We know that the default settings determine the behavior of the group. Organ donation, 401k allocations, the typeface on our word processor--the way it's set to act if we don't override it is often the way we act. Because often, we decide it's not worth the effort to change the setting today.
Which means that examining your settings now and then is worth the effort:
Don't speak unless asked vs. don't keep quiet with a suggestion.
Look for the downsides vs. look for the upsides.
Do the minimum vs. do the maximum.
Don't ship until perfect vs. ship and learn.
The benefit of the doubt vs. skepticism.
Trusting vs. wary.
Inquiry vs. sarcasm.
Speed up vs. slow down.
Generous vs. selfish.
We all have defaults. Are yours helping you?
[PS it's definitely not too soon to mark the next altMBA on your calendar. It works. That's why every session we've done has been fully enrolled. Check it out if you can.]
In a physical economy in which scarcity is the fundamental driver, eating lunch means someone else gets less.
But in a society where ideas lead to trust and connection and productivity, where working together is better than working apart, where exchange creates value for both sides...
Then the efficient sharing of ideas is its own free lunch.
All of us are smarter than any of us, so the value to all goes up when you share.
That's a much more useful way to get feedback than asking if we like it.
We make first impressions and long-term judgments based on the smallest of clues. We scan before we dive in, we see the surface before we experience the substance.
And while the emotions that are created by your work aren't exactly like something else, they rhyme.
It could be your business model, your haircut or the vibrato on your guitar.
"What does this remind you of" opens the door for useful conversations that you can actually do something about. Yes, be original, but no, it's not helpful to be so original that we have no idea what you're doing.
The fact that we think the way we speak is normal is the first clue that empathy is quite difficult.
You might also notice how easy it is to notice people who are much worse at driving than you are--but that you almost never recognize someone who's driving better than you are.
Most of us say, "this is better, therefore I like it."
In fact, the converse is what actually happens. "I like it, therefore I'm assuring you (and me) that this is better."
[You're getting this note because you subscribed to Seth Godin's blog.]
Don't want to get this email anymore? Click the link below to unsubscribe.