Thank you for these great nuggets of wisdom. I particularly like "The best teams feel connected to each other and feel a sense of empathy and trust. Straight talk helps foster these qualities." I also found this HBR article relevant & quite interesting: https://t.co/osDHRVF3lS
My personal experience was that explaining worst-case-scenarios and unintended negative consequences of big decisions being made by top management is fraught with peril if you turn out to be right. For example, telling Y! the consequences of putting its ad inventory into a machine that gave the buyer full transparency into the supply side inventory would destroy pricing - well, that was not good for my career because it turned out to be correct way too late to matter. Telling large agency holding companies that the end game for creating digital buying arbitrage desks was very ugly was terrible for my consulting business. When you predict dire consequences and you are WRONG, people appreciate you for sharing your opinion and bring you back into the fold. But, when you are right, you become a threat because you are living proof that management should have known that the turd on the table was going to soon become a pile of sh*t.
Thank you for these great nuggets of wisdom. I particularly like "The best teams feel connected to each other and feel a sense of empathy and trust. Straight talk helps foster these qualities." I also found this HBR article relevant & quite interesting: https://t.co/osDHRVF3lS
My personal experience was that explaining worst-case-scenarios and unintended negative consequences of big decisions being made by top management is fraught with peril if you turn out to be right. For example, telling Y! the consequences of putting its ad inventory into a machine that gave the buyer full transparency into the supply side inventory would destroy pricing - well, that was not good for my career because it turned out to be correct way too late to matter. Telling large agency holding companies that the end game for creating digital buying arbitrage desks was very ugly was terrible for my consulting business. When you predict dire consequences and you are WRONG, people appreciate you for sharing your opinion and bring you back into the fold. But, when you are right, you become a threat because you are living proof that management should have known that the turd on the table was going to soon become a pile of sh*t.