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Are you still trying to close that sale? Is your Persistence based on accurate thinking or denial?

by Rick Baker
On Apr 28, 2017

The Thinking Behind the Tweet

When does persistence become the wrong thing to do? 

There are differing views: we discussed this at the Thought Post called ‘The Eighth Step Toward Riches or The First Mental Trap’ 

 When should the sales person draw the line…pull the plug? 

Ideally, this should happen when two things align: 

1. Your gut feel tells you ‘It is over.’ 
2. Your accurate thinking tells you ‘It is over.’ 

That’s much easier said than done. 

But, like all other aspects of sales…it is a talent that can be learned & honed.

Consequences are the legs that support accountability.

by Rick Baker
On Apr 28, 2017

The Thinking Behind The Tweet

Where consequences do not register, in the end there can be no accountability. Consequences take the form of rewards...either positive or negative.

Consequences are the 'effect' half of 'cause & effect'. If we remove the 'effect that follows accountability' then we also remove the accountability.

Tags:

Beyond Business | Thought Tweets

The busier we are the less we remember...don't fight it...use check-lists.

by Rick Baker
On Apr 27, 2017

The Thinking Behind The Tweet

Writing things down: it's a simple thing to do...it's also a powerful strategy for aiding memory and a powerful tactic for delivering on promises. And, that builds trust. So, writing things down provides support for building trust.

Ease - success appears easy; Dis-Ease - failure happens without ease or appearance of easy.

by Rick Baker
On Apr 27, 2017

The Thinking Behind The Tweet

When you fully engage your Talents & Strengths things happen with relative ease...and success follows.

No question about it, people are interested in learning how to kill good ideas

by Rick Baker
On Apr 27, 2017

A number of years ago, I posted the following thoughts about how to kill good ideas.

It is interesting to see a number of people liked the contrarian approach. Perhaps we should spend more time communicating about how to kill good ideas? Perhaps that would encourage people to come up with more-creative ways of squashing one another's innovations, inventions, and creative thoughts? Perhaps this could go a long way toward throttling that annoying habit called Curiosity?

Regardless, at least we have 4 proven ways of getting the job done!

 

4 ways to kill a good idea

By Rick Baker
On Oct 4, 2011

As mentioned recently, I read a really interesting book. It taught me how to kill good ideas.
 
Here is a sample of what I learned, 4 ways to kill good ideas:
  1. Fear Mongering…use genuine facts from the past to create a picture of a fearful future You know many people agonize over the mistakes they have made in the past. And they worry horrible events will repeat themselves…causing misery. So, when someone has a good idea and you want to kill it you can try this strategy. Just recall some extremely painful event from the past and express your concern that this terrifying situation could happen again if we accept this new idea.

  2. Death by Delay…one great way to do this is send the idea to a committee 

    Here’s a nuance you can incorporate when you use this strategy. Dig up some abstruse fact from your company’s history. Applaud the idea then introduce the abstruse fact and talk as if you are convinced the idea and the abstruse fact must be addressed by a committee of various intelligent people. Suggest a chairperson for the committee…i.e., suggest someone you know to be a curmudgeon. 
  3. Confusion…inject lots of irrelevant facts and support them with illogical arguments

    Keep a list of irrelevant facts in a file in the MemoPad area of your BlackBerry. Gather these over time, wean out the weakest ones, and replace them as you find really-choice irrelevant facts. Have at least a dozen fresh irrelevant facts ready for use. Then, whenever people come up with ideas pull out your BlackBerry while stating something like, 'What a synchronicity…I was writing some notes around that topic last week'. Then go on to cite a list of irrelevant facts…keep it up until at least one person dozes off.
  4. Ridicule…with a good-natured demeanour and calm voice, assassinate the character of the person who has the idea

    This one should come with a warning: DO NOT show anything close to a negative emotion while you do this. That could backfire on you, making you look like some sort of unreasonable person. CAUTION: this will take practice…if you are real busy then pick another strategy. To pull this one off you must be pleasant and calm. You must prepare your assassinating words well in advance and practice them in front of a mirror so they come across just right. I recognize that is barely an introduction to this 4th way to kill ideas. But, a more-detailed explanation is beyond the scope of this Thought Post.
You may be saying to yourself, surely there must be more ways to kill good ideas.
 
Yes, do not fret; of course there are many other wonderful ways to kill ideas.
 
Footnote
The book I am referring to is ‘Buy-In, saving your good idea from being shot down’, John P. Kotter and Lorne A. Whitehead. According to the authors of the book I just read, the average person receives about 10,000 ideas [other people’s plans, demands, suggestions, and proposals] every week. That’s a lot of incoming ideas to deal with. Many people are overwhelmed. Most people figure out ways to kill the vast majority of those ideas. The authors provide some solutions…i.e., how to save your good ideas from being shot down. But, it’s a double-edge sword…you can also use their wisdom to hone your skills at killing good ideas.

Communication tip: If you want people to buy into your ideas then you must 'pre-communicate'…and over-communicate.

by Rick Baker
On Apr 26, 2017

The Thinking Behind the Tweet

  1. Experts have been studying people connections, networks, and hubs for over 40 years. Experts concluded weak links, including the most casual interactions with people we only know briefly or through friends-of-friends, often provide the greatest rewards, including access to innovation
  2. Far too many businesses operate like sheep following the herd in their business sector. Even casual connections with people outside your business sector can open doors to tremendous innovations.

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