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Fast and permanent
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Change can happen to you. If you are one of those that think that a person cannot change… go to the ophthalmologist, you need a review. If you are one of those that think that YOU can’t change and grow… there is a bottom that says unsubscribe. Please click. Change can be fast. Change can also be permanent. Vinh Giang, a raising start in communication, says that “don’t be so attached to who you are in the present, that you don’t give the future version of you a chance”. And he is so right. We are attached to our habits, even if we know that they are bad. To our friends, even if they are toxic. To our city, even if we know there is no great future there. To our routines, Netflix series, and so many other things… You know the quote. It’s crazy to do exactly the same and waiting for different results. Change can happen to you, but you need to want it. Change can be fast, but you need to want it… fast. Change can be permanent, but you need to want it… permanent. No stupid and impossible diets here. There is so much I could tell you about these three concepts… change, fast and permanent. A way to start is clicking below. Price will go up in a few days. Enjoy.
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Vicente Valencia
Weekly insights on how to perform when it matters | High-stakes decisions. Real situations. No BS. | 👇JOIN +2k readers 👇
The person across the table is rarely the real problem. The unresolved issue is. But once negotiations get tense, we forget that. We start blaming motives. Questioning competence. Building a case against the person. And from there, everything gets worse. Because when you turn the other side into the enemy, solving the issue becomes almost impossible. Bye, bye, partnership. The better approach is simple: Separate the person from the problem. Be hard on the issue. Clear on the facts. Direct...
January 2018. London. Whittington Hospital. A fire. It was controlled. Patients evacuated. The hospital continued operating. Crisis over? Not even close. The fire exposed a much bigger problem. There were serious disagreements. Condition of the building. The fire safety defects. Who was contractually responsible for fixing them. Etc. The NHS Trust said the PFI company had failed to remedy the problems. The PFI company disagreed. A “mis huevos” (ego battle) situation… Payments were withheld....
You opened the project on time. Construction is finished. The ribbon has been cut. The lenders are happy. The Board can finally breathe. And then operations begin. Good for you. This is what we want to be in a big project. A few months pass by, and suddenly you realize that you are handling a different kind of monster. The subcontractor starts interpreting the contract in its favour. Small issues become recurring issues. Performance reports say everything is fine, while cash is slowly leaking...