The document discusses business values that employees of LILA Games will be expected to agree to before joining the company. It outlines seven key values: 1) maintaining a "wartime orientation" focused on results over stability, especially for new businesses, 2) open and direct internal communication, 3) embracing "radical truth" through open debate, 4) having clear areas of responsibility with single owners, 5) focusing efforts using the "hedgehog concept" and "north star metrics", 6) addressing problems directly, and 7) maintaining a solution-oriented and optimistic approach. The document emphasizes the importance of shared values within a company to avoid future conflicts.
The presentation of a workshop we gave at AKKA about Virtual and Augmented Reality. It contains up to 35 case studies in VR & AR in the industry.
The full presentation is about 400MB large and contains the videos we showed. Contact us if you would like to see this presentation.
This document provides an overview of organizational behavior concepts related to conflict and negotiations. It begins with learning objectives focused on understanding the different types and causes of conflict, and how to manage it effectively. It also covers the stages of negotiation and how to avoid common mistakes. The document then defines different types of conflict and discusses causes and outcomes. It provides strategies for managing conflict, such as changing team structures or problem solving. It also discusses different conflict handling styles and their appropriate uses. The document concludes by covering negotiation strategies and ethics.
1. Refine your job search by defining your target job title, industry, location, and salary requirements.
2. Research companies and identify potential openings using online job boards, company career sites, networking, and other methods.
3. Customize your resume and cover letter for each application by highlighting how your qualifications match the job requirements.
4. Prepare for interviews by practicing common questions and learning about the company.
5. Follow up after applying and interviewing to express your continued interest in the role.
TMA World Viewpoint 37: How To Resolve Conflict In The WorkplaceTMA World
Unresolved conflict in the workplace represents a large but unrecognized cost for many businesses. It can account for up to 90% of involuntary employee departures and up to 30% of a manager's time. This document provides strategies for effectively resolving workplace conflicts, including diagnosing the problem, strategizing using different conflict management styles like competing, collaborating, compromising, and avoiding, and then solving the conflict through assertive communication and problem solving. The goal is to view conflicts as opportunities rather than problems and deal with them in a way that satisfies all parties involved.
Master Class Consultancy Fundamentals. Attendants: Young Professionals. Topics: Block, Schein, Drucker, Bazerman, Kubr, French & Raven, Novak, Quinn, Scheepers a.o.
Topic at hand: succession as well as personal branding.
The presentation provides key reasons for developing negotiation skills.
NEGOTIATION Skills: THE ESSENTIALS & PRACTICES 1
Introduction:
So much of life is a negotiation – so even if you’re not in business, you have opportunities to practice all around you by Kevin O’Leary
You Don’t Get What You
DESERVE, You Get What You
NEGOTIATE.
WHAT ARE YOUR PERCEPTIONS ABOUT NEGOTIATION?
1. Are you always able to negotiate in any situation?
2. Do you believe there are situations where you actually cannot negotiate?
3. What do we feel negotiation actually is?
4. Are some people naturally gifted at negotiating?
5. What kind of people make the best negotiators?
What Is Negotiation?
Negotiation occurs when two or more parties are prepared to seek a resolution to a point of difference and intend to produce an agreement through bargaining.
Negotiation can also be defined as a process of adjusting both parties’ views of their ideal outcome to an attainable outcome.
Why Negotiation?
A man sat in train compartment looking out into the serene countryside. Two women joined him, one held a lapdog. The woman looked at the man in contempt for he was smoking. In exasperation and desperation, one of the women stood opened the window, took the cigarette from the man's lips threw it out the window and closed the window. The man sat there for a while and then proceeded to reopen the window grab the woman's dog from her lap and threw it out the window.
Please discuss the following questions:
1. What are the various ways the old lady would have resolved the situation
2. What situation have you been in like the one above where you reacted like the old lady?
3. What was the effect of your reaction?
We all have different interests, needs, and perspectives
Career Progression and Professional Growth requires negotiation. You won’t be paid well if you lack negotiation skills and you can miss out on important job placement
Good marriages and high quality relationship are product of negotiation
You won’t be a Christian without effective negotiation in John 3:16
“You don't get what you deserve, you get what you negotiate”
One major part of a successful business is negotiation. As such, the art of negotiating is an essential skill of the modern business professional.
In an increasingly competitive business environment, characterized by thinning margins, it has become imperative that organizations place significant emphasis on measures that will provide a platform for enhancing the overall profitability of their organizations.
Such measures include providing best value for money by effectively negotiating transactions with customers (both internal & external), as well as focusing on cost control measures.
Negotiations, whether drafting a contract, settling a dispute with customers or making trade-offs between Business Units - are a pivotal part of Business operations if an organization's objectives (financial and otherwise) are to be met.
The presentation of a workshop we gave at AKKA about Virtual and Augmented Reality. It contains up to 35 case studies in VR & AR in the industry.
The full presentation is about 400MB large and contains the videos we showed. Contact us if you would like to see this presentation.
This document provides an overview of organizational behavior concepts related to conflict and negotiations. It begins with learning objectives focused on understanding the different types and causes of conflict, and how to manage it effectively. It also covers the stages of negotiation and how to avoid common mistakes. The document then defines different types of conflict and discusses causes and outcomes. It provides strategies for managing conflict, such as changing team structures or problem solving. It also discusses different conflict handling styles and their appropriate uses. The document concludes by covering negotiation strategies and ethics.
1. Refine your job search by defining your target job title, industry, location, and salary requirements.
2. Research companies and identify potential openings using online job boards, company career sites, networking, and other methods.
3. Customize your resume and cover letter for each application by highlighting how your qualifications match the job requirements.
4. Prepare for interviews by practicing common questions and learning about the company.
5. Follow up after applying and interviewing to express your continued interest in the role.
TMA World Viewpoint 37: How To Resolve Conflict In The WorkplaceTMA World
Unresolved conflict in the workplace represents a large but unrecognized cost for many businesses. It can account for up to 90% of involuntary employee departures and up to 30% of a manager's time. This document provides strategies for effectively resolving workplace conflicts, including diagnosing the problem, strategizing using different conflict management styles like competing, collaborating, compromising, and avoiding, and then solving the conflict through assertive communication and problem solving. The goal is to view conflicts as opportunities rather than problems and deal with them in a way that satisfies all parties involved.
Master Class Consultancy Fundamentals. Attendants: Young Professionals. Topics: Block, Schein, Drucker, Bazerman, Kubr, French & Raven, Novak, Quinn, Scheepers a.o.
Topic at hand: succession as well as personal branding.
The presentation provides key reasons for developing negotiation skills.
NEGOTIATION Skills: THE ESSENTIALS & PRACTICES 1
Introduction:
So much of life is a negotiation – so even if you’re not in business, you have opportunities to practice all around you by Kevin O’Leary
You Don’t Get What You
DESERVE, You Get What You
NEGOTIATE.
WHAT ARE YOUR PERCEPTIONS ABOUT NEGOTIATION?
1. Are you always able to negotiate in any situation?
2. Do you believe there are situations where you actually cannot negotiate?
3. What do we feel negotiation actually is?
4. Are some people naturally gifted at negotiating?
5. What kind of people make the best negotiators?
What Is Negotiation?
Negotiation occurs when two or more parties are prepared to seek a resolution to a point of difference and intend to produce an agreement through bargaining.
Negotiation can also be defined as a process of adjusting both parties’ views of their ideal outcome to an attainable outcome.
Why Negotiation?
A man sat in train compartment looking out into the serene countryside. Two women joined him, one held a lapdog. The woman looked at the man in contempt for he was smoking. In exasperation and desperation, one of the women stood opened the window, took the cigarette from the man's lips threw it out the window and closed the window. The man sat there for a while and then proceeded to reopen the window grab the woman's dog from her lap and threw it out the window.
Please discuss the following questions:
1. What are the various ways the old lady would have resolved the situation
2. What situation have you been in like the one above where you reacted like the old lady?
3. What was the effect of your reaction?
We all have different interests, needs, and perspectives
Career Progression and Professional Growth requires negotiation. You won’t be paid well if you lack negotiation skills and you can miss out on important job placement
Good marriages and high quality relationship are product of negotiation
You won’t be a Christian without effective negotiation in John 3:16
“You don't get what you deserve, you get what you negotiate”
One major part of a successful business is negotiation. As such, the art of negotiating is an essential skill of the modern business professional.
In an increasingly competitive business environment, characterized by thinning margins, it has become imperative that organizations place significant emphasis on measures that will provide a platform for enhancing the overall profitability of their organizations.
Such measures include providing best value for money by effectively negotiating transactions with customers (both internal & external), as well as focusing on cost control measures.
Negotiations, whether drafting a contract, settling a dispute with customers or making trade-offs between Business Units - are a pivotal part of Business operations if an organization's objectives (financial and otherwise) are to be met.
The Struggle for Survival and Prosperityaizellbernal
This document discusses problems that small and large firms may face. For small firms, key issues include a lack of competitive advantage, overreliance on assumptions instead of facts, poor or no planning, lack of professional advice, insufficient capital, cash flow issues, and managerial challenges. Large firms can struggle with unclear objectives, lack of coordination, functional weaknesses, personnel problems, and inadequate controls. The document provides suggestions for addressing these issues, such as developing a competitive edge based on research and costs, hiring outside professionals, planning strategically, and preparing for succession.
This document provides an overview of conflict resolution strategies and their benefits. It discusses what conflict is and provides examples of conflicts in the workplace. Two common resolution strategies are described in depth: avoiding conflict and collaborating. Avoiding aims to postpone conflict by not addressing issues, while collaborating involves all parties working together to find a joint solution. Resolving conflicts benefits work efficiency and relationships by promoting understanding between parties. The document also outlines what to do if a conflict cannot be resolved, such as involving a third party or accepting disagreement.
This document discusses negotiation and conflict resolution. It begins by describing the characteristics of conflicts as involving interdependence between parties, incompatible goals, scarce resources, and interference. Common responses to conflict include avoidance, accommodation, opportunism, and negotiation. Negotiation is presented as a process to resolve conflicts through dialogue and problem-solving. Effective negotiation focuses on finding win-win solutions where both sides benefit, rather than win-lose outcomes where one side loses. Key elements in any negotiation include information, power, and time. The document provides strategies for gathering information, understanding power dynamics, and managing time pressures to achieve cooperative resolutions.
This document provides an overview of key concepts and strategies for effective negotiation. It discusses the importance of understanding interests rather than positions, discovering common and differing interests, and creating value through innovative options. It also covers preparation, alternatives to no deal, standards and criteria, communication, perceptions, sources of power, and dealing with difficult negotiators. The overall message is that negotiation requires flexibility, active listening, understanding multiple perspectives, and finding solutions that satisfy all parties.
Module 4 - BackgroundThird Party Intervention and Global Negot.docxjacmariek5
Module 4 - Background
Third Party Intervention and Global Negotiation
THIRD PARTY INTERVENTION
It probably goes without saying that litigation is likely the more expensive and the most time consuming. Lawyers have a knack for tying up a case in a tangle of legal knots for years. The outcome is often uncertain and the resulting benefits can be nebulous at best.
Arbitration, as it turns out, may not be that much more productive than litigation, as this dispute resolution process can also be costly and time consuming for the participants. However, the effect and influence of arbitrators can vary quite significantly between countries and cultures. In some countries, arbitrators may be inclined to impose a settlement on the parties in dispute, and in other countries they may be inclined to facilitate a more amicable agreement. Arbitration may be a more proactive venue than litigation. One thing is clear about a dispute in a joint venture partnership though: there is little hope that the relationship between the partners will likely survive either process.
Often, many companies will resort to either litigation or arbitration first. This may be a mistake.
This brings us to mediation. Mediation is the least-used process to resolve disputes. So, what are the similarities and the differences? First, a mediator is chosen by both parties, and will bring their own applicable expertise to the dispute process, as well as an understanding of the basis of the dispute. More importantly, mediators are both neutral and objective. The mediator will use the resources of both parties to help both parties resolve their conflict. In other words, a mediator, more than anyone else, can help mend a contractual dispute and save a relationship. Let’s look at an example.
In Italy, a company called Nuovo Pignone, which manufactured heavy equipment, was being sued by an insurance company to recoup a claim they paid out to one of NP’s customers. The customer had lost business when some of the equipment it had purchased from NP failed in a contract job. NP suggested they use a mediator. Both the insurance company and the customer who had sustained the loss agreed. A retired Italian judge was called in to mediate. The judge focused on settlement as his objective in the dispute.
By taking this approach, the parties were able to more realistically gauge each other’s strengths and weaknesses. The customer was persuaded to put pressure on the insurance company as he was still a valued customer of both parties despite his dispute with NP. As a result, the insurance company was persuaded to settle for a reasonable and acceptable amount of money. In the end, all parties were satisfied through the mediator’s efforts and the business relationship between the parties was successfully maintained.
A mediator can more readily help the parties shape or restructure their agreements and is thereby more likely to also preserve a profitable ongoing relationship than would have be.
You can no longer count on a return to “ Normal” competitive conditions. The business world is flat, with capital & knowledge able to move anywhere instantly. Brands are losing value, regulations are increasing and competitors can come out anywhere. Filtered information, Selective hearing, Wishful thinking, Fear and Emotional over investment can all act to prevent an organization from Confronting and dealing with reality.
As a way to understand reality, the authors put a high premium on business savvy- the ability to understand the fundamentals of a business, and the connections between them. The book presents a model and process to help leaders learn business savvy to recognize the position of their business in wider external realities and to take action based on that understanding.
This document outlines three trends in B2B marketing for the next decade. The first trend is "The War on Brand" which discusses the benefits of brand building over short-term sales tactics. It argues that brands provide long-term benefits like sales, pricing power, talent acquisition and competitive advantages. While brand building requires big bets and being contrarian, those are the most profitable strategies. The second trend is "Blockbuster Marketing" which will explore creative strategies. The third trend is "The Death of Hyper-Targeting" which will cover changes in how brands distribute content. Overall, the document advocates durable, contrarian strategies that focus on long-term growth rather than short-term efficiencies.
As a professional, your ability to influence and negotiate both corporately and externally is critical to your business success. These skills are natural to some and more difficult for others. But like many soft skills, influence and negotiation takes time to master and requires continuous learning, implementation, and refinement by anyone who has customers.
This document provides an overview of negotiation strategies and frameworks. It outlines 5 steps to effective negotiation: 1) preparation, 2) creating value, 3) claiming resources, 4) leveraging rights, power and interests, and 5) considering cultural effects. It discusses identifying parties and issues, assessing BATNAs, determining priorities and interests. It also covers potential negotiation traps like leaving money on the table. The document contrasts distributive and integrative negotiation approaches and discusses the use of power, rights and interests to resolve conflicts. It provides advice for cross-cultural negotiations.
Chap. 6 the struggle for survival and prosperityAizell Bernal
This document discusses problems that small and large firms may face and how to address them. For small firms, key issues include lack of competitive advantage, reliance on assumptions instead of facts, poor or no planning, lack of professional advice, capital and cash flow issues, and managerial challenges. For large firms, stated objectives and policies, lack of direction, functional problems, people issues, lack of marketing focus, poor controls, and unrealistic visions can be problematic. The document provides questions and strategies to help firms address these issues to survive, grow, and make a profit.
50 Sales Lessons from 3 Years in B2B SaaSEvan Lewis
The document provides 50 sales lessons learned over 3 years in B2B SaaS sales and tactics for improving sales performance. It covers key areas like deal cycles and closing, sales management, sales operations, and post-sales alignment. The lessons include tips for prospecting, qualifying leads, negotiating deals, managing a sales team, using sales tools, and ensuring customer success after a sale is closed. The document aims to distill the author's experience into concise and actionable advice for other salespeople.
Leading a negotiation is not easy, but should not be scary, either. The key to a successful negotiation is mastering communication techniques and getting your counterpart to cooperate for mutual gains. This presentation serves as a necessary introduction for anyone interested in knowing how to approach a negotiation situation as it presents itself either in personal or professional life.
Companization - Business as usual is over! Plantagon
Companization. Two different organizations – one non profit and one for profit - both on the foundation of the Earth Charter and the Global Compact. By implementing these two documents into the corporate articles of association we bring moral questions into an otherwise purely economic forum. equity, ethics and sharing becomes major principles at Plantagon. (Folder 20 pages) www.plantagon.com
The document outlines practical strategies for resolving conflict in the workplace. It discusses how conflict is inevitable given differing personalities and goals, but can be addressed constructively. The strategies include examining your own motives for conflict avoidance, understanding how unresolved conflict harms group cohesion, and employing tips for effective dialogue such as listening, choosing battles wisely, and finding mediators when needed. The goal is to resolve issues productively before tensions escalate.
Conflict Management, a chapter of Organisational Behaviour for Human Resource Managers. It includes sources of conflict, types of conflict, conflict management styles and a case study on conflict. It also shows measures that can be taken for conflict prevention.
Leader Ship Quality Lecture By Allah Dad Khan VP AUP Mr.Allah Dad Khan
1. Creating a business involves forecasting and inspiring your team with a vision of future success. It is important to make employees feel invested in the company's accomplishments through equity ownership or bonuses.
2. Good leaders identify each team member's strengths and delegate tasks accordingly. This allows leaders to focus on higher level tasks while boosting productivity.
3. Extraordinary leaders take responsibility for all performance, including their own. They monitor policies and procedures, praise success, and quickly address problems.
The 10 Biggest Questions We Received From Tech Startups - NextView VenturesNextView Ventures
These were the most popular blog post we created in the last six months for our startup blog, The View From Seed. This site is dedicated to seed-stage tech startups in the web and mobile spaces. NextView is a leading seed VC located in Boston. Topics include raising venture capital, hiring a COO, content marketing and blogging, and more.
(10/15) Personal Branding - Professional Workjoan_tubau
The document discusses various topics related to business and leadership.
1) It provides an overview of Shell, describing it as a large multinational oil and gas company operating in over 90 countries that acquired BG Group in a major merger.
2) It discusses perspectives on the merger from experts, shareholders' reactions, and how Shell responded to address concerns.
3) It also touches on other topics like defining professionalism, evaluating risk, the importance of emotional intelligence and social skills for power and influence, and different leadership styles.
Winning isn't everything--but wanting to win is. Winning is a state of mind that embraces everything you do. Winning isn't everything, but the will to win is everything. “A winner is someone who recognizes his God-given talents, works his tail off to develop them into skills, and uses these skills to accomplish his goals. Winning is not everything, but the effort to win is. Winning isn't everything, it's the only thing
4 Benefits of Partnering with an OnlyFans Agency for Content Creators.pdfonlyfansmanagedau
In the competitive world of content creation, standing out and maximising revenue on platforms like OnlyFans can be challenging. This is where partnering with an OnlyFans agency can make a significant difference. Here are five key benefits for content creators considering this option:
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
The Struggle for Survival and Prosperityaizellbernal
This document discusses problems that small and large firms may face. For small firms, key issues include a lack of competitive advantage, overreliance on assumptions instead of facts, poor or no planning, lack of professional advice, insufficient capital, cash flow issues, and managerial challenges. Large firms can struggle with unclear objectives, lack of coordination, functional weaknesses, personnel problems, and inadequate controls. The document provides suggestions for addressing these issues, such as developing a competitive edge based on research and costs, hiring outside professionals, planning strategically, and preparing for succession.
This document provides an overview of conflict resolution strategies and their benefits. It discusses what conflict is and provides examples of conflicts in the workplace. Two common resolution strategies are described in depth: avoiding conflict and collaborating. Avoiding aims to postpone conflict by not addressing issues, while collaborating involves all parties working together to find a joint solution. Resolving conflicts benefits work efficiency and relationships by promoting understanding between parties. The document also outlines what to do if a conflict cannot be resolved, such as involving a third party or accepting disagreement.
This document discusses negotiation and conflict resolution. It begins by describing the characteristics of conflicts as involving interdependence between parties, incompatible goals, scarce resources, and interference. Common responses to conflict include avoidance, accommodation, opportunism, and negotiation. Negotiation is presented as a process to resolve conflicts through dialogue and problem-solving. Effective negotiation focuses on finding win-win solutions where both sides benefit, rather than win-lose outcomes where one side loses. Key elements in any negotiation include information, power, and time. The document provides strategies for gathering information, understanding power dynamics, and managing time pressures to achieve cooperative resolutions.
This document provides an overview of key concepts and strategies for effective negotiation. It discusses the importance of understanding interests rather than positions, discovering common and differing interests, and creating value through innovative options. It also covers preparation, alternatives to no deal, standards and criteria, communication, perceptions, sources of power, and dealing with difficult negotiators. The overall message is that negotiation requires flexibility, active listening, understanding multiple perspectives, and finding solutions that satisfy all parties.
Module 4 - BackgroundThird Party Intervention and Global Negot.docxjacmariek5
Module 4 - Background
Third Party Intervention and Global Negotiation
THIRD PARTY INTERVENTION
It probably goes without saying that litigation is likely the more expensive and the most time consuming. Lawyers have a knack for tying up a case in a tangle of legal knots for years. The outcome is often uncertain and the resulting benefits can be nebulous at best.
Arbitration, as it turns out, may not be that much more productive than litigation, as this dispute resolution process can also be costly and time consuming for the participants. However, the effect and influence of arbitrators can vary quite significantly between countries and cultures. In some countries, arbitrators may be inclined to impose a settlement on the parties in dispute, and in other countries they may be inclined to facilitate a more amicable agreement. Arbitration may be a more proactive venue than litigation. One thing is clear about a dispute in a joint venture partnership though: there is little hope that the relationship between the partners will likely survive either process.
Often, many companies will resort to either litigation or arbitration first. This may be a mistake.
This brings us to mediation. Mediation is the least-used process to resolve disputes. So, what are the similarities and the differences? First, a mediator is chosen by both parties, and will bring their own applicable expertise to the dispute process, as well as an understanding of the basis of the dispute. More importantly, mediators are both neutral and objective. The mediator will use the resources of both parties to help both parties resolve their conflict. In other words, a mediator, more than anyone else, can help mend a contractual dispute and save a relationship. Let’s look at an example.
In Italy, a company called Nuovo Pignone, which manufactured heavy equipment, was being sued by an insurance company to recoup a claim they paid out to one of NP’s customers. The customer had lost business when some of the equipment it had purchased from NP failed in a contract job. NP suggested they use a mediator. Both the insurance company and the customer who had sustained the loss agreed. A retired Italian judge was called in to mediate. The judge focused on settlement as his objective in the dispute.
By taking this approach, the parties were able to more realistically gauge each other’s strengths and weaknesses. The customer was persuaded to put pressure on the insurance company as he was still a valued customer of both parties despite his dispute with NP. As a result, the insurance company was persuaded to settle for a reasonable and acceptable amount of money. In the end, all parties were satisfied through the mediator’s efforts and the business relationship between the parties was successfully maintained.
A mediator can more readily help the parties shape or restructure their agreements and is thereby more likely to also preserve a profitable ongoing relationship than would have be.
You can no longer count on a return to “ Normal” competitive conditions. The business world is flat, with capital & knowledge able to move anywhere instantly. Brands are losing value, regulations are increasing and competitors can come out anywhere. Filtered information, Selective hearing, Wishful thinking, Fear and Emotional over investment can all act to prevent an organization from Confronting and dealing with reality.
As a way to understand reality, the authors put a high premium on business savvy- the ability to understand the fundamentals of a business, and the connections between them. The book presents a model and process to help leaders learn business savvy to recognize the position of their business in wider external realities and to take action based on that understanding.
This document outlines three trends in B2B marketing for the next decade. The first trend is "The War on Brand" which discusses the benefits of brand building over short-term sales tactics. It argues that brands provide long-term benefits like sales, pricing power, talent acquisition and competitive advantages. While brand building requires big bets and being contrarian, those are the most profitable strategies. The second trend is "Blockbuster Marketing" which will explore creative strategies. The third trend is "The Death of Hyper-Targeting" which will cover changes in how brands distribute content. Overall, the document advocates durable, contrarian strategies that focus on long-term growth rather than short-term efficiencies.
As a professional, your ability to influence and negotiate both corporately and externally is critical to your business success. These skills are natural to some and more difficult for others. But like many soft skills, influence and negotiation takes time to master and requires continuous learning, implementation, and refinement by anyone who has customers.
This document provides an overview of negotiation strategies and frameworks. It outlines 5 steps to effective negotiation: 1) preparation, 2) creating value, 3) claiming resources, 4) leveraging rights, power and interests, and 5) considering cultural effects. It discusses identifying parties and issues, assessing BATNAs, determining priorities and interests. It also covers potential negotiation traps like leaving money on the table. The document contrasts distributive and integrative negotiation approaches and discusses the use of power, rights and interests to resolve conflicts. It provides advice for cross-cultural negotiations.
Chap. 6 the struggle for survival and prosperityAizell Bernal
This document discusses problems that small and large firms may face and how to address them. For small firms, key issues include lack of competitive advantage, reliance on assumptions instead of facts, poor or no planning, lack of professional advice, capital and cash flow issues, and managerial challenges. For large firms, stated objectives and policies, lack of direction, functional problems, people issues, lack of marketing focus, poor controls, and unrealistic visions can be problematic. The document provides questions and strategies to help firms address these issues to survive, grow, and make a profit.
50 Sales Lessons from 3 Years in B2B SaaSEvan Lewis
The document provides 50 sales lessons learned over 3 years in B2B SaaS sales and tactics for improving sales performance. It covers key areas like deal cycles and closing, sales management, sales operations, and post-sales alignment. The lessons include tips for prospecting, qualifying leads, negotiating deals, managing a sales team, using sales tools, and ensuring customer success after a sale is closed. The document aims to distill the author's experience into concise and actionable advice for other salespeople.
Leading a negotiation is not easy, but should not be scary, either. The key to a successful negotiation is mastering communication techniques and getting your counterpart to cooperate for mutual gains. This presentation serves as a necessary introduction for anyone interested in knowing how to approach a negotiation situation as it presents itself either in personal or professional life.
Companization - Business as usual is over! Plantagon
Companization. Two different organizations – one non profit and one for profit - both on the foundation of the Earth Charter and the Global Compact. By implementing these two documents into the corporate articles of association we bring moral questions into an otherwise purely economic forum. equity, ethics and sharing becomes major principles at Plantagon. (Folder 20 pages) www.plantagon.com
The document outlines practical strategies for resolving conflict in the workplace. It discusses how conflict is inevitable given differing personalities and goals, but can be addressed constructively. The strategies include examining your own motives for conflict avoidance, understanding how unresolved conflict harms group cohesion, and employing tips for effective dialogue such as listening, choosing battles wisely, and finding mediators when needed. The goal is to resolve issues productively before tensions escalate.
Conflict Management, a chapter of Organisational Behaviour for Human Resource Managers. It includes sources of conflict, types of conflict, conflict management styles and a case study on conflict. It also shows measures that can be taken for conflict prevention.
Leader Ship Quality Lecture By Allah Dad Khan VP AUP Mr.Allah Dad Khan
1. Creating a business involves forecasting and inspiring your team with a vision of future success. It is important to make employees feel invested in the company's accomplishments through equity ownership or bonuses.
2. Good leaders identify each team member's strengths and delegate tasks accordingly. This allows leaders to focus on higher level tasks while boosting productivity.
3. Extraordinary leaders take responsibility for all performance, including their own. They monitor policies and procedures, praise success, and quickly address problems.
The 10 Biggest Questions We Received From Tech Startups - NextView VenturesNextView Ventures
These were the most popular blog post we created in the last six months for our startup blog, The View From Seed. This site is dedicated to seed-stage tech startups in the web and mobile spaces. NextView is a leading seed VC located in Boston. Topics include raising venture capital, hiring a COO, content marketing and blogging, and more.
(10/15) Personal Branding - Professional Workjoan_tubau
The document discusses various topics related to business and leadership.
1) It provides an overview of Shell, describing it as a large multinational oil and gas company operating in over 90 countries that acquired BG Group in a major merger.
2) It discusses perspectives on the merger from experts, shareholders' reactions, and how Shell responded to address concerns.
3) It also touches on other topics like defining professionalism, evaluating risk, the importance of emotional intelligence and social skills for power and influence, and different leadership styles.
Winning isn't everything--but wanting to win is. Winning is a state of mind that embraces everything you do. Winning isn't everything, but the will to win is everything. “A winner is someone who recognizes his God-given talents, works his tail off to develop them into skills, and uses these skills to accomplish his goals. Winning is not everything, but the effort to win is. Winning isn't everything, it's the only thing
4 Benefits of Partnering with an OnlyFans Agency for Content Creators.pdfonlyfansmanagedau
In the competitive world of content creation, standing out and maximising revenue on platforms like OnlyFans can be challenging. This is where partnering with an OnlyFans agency can make a significant difference. Here are five key benefits for content creators considering this option:
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
The Genesis of BriansClub.cm Famous Dark WEb PlatformSabaaSudozai
BriansClub.cm, a famous platform on the dark web, has become one of the most infamous carding marketplaces, specializing in the sale of stolen credit card data.
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
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Lila Games | Company Values
1. A discussion of business values that LILA Games employees will agree to prior to
joining the company.
June 21, 2020
LILA GAMES
Business Values
2. DISCLAIMER: Remarks Before Reading this Presentation
1. Shared Values: We believe a company’s values must be shared by the employees of the
company that they work for or there will eventually be unnecessary and irreconcilable conflict
2. Some Differences Okay: While some differences in values can work and we may need to modify
or adjust to fit different situations and context, major differences will be a problem
3. No Fit, No Job: It would be good to know as early as possible if there is alignment and/or
support for the values we support otherwise it would be better for you to work elsewhere
3. Objective: Determine the level of shared values we have before commiting to a
long-term relationship
“There are all kinds of different people in the world,
many of whom value different things… A lack of
common values will lead to a lot of pain and other
harmful consequences and may ultimately drive you
apart. It might be better to head all that off as soon as
you see it coming.”
- Ray Dalio, Principles
4. Seven key business values and philosophies I strongly believe in shown
below
Overview of Key Values
1. Wartime Orientation vs. Peacetime
2. Open and Direct Communication
3. Radical Truth and Debate
4. 1 Owner, Clear Areas of Responsibility (AoRs)
5. Focus: The Hedgehog Concept & North Star Metrics
6. Problems Need to be Addressed
7. Solution Orientation and Optimism
6. #1: The creation of big new businesses requires a “Wartime” orientation with a
focus on results rather than stability
TOM HAGEN Mike, why am I out?
MICHAEL CORLEONE You're not a wartime consigliere. Things may
get tough with the move we're trying.
—Scene from The Godfather
7. #1: Ben Horowitz describes below how Wartime and Peacetime require
different management styles
From Ben Horowitz
“Peacetime in business means those times when a company has a large advantage vs. the
competition in its core market, and its market is growing. In times of peace, the company
can focus on expanding the market and reinforcing the company's strengths.
In wartime, a company is fending off an imminent existential threat.”
“My greatest management discovery through that transition was that peacetime and
wartime require radically different management styles.”
Source: Andreessen Horowitz website, http://www.bhorowitz.com/peacetime_ceo_wartime_ceo
8. #1: A simple view of this principle views Peacetime as favoring Stability over
Results and Wartime as favoring Results over Stability
Peacetime
Stability > Results
Wartime
Results > Stability
Simplification of Wartime vs. Peacetime Focus
9. #1: Wartime vs. Peacetime characteristics
Ben Horowitz on Peacetime CEO vs. Wartime CEO
● Peacetime CEO knows that proper protocol leads to winning. Wartime CEO violates protocol in order to win.
● Peacetime CEO focuses on the big picture and empowers her people to make detailed decisions. Wartime CEO cares about a speck of
dust on a gnat’s ass if it interferes with the prime directive.
● Peacetime CEO builds scalable, high volume recruiting machines. Wartime CEO does that, but also builds HR organizations that can
execute layoffs.
● Peacetime CEO spends time defining the culture. Wartime CEO lets the war define the culture.
● Peacetime CEO always has a contingency plan. Wartime CEO knows that sometimes you gotta roll a hard six.
● Peacetime CEO knows what to do with a big advantage. Wartime CEO is paranoid.
● Peacetime CEO strives not to use profanity. Wartime CEO sometimes uses profanity purposefully.
● Peacetime CEO thinks of the competition as other ships in a big ocean that may never engage. Wartime CEO thinks the competition is
sneaking into her house and trying to kidnap her children.
● Peacetime CEO aims to expand the market. Wartime CEO aims to win the market.
● Peacetime CEO strives to tolerate deviations from the plan when coupled with effort and creativity. Wartime CEO is completely intolerant.
● Peacetime CEO does not raise her voice. Wartime CEO rarely speaks in a normal tone.
● Peacetime CEO works to minimize conflict. Wartime CEO heightens the contradictions.
● Peacetime CEO strives for broad based buy in. Wartime CEO neither indulges consensus-building nor tolerates disagreements.
● Peacetime CEO sets big, hairy audacious goals. Wartime CEO is too busy fighting the enemy to read management books written by
consultants who have never managed a fruit stand.
● Peacetime CEO trains her employees to ensure satisfaction and career development. Wartime CEO trains her employees so they don’t get
their ass shot off in the battle.
● Peacetime CEO has rules like “we’re going to exit all businesses where we’re not number 1 or 2." Wartime CEO often has no businesses
that are number 1 or 2 and therefore does not have the luxury of following that rule.
Source: Andreessen Horowitz website, http://www.bhorowitz.com/peacetime_ceo_wartime_ceo
10. #1: Some bigger peacetime companies try to maintain a Wartime/Results
orientation despite their status as really a peacetime company
"As most companies grow,
they slow down too much
because they’re more afraid
of making mistakes than
they are of losing
opportunities by moving too
slowly," Mark Zuckerberg
11. #1. New businesses should be in Wartime, however, as businesses mature they
should eventually shift from a Wartime to Peacetime orientation
13. #2: There should be complete and open communication within the entire
company
Elon Musk’s View on Open Communication
14. #2: …however, we do not apply this policy to external companies/groups
outside of our company
Preferred Communication Flow Policy
By default, anyone should be able to talk to anyone in any group without the permission
of any group lead (however, +cc to group leads may be appreciated)
Our Company External Company / Department
15. #2: In general, corporate information hoarders add little value beyond acting
as information gateways and killing efficiency
Information Hoarders Kill Efficiency
The majority of large companies have information hoarders who specialize in talking a
lot and holding meetings all day long - we will not do this
16. #2: Further, we should eliminate “pre-meetings” to coordinate opinions and
conclusions ahead of meeting with other people or groups
The Problems with Pre-meetings
● Pre-meetings are inherently political: a select group of people want to try to
agree on their agenda and then meet with others and gang-up on those others
with a “unified front” to influence them
● The objective of meetings should be to have open and honest debate
considering all points of view even contrarian views - pre-meetings violate the
very nature of objective discussion
● Pre-meetings are by nature inefficient. Meeting twice on the same issue
presumably the first time to agree on what the pre-meeters want to push as
their agenda and then secondly to influence others is not a good use of time
18. 3: What does Radical Truth mean?
Ray Dalio’s Definition of Radical Truth
“By radical truth, I mean not filtering one’s thoughts
and one’s questions, especially the critical ones. If we
don’t talk openly about our issues and have paths for
working through them, we won’t have partners who
collectively own our outcomes.”
- Ray Dalio, Principles
19. 3: If you complain about a fault in someone you work with but don’t talk
honestly about it with them, you share equally in that fault
From the Bible*
1. Leviticus 19:17 “Rebuke your neighbor frankly so you will not share in
their guilt.”
2. Proverbs 27:6 “Better are the wounds of a friend, then the deceitful
kisses of an enemy.”
* Just to be clear, I’m not Christian and don’t mean to push any religious agenda
20. 3: Debate with conflict and discussing opposing perspectives with an
open mind creates knowledge expansion
Conflict + Synthesis = Knowledge Expansion
Source: Ikujiro Nonaka, A Knowledge Based Theory of the Firm
22. 4: Why do we need ownership? It’s the difference between commitment
and involvement...
Question
● What’s the difference between a chicken and a pig in a ham and eggs
breakfast?
23. 4: Ownership drives accountability and without accountability there’s no “skin
in the game”
In a ham and eggs breakfast, the pig is committed,
but the chicken, merely involved.
24. 4: Be careful, accountability without responsibility doesn’t make any sense,
approaches such as Areas of Responsibility decentralizes authority
Overview of Areas of Responsibility
Topic For More Information
Asana on Areas of Responsibility https://wavelength.asana.com/workstyle-aors/
Why 1 Owner? Ben Horowitz on the
“Two in a Box Problem”
https://a16z.com/2012/01/19/management-debt/
25. 4: In general, there are four primary decision making (aka responsibility)
approaches in organizations: it should be 100% clear which model we follow
Too difficult to
implement*
Not Effective
Viable Approaches
* In businesses with few transactions and in which outcomes aren’t binary, scoring is very difficult
27. 5: In his famous essay "The Hedgehog and the Fox," Isaiah Berlin divided the
world into hedgehogs and foxes, based upon an ancient Greek parable
Hedgehogs vs. Foxes
If you could be a fox or a
hedgehog which would you
rather be?
28. 5: The Hedgehog concept argues for doing one thing really well
“The fox knows many things, but the hedgehog
knows one big thing.”
Jim Collins in “From Good to Great” argues the value of doing one
thing and doing it well using this concept.
29. 5: Similarly, for optimizing performance, the Silicon Valley concept of a
North Star Metric (NSM) has been used very effectively
Example North Star Metrics
Company North Star Metric
Facebook MAU (Monthly Active Users)
Airbnb Nights Booked
Medium Total Time Reading
Quora Number of Questions Answered
Intercom Number of Customer Interactions
30. 5: At LILA, we will try to focus teams on a single North Star Metric, but these
often start at soft launch and change serially over time
Simplified Example of North Star Metrics in a Mobile Game
Launch
33. 6: In fact, the majority of organizations do not seriously address major
problems
1. People are afraid of accepting responsibility for mistakes and try to hide the truth
2. People are afraid to call out the person or group at fault
3. People get caught up in day to day work and don’t want to take the time to
breakdown root causes for a problem, assign responsibility, make plans to fix the
problem, and take actions to fix the problem - it’s a lot of work
Top 3 Reasons People Do Not Address Problems
In these organizations (which I believe to be almost all), key problems that
arise inevitably recur and limit the overall effectiveness of the organization
34. 6: How do you foster a Problem Solving organization?
1. You must first start with a culture of forgiveness and openness
2. Avoid the anonymous “we” and “they” and be specific about what happened and
who was responsible
3. Diagnose problems to get at root causes
4. Create a plan to address the problem
5. Execute and monitor the plan for progress
Summary of Approach Recommended by Ray Dalio in Principles
Source: Adapted summary from Ray Dalio’s Principles
35. 6: Backup | Example “5 Whys” Approach to Identify Root Cause
● Problem:
○ The team is continually working late and is on the verge of burning out
● Why?
○ Because we don’t have enough capacity to meet the demand put on the team
● Why?
○ Because we inherited this new responsibility without additional staff
● Why?
○ Because the manager did not understand the volume of work before accepting the responsibility
● Why?
○ Because the manager is bad at anticipating problems and creating plans [Root Cause]
Source: Principles by Ray Dalio
Example Root Cause Analysis
37. #7: At LILA, we believe there is a power to optimism that trumps skill or
intelligence in determining successful outcomes
From Walden
"I learned this, at least, by my experiment; that if one advances confidently in
the direction of his dreams, and endeavors to live the life which he has
imagined, he will meet with a success unexpected in common hours. He will
put some things behind, will pass an invisible boundary; new, universal, and
more liberal laws will begin to establish themselves around and within him; or
the old laws will be expanded, and interpreted in his favor in a more liberal
sense, and he will live with the license of a higher order of beings."
38. 7: Words of wisdom from a couple of guys I’ve listened to in my life
“Instead of complaining, my process is
this: Assess the problem, find the
solution, and get on the offense. I’m an
offensive player, and I feel like
complaining is the defense.”
Gary Vaynerchuk
“Offense is Defense.”
My Sixth Grade Taekwondo
Instructor*
* Not my actual instructor pictured
39. 7: Teams are generally comprised of three types of team members: Winners,
Warners, and Whiners
Team Member Type Description
Winner Optimists who drive product vision and focus on solutions to
problems
Warner Realists who foresee problems ahead of time and warn the
team about them
Whiner Pessimists who reactively complain about problems and
spend most of their time focused on those problems and
casting blame
Organizational attitudes towards HR policies differ, however, in my
experience eliminating Whiners from teams has improved team
productivity and product outcomes in 100% of cases
40. 7: Be Careful! Important note on Optimism
Be careful, Optimism shouldn’t be confused with Blind
Positivity
“What I cannot create, I do not understand.
The first principle is that you must not fool yourself and you are the easiest person
to fool.
For a successful technology, reality must take precedence over public relations, for
Nature cannot be fooled.”
- Richard Feynman
41. 7: Optimism vs. Blind Positivity | The General Process & Output
Optimism Blind Positivity
Output Output
● Long meetings discussing “What’s
our story?”
● Lots of executive readouts and
Powerpoint slides
● Action Plan
● Lots of task lists and actual work
43. In conclusion...
Concluding Remarks
1. We have a set of values which we believe will make us dramatically
more effective at the work that we do and will be the source of incredible
competitive advantage
2. These values will not cover every situation and some situations may be
complex in how we should deal with them. For those situations, we’ll
need to think critically and discuss openly.
3. Before you join LILA Games, make sure you know what you’re getting
into and don’t join if you don’t share these values.
○ We may not terminate some employees for performance if there is
skill development and improvement, but we will instantly terminate
employees based on values.