Love: The Killer App

Written by Kathy Paauw


Love: The Killer App

"Love isrepparttar act of intelligently and sensibly sharing your knowledge, networks, and compassion with your business partners." --Tim Sanders, Chief Solutions Officer, Yahoo

Yahoo senior executive, Tim Sanders, published a book on Valentine's Day titled Love Isrepparttar 106404 Killer App: How to Win Business and Influence Friends. In his book he explains thatrepparttar 106405 road to prosperity is paved with a commitment to generosity. He believes that whatrepparttar 106406 business world needs is less greed and more love. "When you help others grow to becomerepparttar 106407 best people that they can be, you are being loving -- and as a result, you grow. The most powerful force in business is love. It's what will help your company grow and become stronger. It's what will propel your career forward. It's what will give you a sense of meaning and satisfaction in your work."

Sanders believes there are three critical drivers of professional success. He calls themrepparttar 106408 "three elemental particles of love in business." They are knowledge, networks, and compassion.

Knowledge: We must learn as much as we can as quickly as we can and then aggressively share that knowledge with others. Sanders says "that means takingrepparttar 106409 power of ideas seriously, reading books voraciously, and developing a system of organizing what you've learned. To be an impact player in business, you simply have to know more than most other people know." One ofrepparttar 106410 tremendous benefits of sharing your knowledge with others is that they will be eager to give you helpful feedback in return. "They'll tell you which ideas worked out well and which didn't work out so well. They'll tell you which contacts were helpful and which weren't. They'll keep talking to you. And you'll keep learning from them. It's a loop."

Networks: Our knowledge does not hold much value if we don't have a network of people to share it with. Sanders encourages us to expand our network of people who share our values, and to connect as many of them with each other as possible. Success is based onrepparttar 106411 people we know. Everyone in our contact database is a potential partner for everyone we meet. The value of our network is in our willingness to share it. The purpose of collecting contacts is to give them away … to match them with other contacts. Sanders notes that those who appear insignificant today "may be stars waiting to rise. Someday, they may become key nodes in your network -- and create a huge opportunity for you. And they will remember that it was you who was on their side before everyone else was."

Compassion: Most important, Sanders says, is to "be as openly human as you can be and findrepparttar 106412 courage to express genuine emotion inrepparttar 106413 harried, pressure-filled world of work." We should behave this way, not because we expect something in return, but because it'srepparttar 106414 right way to behave. Sanders notes that "the less you expect in return for acts of professional generosity,repparttar 106415 more you will receive." Your success is a direct result of their success. Lennon and McCartney said it better than anyone else: "Inrepparttar 106416 end,repparttar 106417 love you take is equal torepparttar 106418 love you make."

Authentic Promotion

What Sanders has to say resonates with some teleconference discussions I recently participated in. The course, called Authentic Promotion, was offered by my coaching colleague and friend Molly Gordon, whom I went through coach training with. I must admit that I entered into this experience dragging both feet. You see, I've never particularly enjoyed marketing - a necessary part of being in business for oneself. But when I sawrepparttar 106419 title "Authentic Promotion," I was drawn to it.

Why we Waste so much Time & Effort in the Workplace

Written by David Brewster


It is amazing how much wasted effort goes on inrepparttar modern workplace. People at all levels regularly perform unnecessary tasks on paper, on computers and even manually. Why? Paradoxically it is because we all have a strong preference for doing thingsrepparttar 106403 easy way, even if it is less efficient. We tend to followrepparttar 106404 ‘path of least resistance’.

In nature,repparttar 106405 ‘path of least resistance’ explains why rivers wind their way acrossrepparttar 106406 landscape, rather than take a straighter, shorter route. Water flowing downrepparttar 106407 river simply followsrepparttar 106408 easiest path available to it. The water doesn’t care that it is takingrepparttar 106409 long way home. The ENERGY ofrepparttar 106410 river simply followsrepparttar 106411 path of least resistance.

The path of least resistance affects our behaviour inrepparttar 106412 same way, but with a twist. Rather than minimise justrepparttar 106413 expense of energy at any given moment, we tend to give preference to minimising our level of THOUGHT.

So we accumulate piles of papers rather than continuously sorting, acting and filing. We under-use our software rather than pause to look uprepparttar 106414 help file and learn a quicker way. We persist with out-dated forms or procedures rather than take stock of their current relevance. We keep doing things ourselves because its easier than training someone else and risking a mistake.

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