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Enchantment, as defined by bestselling business guru Guy Kawasaki, is not about manipulating people. It transforms situations and relationships. It converts hostility into civility and civility into affinity. It changes skeptics and cynics into believers and the undecided into the loyal.Enchantment can happen during a retail transaction, a high-level corporate negotiation, or a Facebook update. And when done right, it’s more powerful than traditional persuasion, influence, or marketing techniques. Kawasaki argues that in business and personal interactions, your goal is not merely to get what you want but to bring about a voluntary, enduring, and delightful change in other people. By enlisting their own goals and desires, by being likable and trustworthy, and by framing a cause that others can embrace, you can change hearts, minds, and actions.
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Enchantment is the art and process of delighting people with your product, your service or your idea. Once someone is enchanted with what you're doing or what you're offering, they will voluntarily give long-lasting support which will end up being mutually beneficial. Enchantment is all about changing people's hearts and minds and thereby their actions. Or put a different way, when you enchant someone, you enlist them in your cause to change the world and make it a better place.
Therefore, don't learn how to sell. Learn how to enchant. It's a more productive and long-lasting goal to go after.
"The greater your goals, the more you'll need to change people's hearts, minds, and actions. This is especially true if you have few resources and big competitors. If you need to enchant people, you're doing something meaningful. If you're doing something meaningful, you need enchantment." — Guy Kawasaki
Even if you have an insanely great mousetrap, the world will not beat a path to your door. Everyone's busy doing their own thing. In practice, the greater your mousetrap is, the harder it will be to get people to embrace it because it will be so different to what they're used to. Instead of sitting back and hoping you'll be discovered, you have to get busy enchanting people with what you have. Enchantment is the art and process of turning cynics into believers and then enlisting them in a crusade to tell the world.
When you enchant people, your goal is not to merely try and make money. You're attempting to delight them so much they will be inclined to do what you suggest in the future. The situations where you need enchantment the most are:
■ Where you aspire to some lofty ideal and you're trying to change the world to make that come about.
■ Where you're trying to overcome entrenched habits.
■ When you're trying to get people to break from the crowd and do something completely different.
■ When you're asking people to act in the absence of feedback or where results are going to a very long time coming. You have to enchant people so they will keep the faith.
■ Where people are faced with making a major change in their lifestyle.
When you set out to enchant people, prepare to run a marathon. It always takes a sustained effort to generate the amount of enchantment large-scale change will require. Put yourself into the mind-set of the people you're trying to enchant and you'll see why change is hard. Be prepared to keep going and going.
Enchantment is never about doing something for your own exclusive benefit. For enchantment to work, the other person has to benefit as well. You've also got to be ethical and make certain you're attempting to harness enchantment to do something which is ethical. Before you set out on trying to enchant someone, do a quick gut check.
■ Am I asking people to do something which I wouldn't be prepared to do myself?
Asking people to do something you wouldn't is manipulation, not enchantment.
■ Is there a conflict of interest here?
Enchantment only works if your interests and theirs are aligned. If that's not the case, alter your interests or go after a different market.
■ Do I have hidden conflicts of interest?
Even if your interests are aligned, make sure you disclose your stake in the results. You can never have too much disclosure.
■ Am I telling "little white lies" here?
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