🐾 Actually listening (almost nobody is good at it) - Various (excellent article on WikiHow)
🐾 The Five Whys - Sakichi Toyoda
😺 Fire and Forget: Delegated work has to be executed or reported back on by the assignee. The goal is to kill any need to track progress and create full trust into assignee. - Stefan Richter
💡 It's only rational to complain about the environment if there's maintained rejection of a reasonable initiative. - Alexander Thiel
💡 Replacing "but" with "and" doesn't depreciate what's before the "and". - not attributable
🐾 Discussions should happen in artifacts: Alignment is best created by collaboratively working on a single shared document. - Alexander Thiel
🐾 E.g. when interviewed for a Job: Let me tell you what I know and you tell me how accurate it is. Present what you thoroughly prepared for an hour, anticipate the companies strategy. - unknown application at Wunder Mobility.
🐾 1. Tell me what you are going to tell me 2. Tell me 3. Tell me what you told me - unknown, learned from Lennart Telwest
🐾 Design and optimize your presentation for the 3 things listeners will tell their peers when talking about it. Keep these questions in mind: What will peers think? What could go wrong? What are the opportunities? - Renn Vara
🐾 Immediately debrief after a presentation: What went well, what didn't? - Meri Williams
🐾 Ask "what would you add" / "what was missing in my response" after responding to factual questions. - Various interviews / Alexander Thiel
🐾 Ask whether your response answered the question. - Various interviews / Alexander Thiel
🐾 Take notes. It allows you to learn faster and it shows that you care - Various interviews / Lennart Weber
🐾 When gettting feedback after an interview or assessment center: Don't defend yourself. Their opinion is made up, your only making it worse. Take notes, ask for clarifications and smile. - Alexander Thiel
🐾 When being interviewed, ask (fitting) personal questions to destroy the wall and get on eye level. - Various interviews / Alexander Thiel
🐾 Great question to dig deeper: What is each top managers worst weakness and greatest strength? - Kari Penttilä
🐾 Catnip: A easy-to-remember way of quickly assessing relevance in initial sales conversations - Hieu Le
Cause: Why are they in pain/talking to me?
Authority: What kind of purchasing authority do they have? How are they involved in the cash flow management process?
Tools: What tools are they using to figure out what their cash position is?
Nickel: What (range) is their budget?
Implementation: Assuming that our tool can do x, y, and z, how quickly can we decide? How quickly can we onboard?
Process: what is their buying process?