To the devil’s advocate: STOP IT! The devil is doing fine on his own, he does not need your help.
Do you ever find argumentative people love to talk about the exception to the rule? Finding the one in a millionth chance and using it as “evidence” for what could happen. It’s a great way to stress yourself out. Also a good way to determine if one is a know-it-all. Do they like proving someone wrong by arguing the exception to the rule?
Why do we do it though? Why do we cause this undue harm on our minds always trying to determine “what’s the worst that could happen?” Sure it’s good to understand what’s the worst that can happen, but to act upon it, or be planning based on it is silly. If we’re constantly worried about what’s the worst that can happen we never look at what’s the best thing that can happen! Ever bring that up in a planning session? Probably not because optimism isn’t generally looked fondly on in the business community (until lately!)
What’s the WORST that could happen? What’s the BEST that could happen?
A part of our brains are built to do this, to protect us. But that same part of your brain telling you to run from danger in a dark alley is the same part that’s holding you back from doing something amazing. In ancient times running away from what scared us was a smart tactic but in today’s world we need to seek out what scares us and push through it. Playing devils’ advocate is a way to assess what’s the worst that could happen. They problem with this is that the “worst” rarely ever happens, but our brains love to focus on the smallest negative piece of feedback. So instead of finding a solution to the obstacle in the way we think about how bad the feedback was and we never move on.
Why You Should Run Your Business Like a Good Landlord.
Yasher Zareh, Director of Operations at Nighthawk Properties in Regina (a property rental and building management company here in Regina), is interviewed by our very own Conrad Hewitt Chief Social Officer at Strategy Lab and a current renter in Regina. Conrad asks about the relationship you have to keep as a landlord. With the assumption you want to maintain the best relationship as possible with your renter.
It’s a delicate relationship. As a landlord you deal with family emergencies, building emergencies and whatever other kind of emergencies you have to deal with.
You can’t be a jerk anymore! You have to maintain a positive relationship with your renters.
Communication is so vitally important. In 2016 where everything is digital and you can text anyone anything! We get lazy in our communication. We don’t use a phone call when we can text and no context is shared in a text message Nd we have a communication breakdown. It IS 2016 that’s what makes phone calls so much more important to use.
“Your property is your brand. Every time someone comes into contact with your brand(property) they either like it a little more or a little less.” -Conrad Hewitt
If you don’t think so you’ve already given up. Read more
Can I give you some feedback?
If you’re like me this is one of the worst phrases to hear in the English language. What they’re actually saying is “would you like me to tell you how I actually feel about you? And oh yeah, if it was good we would have already told you so it’s almost guaranteed to be negative.”
Without feedback we never learn, we never get better, and we never progress.
The extent of your management career will largely be based on the amount of feedback you’re willing to take.
I’ve said to Brandon many times that we will get as far as the feedback we’re willing to take.
I still love the Tim Sanders analogy of “how” to process feedback. He says it’s like eating an almond. Not all of the feedback is valuable, find the nut at the middle (the learning moment) and discard everything else. Rarely do we receive 100% true feedback.
Three reasons why you need to get feedback from your team:
1. If you currently think “my team loves me though, I don’t need their feedback to know that”. You need to ask for feedback soon, you’re worse off than you think. It’s always those managers who “think” their staff can give honest feedback but don’t. Instead there ends up being a revolving door for staff, lots of turnover and no long term employees.
2. It underhandedly shows your team that you care, that you aren’t a know-it-all, and that you’re not too egotistical to change. You don’t have to listen to everything you hear but you do have to make yourself available to hear people when they want to give some feedback. Listen to people shows you care, even if you know you aren’t getting the best feedback, listen, don’t talk, don’t interrupt, just listen. You’ll be amazed at what you find.
3. The teams that communicate up the hierarchy just as efficiently as down the hierarchy will be the most sought after and in turn the most effective.
If your team doesn’t have a feedback strategy soon, your competitors will. They’ll be able to turn on a dime, adjusting to feedback they’re receiving. Today it is relatively simple to setup a feedback strategy, 10 years ago a lot more difficult. 5 years from now it will be baked into the strategy of the high performing teams, and I’m sure it’ll get easier and easier to track, manage and act upon the information acquired.
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