Orison Swett Marden

Genius, that power which dazzles mortal eyes, is oft but perseverance in disguise.

Todd Davis

What I see time and time again at work is that we confuse activity with results. We get to the end of the day or the end of the week or the end of our life, and we’ve been very busy, we’ve been very exhausted, and we’ve been doing a lot of things. But have we been doing those things that really matter or make … [ Read more ]

Kieran Conboy, Eoin Whelan, Seán Morris

Senior managers may feel that crafting a story around the data is a pointless and laborious effort—that the facts alone are enough to initiate the desired change. Unfortunately, this opinion is based on the flawed notion that business decisions are solely based on logic and reason. A multitude of experiments from the field of behavioural economics clearly prove that emotion, not rational thinking, is what … [ Read more ]

Tyler Odean

Most people choose not to take action because humans are very loss averse. We all want to minimize regret, and we tend to ascribe more regret to acting rather than failing to act. Failing to act doesn’t really feel like our fault. If you’re trying to be persuasive, you can anticipate this instinct. If you desire a particular outcome, make sure that your stakeholders need … [ Read more ]

Tyler Odean

To make whatever you’re offering appeal to a human being, be aware that any information you put out there will be consumed through a comparative lens. If you don’t explicitly tell your audience which comparisons to make, they’ll make them on their own. And these automatic comparisons probably won’t be as flattering as the ones you’d choose for them.

Tyler Odean

It’s infinitely more difficult to persuade someone that they’re wrong than to persuade them that there’s new information that should change their minds. Any time you’re trying to convince someone to change their thinking, always frame it as an opportunity to be right going forward — not an admission of past error.

Tyler Odean

People will remember a totally random sample of the information you give them. It won’t be the best sample. It won’t be the summary you wish you could hand them. It’s a random set of data. Because they’ll remember random parts, you want to construct a message that — when sampled at any point — reinforces your argument and remains persuasive. Keep it to the … [ Read more ]

Tyler Odean

If you speak to System II [thinking] (i.e. pose something complex enough that it requires reasoning), you’re asking to be doubted. Many of us have had the thought while listening to someone: “I don’t know why you’re wrong, but I still don’t believe you.” That’s System II doing its job. To persuade someone, you need to speak as much as you can to System I … [ Read more ]

Tyler Odean

What most people think of as vision is actually persuasion.

Jay Desai

I’d rather get sophisticated questions than simple answers from new hires. People often don’t think that asking questions is indicative of quick learning. They think it’s the opposite.

Robert Spector, breAnne O. Reeves

If “vision” embodies the head of your organization, and “mission” personifies the heart, then “values” symbolize the soul.

Susanna Gallani

These findings echo one of the main concerns associated with monetary rewards that sometimes fail to accomplish their goals. Academics refer to this phenomenon as the crowding-out effect of explicit incentives on intrinsic motivation. In other words, associating an economic value with a certain activity changes the nature of the exchange. If health care workers sanitize their hands because it is in the best interest … [ Read more ]

Peter Drucker

The greatest wisdom not applied to action and behavior is meaningless data.

Shelly Palmer

There’s a very strong confirmation bias for all content today, regardless of whether it’s entertainment, news, or just information. It will grow even stronger as technology improves. As content distributors, we are fighting the hardest fight ever: getting through the personal filters of people who have opted into their own world view. Many have no interest in getting out of it. […] The free and … [ Read more ]

Boris Ewenstein, Bryan Hancock, Asmus Komm

Experts say three [coaching] practices that appear to deliver results are to change the language of feedback; to provide constant, crowdsourced vignettes of what worked and what didn’t; and to focus performance discussions more on what’s needed for the future than what happened in the past.

Adam Galinsky, Maurice Schweitzer

[The] question — should we cooperate or should we compete — is often the wrong one. Our most important relationships are neither cooperative nor competitive. Instead, they are both. Rather than choosing a single course of action, we need to understand that cooperation and competition often occur simultaneously and we must nimbly shift between the two, and that how we navigate the tension between these … [ Read more ]

Robert Cialdini, Theodore Kinni

We not only assign undue levels of importance to whatever captures our attention at a certain point in time, but also assign causality to it.

Ed Catmull

One of the things about failure is that it’s asymmetrical with respect to time. When you look back and see failure, you say, ‘It made me what I am!’ But looking forward, you think, ‘I don’t know what is going to happen and I don’t want to fail.’ The difficulty is that when you’re running an experiment, it’s forward looking. We have to try extra … [ Read more ]

Victoria Bough, Ralph Breuer, Harald Fanderl, Kevin Neher

The heart of effective customer-experience measurement is the organizing principle of measuring experience at the journey level, as opposed to looking only at transactional touchpoints or overall satisfaction. […] A more holistic measurement strategy starts with an integrated measurement model in which all customer-experience metrics along touchpoints and journeys flow up to a top-line metric (Exhibit 1). It matters less which top-line metric a business … [ Read more ]

Thomas P. Joyce Jr.

You can walk up to a visual board on the shop floor in any Danaher business, and the metrics have the same labels: safety, quality, delivery, cost, and inventory. You can look at progress against clear targets — monthly, weekly, and daily cell-level targets. With that kind of visibility and transparency in performance, it’s easy to call it the way you see it. You can … [ Read more ]