Hacking Leadership
Chapter 5 of Hacking Leadership talks about the culture gap in businesses. According to the text, I have learned several things. For instance, culture is a gap every business ought to close immediately for success purposes. Culture is an intentional and purposeful strategy in which employees can feel it. It assists in decision making and behavior taming in a particular work organization. This business gap is not managed but rather led for it to flourish. The text also insists that leadership is not meant for a few, but everybody can be a leader. Challenges will be there every day, but people must hope for the courage to deal with the issues. Leaders should not be flattered by others to be able to influence others positively. Leaders should not participate in rumors but rather create a leadership culture. An organization should be original in its culture, which is not a copy-paste from other corporates.
Chapter ten of Never Split talks of negotiation. I have learned that in a negotiation, there are unknown unknowns in which one party does not know something entirely about the counterpart, and if they are revealed, the process might change completely. Cases are different, and known knowns should not blind people from the unknown unknowns. Positive leverage is essential during a negotiation, for it increases one’s knowledge. An effective negotiator can know negative leverage by determining several black swans. Normative leverage can assist in advancing a negotiator’s position in the counterpart. It is necessary to see the similarity principle and also double-check every information from a colleague. If the other party seems uncomfortable, it is good to search for their constraints, desires, and wrong information. Lastly, in a negotiation, it is critical to master the other party’s verbal and non-verbal communication.