marți, 1 martie 2016

Seth's Blog : Reading between the lines



Reading between the lines

If you've ever been rejected (grad school, an article submission, a job) you may have spent some time analyzing the rejection letter itself, reading between the lines, trying to figure out why you were actually rejected.

The thing is, there's almost nothing written between lines.

People rarely say what they mean when they reject you. It's just not worth the risk. Not worth saying, "I'm filled with fear about taking this sort of chance on you." Not worth the blowback of saying, "you're a miserable writer, the bane of my existence, and you will never amount to anything." It'll just come back to haunt them.

And of course, if you do read that sort of apparently honest screed in a rejection letter, it's just as likely to be about the writer as it is about you and your work.

Make a pile of the thousands of rejection letters that successful people have received over the years and analyze them for insights and patterns—you won't find much of use.

Short version: You got rejected. The words and the tone of the rejection aren't going to tell you much, and every moment you spend dissecting them is a way to hide from the real work of making something that will resonate tomorrow.

If you really want to know why someone didn't like your work, you're going to have to put a lot more effort into it understanding the person who rejected you. Reading the tea leaves in the rejection letters and one-star reviews is pretty worthless.

       

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luni, 29 februarie 2016

Seth's Blog : A whole year? Yes, a whole year for leaping.



A whole year? Yes, a whole year for leaping.

Every four years, the worldwide calendar reminds us of a secret.

Leaping.

Leaping powers innovation, it is the engine of not only our economy, but of a thrilling and generous life.

Of course, you can (and should) be leaping regularly. Like bathing, leaping is a practice, something that never gets old, and is best done repeatedly.

But we don't need a worldwide holiday (one that lasts an entire year) for you to leap. You're already doing it.

No, the benefit of the holiday is to give you an excuse to encourage others to leap. It's socially acceptable to say, "Happy leap year." And then explain. Every four years we get to spread this subversive idea.

The existing power structure wants to maintain the status quo, and is generally opposed to the concept of leaping. In fact, if you want to make change happen, if you want to give others a chance to truly make a difference and to feel alive, it's essential that you encourage, cajole and otherwise spread the word about what it means to leap.

Right now, tell ten people about how you're leaping. Ask ten people about how they hope to leap...

An opportunity to help the people around you level up. It's an obligation, an opportunity and a chance that I hope you'll accept. Tell the others.

Culture changes everything.

To celebrate this magical day, a few suggestions. First, two projects I've done as fundraisers for Acumen's educational work (all of my share goes to their essential work in building a new way to educate social entrepreneurs):

Leap First, a short audio program I recorded for Sounds True. There's a special price today in honor of leap year.

Also...

My much celebrated Leadership Workshop is now available in a more traditional online-course format. That link takes you to + Acumen and a significant discount if you sign up with them. You can find the course page here

Thanks to people like you, we've already raised more than $120,000 for Acumen so far.

Here are some quotes and reviews from the first two disruptions on offer:

"So eye opening! Thank you so much for sharing with us and for contributing your knowledge to benefit a larger cause"

"No more standing on the sidelines. If it's change we are going to make, we are in good company"

"Seth does it again, in a calm and clear voice, sharing ideas that will empower you to think and leap towards working and shipping with intention."

"I consider myself a student of Seth's concepts, ideas and work, if you are like me you will find it refreshing and with sharpened insights, if you are new, prepare to live and work in a truly different way."

"Terrific three hours. Plenty to think about. Plenty to do..." 

And two more to consider, when you're ready to help people get serious about the opportunity:

You can buy 120 copies of Your Turn for $96 off today only using code LeapYear. What would you do with 120 books? How about starting a conversation across your entire organization about what it means to leap?

And, 

Today's a great day to forward this link about the altMBA. Applications have just opened for session 5, our last session before the summer.

Une dernière chose : Si vous parlez français, vous pouvez consulter cette édition … 
       

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duminică, 28 februarie 2016

Seth's Blog : The irrational thing about trust



The irrational thing about trust

The obvious and rational equation is that being trustworthy plus being transparent will lead you to be trusted. Verification of trustworthiness should lead to trust.

This makes sense. Being trustworthy (acting in a way that's worthy of trust) plus being transparent so that people can see your trustworthiness—this should be sufficient.

How then, do we explain that brands like Coke and Google are trusted? The recipe is secret, the algorithm is secret, and competitors like DuckDuckGo certainly act in a more trustworthy way.

In fact, trust often comes from something very different. It's mostly about symbols, expectations and mystery.

Consider the relationship you might enter into if you need surgery. You trust this woman to cut you open, you're putting your life in her hands... without the transparency of seeing all of her surgical statistics, interviewing all previous patients, evaluating her board scores.

Instead, we leap into surgery on the basis of the recommendation from one doctor, on how the office feels, on a few minutes of bedside manner. We walk away from surgery because of a surly receptionist, or a cold demeanor. 

The same is true for just about all the food we eat. Not only don't we visit the slaughterhouse or the restaurant kitchen, we make an effort to avoid imagining that they even exist.

In most commercial and organizational engagements, trust is something we want and something we seek out, but we use the most basic semiotics and personal interactions to choose where to place our trust. And once the trust is broken, there's almost no amount of transparency that will help us change our mind.

This is trust from ten thousand years ago, a hangover from a far less complex age when statistical data hadn't been conceived of, when unearthing history was unheard of. But that's now hard-wired into how we judge and are judged.

Quick test: Consider how much you trust Trump, or Clinton, Cruz or Sanders, Scalia or RBG. Is that trust based on transparency? On a rational analysis of public statements and private acts? Or is it more hunch-filled than that? What are the signals and tropes you rely on? Tone of voice? Posture? Appearance? Would more transparency change your mind about someone you trust? What about someone you don't? (Here's a fascinating story on that topic, reconstructed and revealed).

It turns out that we grab trust when we need it, and that rebuilding trust after it's been torn is really quite difficult. Because our expectations (which weren't based on actual data) were shown to be false.

Real trust (even in our modern culture) doesn't always come from divulging, from providing more transparency, but from the actions that people take (or that we think they take) before our eyes. It comes from people who show up before they have to, who help us when they think no one is watching. It comes from people and organizations that play a role that we need them to play.

We trust people based on the hints they give us in their vocal tones, in the stands they take on irrelevant points of view and yes, on what others think.

Mostly, people like us trust people like us.

The mystery that exists in situations without full transparency actually amplifies those feelings.

I'm worried about two real problems, each worse than the other:

a. The trustworthy person or organization that fails to understand or take action on the symbols and mysteries that actually lead to trust, and as a result, fails to make the impact they are capable of. 

b. The immoral person or organization who realizes that it's possible to be trusted without actually doing the hard work of being trustworthy.

We may very well be moving toward a world where data is the dominant way we choose to make decisions about trust. In the meantime, the symbols and signals that mesh with our irrational worldviews continue to drive our thinking.

       

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