Hello, I am a finance consultant with 10 years experience in controlling, reorganisations, finance re-design and transformation. I am also passioned about knowledge sharing, helping others and putting my experience to use in different contexts. I am as well a Stanford LEAD (almost) graduate and this program allowed me to gain skills in design thinking, strategy, Storytelling, Persuasion etc. I am passioned about coaching and I am a NLP (Neuro-Linguistic Programming) Practitioner and coach. Interested in tech, foresight, VC and so many more.
My Mentoring Topics
- Finance
- Business Controlling
- Design Thinking
- Project Management
- Persuasion
- Storytelling
- Power to Lead
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The 7 Habits of Highly Effective People - Powerful Lessons in Personal Change
Stephen R. Covey
Key Insights from "The 7 Habits of Highly Effective People" Be Proactive: One of the fundamental principles posited by Covey is that individuals have the power to shape their own destinies through their actions and decisions. Begin with the End in Mind: The author emphasizes the importance of envisioning the desired outcome before commencing any task or project. Put First Things First: Covey encourages prioritizing tasks based on importance, not urgency. Think Win-Win: Covey advocates for mutually beneficial solutions or agreements in your interpersonal relationships. Seek First to Understand, Then to Be Understood: The importance of empathetic listening to build trust and establish open communication is stressed. Synergize: Covey underscores the power of teamwork and collaboration to achieve goals that may not be attainable individually. Sharpen the Saw: The need for continual personal improvement and renewal in four areas - physical, social/emotional, mental, and spiritual - is highlighted. Paradigm Shift: Covey introduces the concept of "Paradigm Shift," explaining how changing our perceptions can lead to a change in understanding and behavior. Circle of Influence vs Circle of Concern: The author differentiates between things we can control (circle of influence) and things we worry about but cannot control (circle of concern). The Maturity Continuum: Covey discusses the progression from dependence to independence to interdependence. Emotional Bank Account: Covey likens building relationships to maintaining a bank account, where positive actions are deposits and negative actions are withdrawals. An In-depth Analysis of "The 7 Habits of Highly Effective People" "The 7 Habits of Highly Effective People" by Stephen R. Covey provides a holistic approach towards effectiveness in our personal and professional lives. The book encapsulates a framework for personal effectiveness, focusing on character ethics and universal principles that have been tested through time. The first three habits that Covey presents - Be Proactive, Begin with the End in Mind, and Put First Things First - focus on self-mastery and moving from dependence to independence. These habits underscore the significance of taking responsibility for one's own life, creating a vision for the future, and executing that vision through prioritization. The subsequent three habits - Think Win-Win, Seek First to Understand, Then to Be Understood, and Synergize - are about developing interdependence and achieving success through teamwork and understanding. These habits encourage developing effective interpersonal leadership skills, valuing differences, and creating synergistic relationships. The final habit, Sharpen the Saw, pertains to achieving sustainable, long-term effectiveness by taking time for self-renewal and continuous learning in all areas of life. The Paradigm Shift is a recurring theme throughout the book. Covey encourages readers to change their perceptions and interpretations of the world in order to change their attitudes and behaviors. This shift is closely tied to the concept of proactivity. Instead of reacting to external circumstances, we can choose to respond based on our values. The Circle of Influence vs Circle of Concern concept is another significant insight. Covey urges us to focus our energy on our circle of influence, which includes things we can actually control, rather than wasting energy on our circle of concern, which encompasses things beyond our control. The Maturity Continuum discussed by Covey details the progression from dependence (relying on others to get what we want), to independence (getting what we want through our efforts), to interdependence (combining our efforts with others to achieve a greater success). The notion of the Emotional Bank Account is an effective metaphor for understanding the importance of trust in personal and professional relationships. Just like a financial bank account, the emotional bank account is built up through deposits (acts of kindness, honesty, keeping commitments) and depleted by withdrawals (disrespect, dishonesty, broken promises). In conclusion, "The 7 Habits of Highly Effective People" offers timeless wisdom about principles of effectiveness that are universally applicable. It provides a roadmap for personal change and growth, moving from dependence to interdependence, with a strong focus on character ethics and value-based decisions.
ViewThe Dragonfly Effect - Quick, Effective, and Powerful Ways To Use Social Media to Drive Social Change
Jennifer Aaker, Andy Smith
Key Facts or Insights from "The Dragonfly Effect" Focus is the fundamental concept in the Dragonfly Effect model, emphasizing the need to concentrate on a single goal for successful social media campaigns. The principle of grabbing attention through engaging and compelling narratives is a key insight in the Dragonfly Effect. The book underscores the importance of engagement in social media campaigns to bring about desired social change. Action, the fourth principle of the Dragonfly Effect, focuses on enabling and encouraging action through simplified tasks and strong calls to action. The Dragonfly Effect emphasizes the power of authenticity in driving social change through social media. The book provides a practical guide to measuring impact in social media campaigns. The Dragonfly Effect introduces a unique model that combines psychology, sociology, and neuroscience with narrative storytelling and digital technology. The book showcases numerous case studies of successful social media campaigns that have brought about meaningful social change. It articulates the role of empathy in creating impactful social media campaigns. The Dragonfly Effect illustrates the importance of testing, learning, and adapting in social media campaigns. The book argues that small actions can cause big changes, a phenomenon known as the 'ripple effect.' An In-Depth Analysis of "The Dragonfly Effect" "The Dragonfly Effect," written by Jennifer Aaker and Andy Smith, provides a comprehensive and insightful exploration of how social media can be leveraged to drive social change. Drawing upon a unique blend of psychology, sociology, and neuroscience, combined with narrative storytelling and digital technology, the authors present a compelling model for effective social media campaigning. The first principle, Focus, empowers individuals and organizations to concentrate all their energy and resources on one achievable outcome. By narrowing their focus, campaigners can make a significant impact with minimal resources. This concept aligns with the Pareto Principle or the 80/20 rule, which suggests that 80% of results come from 20% of efforts. Grabbing attention, the second principle, revolves around creating compelling stories that resonate with the audience. The authors emphasize the power of emotions and personal connections in grabbing attention. This idea echoes the concept of emotional contagion, which suggests that emotions can spread among individuals, particularly in online communities. Engagement is the third principle in the Dragonfly Effect model. Aaker and Smith argue that to mobilize people towards a cause, it is crucial to engage them emotionally. They suggest that by allowing people to contribute and feel part of the mission, organizations can boost their campaign's impact. This principle recalls the theory of participatory culture, where members believe their contributions matter, and feel some degree of social connection with one another. The fourth principle, action, underscores the need to enable and encourage action through simplified tasks and strong calls to action. The authors argue that removing barriers and making it easy for people to participate can significantly increase a campaign's effectiveness. This notion parallels the theory of planned behavior, which proposes that individuals' behavior is determined by their intention to perform the behavior, which is in turn influenced by their attitude towards the behavior, subjective norms, and perceived behavioral control. Throughout the book, the authors stress the importance of authenticity in social media campaigns. They argue that authenticity builds trust and credibility, which are crucial for successful social change campaigns. This concept resonates with the idea of social proof, where people tend to conform to what others are doing, especially when they perceive those others as similar to themselves or as credible sources. In terms of measuring impact, Aaker and Smith provide practical guidelines on how to assess the effectiveness of a social media campaign. They emphasize the importance of setting clear, measurable goals and using analytics tools to track progress. This aligns with the SMART goals framework (Specific, Measurable, Achievable, Relevant, Time-bound), widely accepted in the field of project management. Finally, the authors discuss the 'ripple effect' or how small actions can cause big changes. They illustrate this through various case studies of successful social media campaigns. This hinges on the theory of virality, where ideas, behaviors, or products spread exponentially within a network. In conclusion, "The Dragonfly Effect" is a powerful guide for anyone looking to leverage social media for social change. It combines robust theoretical foundations with practical applications, providing a comprehensive model for successful social media campaigning. By applying the principles discussed in this book, campaigners can hope to inspire, engage, and mobilize their audience towards their cause.
ViewPower - Why Some People Have It—and Others Don't
Jeffrey Pfeffer
Key Facts and Insights Power is a necessity, not a luxury: Power is an essential part of leadership and success in any organization. It is not an option or an extra, but a necessary tool to accomplish one's goals. Power can be learned: Power is not an inherent trait that some people are born with and others are not. It can be learned, developed, and honed. Personal qualities affect power: Certain personal qualities, such as ambition, energy, and focus, can enhance a person's ability to acquire and wield power. Power dynamics exist in all organizations: Power is not confined to politics or high-level corporate management. It exists in every organization, from a local church group to a multinational corporation. Power is often misperceived: Power is frequently misunderstood and misperceived, leading to its misuse or underuse. Power requires strategy: Gaining and maintaining power requires careful planning and strategy. It is not a game of chance. Power can be ethically used: Power does not have to be used in manipulative or unethical ways. It can be used for positive change and beneficial outcomes. Power is linked to survival: The ability to wield power effectively is often linked to survival in the competitive world of business and organizations. Power is relational: Power depends on relationships and is relational in nature. It cannot be exercised in isolation. Power entails responsibility: With power comes responsibility. It must be used wisely and ethically. In-Depth Analysis of the Book In "Power - Why Some People Have It—and Others Don't", Jeffrey Pfeffer offers a comprehensive exploration of the concept of power and its role in organizations and leadership. Drawing on decades of research and experience, Pfeffer dispels many common misconceptions about power and offers practical advice on how to acquire, use, and maintain it. Power is a necessity, not a luxury. This is one of the most important points that Pfeffer emphasizes. Power is not something that is nice to have, but something that is essential for any leader or aspiring leader in an organization. Without power, a person cannot effect change, influence others, or achieve their goals. This understanding of power as a necessity rather than a luxury aligns with my own experience and observations in academia and industry. Pfeffer convincingly argues that power can be learned. It is not a trait that some people are born with and others are not. Instead, it is a skill that can be developed and honed through practice and experience. This is a refreshing and empowering perspective, as it suggests that anyone can acquire power if they are willing to learn and put in the effort. Personal qualities affect power. Pfeffer identifies several personal qualities that can enhance a person's ability to acquire and wield power, including ambition, energy, and focus. These qualities align with the traits often associated with effective leadership, further highlighting the close link between power and leadership. Power dynamics exist in all organizations. Power is not confined to the political arena or the boardrooms of large corporations. It is present in every organization, irrespective of its size or nature. Understanding and navigating these power dynamics is crucial for success in any organizational context. Power is often misperceived. Many people have misconceptions about power, viewing it as something negative or manipulative. However, Pfeffer argues that power is simply a tool that can be used for good or ill, depending on the person wielding it. Power requires strategy. Gaining and maintaining power is not a matter of luck or chance. It requires careful planning, strategy, and execution. This strategic aspect of power is often overlooked, leading to ineffective or short-lived power dynamics. Power can be ethically used. Pfeffer emphasizes that power does not have to be used in manipulative or unethical ways. It can be used to effect positive change, benefit others, and achieve beneficial outcomes. This ethical dimension of power is crucial, as it underscores the responsibility that comes with power. Power is linked to survival. In the competitive world of business and organizations, the ability to wield power effectively is often linked to survival. Those who lack power are often at a disadvantage and may struggle to survive and thrive. Power is relational. Power depends on relationships with others and cannot be exercised in isolation. This relational aspect of power is often overlooked, leading to ineffective or misdirected power dynamics. Power entails responsibility. Pfeffer reminds us that with power comes responsibility. Power must be used wisely and ethically, with consideration for its impact on others and the organization as a whole. In conclusion, "Power - Why Some People Have It—and Others Don't" offers valuable insights into the nature of power and its role in organizations and leadership. It challenges common misconceptions, offers practical advice, and empowers readers to develop and wield power effectively and ethically.
ViewDesigning Your Life - How to Build a Well-lived, Joyful Life
William Burnett (Consulting professor of design), Bill Burnett, David John Evans
Key Insights from the Book Life is a series of design projects: This book presents the perspective that life is a design project, similar to the way a product or a service is designed. Focus on process, not outcomes: The authors emphasize the importance of focusing on the process of living rather than being overly concerned about specific outcomes. Reframing problems: The authors advocate for the practice of reframing problems in order to open up new possibilities and solutions. Prototype-driven life: Taking a cue from how products are designed, the authors suggest that people should create “prototypes” of different life paths before committing to any one path. Mindset matters: The authors stress the importance of having a growth mindset, which means seeing challenges as opportunities to learn and grow rather than as obstacles. Energy engagement: The authors introduce the concept of Energy Engagement, which involves doing activities that energize you, as a way to improve the quality of your life. Failure is a part of the process: The authors remind readers that failure is a part of the design process and that it often leads to better solutions. Life design team: The authors propose that individuals form a "life design team" of trusted people to support and provide feedback on their life design journey. Choice finding: This concept emphasizes the importance of identifying and making choices that align with your life design goals. Gravity problems: The authors define these as problems that are out of your control, and recommend accepting them rather than wasting energy trying to change them. Workview and Lifeview: The authors encourage readers to define their own workview (beliefs about work) and lifeview (general philosophy of life) as a foundation for designing their lives. Summary and Analysis In "Designing Your Life," authors Bill Burnett and Dave Evans skillfully apply design thinking principles to life choices, career trajectories, and personal fulfillment. Drawing from their experiences as Stanford University professors and product designers, they argue that life, like a design project, can be approached with creativity, flexibility, and a problem-solving mindset. The book's central premise is that life is a design project. This reframes our approach to life from a linear, outcome-focused perspective to a flexible, process-centered one. It challenges the conventional wisdom that we should have a fixed goal and work towards it, advocating instead for an iterative, exploratory approach that embraces change and uncertainty. The authors emphasize the importance of reframing problems, a core tenet of design thinking. By reframing, we can shift our perspective and unearth a broader range of possible solutions. This is a powerful tool for dealing with life's challenges, as it encourages innovative thinking and breaks down the barriers of traditional problem-solving. Another key concept introduced is the idea of creating 'prototypes' for different life paths. This involves exploring different possibilities before making a commitment, allowing for experimentation and learning. This is a radical departure from the notion of making a single, lifelong career choice and highlights the value of adaptability and resilience. The concept of Energy Engagement is another vital element of this book. This involves identifying activities that energize and stimulate us and incorporating them into our lives. This aligns with the concept of 'flow' proposed by psychologist Mihaly Csikszentmihalyi, which suggests that people find genuine satisfaction and joy when they are fully engaged in an activity. Importantly, the authors remind us that failure is a part of the design process. They argue that each failure provides valuable lessons and insights that can lead to better solutions. This aligns with the growth mindset theory proposed by psychologist Carol Dweck, which emphasizes the value of effort and learning from mistakes. Finally, the authors introduce the concepts of 'workview' and 'lifeview', encouraging readers to define their beliefs about work and their general philosophy of life. This provides a foundation for designing their lives, ensuring that their choices align with their values and beliefs. This is reminiscent of the concept of 'authenticity' in psychology, which suggests that fulfillment comes from living in accordance with one's true self. In conclusion, "Designing Your Life" offers a fresh, empowering approach to life and career planning. By viewing life as a design project, we can tap into our creativity, embrace uncertainty, and create a life that is fulfilling, meaningful, and joyous.
ViewHow To Win Friends And Influence People
Dale Carnegie
Key Insights from "How to Win Friends and Influence People" The fundamental techniques in handling people: Never criticize, condemn or complain; give honest and sincere appreciation; and arouse in the other person an eager want. Ways to make people like you: Show genuine interest in others; smile; remember and use people's names; be a good listener and encourage others to talk about themselves; talk in terms of the other person's interests; and make the other person feel important and do it sincerely. How to win people to your way of thinking: Avoid argument; show respect for the other person's opinions and never say "You're wrong"; if you are wrong, admit it quickly and emphatically; begin in a friendly way; get the other person saying "yes, yes" immediately; let the other person do a great deal of talking; let the other person feel the idea is his or hers; try honestly to see things from the other person's point of view; be sympathetic to the other person's ideas and desires; appeal to the nobler motives; dramatize your ideas; and throw down a challenge. How to change people without giving offense or arousing resentment: Begin with praise and honest appreciation; call attention to people's mistakes indirectly; talk about your own mistakes before criticizing the other person; ask questions instead of giving direct orders; let the other person save face; praise every improvement; give the other person a fine reputation to live up to; use encouragement; make the fault seem easy to correct; and make the other person happy about doing what you suggest. An In-Depth Analysis "How To Win Friends And Influence People" by Dale Carnegie is a seminal work in the world of self-help and personal development. Carnegie revolutionized the field with his practical advice on social skills, leadership, and communication; his insights remain relevant even decades after the book's initial publication in 1936. At the core of Carnegie's philosophy is a profound respect for human nature. He posits that all human beings want to feel important and appreciated, and that by fulfilling this need, you can win their goodwill and influence them. This is the fundamental basis for all the techniques he outlines in the book. In terms of handling people, Carnegie advises against criticism, condemnation, or complaint. This is because such negativity only creates resentment and shuts down communication. Instead, he advocates for honest and sincere appreciation, as well as arousing an eager want in the other person. This is about understanding what the other person wants or needs, and presenting your proposals in a way that aligns with these desires. Carnegie also offers several techniques to make people like you. These include showing a genuine interest in others, being a good listener, and talking in terms of the other person's interests. He emphasizes the importance of sincerity in all these interactions. People are naturally drawn to those who show them respect and appreciation, and are more likely to be influenced by them. In winning people to your way of thinking, Carnegie emphasizes the importance of avoiding arguments and showing respect for the other person's opinions. He also suggests that you let the other person do most of the talking, and try to see things from their point of view. This is a powerful way to build rapport and gain influence, as it shows that you value their thoughts and feelings. Finally, Carnegie outlines techniques for changing people without arousing resentment. This includes praising the other person, calling attention to their mistakes indirectly, and allowing them to save face. By treating people with kindness and respect, you not only maintain their dignity, but also make it more likely that they will be open to change. Despite being written over 80 years ago, Carnegie's insights remain incredibly relevant today. His principles of respect, understanding, and empathy are timeless, and can be applied in a wide range of situations, from personal relationships to business negotiations. His book is not just about influencing others, but also about becoming a better, more compassionate person.
ViewInfluence - The Psychology of Persuasion
Robert B. Cialdini, PhD
Key Facts and Insights from "Influence - The Psychology of Persuasion" The Principle of Reciprocity: People feel obliged to return favors offered to them. The Principle of Commitment and Consistency: Once a person commits to something, they are more likely to follow through and remain consistent with their commitment. The Principle of Social Proof: People look to others' behavior to determine what is correct or acceptable. The Principle of Liking: We are more likely to comply with requests from people we like or find attractive. The Principle of Authority: We tend to obey authority figures, even if we are asked to perform objectionable acts. The Principle of Scarcity: Opportunities seem more valuable to us when they are less available. The Role of Persuasion in Everyday Life: Persuasion is not necessarily a negative thing; it is used continuously in our daily lives. The Power of 'Because': People are more likely to comply with a request if they are given a reason. Understanding these principles can help protect against undue influence: By comprehending these principles, we can guard ourselves against manipulation. These principles can be used ethically to influence others: These concepts can be used positively to persuade others towards beneficial actions. An In-depth Analysis of "Influence - The Psychology of Persuasion" "Influence - The Psychology of Persuasion" is a seminal work by Robert B. Cialdini, illuminating the psychology behind why people say 'yes' and how to apply these insights ethically in business and everyday settings. The book reveals six universal principles of influence: reciprocity, commitment and consistency, social proof, liking, authority, and scarcity. The Principle of Reciprocity is deeply ingrained in human nature. We feel a psychological obligation to repay in kind what another person has provided us. This principle is used widely in marketing by giving free samples or offering something extra with a purchase. The Principle of Commitment and Consistency demonstrates how people strive to be consistent with their words, beliefs, attitudes, and deeds. This principle is often exploited in sales and negotiation, where getting a small initial commitment increases the likelihood of larger commitments later. The Principle of Social Proof explains our tendency to view a behavior as more correct in a given situation to the degree that we see others performing it. This principle is at play in testimonials and reviews, where the experiences and choices of others influence our decisions. The Principle of Liking: It's no surprise we prefer saying 'yes' to individuals we know and like. This principle is often utilized in sales, where salespeople strive to share commonalities and offer compliments before making their pitch. The Principle of Authority is about our sense of duty or obligation to people in positions of authority. This often stems from our upbringing, where we are taught to respect and obey figures of authority. The Principle of Scarcity is based on the idea that opportunities seem more valuable when their availability is limited. Marketers often use this principle by creating a sense of urgency around a product or service. The book also highlights the significant role of persuasion in our everyday lives, from advertising and sales pitches to social interactions. One of the most interesting insights from the book is the power of 'because.' Cialdini's research shows that people are more likely to comply with a request if they are given a reason, even if that reason is not particularly compelling. Understanding these principles, as Cialdini points out, can help us protect ourselves against manipulation. However, these principles can also be used ethically to influence others, guiding them towards actions that are beneficial to them and society at large. "Influence - The Psychology of Persuasion" is a compelling exploration of the science of persuasion. It offers valuable insights for anyone interested in understanding and harnessing the power of persuasion, whether for business, social, or personal applications.
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