Here are 6 keys to engage the reader when you ask for some help via email:
Indicate the social connection between sender and reader – where did you meet? who put you in contact? “We met at the Foundum Unplugged conference 2 weeks ago”
Understand the readers perspective – what context (background information) does the reader need to take a decision/act upon the email? This is often best provided as a url link to supporting information so as to keep the email body short.
Explain why the reader was specifically selected as a source of potential help. “I am contacting you because you have over 8 years of experience in the industry”
Show that you have already made some effort to understand the domain before asking for help. “I have spoken to X and to Y, I have read Z book.”
Keep it short. Many emails are much too long – the sender has no edit process before sending the “draft” email. (Here’s a nice email policy called three.sentenc.es)
Clarify exactly what is wanted: No effort to clarify what you are asking for. ”Help” is too vague. What do you want the reader to do when they finish reading? “Meet next Monday”; “Call me to set up a site visit”; “Forward the email to John”.
Chris Anderson, Owner of TED
Presentations rise or fall on the quality of the idea, the narrative, and the passion of the speaker. It’s about substance, not speaking style or multimedia pyrotechnics. It’s fairly easy to “coach out” the problems in a talk, but there’s no way to “coach in” the basic story—the presenter has to have the raw material. If you have something to say, you can build a great talk. But if the central theme isn’t there, you’re better off not speaking. Decline the invitation. Go back to work, and wait until you have a compelling idea that’s really worth sharing. Read More
The Inconvienient Truth about Change Management –
McKinsey & Company
Conventional change management approaches have done little to change the fact that most change programs fail. The odds can be greatly improved by a number of counterintuitive insights that take into account the irrational but predictable nature of how employees interpret their environment and choose to act. Read More
11 Simple Concepts to Become a Better Leader
All 11 concepts are simple, and yet, perhaps in the name of revenues or the bottom line, we often lose sight of the simple things – things that not only make us human, but can actually help us become more successful. Read More
5 Models for Leading Change
In this article we introduce five models for leading change. No single model isright. However, they all have something valuable on offer and can help us to navigate our way through complex organisational situations or circumstances. Read More
Reid Hoffman says it took him 15 years after graduating from Stanford to figure out what he wanted to do with his career.
Hoffman eventually founded LinkedIn, a $19 billion public company.
On graduation, he thought he would become an academic. Then he started some companies. Several failed… then he created LinkedIn. It didn’t fail 😉
What lessons can we learn from Hoffman’s journey?
Expanding on ideas from his recent book “The Startup of You”, Hoffman and his co-author created a slideshow presentation called “The 3 Secrets Of Highly Successful Graduates”. The have graciously allowed me to republish it here.
What did you learn from Reid Hoffman? What are the key capabilities for navigating successfully in the career seas of the future?
Mentors make a big difference in my life. There are 2 types of mentor: Active and Passive mentors.
Active mentors are those that you meet in person, interact with and get to know.
Passive mentors are those that you learn from without them knowing. Book authors are one of the top sources of Passive Mentoring.
My Top Passive Business Mentors
Here are my 7 most valuable Business Book recommendations:
What books would you recommend? Why?
Privacy & Cookies Policy
Necessary cookies are absolutely essential for the website to function properly. This category only includes cookies that ensures basic functionalities and security features of the website. These cookies do not store any personal information.
Any cookies that may not be particularly necessary for the website to function and is used specifically to collect user personal data via analytics, ads, other embedded contents are termed as non-necessary cookies. It is mandatory to procure user consent prior to running these cookies on your website.