[Advice] New Behaviors

Peace builders struggle with sales for a variety of reasons, but the most pernicious reasons are around behaviors.

There are three areas where behaviors can be changed for peace builders to close more sales:

Determine what kind of prospecting are you doing as a peace builder: active (networking) or passive (website development). The prospecting that you are doing as peace builder may come down to understanding that you have to leverage what you do like (passive prospecting) in order to mentally and emotionally address what you don’t like (active prospecting).
Determine what the one scary behavior is that you would engage in during the day. The scary behavior goes beyond just writing a blog post and hitting “publish” (although it may start there) and goes right to researching ten local companies and calling their human resources departments. Many times, the scary behavior involves collecting “no’s” as if they are going out of style.
Determine where you as a peace builder are making excuses to not engage in the act of selling. Whether you have decided to become an evangelist—or a champion—for an idea with clients, or if you have decided to use cold-calls as a way to collect informal information about the market, peace builders often make excuses to get out of doing hard work that’s scary and uncomfortable.

Many times peace builders struggle because the things that they don’t want to do (the scary things) are the very things they need to do to build the sales in their practices.

-Peace Be With You All-

Jesan Sorrells, MA
Principal Conflict Engagement Consultant
Human Services Consulting and Training (HSCT)
Email HSCT: jsorrells@hsconsultingandtraining.com
Facebook: https://www.facebook.com/HSConsultingandTraining
Twitter: https://www.twitter.com/Sorrells79
LinkedIn: https://www.linkedin.com/in/jesansorrells/

[Advice] Building an Arbitrage Machine for Entrepreneurship

In financial markets, in gambling, and even in entrepreneurship, there are two skills that are critical for success: making small bets consistently through developing a model (buying) and breaking an old model (selling), and building an anti-fragile machine that can withstand the shock of either of those small bets failing.

Arbitrage is the process of hedging bets (through the purchase and the sale of an asset) so that, no matter how much is spent, the buyer/seller can always either come out ahead, slightly behind (not enough to be far back, but enough to catch up), or slightly ahead (building a continuous lead). Hedge fund managers and stock traders with fancy algorithms understand arbitrage. So do insurance agents, financial advisors, professional gamblers, and even entrepreneurs.

Many people though, make bad large bets (thus financial collapses and the development of ‘flash’ trading via fancy computer programs) and take massive losses with little to no gains. This is due primarily to ego driven betting that has nothing to do with market conditions, and everything to do with personal psychological and emotional tics. The most successful people bet small, bet consistently—or they don’t bet at all.

Day by day, step by step, entrepreneurs should be building a machine in their unique niche that will arbitrage against their unique market. One that will allow them to see opportunities, take advantage of them, and not lose their livelihoods, their families, or their peace of mind. This does not have to be a stressful process, but it does have to be done.

When the entrepreneur makes those small bets they don’t become business people (business is about maintaining a consistent place in one spot with gradual upticks in growth, rather than about advancing a model) instead, they become evangelists for a new way of doing things. In whatever field they’re in, they begin to make bets that will fundamentally breakdown the model they saw as problematic (which lead them to entrepreneurship in the first place) and will replace it with a new model.

Customers, clients, and others don’t have to know what model the entrepreneur is building. As a matter of fact, they don’t really care. But the entrepreneur should care. Otherwise, freelance work is always an option.

-Peace Be With You All-

HIT Piece 10.06.2015

Jack Nicholson asked a question in a movie back in the 1990’s that sums up the fears that I have now.

And it’s a good legitimate question (as far as that can take a movie question), but the premise behind it is ultimately flawed, thus making it not that good of a query.

The question comes from a place of self-agency and fear.

A place of doubt and tribulation.

The question is asked by a character (for after all, Jack is an actor and inhabits a character, not the other way around) who’s movie reality is perilous at best.

But there is truth in fiction. Sometimes more truth, than even in the fact that we live our daily lives in. And, I’m a huge fan of movies anyway, so of course this is implanted in my mind and floats up, unbidden, in times of doubt.

“What if this is as good as it gets?”

Metrics, KPIs, measurements, means testing and outcomes based research are all great for attempting to quiet the deeply animal parts of our brains. The parts that scream at us. The parts that are fueled by fear of the future, a desire for selfish comfort and possess a belief only in our own agency, rather than collaboration with others.

This moment, right now, isn’t as good as it gets. The premise is flawed, and thus the question can be rejected, as well as any conclusions that come forth from it.

-Peace Be With You All-

[Opinion] Fear and Power

In a conflict there are two primary movers: Fear and Power.

Fear moves a conflict forward, or backward, or to the side, through resistance, panic, aggressiveness, and avoidance.

Power moves a conflict forward, or backward, or to the side, through domination, aggressiveness, passive-aggressiveness, and outright confrontation.

In many organizations, departments, teams, committees and even individuals, make decisions about changes and innovations as a result of their perceptions about both fear and power. This leads to a lack of genuine leadership, work being done badly (or not at all) and innovation being stymied.

Unfortunately, as long as people are around to create hierarchical chains of command, fear and power will be the two prime movers of conflict. The key thing to understand is that the party who uses fear and power as a primary mover in a conflict, is looking for a preprogrammed, evolutionary response from the other party. When a different response is provided, then the balance of fear and power shifts, from the instigator to the respondent.

This is the dance of conflict, driven by fear and power, and when the balance is successfully tipped—or shifted—the game changes.

-Peace Be With You All-

HIT Piece 08.04.2015 – The Prevent Defense

The prevent defense, used as a response to an opponent, has always been around, from the start of human conflict all the way to today’s social media fueled fires.

The prevent defense is a tactic that relies on being a little ahead—winning either realistically, rhetorically, or in any other way you can think of that human beings think of “being ahead”—and then doing the bare minimum to stay ahead of your erstwhile opponent.

There are two main flaws in the prevent defense, and we see them both play out in sports situations, where the tactic is the most obvious to everybody in the crowd, or politics, where the tactic is the most muddied:

Your erstwhile opponent has the option to not go along with your way of looking at the field of battle, and to be aggressive in pursuing their own outcome, their own “win” if you will.
You have the opportunity to become lazy and apathetic; to coast on your past victory and dominance in a particular space, which breeds hubris, vanity, and ultimately, a loss at the hands of a more aggressive opponent with less to lose.

Why am I talking about the prevent defense?

One of the trends I have noticed increasingly, is the idea out there, that all of the major innovations, discoveries and progressions that would benefit humanity, spirituality and our material world, have already been discovered, plumbed and exploited. And all that’s left is for humanity to wallow in the detritus of exploitation that has been left behind.

The other trend that I’ve noticed is a nostalgia (even I have experienced it, heck, I was watching Firing Line videos on YouTube last night) for a past that seemed more monolithic, more streamlined, and less complicated. This is, of course, a misnomer. The past was as complicated to the people living in it then, as the present is complicated to people living in it now.

The final trend that I’ve noticed is the growing acceptance of mob justice solutions, intimidation tactics, “doxing” of opponents, and other negative “resolutions” that seem easy, but in reality create more complications. With allof these approaches, simplification is honored over understanding, and context is lost in favor of the crowd.

The inundation of noise, information, and knowledge, but not real wisdom, has served only to stratify and create false division, fake outrage, shortened attention spans, a lack of patience and an inability to balance current orthodoxy with long held principles.

Many people, unable to articulate these feelings in words are playing prevent defense, hoping that the inundation won’t come to their door, visit their family, or impact them too much.

But the prevent defense has never really worked, and I for one, am not going to rely on it.

-Peace Be With You All-

HIT Piece 07.28.2015

With the seemingly overwhelming flood of content, voices, opinions and “takes” in the social media world, there are two common responses to the feeling of being drowned in mediocre content:

Throw up your hands, declare the Internet “dead”, and retire from the space…

Throw more content out there in a never-ending “race to the bottom” for attention, trust and money.

Both choices are false, for me.

Content is a passenger for success, not the driver (or the gas) in the car of any business. The people who are doing the best in the content “game” are those who combine the development of content with the material fact of doing something else (creating, collaborating, consulting) in another area that complements what they do online.

Am I going to develop the next great content management system? Probably not. Am I going to keep workshopping, writing, speaking, collaborating, connecting, and meeting with people off-line, while my online content grows and grows?

Yes.

And that’s the way out of the bind for many people.

-Peace Be With You All-

[Podcast] The Likely and the Comfortable – The Earbud_U Minute

There is a way that work realities are constructed that betrays a lack of understanding and acceptance of an uncomfortable, likely future reality; and betrays a comfort with creating a reality that is comfortable, but unlikely:

The comfortable reality is that employers keep hiring (albeit at a lower/slower rate) and that they keep on the people that they already have.
The comfortable reality is that college age students will continue to pile on massive student loan debt and the skills that they get in exchange for this debt will somehow be rendered relevant in the future economy.
The comfortable reality is that employees will continue to be compensated at current (and ever rising) levels as the technical skills that they exhibit continue to remain more relevant than the people skills that can’t be measured.
The comfortable reality is that all this technological and software advancement will remain nothing more than a meaningless side show with no value to a corporate bottom line, middle line or even top line.

Considering, pontificating and reassuring that “it’s always been this way and will always be this way” in the form of published bromides and policy assurances, calms the employee lizard brain (the cerebellum where fight/flight/freeze responses live) and such statements and actions soothe and serve to maintain the status quo in organizations.

The likely future reality is much, much more complicated. And scary.

The likely future reality is that technological and software changes in the industrial workplace structure and underlying economy will allow more advancement and innovation to be done with fewer employees.
The likely future reality is that employees will be compensated less and less (and at ever decreasing rates) until the gap in compensation between top individual organizational performers and the next employee down the line, will mirror the current growing wage gap between the upper class and the middle class in the overall economy.
The likely future reality is that college students with crushing debt will struggle to learn and integrate emotional and psychological lessons that the academic world did not see fit to teach them at $7.00 per hour jobs. Or that they did not deem important enough to learn in between the socialization and the outrage. All while paying back five and six figure loans.
The likely future reality is that employers will seek to replace people with algorithms, or computer programs, or software solutions and (at the end of the line) robots, who will demand no pay, no benefits and will have such incredibly high productivity that shareholders will be happy to fire humans as a reflex, even as their returns increase.

Writing, teaching, lecturing or even casually mentioning likely future realities activates the employer/employee/politician/administrator lizard brain and makes fear, avoidance and attack responses kick in at all levels of society, from the C-Suite of an organization to the office of the President of the United States.

True management and supervisory leadership requires clear eyed planning for likely future realities, as well as a sophsticated ability to persuade, cajole and even threaten employees, shareholders, and the public to face likely reality head on. Such leadership will create sustainable economic and social systems that will be antifragile, and able to sustain and evolve from unexpected shocks, rather than attempting to build redundant, robust systems, or constructing fragile systems that fall apart in a heartbeat when the next “it could never happen here” event, happens here.

-Peace Be With You All-

[Podcast] Whisper Space – The Earbud_U Minute

We give language to our thoughts.

We speak into existence what we believe and—being narrative animals—we weave stories together and create myths for ourselves based on the conscious language of our thoughts.

We look for assurances that our stories are the “right” ones because, to hear something different—or to experience something different—causes a continuum of reactions inside of us, from mild cognitive dissonance to jarring trauma.

Our lizard brains seek comfort, reassurance, quiet and the reserve of the appearance of “normalcy.” Anything that might cause the lizard brain to reject its own, natural story and to create a new one is automatically rejected and dismissed.

Then, when our stories and other peoples’ stories rub up against each other in intimate locations—such as work, school or even church—we have difficulties, confrontations and conflicts.

In the whisper space between confrontation and conflict—a space which can also be referred to as “the dip”—we take a pause before either avoiding a new story, denying a new story, or incorporating a new story into our familiar one, and we hear the tiny voice, urging us to do the right thing.

However, in the impatience to rush to judgement, and give language to our raging emotions, we move past the whisper space—and ignore the choices that we are provided in that space.

And then we blame others, blame circumstances and—ultimately—blame the narrative that caused us to contemplate all of these changes in the first place.

Thus, we give language to our new thoughts—and the added elements to our old, comfortable narratives.

-Peace Be With You All-

[Advice] Who’s Afraid of Blogging?

We are “out here” all the time.

In our professional capacity, we have served (and do serve) as consultants and “advice providers” in multiple areas: marketing, conflict entrepreneurship, Big Ideas and some other areas.

However, whenever there is a discussion about social media/online marketing, and we mention that the core of marketing should be a blog presence, our clients (or trainees) get very, very nervous.

Who’s afraid of blogging?

So, we called up a good friend of ours and he provided some insight that we hadn’t previously considered. In a nutshell, it came down to three things:

Blogging is hard because the voice that a person (or organization) writes in, may not be the voice that shows up to do the presentation, make the pitch, address the customer or close the sale.
Blogging is hard because there is the possibility that, while “no one reads long form content anymore” someone actually might. And if they do, how does an organization (or individual) “walk back” something that they wrote and distributed.
Blogging is hard because it’s a constant challenge to keep up with distribution platforms that “change the rules” every day, the ever shifting eyeballs (we’re looking at you Facebook, Twitter and LinkedIn!), and the attention and nature of audience interaction.

Who’s afraid of blogging?

We’ve also been thinking about the idea of content creation vs. consumption, active and passive audiences and how there is “so much noise out there,” which is a constant lament for some of our clients in this area.

The answer to the question is that only a few organizations, people and entities are not afraid of blogging. Everyone else either blogs, tweets, facebooks, or distributes to their own level of comfort and desire to be either an active participant in the social space—or not.

Are you afraid of blogging?

-Peace Be With You All-

Jesan Sorrells, MA
Principal Conflict Engagement Consultant
Human Services Consulting and Training (HSCT)
Email HSCT: hsconsultingandtraining@gmail.com
Facebook: https://www.facebook.com/HSConsultingandTraining
Twitter: http://www.twitter.com/Sorrells79
LinkedIn: http://www.linkedin.com/in/jesansorrells/

[Advice] What to Do When You have Issues…

…and you will.

There will be days when no one will take your cold calls, your warm calls, or even a hot call.

There will be days when the family, the children, the house and other distractions will seem to crowd out the endless stream of productive work that you know you have to do.

There will be days when you will get angry/depressed/despondent/melancholy and it will seem to others that are outside of your internal mental circus that you are actually not all that engaged with reality.

There will be days when, no matter how many accolades and “thank yous” you will receive, they will seem to roll off of your back in the face of mounting debts, panic and fear of imminent failure.

On the days that the conflict consultant has these issues, she should push back from the table, take a break and go have coffee with a trusted friend or colleague.

Physical activity also helps, in taking a walk, or going for a run.

Finally, on the days when the committed conflict consultant has issues the most important thing to remember is that this too, shall pass.

-Peace Be With You All-

Jesan Sorrells, MA
Principal Conflict Engagement Consultant
Human Services Consulting and Training (HSCT)
Email HSCT: jsorrells@hsconsultingandtraining.com
Facebook: https://www.facebook.com/HSConsultingandTraining
Twitter: www.twitter.com/Sorrells79
LinkedIn: www.linkedin.com/in/jesansorrells/