"Any man that leads, that does something, has against him those that would want to do the same, those that would do exactly the opposite, and most of all the large army of much harsher men, that do nothing".
- Jules Claretie (translated from French by yours truly)
The original quote, in French, is the following:
"Tout homme qui dirige, qui fait quelque chose, a contre lui ceux qui voudraient faire la même chose, ceux qui font précisément le contraire, et surtout la grande armée des gens beaucoup plus sévères, qui ne font rien."
- Jules Claretie
Saturday, September 17, 2011
Tuesday, September 6, 2011
Some starting line thoughts on entrepreneurship
So, You Want to be an Entrepreneur
By KELLY K. SPORS
Thinking about starting a business? Make sure you're cut out for it first.
In this bleak economy, lots of people are contemplating striking out on their own -- whether they're frustrated job seekers or people who are already employed but getting antsy about their company's prospects.
For some people, entrepreneurship is the best option around, a way to build wealth and do something you love without answering to somebody else. But it's also a huge financial gamble -- and some people, unfortunately, will discover too late that it's not the right fit for them.
Building a successful business can take years filled with setbacks, long hours and little reward. Certain personalities thrive on the challenge and embrace the sacrifices. But it can be a hard switch for someone who has spent years sitting in a cubicle with a steady paycheck.
So, how can you figure out whether you're suited for self-employment? We spoke with entrepreneurship researchers, academics and psychologists to come up with a list of questions you should ask yourself before making a big leap. Entrepreneurs, of course, come from all sorts of backgrounds, with all sorts of personalities. But our experts agreed that certain attributes improve the odds people will be successful and happy about their decision.
Keep in mind that any self-analysis is only as useful as the truthfulness of the answers -- and most people aren't exactly the best judges of their own character. So, you might enlist a friend's help.
Here, then, are 10 questions to ask to see whether you're up for the challenge of entrepreneurship.
Click here for the full article.
What was recommended to me as the absolute essential reading on the topic of starting a business:
The Successful Business Plan, by Rhonda Abrams.
Forbes calls The Successful Business Plan one of the best books for small businesses.
By KELLY K. SPORS
Thinking about starting a business? Make sure you're cut out for it first.
In this bleak economy, lots of people are contemplating striking out on their own -- whether they're frustrated job seekers or people who are already employed but getting antsy about their company's prospects.
For some people, entrepreneurship is the best option around, a way to build wealth and do something you love without answering to somebody else. But it's also a huge financial gamble -- and some people, unfortunately, will discover too late that it's not the right fit for them.
Building a successful business can take years filled with setbacks, long hours and little reward. Certain personalities thrive on the challenge and embrace the sacrifices. But it can be a hard switch for someone who has spent years sitting in a cubicle with a steady paycheck.
So, how can you figure out whether you're suited for self-employment? We spoke with entrepreneurship researchers, academics and psychologists to come up with a list of questions you should ask yourself before making a big leap. Entrepreneurs, of course, come from all sorts of backgrounds, with all sorts of personalities. But our experts agreed that certain attributes improve the odds people will be successful and happy about their decision.
Keep in mind that any self-analysis is only as useful as the truthfulness of the answers -- and most people aren't exactly the best judges of their own character. So, you might enlist a friend's help.
Here, then, are 10 questions to ask to see whether you're up for the challenge of entrepreneurship.
Click here for the full article.
What was recommended to me as the absolute essential reading on the topic of starting a business:
The Successful Business Plan, by Rhonda Abrams.
Forbes calls The Successful Business Plan one of the best books for small businesses.
Wednesday, August 31, 2011
Passion for work can ruin your career
Harmonious vs obsessive work passion, by Scott Bary Kaufman.
Yet another original point of view on a work related myth by HBR, backed by psychologogy and data.
Those with harmonious passion engage in their work because it brings them intrinsic joy. They have a sense of control of their work, and their work is in harmony with their other activities in life. At the same time, they know when to disengage, and are better at turning off the work switch when they wish to enjoy other activities or when further engagement becomes too risky. As a result, their work doesn't conflict with the other areas of their lives.
In contrast, those with obsessive passion display higher levels of negative affect over time and display more maladaptive behaviors. They report higher levels of negative affect during and after activity engagement; they can hardly ever stop thinking about their work, and they get quite frustrated when they are prevented from working. They also persist when it's risky to do so (just like a pathological gambler). A reason for this is that their work forms a very large part of their self-concept. To protect their selves, they display more self-protective behaviors, such as aggression, especially when their identity is threatened.
Yet another original point of view on a work related myth by HBR, backed by psychologogy and data.
Those with harmonious passion engage in their work because it brings them intrinsic joy. They have a sense of control of their work, and their work is in harmony with their other activities in life. At the same time, they know when to disengage, and are better at turning off the work switch when they wish to enjoy other activities or when further engagement becomes too risky. As a result, their work doesn't conflict with the other areas of their lives.
In contrast, those with obsessive passion display higher levels of negative affect over time and display more maladaptive behaviors. They report higher levels of negative affect during and after activity engagement; they can hardly ever stop thinking about their work, and they get quite frustrated when they are prevented from working. They also persist when it's risky to do so (just like a pathological gambler). A reason for this is that their work forms a very large part of their self-concept. To protect their selves, they display more self-protective behaviors, such as aggression, especially when their identity is threatened.
Wednesday, August 24, 2011
Monday, July 4, 2011
Why a Great Individual Is Better Than a Good Team
Interesting and thought provoking HBR article.
I'll take away three main points from it:
- "how many mediocre people would it take to collectively beat Kasparov in a chess match?"
- Mediocre minds can also destroy the value or contribution of a great mind. No matter how good Kasparov is at chess, he would not do well playing doubles with a mediocre chess player against Bobby Fisher alone.
- Leaders need to make tough decisions all the time. One decision is easy: find the best people and empower them to do great things.
This only reinforces my belief that a management style that recognizes indivudual contribution and results is the way to go.
I'll take away three main points from it:
- "how many mediocre people would it take to collectively beat Kasparov in a chess match?"
- Mediocre minds can also destroy the value or contribution of a great mind. No matter how good Kasparov is at chess, he would not do well playing doubles with a mediocre chess player against Bobby Fisher alone.
- Leaders need to make tough decisions all the time. One decision is easy: find the best people and empower them to do great things.
This only reinforces my belief that a management style that recognizes indivudual contribution and results is the way to go.
Wednesday, May 25, 2011
Negotiation: some practical concepts learned
POST IN PROGRESS / WORK IN PROGRESS.
I'm posting this as food for thoughts only. If I overcome my bloglazyness spell, I'll be finalizing this... shortly... Yeah.
Negotiating vs bargaining
This blog post will focus on deal negociations that involve multiple points of various importance to each parties (such as a series of contractual points). It does not cover "haggling" or "bargaining", which in my personal opinion implies a discussion around one or two points at the most(such as the price of the souvenir you want to buy during your exotic vacation), where either the stronger willed man wins, or where if both men haggle as much they end up both being unsatisfied.
My key concepts
The bottom line / The make or break
Clearly identify it. Have it confirmed by your management, so you know where you stand (this ensures you're covered).
Negotiating is chess
Define the points you can concede, the "pawns" that you can "sacrifice". Define the "make or breaks", the kings and queens that you cannot let go of.
The action plan and setting priorities
How and when will you bring up each points to be discussed. Hierarchize them. Which will be presented first, and last? And why? What are the interconections between each points? Will discussing one bring up another? Will conceding one bring up another? Will obtaining what you want on one open up an other attack path for the opposing party?
Empathy and 3 moves ahead
Chess again. Force yourself, before the actual meeting, to put yourself in the other party's shoes. This requires effort do be done correctly, especially when thinking several moves ahead.
The milestones
Understanding that negotiations are not set in a limited timeframe, no matter what is said or what the environment tends to lead you to believe (a business trip in a far away country to discuss specific points for example). Do not be time's hostage. Understand that negotiating is all about setting milestones.
If during one meeting I express discontent regarding a specific point, but do not discuss it further, I've just set a milestone. It'll be easier for me to get back to it next time.
Choosing your battles
See priorities and sacrificing pawns.
The fall back position
What is your fallback position if you need to retreat? Key concept in the chess playing: think of the most probably opposition(s) and your fallback position.
Ex:
- we want 100% exclusivity.
- not possible
- ok we want 100% exclusivity on sector B (where 100% of sector B is your actual priority).
It's often best to "let them come"
Assess when this is the case, and when it isn't.
Empathy, during the meet
Empathy : have the other party understand you understand his position. Have him believe it. Too many negociations are straightforward powers truggles, where ego quickly comes in. Aknowledging the other's opinion opens so many doors. We are no longer in an ego battle, we are now back in a rational discussion where each opinion is rationally assessed.
Negotiation... is 90% of preparation.
When we are at the tables, negotiating... either we are ready or we are not. If something comes up to which we do not have an answer, we do not reply. We will get back to them later.
Negotiation... is NOT a fight.
Never deal staggering blows (to deals or egos). Never ever deliver a blow that will leave your counterpart reeling, wincing...
If ever you have hard hitting facts or hard hitting comments to deliver, they need to be prepared and they need to be smoothly transitionned into.
Sure, you may feel like the king of the world when you're the tables bulldozer... but this type of attidude will always come back and bite you, short or long term. Hurt someone's ego and they will probably never forget it.
Take your time when replying. There is no rush.
When formulating an answer, take your time, breath, understand, then ...spend 10 to 15 seconds acknoweldging your counterpart's position. Convince him you understand his point of view.
The emotional aspect
The emotional aspect of a negotiation is absolutely key. No matter how the discussions went, all parties leaving the room must be happy and in good spirits. So even if you just put an end to a negotiation with an overpowered, overzealous and full of bad intention corporation who trie to have their laywers make you sign a deal with the devil, you need to show the other party sympathy and respect. Make them feel like there was no harm done, and leave the door open to future discussions.
The diving board analogy, applied to negociation
- FIRST climb the ladder ,
- THEN move ahead on the board,
- THEN dive
- and FINALLY, feel the water on your fingertips...
The importance of roles in (group) negociation
Make sure you predefine what your mask will be, and stick to it. Aknowledge there is some is some acting to negotiating. It's part of the game, especially when hierarchy is involved.
Body language
Make sure your body language (and eye language) do not convey agressivity, but open-mindness and cool laid back professionalism.
Negociating is like poker, you need to have a mask and make sure you and your emotions cannot be read.
I'm posting this as food for thoughts only. If I overcome my bloglazyness spell, I'll be finalizing this... shortly... Yeah.
Negotiating vs bargaining
This blog post will focus on deal negociations that involve multiple points of various importance to each parties (such as a series of contractual points). It does not cover "haggling" or "bargaining", which in my personal opinion implies a discussion around one or two points at the most(such as the price of the souvenir you want to buy during your exotic vacation), where either the stronger willed man wins, or where if both men haggle as much they end up both being unsatisfied.
My key concepts
The bottom line / The make or break
Clearly identify it. Have it confirmed by your management, so you know where you stand (this ensures you're covered).
Negotiating is chess
Define the points you can concede, the "pawns" that you can "sacrifice". Define the "make or breaks", the kings and queens that you cannot let go of.
The action plan and setting priorities
How and when will you bring up each points to be discussed. Hierarchize them. Which will be presented first, and last? And why? What are the interconections between each points? Will discussing one bring up another? Will conceding one bring up another? Will obtaining what you want on one open up an other attack path for the opposing party?
Empathy and 3 moves ahead
Chess again. Force yourself, before the actual meeting, to put yourself in the other party's shoes. This requires effort do be done correctly, especially when thinking several moves ahead.
The milestones
Understanding that negotiations are not set in a limited timeframe, no matter what is said or what the environment tends to lead you to believe (a business trip in a far away country to discuss specific points for example). Do not be time's hostage. Understand that negotiating is all about setting milestones.
If during one meeting I express discontent regarding a specific point, but do not discuss it further, I've just set a milestone. It'll be easier for me to get back to it next time.
Choosing your battles
See priorities and sacrificing pawns.
The fall back position
What is your fallback position if you need to retreat? Key concept in the chess playing: think of the most probably opposition(s) and your fallback position.
Ex:
- we want 100% exclusivity.
- not possible
- ok we want 100% exclusivity on sector B (where 100% of sector B is your actual priority).
It's often best to "let them come"
Assess when this is the case, and when it isn't.
Empathy, during the meet
Empathy : have the other party understand you understand his position. Have him believe it. Too many negociations are straightforward powers truggles, where ego quickly comes in. Aknowledging the other's opinion opens so many doors. We are no longer in an ego battle, we are now back in a rational discussion where each opinion is rationally assessed.
Negotiation... is 90% of preparation.
When we are at the tables, negotiating... either we are ready or we are not. If something comes up to which we do not have an answer, we do not reply. We will get back to them later.
Negotiation... is NOT a fight.
Never deal staggering blows (to deals or egos). Never ever deliver a blow that will leave your counterpart reeling, wincing...
If ever you have hard hitting facts or hard hitting comments to deliver, they need to be prepared and they need to be smoothly transitionned into.
Sure, you may feel like the king of the world when you're the tables bulldozer... but this type of attidude will always come back and bite you, short or long term. Hurt someone's ego and they will probably never forget it.
Take your time when replying. There is no rush.
When formulating an answer, take your time, breath, understand, then ...spend 10 to 15 seconds acknoweldging your counterpart's position. Convince him you understand his point of view.
The emotional aspect
The emotional aspect of a negotiation is absolutely key. No matter how the discussions went, all parties leaving the room must be happy and in good spirits. So even if you just put an end to a negotiation with an overpowered, overzealous and full of bad intention corporation who trie to have their laywers make you sign a deal with the devil, you need to show the other party sympathy and respect. Make them feel like there was no harm done, and leave the door open to future discussions.
The diving board analogy, applied to negociation
- FIRST climb the ladder ,
- THEN move ahead on the board,
- THEN dive
- and FINALLY, feel the water on your fingertips...
The importance of roles in (group) negociation
Make sure you predefine what your mask will be, and stick to it. Aknowledge there is some is some acting to negotiating. It's part of the game, especially when hierarchy is involved.
Body language
Make sure your body language (and eye language) do not convey agressivity, but open-mindness and cool laid back professionalism.
Negociating is like poker, you need to have a mask and make sure you and your emotions cannot be read.
Monday, May 9, 2011
Non-measurable success factors
I've been having a great couple of weeks: deals were signed, new potential ones are moving forward, great constructive meetings were held... All is well.
In the mist of all this, I've been wondering what I can attribute this success to, as I sometimes have a hard time cleary identifying my "success factors" (beyond the great management and training I received in my early years).
Obviously there is a bit of luck involved (see my previous post), but it's not like I can tell my CEO "send me to negociate that deal, I'll do good 'cause I'm a lucky guy...".
So this morning driving to work I reflected on what could be my "non-measurable" success factors when contacting a potential partner, negociating a potential deal and following through in building a strong relationship. Well, I've identified the following 4, that I truly believe make the difference in early stages of business building.
Professionalism
Dress perfectly. Be on time. Follow up and follow through. Do what you say. De totally dependable.
Conveying Trust
Be transparent, clearly define your objectives, your motives. Be straightforward. People who know you are honnest and have integrity will be more at ease when working with you.
Conveying Expertise
Only if you actually have it (if not, dont fake it, you'll loose their trust).
Conveying expertise will reassure your potential partner. If you know what you're talking about, and most importantly, if you actually bring added value for your partner, this is a huge step in securing a good partnership.
Serenity
If your potential partner is reassured about the fact you are easy to work with (not to be mistaken with someone who can be walked on all over) and always keep your cool when analysing tough situations, well he'll be more inclined to work with you than your competitor who gets red in the face at each contract clause negociation...
So there you have it: conveying professionalism, trust, expertise and serenity. Ingredients for success in my opinion.
In the mist of all this, I've been wondering what I can attribute this success to, as I sometimes have a hard time cleary identifying my "success factors" (beyond the great management and training I received in my early years).
Obviously there is a bit of luck involved (see my previous post), but it's not like I can tell my CEO "send me to negociate that deal, I'll do good 'cause I'm a lucky guy...".
So this morning driving to work I reflected on what could be my "non-measurable" success factors when contacting a potential partner, negociating a potential deal and following through in building a strong relationship. Well, I've identified the following 4, that I truly believe make the difference in early stages of business building.
Professionalism
Dress perfectly. Be on time. Follow up and follow through. Do what you say. De totally dependable.
Conveying Trust
Be transparent, clearly define your objectives, your motives. Be straightforward. People who know you are honnest and have integrity will be more at ease when working with you.
Conveying Expertise
Only if you actually have it (if not, dont fake it, you'll loose their trust).
Conveying expertise will reassure your potential partner. If you know what you're talking about, and most importantly, if you actually bring added value for your partner, this is a huge step in securing a good partnership.
Serenity
If your potential partner is reassured about the fact you are easy to work with (not to be mistaken with someone who can be walked on all over) and always keep your cool when analysing tough situations, well he'll be more inclined to work with you than your competitor who gets red in the face at each contract clause negociation...
So there you have it: conveying professionalism, trust, expertise and serenity. Ingredients for success in my opinion.
Tuesday, February 15, 2011
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