Structure of Skill Acquisition

5 Hobbies People Need to Become Better

Characteristics of American Management Style

“American managers are “assertive, aggressive, goal and action-oriented, confident, vigorous, optimistic, and ready for change. They are capable of teamwork and corporate spirit, but they value individual freedom. Their first interest is furthering their own career.“”

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Characteristics of British Management Style

Management as set of techniques & interpersonal exercise

“British managers “are diplomatic, tactful, laid back, casual, reasonable, helpful, willing to compromise, and seeking to be fair.” However, they can be ruthless when necessary.“

• Democratic
• Traditionalist
• Unwilling to rock the boat
• Anti-technical orientation
• Casual
• Polite
• Conflict-avoiding
• Punctual
• Small talking
• Anti nepotism
• Humour
• Skeptical
• Disciplined
• Stoic
• Diligent
• Competitive
• Diplomatic
• Indirect
• Vague
• Over-planning
• Down-to-earth
• Willing to compromise
• Rules-respecting
• Fair play is the game

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Characteristics of Dutch Management Style

Management as consensus-seeking activity via tactlessly honest directness

“Leadership in the Netherlands is based on merit, competence, and achievement. Managers are vigorous and decisive, but consensus is mandatory, as there are many key players in the decision-making process.”

• Flat management
• Direct (everyone gets a chance to piss on your idea)
• Dutch Honesty
• Anti BS & Anti-bragging
• Open
• Egalitarian
• Decisions come from consensus
• Over-debating (disagree to agree)
• Tolerant but judgemental
• Organized
• Punctual
• Frugal
• Practical
• Hard-working
• Entrepreneurial
• Assertive
• Low power distance

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Characteristics of French Management Style

Management as intellectual activity
Not techniques but the state of mind

“In France, authority is typically centered around the chief executive, and managers see themselves as valued leaders in society.“

• Autocratic
• Hierarchical
• Formal & Courteous (Vous & Tu)
• Intellectual & Creative
• Individualistic & Entrepreneurial
• Professionalism
• Logic & Precision
• Humour & Wit
• More critical less positive
• High standards
• Priority to make the product right than deliver on time
• Challenges status quo
• Decisions come from management
• Power Distance
• Boundaries between professional and personal,
• Workaholism is perceived negatively

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Skill & Will Matrix for Right Management Decisions in Right Situations

The Skill & Will matrix is defined by the abilities and motivation of people working in the organization. Every quadrant deserves certain action to manage and lead people efficiently.

If you are a manager or consulting managers, there are the quadrants useful to recall.

1. When employees have low skills and initiative – you need to direct them by telling what they have to do in every step of the process because they can’t do stuff and have no motivation to seek improvement. Usually, anyone in this quadrant is the wrong person for the job.
   
2. When employees have low skills but huge initiative levels – you need to guide them. Guided employees with huge drive will develop skills in no time as they will know where to focus.
   
3. When employees have superior skills but no motivation – you need to motivate & excite them. Many employees are in this quadrant and managers missing to address this waste a lot of productive output. Such people are like a great car that does not go anywhere unless you turn on the engine.
   
4. When people are talented and they have a high degree of initiative – delegate them. They can do current and other complex tasks. They don’t stop improving. What you need to do is to delegate the right authorization for tasks, trust them. If you maintain people in this quadrant you are leading a super team. Some managers may feel threatened by people like this but better not let ego conflict with the company’s interests. If their motivation drops, repeat actions advised in the third quadrant.

Graphic display:

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Extended Tips for Marketing from Behavioural Economics – LEAD OF

Loss aversion. Decision-making based on pain/pleasure dynamics. Customers are more willing to take purchasing risks to avoid losing rather than winning. There is more pain in losing 10 dollars than pleasure in winning 10. When marketing promotes products that help to lose less – the better. Your message to stop losing 100 dollars will be more effective than the message about saving 100 dollars.

Endowment effect. Customers value items that they own rather than the same items owned by others. Marketing messages focusing on establishing partial ownership of the product or service will design emotional attachment and people want to own it.

Anchoring. In decision making, people rely on the first information. It becomes a benchmark to evaluate the deal after negotiation. If the initial offer was 999 and negotiation led to 499, in the eyes of the customer it’s a great deal.

Decoy effect. Influence for decision making when the customer chooses between two options and the third one is introduced – a decoy. It often includes small, medium and large options with articulated pricing where decoy makes some alternatives unattractive in comparison and others – preferred which influences the purchase.

Overloaded options. When customers are presented with too many options – they can’t decide due to decision-making paralysis. When your marketing messages provide one or only a few options – easier to be picked. Easier to sell 2 types of soap rather than 20.

Framing. Framing establishes the context for decision-making. Using different words in your marketing messages may produce a better effect than using default words. Same thing – different words – different frames – different interest.

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Cialdini’s Principles of Influence for Marketing – CLASS R

Consistency. Achievements convince people. When you are healthy, people would listen to your health advice. If someone was poor and became rich – you would listen to their advice to achieve similar things. When the company is in the market for 20 years, you would listen to what they have to say. When your message does not contradict with actions, it’s more influential. Nobody likes hypocrites.

Liking. When you like someone you will be persuaded by them. It speaks about relatability. Celebrities influence decision-making. That’s the reason why successful companies use them in advertisements. When you like someone, it will influence you. You are influenced by random attractive people too.

Authority. Experts influence you. You believe in scientists. You believe what doctors tell you. You believe what government says, you believe what your parents say. Teachers, police officers or people with uniforms influence you.

Scarcity. When something is limited – you want it more. Last ticket? You want it. Few products left – you want them more. Does something have expiration date? More interest. Limited availability makes things more attractive.

Social proof. Social norms influence. “8 out of 10 people choose it” phrase influence. Other people speaking about it makes it more believable. When your family, friends or neighbors do it – you will want to do it too.

Reciprocity. Give something for free and ask for little favor in return. People tend to be obliged to pay back if they received any favors in the past. People hate to be indebted to others. So if you give people, they will likely give back.

Anchoring and Priming Examples For Influence

• If you want people to buy a box of expensive chocolates, first arrange for them to write down a number that’s much larger than the price of the chocolates.
  
• If you want people to choose a bottle of French wine, first expose them to French background music before they decide.
  
• If you want people to agree to try an untested product, first inquire whether they consider themselves adventurous.
  
• If you want to convince people to select a highly popular item, we can begin by showing them a scary movie.
  
• If you want people to choose a more expensive but more comfy option, first show them fluffy clouds
  
• If you want people to feel warmly toward you, hand them a hot drink.
  
• If you want people to be more helpful to you, first have them look at photos of individuals standing close together.
  
• If you want people to be more achievement-oriented, first provide them with an image of a runner winning a race.
  
• If you want people to make careful assessments, first show them a picture of Auguste Rodin’s The Thinker.

Source that made this list.