The second concentric circle of three Life Accounts — marital, social and parental — involves your relationships with others. Finally, the outermost concentric circle of three Life Accounts — vocational (your job), avocational (your hobbies) and financial — concerns your output.
These are prototypical Life Accounts, but the authors emphasize that people may have different accounts and even a different number of accounts. Every individual must determine what is most important to them and, thus, create their own Life Accounts. Whatever the specific accounts may be, “the goal is to have a positive balance in each of your Life Accounts,” the authors write.
The authors cite two criteria that for them are the essential components of a positive balance in a Life Account…..(click here to continue reading)
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