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There are three ways to make some progress. 1. Ask the right question. If you ask, “Can I turn around this whole organization?” the answer, unfortunately, is no. You can’t. No single person can. But maybe that’s not the right question. Instead, ask yourself, “Is there one thing I can do tomorrow in my own domain to make things a little better?” The answer to that is almost always yes. Start small. Pile up small wins. And worry less about changing everything than about doing something.
In my negotiating course, I tell my students that empathy is “the ability to recognize the perspective of a counterpart, and the vocalization of that recognition.” That’s an academic way of saying that empathy is paying attention to another human being, asking what they are feeling, and making a commitment to understanding their world.
Never Split the Difference
Chris Voss and Tahl Raz
The whole key, whether you are hiring, promoting, or managing for performance in the current job, is that you have clear expectations. Having a clear, focused approach helps us be better managers and therefore helps the people we hire have a higher likelihood of success.” Sure, we all want our employees to be great at everything, but in fact few are, and those who are may well demand higher salaries that make us pay for “features” that we don’t need. Remember, it’s all about the specific skill set you need, when you need it. “A scorecard forces the manager to make choices and be consistent with those choices,” Williams continued. “Scorecard management is hard, but it has great payback. Our hiring success rate has significantly improved, as well as slotting people into assignments that align well with their skills and gifts. The result of both is successful employees and a successful company.”
Who
Geoff Smart, Randy Street
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