I love when Hugh MacLeod draws.
I love when Hugh MacLeod draws.
A safe space is that area in your life that you define and protect against feeling guilty for acting a certain way, against the avoidance of experimentation for fear of failure or talking to yourself in a way that drives you away from your true self.
Work is an environment where it’s especially important to cultivate a safe space.
What safe space have you defended lately?
Better question yet: what safe space have you allowed to be hijacked lately?
As we grow up we learn “how things are done”.
We see what people do and file it under “how things should be done”.
What we typically don’t have access to – and many times have to learn things the hard way afterwards – is why people do what they do.
And so people take 30 year loans to buy a house. People apply to a job in a company, wait to be picked and then fight their way up an imaginary ladder – a symbol of perceived stability.
But we don’t know about the inner workings.
We don’t know about the real estate market and how credit default swaps might affect house prices in 10 years.
We don’t know about automation, Moore’s law and the evolving relationship between human labor and machine labor.
Until life happens to us and we have no choice but to adapt to new circumstances.
Things are easier when you look beneath the rug and learn the inner workings.
It’s a smart synonym for anticipation.
Here’s how to establish a mentor relationship:
1. Find someone you admire
2. Go up to them and ask them: what would I have to do to be you in 10 years?
Of course, the timeframe may change. The point here is that you ‘re making the question about them (you didn’t ask “can you help me to…?”) and catching them out of guard with your question. Ten years is a sufficiently long time period that the answer will require a follow up conversation.
So: ask for help by making it about the other person; always be respectful and considerate with them, showing true appreciation. You can’t fake this.
From The Book of Life:
Self-pity is wisely addressed not by condemnation but by the kind suggestion of better perspective and fair criticism: perhaps one did do something a little wrong, perhaps this won’t seem like such a problem, tomorrow morning… If this can be taken on board, then the need to ward off failure or to avoid responsibility is lessened. Self-pity no longer feels required. We learn through reassurance, not bracing reproof – however precise the condemnation may be
We do better when we’re not shouted at. Motivation for a lasting improvement never came from the outside.
It’s all inside: maladies and remedies.
“Nu” is the friction coefficient between two surfaces. It turns out it’s higher before (s: static) one object starts to move (d: dynamic) with respect to another. Thus, the force that opposes the movement is higher in magnitude BEFORE the movement takes place.
Just like what happens to you and I when we want to get something done.
Starting is having 50% done etc.
Forgive yourself. Not your fault.
1. Declarar que las necesidades del cliente son más importantes que nuestra necesidad de venderle algoy que lo segundo se satisface después de lo primero.
2. Tener claros los puntos de fricción a lo largo de la experiencia del cliente y establecer un proceso disciplinado para eliminarlos.
3. Decir “los sentimos” en caso de que el cliente no esté satisfecho por la razón que sea , no buscando quién tiene la razón sino desde el deseo genuino de que el resultado de la interacción hubiera sido otro.
Por supuesto, estos tres no son ningunos secretos. Son cosas de sentido común una vez alguien en la empresa decide que el servicio al cliente es un centro de ingresos, no de costo.