Seth's Blog : The other kind of power move



The other kind of power move

In the common vernacular, a power move is something that gets done to you. 

The person with power demands an accommodation, or switches the venue, or has an admin call you instead of calling you himself. Someone with a resource who makes you jump a little higher before he shares it...

Little diva-like gestures to reinforce who has the upper hand.

But what about moves that are based on connection, or generosity, or kindness?

Those take real power.

       

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• Supply and demand
• Turning paradoxes into problems
• Processing feedback
• Numbers (and the magic of measuring the right thing)
• Abstaining

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Seth's Blog : Supply and demand



Supply and demand

Just because you have a supply (a skill, an inventory, a location) that doesn't necessarily mean you are entitled to demand.

The market decides what it wants. You can do your best to influence that choice, but it's never (alas) based on what you happen to already have.

There's a reason that garage sale prices tend to be pretty low.

We could pretty self-involved on supply, forgetting that nothing works without demand.

       

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More Recent Articles

• Turning paradoxes into problems
• Processing feedback
• Numbers (and the magic of measuring the right thing)
• Abstaining
• It feels risky

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Seth's Blog : Turning paradoxes into problems



Turning paradoxes into problems

A problem is open to a solution. That what makes it a problem.

A paradox, on the other hand, is gated by boundaries that make a solution impossible.

If you've been working on a situation, chewing on it, throwing everything you've got at it, it might not be a problem at all. You may have invented a paradox, creating so many limits that you'll never get anywhere.

It makes no sense to work on a paradox. Drop it and move on. Even better, figure out which boundaries to remove and turn it into a problem instead.

Two examples: Building a worldwide limo fleet is impossible, a paradox that requires too much money and too much time--by the time you raised enough money and hired enough supervisors, you'd never be able to charge enough to earn it back. But once you ease the boundary of, "if you own a transport service, you must own the cars and hire the drivers," the idea of building a network is merely a problem.

Another more general one: Making significant forward motion without offending anyone or exposing yourself to fear is a paradox. But once you're willing to relax those boundaries, it becomes a problem, one with side effects you're willing to live with...

       

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More Recent Articles

• Processing feedback
• Numbers (and the magic of measuring the right thing)
• Abstaining
• It feels risky
• Awareness, trust and action

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