For some reason, I checked mixi. Of all the people I interacted with, many have passed on. It's depressing to think that the people I used to go out for coffee with are just out of sight, out of mind.
In 10 years, my life will be in a completely different world.
Since nothing is eternal, I want to cherish this moment as if it is.
Alliance rupture: Often when price or some externality undermines the trust in a relationship, or sometimes with no obvious cause. The reaction is often unexpected: a sudden change in attitude, cancellation of a contract, or immediate move to the competition. It's an emotional response, as opposed to a formal action. Can be temporary when handled right.
Non-complementary responses and actions are the foundation of successful customer relationships. It's the reason humor is funny. It's the release of the tension that exists from back in the cave-dwelling days. It's the reason we stop and smile at a passage in a book.
It's doing the opposite of the expected. It's telling the typical course of action to fuck off. And business is all about the typical course of action. So the bar is really low.
Deficiency/Feature Myopia: When people base their entire decision on a single feature or lack of the feature.
Responsibility Hot Potato: When problems or responsibilities fall to the most technical or knowledgable person, usually with consequences.
Demanding Poor Service: When people demand quick pricing with little discovery, and post-sale is a year long blame-fest because of things that don't perform the non-existent magic they didn't want to discuss.
Eyes not on the Prize: When the person is focused on buying something that has not
I do best when I shoehorn creativity into my job, and there usually is some opportunity to do so. It helps make a presentation more interesting, or a project more real if there is some humanity injected into it. At least for me.
When I was playing music, though, it was different. It was my vocabulary, not the undertone or nuance.
I think most creative people come to terms with "making a living" but it's important to me to keep using this muscle, however atrophied it has become.
One of the delusions your home office will believe is that distance doesn't matter to relationships with accounts. This phenomena seems to be based on the fact that it's not weird to be calling Norway or Korea, it's how it's always been done. It's natural.
One of the easiest way to recognize the Peter Principle in action is by looking at the people who have no interest in a problem's history and context. When there is no accountability, why bother with discovery. Paint over the water damage. Often it's years before the impact of a decision rears its head and it's going to be buried in the noise of a million other good, bad, and ugly decisions.
The new person coming in to shake things up and quickly gets charged with fixing the org's biggest problems. Doesn't bother to learn why things are the way they are. "Context" is boring, recommending that means you are likely part of the problem. Plus, untying a knot doesn't make for an interesting deck versus "Recommendations: Immediately Implement...".
