The World's Best Book Summaries
What is Daniel Pink’s book To Sell Is Human about? What is the key message of the book? To Sell Is Human explains the history, evolution, and significance of sales. Pink asserts that all people are salespeople, whether they like it or not. That’s because we’re always selling something—whether that be a product or ourselves. Continue reading for our To Sell Is Human review.
What is the deception box in the book Leadership and Self-Deception? How do you know if you’re leading from the box? In Leadership and Self-Deception, the Arbinger Institute tells a story of a manager named Tom who is “stuck in the box.” However, Tom can’t escape the box unless he first realizes that he is in it, and recognizes his habit of self-betrayal. Keep reading to learn what it means to be in the deception box.
Why is giving unsolicited opinions to colleagues a bad habit you should break? How can you use observational feedback to improve your workplace demeanor? When you give your unsolicited opinions to your employees, you may be doing more harm than good. This type of feedback may lead to frustration, shame, and even outbursts. Here is why you should keep unsolicited opinions to yourself.
In what ways do selling and service go hand in hand? What are Daniel Pink’s two rules to the service-oriented selling approach? In his book To Sell Is Human, Daniel Pink explores the connection between selling and service. He says that the two things you must do are make the sale personal, and make it purposeful. Keep reading to learn more about Pink’s service-oriented selling approach.
How does self-betrayal box you in? How does the main character in the story Leadership and Self-Deception betray himself? In Leadership and Self-Deception, Tom’s manager Bud told him how self-betrayal almost destroyed his marriage. After hearing Bud’s story, Tom started to realize that he was going down the same road. Keep reading to learn more about self-betrayal in the Arbinger Institute’s book.
What is feedforward feedback? How does requesting feedforward feedback from your colleagues help you improve as a manager? “Feedforward” is the opposite of “feedback”—it is practical advice on what you can do to improve your behavior even further moving forward. Requesting feedforward from your colleagues can help you improve as a manager and foster a stronger relationship with your employees. Here’s how to request and practice feedforward feedback.
What is principled bargaining? If a used car salesman can convince a customer to buy a lemon, why isn’t that considered a win? Principled bargaining is when both the customer and the salesperson gain something from the sale. If only one side gains something, then it’s a fail. Here is how to practice principled bargaining.
What is mutual reinforcement in the context of management? How can blaming others for problems put both the accuser and the accused “in the box”? In the Arbinger Institute’s leadership fable Leadership and Self-Deception, they discuss why blaming others only causes problems to grow. This made the main character Tom realize that he is guilty of mutual reinforcement both at work and home. Continue reading to see what the Arbinger Institute has to say on mutual reinforcement and blame.
Are you or your manager guilty of feeling superior at work? How can you recognize these bad habits and work to improve them? Many managers accidentally slip into harmful habits without even realizing it. A common trend among these habits is the tendency to flaunt their superiority to their colleagues. Luckily, these bad habits can be changed if the perpetrator is willing to accept their flaws and work towards change. Here are the top five superiority habits and how to fix them.
What does it mean to sell experiences? Why do people identify more with experiences than material goods? Sales specialist Daniel Pink says that you should always try to get buyers excited about the experience of using a product rather than about the product itself. This is due to a number of factors, including the fact that experiences are easier to relate to and that customers are motivated by emotions. Here is why you should sell experiences, not products.