Persuasion Equation: The Subtle Science of Getting Your Way by Mark Rodgers
“Analytical Behavior: You’d think all Analyticals are from Missouri. They say, ‘Show me the logic. Show me the principles. Show me the data. Show me the objective third-party analysis.’ This is the modus operandi for Analyticals. They want to know not only if something works, but how and why and who says. Others may see them as lacking energy or acting aloof, but don’t be fooled: They are using their energy for mental processing and consideration of all angles of a given topic. Analytics don’t make friends easily or quickly, but once they do, relationships are important. Like Amiables, they avoid risk, because their desire to be right is almost all-consuming” (page 49).
“No matter how skilled you are at storytelling, all stories can be distorted by premature feedback comes in the form of ‘Can I make a suggestion?’ One time I got a ‘suggestion’ and, as a result, I dropped a detail out of a story when next I told it. The story fell flat without it, so I put that detail back in. I’ve since come to the conclusion that the person who made the suggestion may have felt judged by his interpretation of what that detail meant. After reflecting, I realized that I wanted this detail to provoke self-examination. I had said, ‘Nasrudin had not prepared his words to touch the hearts and minds of the people; he thought he could wing it.’ My choice of wording makes ‘winging it’ sound like an act of hubris. I’m OK with that. If I can save anyone from suffering through unprepared, stream-of-consciousness ramblings, it is worth it. Opening the floor to criticism often gives you more information about your listeners’ pet peeves than the quality of your story. Appreciations are much more reliable in finding the parts of your story that work and letting the other parts die on the vine” (page 43).
“Small start-up organizations are focused on almost everything at once—funding, hiring, product production or service development, branding, selling, keeping pace with the competition, and other priorities. But, more than anything else, they are obsessed with survival. New companies are founded for all kinds of reasons: the belief in an unmet demand for a product or service can be delivered better or more efficiently, or both; the notion that they are well positioned to offer a solution that meets a specialized or unique market need, and a host of others. But, until it can achieve some kind of consistent revenue and profit, its leadership drives forward putting out fires in crisis management mode. There is usually some basic planning with regard to systems, operations, and development—and theoretically, the more funding, the more planning—but still, there’s a company-wide obsession with getting the job done however possible. Training is usually “on the job.” Managers live in crisis mode. And, in almost all but the very best-funded cases, analysis, strategic planning, and reevaluation of internal systems takes a backseat to the challenges at hand” (pages 108 & 109).
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