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Enchantment

Page history last edited by Larry Housel 8 years, 8 months ago

Enchantment 

by: Guy Kawasaki


 

Chapter 1 Why Enchantment?

 

Enchantment is the act of evoking positive change

 

It helps communicate aspirations and dreams 

Enchantment can break peoples current habits

It gets people to diverge from the crowd

Get people to stick with you when results or feedback is minimal

 

You have to see others point of view in order to enchant them.  They doubt your motivations and have limited resources.

 

Be ethical, others must truly benefit in some way for enchantment to work.

 

Chapter 2 How to Achieve Likability

 

Likability is the first step in achieving enchantment.

 

-Make crows feet. Smile real smiles, which means use not just your mouth muscles but your oculi (eye) muscles as well.  

 

-Dress for a tie.  Dress like the people you are working with.

 

-Have a good firm handshake.  Two or three seconds long with eye contact and moderate distance.

 

-When speaking to others keep it short. Words should be simple and in the active voice.    Make sure your analogies are common and understood by everyone.

 

Accept others for their strengths and weaknesses.

 

Don’t impose your values on others.

 

Passions

-pursue your passions unabashedly and share them openly with others.

-try and find out what other peoples passions are

 

Swear

  • Properly placed swear words can increase acceptance.  Use good judgement but not using them can be just as alienating as using them.  Again use good judgement. 

 

Yes

-Assume people are reasonable honest and grateful.  Default to yes for small requests at the beginning of relationships.

 

Chapter 3 How to achieve Trustworthiness

 

The first step is to trust others.

 

Mensch - German word for Human Being.  Giving people the benefit of the doubt.  Focus on goodwill.  Be honest and transparent. 

 

Disclose your interests so you can build alignment.

 

Don’t undervalue the role of your own knowledge and competence when it comes to building trust.

 

Show up - Be there to interact with people on issues that matter to you.

 

Work on expanding available resources instead of carving out larger chunks of current ones.

 

Establish your position.  You should be able to explain what you do in a short clear sentence.

 

A hero is a man who is afraid to run away.  -English Proverb

 

Chapter 4 How to Prepare

 

Your cause needs to be as enchanting as you are.  Here is a list of qualities it should have:

 

Deep - many features

Intelligent - solves problems

Complete - serves, supports and can be enhanced

Empowering - makes people better

Elegant - naturally aligns with people’s flow

 

The “premortem”

 

Look at why something might fail before attempting it.  The trick is to do it once the project is no longer ongoing but before it is released.  This allows more creative and organized approaches to challenges and spots early warning signs.

 

Make your cause easy to swallow

Keep it short 

Stay positive

Show respect

Don’t underestimate, simple, easy to read and pronounce, even rhyming words.

 

Default to a win-win scenario (example: Forced 401K)

 

Establish Goals, a person with well defined goals is more enchanting.

 

Create checklists related to goals. They help create action, show people you respect their time, and show progress.

 

Chapter 5 How to Launch

 

Tell a David vs. Goliath type story with great aspirations and courage.  Make it personal.

 

Immerse people in a great demo that is as close to the real thing as possible.  Anchor and twist, explain within the realm of the familiar to give it a different meaning.  

 

Enable hands on trials while things are still reversible.  Make them inexpensive and easy to access.  

 

Embrace the nobodies.  Anybody who understands your cause is worth your attention.

 

Ask people outright if they are going to support you.  By attempting to measure someones intent you can affect their actions. 

 

Get your first follower.  The first follower is important because it gives credibility to the leader.

 

Chapter 6 How to Overcome Resistance  

 

Why do people resist?

Inertia

They like options, don’t want to reduce them

Fear of making a mistake

Lack role models

Your cause sucks

 

Familiarity breeds commitment not contempt.  ex. The white iPod headphones.

 

Create a perception of scarcity.  Setup an invite only beta program.

 

Give tours and open houses.  Show people the magic behind the scenes. 

 

Use images, examples, and stories to move people to action.  

 

Find a way to agree with people personally or professionally. 

 

The goal is to invoke change not to get your own way.  Instead of thinking you have the answer, sit back and look for bright spots that are already working.

 

ex. Apple thought the Mac was for spreadsheets but people used it for desktop publishing.

 

When possible use data to demonstrate points.  Make the data visual.

 

Know your competition, if you can’t name ways they are superior to you then you are either clueless or haven’t looked hard enough.

 

Chapter 7 How to Make Enchantment Endure

 

Internalization is the goal.  It’s the third of three stages:

 

Conformity - won’t last long without constant pressure

Identification - shared interests motivate

Internalization - People genuinely believe and do it for themselves

 

Identify people who have internalized and separate them physically if possible.  Foster their divergent thinking.

 

Organization leadership support is important but the grassroot level adoption is key.

 

Don’t use money as an enchantment tool.

 

Give to others, shine there shoes to change their minds.

 

Build an ecosystem to intertwine other peoples success with yours.

User groups

Websites and Blogs

Consultants

Developers

Resellers

Conferences

 

Create a diverse team that will add richness and relevance to you efforts.  You want various viewpoints.  

 

Chapter 8 How to Use Push Technology

 

General Principles

-Respond Fast

-engage everyone not specific or worthy people

-Remember that enchantment is a process not an event

-Provide value

-provide credit (the more you shine the light on others, the more you get noticed)

-limit self promotion to no more than 5%

-disclose conflict of interests

 

Presentations

-Customize the intro to the specific audiance

-Sell a better future

-Speech as a screenplay

--Act 1 what is

--Act 2 what could be

--Act 3 how to make it happen

-Use pictures, video, and demos

 

The 10-20-30 Rule

-10 slides, 20 minutes, 30 point font

 

You cannot practice a presentation to much

 

Email

 

Subject line is critical and should be personalized

Keep emails to 6 sentences or less

Do your homework on the recipient and “suck up” if needed

No attachments without permission

Ask for something concrete

 

Twitter

 

-Spruce up your photo

-Provide a descriptive profile

-Post informative links -Find them on stumbleupon, Smartbrief, alltop, have an Intern find them for you.

-Post links to your own content

-Respond to everyone (and make it personal, do your homework)

 

Chapter 9 How to Use Pull Technology

 

Push brings information to people whereas Pull brings people to information.

 

The primary Pull technology is a website or a blog.  It should contain good freash content, be easy to navigate, and have an About page.

 

Facebook

In some cases a Facebook page can be used instead of a website.  Often less expensive and provides reliable identities to people who interact with it.

 

It is necessary to actively engage members of your Facebook site. 

 

LinkedIn

Make a great Profile - keep it current!

Get visible - Participate in LinkedIn Answers and join Groups.

 

Find people 

- Search by name or company

  • find shared interests
  • Find out about people you work with

 

YouTube

  • Provide value: Inspire, educate, entertain, enlighten
  • Keep it short
  • use keywords wisely as well as the tile description and tags

 

Chapter 10 How to enchant your Employees

 

Provide a map which allows autonomy, supports skill mastery, and gives purpose.

 

When looking at yourself judge the results of your actions

When looking at others, judge the intentions.

 

Adopt a self criticism strategy.

 

Don’t ask others to do what you wouldn’t do yourself.

 

Find and use a devils advocate. 

 

Three important words when it comes to employees “We want you.”

 

Volunteers

Manage there time well

Give them feedback and recognition

Provide free food, drinks, coffee cups, t-shirts

 

Chapter 11 How to Enchant Your Boss

 

Make them look good

 

Don’t think big picture, think about their big picture.

-drop everything and do what they ask

 

Underpromise, Overdeliver 

 

Provide a prototype of what your working on for feedback before you invest to much time.

 

Make your wins your boss’s wins

 

Form friendships in the workplace

-Makes you more efficient

-Has a snowball effect

-Friends protect you

 

Deliver bad news as soon as possible.

-Don’t blame anyone

-Don’t relay the bad news without ideas to fix it.

 

Chapter 12 How to Resist Enchantment

 

Avoid tempting situations (like malls)

 

Make sure you take into account the positive effect you are looking for in the future.  Don’t do something that you don’t feel will put you in a better position a year from now.

 

Know your limitations - devils advocate

 

Beware of false claims, tricky wording, and so called experts.

 

Don’t fall for the example of one, look at the whole data set.

 

The wisdom of the crowd isn’t all its cracked up to be.

 

Track past decisions to avoid making the same negative ones again. 

 

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