Books; People; Ideas : These are few of my favourite things. As I live between day-to-day compromises and change-the-world aspirations, this is the chronicle of my journey, full of moments of occasional despair and opportune discoveries, of connections and creations, and, most of all, my quest of knowledge as conversations.
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Idea Review: 'To Sell is Human'
When I picked up this book from the Library shelf, it was Dan Pink's name, whose books on Future Work and Motivation I have read before, that made me do it. I was expecting to read a book on sales: Not that I wanted to, but I must admit that I was intrigued by the literary interest in sales (Philip Delves Broughton's Life's A Pitch appeared around the time this book was published), just as the profession seemed to be dying (see some data here).
What the book turned out to be is more than I bargained for: This turned out to be a book about persuasion, starting out with a proposition that as sales is dying, we are now all in sales. 'Non-sales Sales', Mr Pink uses the term, is all about the job of persuasion that sits at the heart of almost all the jobs that we are doing now. He cites three main trends - entrepreneurship (that we are all business owners now, either running small businesses, or being self employed), elasticity (that almost all jobs today need persuasion, either of 'internal' or 'external' customers) and Ed-Med (which is about the expansion and robustness of Health and Educational professions). So, as the 'Fuller Brush' man is disappearing, sales is becoming ubiquitous, embedded and different.
Mr Pink's argument about the emergence of a different sales hinges on the proposition of 'information symmetry', a situation where more aware customers are operating with vast amounts of information, taking away the 'upper hand' traditionally salespersons used to have. In this transparent world where 'attention' is the scarce commodity, Mr Pink sets out to challenge some of the old rules and conventional wisdom about selling.
For example, he turns on its head the old 'golden rule' of sales, ABC - Always Be Closing, which has, in a way, created the impression of salespeople as a pushy sort. The alternative ABC that Mr Pink offers is Attunement, Buoyancy and Clarity. Attunement, which is the ability to understand and to be understood; buoyancy, which is about maintaining a positive yet realistic approach amid the 'ocean of rejection' that one must face in sales (and it must be added, in life); and clarity, the ability to project one's message persistently and clearly.
In establishing this new ABC, indeed, many of the conventional wisdom of sales, still pedalled around by various sales gurus, had to be challenged. For example, a sales person must be an Extrovert. Instead, Mr Pink cites research to show that in fact the 'Ambiverts', those who sit right in the middle of extroversion and introversion, usually do the best in sales. (He offers a free tool to assess what kind one is) He is also challenging the notion that declarative self-talk - 'I am the best and I can do this' - is usually bested by, hold your breath, Bob-the-Builder type 'interrogative' self talk, 'can we fix it?' The book is full of insights from social science research, presented in the context of sales and persuasion, and Mr Pink has already established a 'Gladwellesque' reputation in this.
This book ends with very practical advice on how-to: How to Pitch, how to improvise and how to serve. All this establishes sales as a very human activity, finally resurrected from its industrial age awkwardness, in its full 'post-modern' splendour. This is what, for me, established a greater significance for this book than just a quick, attractive manual of new sales. In a way, this presented for me a very usable guidebook for designing an education for learners today, in any discipline, about a very important ability, to sell, and also a discussion of what's really important. In a very enjoyable section of the book, Mr Pink details, using psychological and social research, how 'Problem Finding' is trumping 'Problem Solving'. A lesson that I shall now carry, he cites a survey by Conference Board:
"(A) few years ago, the Conference Board, the well-regarded US business group, gave 155 public school superintendents and eighty-nine private employers a list of cognitive capacities and asked their respondents to rate these capacities according to which are most important for today's workforce. The superintendents ranked 'problem solving' as number one. But the employers ranked it number eight. Their top-ranked ability: 'problem identification'." (See 'Ready to Innovate' here)
Interesting snippets like this go beyond the immediate context of sales and clarify some of the issues about the future work and the models of education that we should be thinking about. This has been my key takeaway from this book.
Watch Dan Pink speak about 'To Sell is Human'
A friend has recently forwarded me a quote from Lord Macaulay's speech in the British Parliament on 2nd February 1835. I reproduce the quote below: "I have traveled across the length and breadth of India and I have not seen one person who is a beggar, who is a thief. Such wealth I have seen in this country, such high moral values, people of such calibre, that I do not think we would ever conquer this country, unless we break the very backbone of this nation, which is her spiritual and cultural heritage, and, therefore, I propose that we replace her old and ancient education system, her culture, for if the Indians think that all that is foreign and English is good and greater than their own, they will lose their self-esteem, their native self-culture and they will become what we want them, a truly dominated nation."
The email requested me to forward me to every indian I know. I was tempted, but there were two oddities about this quote. First, the language, which appeared …
Business gift giving has always been common and contentious at the same time. Business gifts are usually seen as an ‘advertising, sales promotion and marketing communication medium’ (Cooper etal, 1991). Arunthanesetal (1994) points out that such gifting is practised usually for three reasons: (a) in appreciation for past client relationships, placing a new order, referrals to other clients, etc.; (b) in the hopes of creating a positive, first impression which might help to establish an initial business relationship; and (c) giving may be perceived as a quid Pro quo (i.e. returning a favour or expecting a favour in return for something).
The practitioners of gift-giving generally argue that doing business is often an aggregation of personal interactions and relationships, and gift-giving should be seen as a natural way of maintaining and enhancing these relationships. ‘Business gifts, especially one given in the course of the festive season, is …
In most societies today, making profits are accepted as moral, if not especially praiseworthy. This was not as obvious as it appears today – people used to be embarrassed about making a profit not so long ago.
Crazy as it seems today, it is worth thinking why it was so.
Profits, as economists will put it, is the reward for risk-taking, for putting a business enterprise together in the pursuit of an objective. In this definition, remember, profits are not what it is commonly understood to be – the gross middle-line towards the bottom – but a figure net of entrepreneur’s earning [wages for his labour], dividends and interests on borrowed capital, and provisions for building and other physical assets [a sort of rent, offsetting what these assets could have earned if leased out]. This pure profit – surplus – accrues to a business as a reward to its organisation, for the act of entrepreneurship itself.
Economists were divided on how this surplus comes about. The conventional wisdom was, as I …
This has been the best and worst of the times for Higher and Professional Education. While people pursuing Higher and Professional Education has attained a new peak globally, new questions about its relevance and cost have arisen too. The expansion of formal education has crowded out the ecosystems of informal learning, in effect depriving societies with one of the tried-and-tested coping mechanisms for social and technical change (see my earlier post on this), but it has offered little in its space. Its claims on the territory, in various avatars of Lifelong Learning or Massive Open Online Courses, have underachieved, being too structured, too bureaucratic, too content driven and too top-down. Finally, its claims of being able to assess everything overshot its capability, and created dissonance with employers as they struggled to work out hard measures of the 'soft' skills.
However, among all these debates and questions, one that attracts maximum attention is the one about …
I remember this awkward dinner conversation. I was with my colleague in Northern Ireland, and a friend of his joined our table. After we were introduced, he wondered at my name and asked me what religion I belong to. I went for the simpler answer and kept my doubts aside: "I am Hindu", I said. That made him even more confused. "What's a Hindu?" he said, "Is that some kind of Muslim?"
When I tell this story to my friends in India, they are usually outraged. What an ignorant person, they would say. Particularly treating Hinduism as a branch of Islam, when Hindus love to believe that everyone was originally a Hindu, upsets them. I have also reflected upon this conversation later. It may indeed be that he did not know. He was particularly ignorant, just as ignorant as the lady, who, standing inside the Irish Bar at Mumbai's ITC Grand Central hotel, asked my colleague - the same person as it happened to be - where Ireland was. But the confusion about …
Seventy years on, the Republic of India is now at one of those crossroads when its foundational ideas are being questioned. Its middle classes, in the throes of an existential crisis as the globalisation that made them reverses, have found their demon in the idea of India itself. Nations, usually, consider their origin stories with a special fondness and deep reverence, enshrining the creation ideas as the basis of all new imagination: Despite the passing of the years, the British therefore looks at the Glorious Revolution, the French to French Revolution, the Italians to Risorgimento and the Americans revere their Founding generation. But, in India, as a newly-rich, recently disappointed middle class hunt for the ghosts, they find their Republic flawed, its democracy rickety, its people disunited, and above all, the idea that unites it all misdirected.
This makes a re-examination of the idea of India worthwhile. Surely, this is much discussed, but as the optimism turns to pessimism…
In an earlier post, I pointed out that the application of 'platform thinking' in education misses the mark, as it fails to understand how value is created in education. Since this apparently contradicts my earlier enthusiasm for the university as a 'user network', this statement needs further explanation.
To start with, Clayton Christiansen's idea that the universities of the Twentieth Century needs to evolve from its current 'value chain' model - wherein its value lies in its processes - to a form of User Network, where its value emanates from its community, still resonates with me. The Value Chain model, with departments, examinations, textbooks and degrees, that we know the university for, is very much a late Nineteenth/ early Twentieth century formulation. And, indeed, one can claim that the universities were always communities, and its value came from being a member of that community rather than its end product - the degrees - for much of history. It …
The inspiration behind this post comes from several conversations with my colleague Pratik Dattani, the former UK Director of FICCI, an Indian trade body. Pratik, in a regular column he writes for Dainik Bhaskar, pointed out India's meagre tally of 30,000 odd foreign students, against 450,000 in China (which is growing at 10% annually), is a huge missed opportunity, in terms of foreign currency earnings, 'soft power' and diffusion of foreign cultures and ideas. And, besides, number of foreign students in India may be going down rather than up, and several factors, not least anti-African sentiments in some Indian cities, are contributing to it.
Pratik and I have collaborated on a number of projects over the years and I have been closely involved in a Conference, now in its fifth edition, that he organises on Education Innovation in London and in India. We both agreed that India's continuing weaknesses in attracting foreign students is something we want to put on the a…
Indian IT is in a crisis, or so the newsmen claim.
A string of layoffs, some at very senior level, and the new and proposed visa measures in the United States, United Kingdom, Australia and Singapore have contributed to a sense of seize.
But, while this headline story has its merits, but the sense of crisis and the connections with US Visa changes are certainly overblown. The problem with this crisis-mongering is that this diverts attention from the structural challenges that the sector faces.
The Indian IT has had mixed fortunes for
some years, and the salaries, at the entry and mid level, were stagnant
for some time now.
There are a number of reasons for this.
is the 'productisation' of IT - this whole phenomena captured in the
expression 'there is an app for that!' - that challenged the custom
development model that the big Indian IT companies are usually
accustomed with. The trend, which started in the Consumer sector, is
rapidly spreading to ente…
Since October, as I walked out of my job, I have been looking to fine-tune my ideas about Education-to-Employment transition.
The first step of this was to look at the experiences of last six years, which I spent developing, first, an online competency-based education programme and then on building employer-engaged online project-based education. These were all good ideas, and the reason that I am not doing these any more are partially operational: The first business was underfunded, and the second one was poorly conceived and implemented. But those are discussions for a different day. I am focusing currently on understanding the key conceptual elements - what works and what doesn't work - of a successful education-to-employment transition.
Indeed, the claim that we can make a student employable with a few months of training is apparently pretentious. The years of schooling, family background and the students' dispensation, and luck, plays a much bigger role than any traini…