TAKING COMMAND! ACHIEVING YOUR OBJECTIVES.

Command In Crisis: Abandoned Cruiseship!

2012-01-24T11:08:00.000-05:00

A captain in command who chooses to abandon his ship and all of the souls whom he is sworn, by ethics and Maritime Law (the "Law Of The High Seas") to protect, without regard to his own safety until the last of his charges is safe is a coward. He made a decision to be derelict in his sworn duties. He is not a leader. There is no gray area here -- the implications are carved starkly in black and white: He probably should be blindfolded, hands tied behind his back, and made to walk the plank.

Having said this, this article is not about the captain, but about the Officer-In-Charge at the Port Authority, who spent an hour of critical time engaging in a futile conversational exchange with the derelict deserter in an attempt to "convince" a proven self-serving coward to cooperate, instead of immediately using the threat of lethal force to accelerate the cowardly captain's compliance. The OIC was an enabler, if not an accessory, to this circus of childishness surrounding a heinous crime.

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Synopsis, excerpted from a situational case study by the American Management Association: Please read through this rather indecisive, uninstructive situational analysis by a bright group of people with an analytical but "non-action" orientation, and then read my more pointed TAKING COMMAND comments, which follow:

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"When a tragedy claims lives in a shipwreck or an aircraft crash, like the Italian vessel that capsized this week, working out responsibility is urgent and important. The causes and the chain of command get investigated and blame gets apportioned. It’s not always that way in life.

The wreck of the Italian liner Costa Concordia is desperately sad, and shocking for anyone involved. Inevitably, there will be an investigation, prosecutions, and law suits. This is a tragedy—people have died, and the environmental impact could also be devastating.

In an incident such as this, the questions of responsibility—whose fault is this? What happened? Will be critical—and they will be answered.

In business life, we often look at questions of responsibility when things go wrong: who gave the orders? Who responded? What happens when people make mistakes?

The answers are usually shades of gray rather than black and white. And the chains of consequences are hard to work out. Things go wrong because of many factors, and it’s often hard to say whose “fault” something is. We usually end up by saying, in a vague way, that “mistakes were made.” ####
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TAKING COMMAND Commentary...

The captain should now, simply put, walk the proverbial plank. But he was not the OIC - Officer In Charge. He was not the commander. Sometimes the situational dynamics dictate who is justly and most effectively in command.

In certain situations, an individual must determine whether or not a person-in-charge is competent to be there, and must take action accordingly. The communications officer at the Port Authority had become, after very simple situational assessment, the OIC. From the second he made that determination of the captains lack of willingness or ability, it was his obligation to take complete command.

Instead of a childish back-and-forth duck-and-dodge game of asking questions and trading sarcastic insults which wasted a precious hour and caused further damage and loss of life, the OIC should have made it clear (perhaps with some audacious bluffery involved):

"Captain. You have abandoned your ship, and have been derelict in your duty. You are hereby commanded, in accordance with law, and under penalty of death, to return to your ship and board immediately, without delay. Once there, you will contact me immediately to give me a full situation report. You have 30 minutes to do this -- if you have not confirmed that you are back on board the vessel within exactly 30 minutes, I am prepared to issue the order to fire on your life vessel. Am I perfectly clear? [pause and wait for acknowledgement].
Do not contact me until you are on board the vessel. Over."

The object, on the part of the OIC was to get the cowardly captain back on board his vessel immediately. The easiest way to accomplish this would be giving the captain a simple, definitive choice -- re-board the vessel, or face execution.

Extreme approach? Possibly. Effective? It certainly would have generated better results than the travesty that we will all be reading about in the mainstream media for months.

Douglas E Castle [http://aboutDouglasCastle.blogspot.com] for
Taking Command! [http://TakingCommand.blogspot.com]

"Need To Know" Means SERIOUS.

2012-01-10T11:37:00.000-05:00

In becoming involved with a project, program, strategic plan or even in building a new enterprise, it is instinctively Human to want to discuss aspects of it with others; if it's is an source of pride and achievement (actual or potential) we want to either 'sell' the circles of individuals around us on the concept and the excitement with which it is associated, or to exercise our bragging rights.

These instincts and propensities must not be indulged -- in giving in to them, we can do damage in several different ways:

1) Compromise important information;

2) Undermine the objectives of our whole inside team, or the individual members of it;

3) Make our objective appear less important, or less far along in the completion cycle.Telling stories or putting on endless "dog and pony shows" psychologically minimizes your importance as a leader or a decision-maker, just as it makes the subject of your limitless leakage seem trivialized.

Inform people on a "need to know" basis. It makes you, and what you are working on more secure, more perceptually important and far more valuable.

General Rules:

1) Before having a discussion, determine if there is adequate "need to know." Does this other person have a serious role to play in the project or effort?

2) Insist on speaking with one selected and trusted representative of any multiparty organization, and let that person assume the role as tactical liaison with his or her organization for you.

3) Do not entertain dialogue and questions from persons who A) cannot demonstrate a "need to know," or who B)cannot clearly inform you of the purpose of the interview or meeting.

Sometimes the less others know, the stronger you are -- both in situational reality and perception. Unimportant people can spend all day talking to anyone who will listen about anything; important people are focused on achieving things and do not freely expend their time casually.

You needed to know this. You were on my list.

Douglas E Castle [http://aboutDouglasCastle.blogspot.com] for the TAKING COMMAND! Blog , at http://TakingCommand.blogspot.com.

Breaking Your Word Or Pledge - Sensibly

2012-01-02T15:31:00.001-05:00

There are times when you have made a pledge that no longer makes any practical sense to honor. You are faced with an immediate dilemma: "How do I 'undo' this pledge that no longer makes sense without appearing to be weak, indecisive, or untrustworthy?" It is an issue involving negotiations, diplomacy and public relations.

Recently a pledge made by the Americans For Tax Reform created a legislative gridlock because the parties involved were terrible negotiators -- they were at loggerheads -- simply restating their pledges and inferring that there was no basis for discussion. Any negotiator knows that a door must be left open for some discussion, exchange, and flexibility.

When two parties just sit on opposite sides of the room with their arms crossed, refusing to acknowledge that their biggest problem is not the issue under discussion, but the paralysis that the gridlock is producing, and the fact that no problem is being solved as a result.It's as simple as saying, "We've made pledges to our constituents about our firm positions, but we each have an obligation to move forward toward a solution. Circumstances have changed. This has gone too far. It is injurious to each of us as well as our respective sides to refuse to solve the problem as a matter of some principle. Our real task now is to sit down and solve the problem to minimize the damage caused by our inability to cooperatively arrive at a solution. Let's find someplace to talk."
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The following is excerpted from an article provided courtesy of CBS Newswatch:

"The pledge may be the biggest reason Washington is gridlocked, and this is harming everyone. Republicans enter budget discussions unable to even explore raising taxes. The result is a mutant form of negotiation in which people almost always stop listening, demonize the other side, and pile up so much ill will that people can barely talk to each other. Sound familiar?

The overwhelming evidence in negotiations research is that the best deals arise out of people stating their positions -- including how taxes cannot be raised -- and then setting them down. Great negotiators know that if they set a demand aside, and have an open conversation where they'll learn about the interests and values of the other side, they often come to common ground on core values. Once they get to this point (technically called "alignment"), they can construct a global solution that expresses those values. This isn't compromise, or meeting in the middle. It's innovation and creativity that often leads to a far better deal than either side initially had in mind.

People have to be able to let go of their original demands, even though it's possible, and often likely, that the final agreement will include those demands.

There are two problems with pledges like the one made to ATR. First, they prevent effective negotiations, alienate the other party, and ensure gridlock and childish behavior.

Second, pledges encourage bad decisions by shutting off people's ability to think. Robert Cialdini's book Influence is one of the most important of the last 50 years. He writes that after making something like ATR's pledge: "We don't have to sift through the blizzard of information we encounter every day to identify relevant facts; we don't have to expend the mental energy to weigh the pros and cons; we don't have to make any further tough decisions. Instead, all we have to do when confronted with the issue is turn on our consistency tape, whirr, and we know just what to believe, say and do." Lack of thinking leads to "dumb ass syndrome," and that's what we see across America -- in government and in the corporations.

If pledge takers could find a way to undo it, the benefits would far outweigh the risks of alienating ATR, Grover Norquist, and a few voters. First, people could actually enter into good-faith negotiations that would produce better results for the country. Second, elected officials -- are you sitting down -- might actually start to think. Third, Congress would appear to be more committed to the welfare of their constituents than to re-election.

The question is, how do elected officials who are having a change of heart "undo" the pledge? And how can we undo a promise we made -- to an employer, an employee, a business partner, or a friend? Most of us don't know the mechanics of how pledges and promises work, including how to "unpledge."

Practically, here's what to do when you have a pledge, promise or agreement that makes sense to undo. First, state why the pledge no longer makes sense at the time. Second, offer a former "revocation" of the pledge. Third, make a new pledge to the core values that are the same as the original pledge. Fourth, deal with, and take any responsibility for, any train wrecks that your actions cause.
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When two parties just sit on opposite sides of the room with their arms crossed, refusing to acknowledge that their biggest problem is not the issue under discussion, but the paralysis that the gridlock is producing, and the fact that no problem is being solved as a result.It's as simple as saying, "We've made pledges to our constituents about our firm positions, but we each have an obligation to move forward toward a solution. Circumstances have changed. This has gone too far. It is injurious to each of us as well as our respective sides to refuse to solve the problem as a matter of some principle. Our real task now is to sit down and solve the problem to minimize the damage caused by our inability to cooperatively arrive at a solution. Let's find someplace to talk."

It bears repeating: Nothing good can come of a pledge that is untenable. If you promised to land at an airport in St. Louis but the airport is fogged, you have to set aside you initial pledge and look at the greater directive of finding a safe place to land. It's as simple as saying, "We've made pledges to our constituents about our firm positions, but we each have an obligation to move forward toward a solution. Circumstances have changed. This has gone too far. It is injurious to each of us as well as our respective sides to refuse to solve the problem as a matter of some principle. Our real task now is to sit down and solve the problem to minimize the damage caused by our inability to cooperatively arrive at a solution. Let's find someplace to talk."

The greatest problem in leading a negotiation is adhering blindly to a pledge that is either no longer plausible, or which is creating problems which are far greater than those which are the subject of the frozen negotiation. It is always sensible to 'unpledge' or move from your fixed position if an issue of greater importance obscures the nature of the smaller argument which you are not having because neither side knows how to approach the other. To be a problem-solver, to retain command, you must be able to walk across the room and persuade the other party to enter into productive discourse.

Douglas E. Castle

for TAKING COMMAND! and for BUSINESS AND PROJECT PLANNING AND MANAGEMENT.

Know Your Legal Rights: Playing For Keeps

2011-12-27T13:02:00.000-05:00

Law enforcement, and the 'Justice System' for the most part are not genuinely groups of people who are in the business of either protecting your rights or serving the greater interests of justice. They are in the business of indicting, convicting, fining and incarcerating. By analogy, they serve your rights as effectively and enthusiastically as the Internal Revenue Service operates to minimize your income tax payments and help you to prepare a tax return. There are some basic rules to dealing with law enforcement and its investigative and judicial allies:

1) Know your legal rights. Don't ever trust the word or promise of someone in a prosecutorial or investigative position;

2) If a law enforcement or investigative person knocks on your door "just to ask you a few questions," simply ask, while leaving them outside, "Do you have a court order or a warrant for my arrest? If not, just telephone my attorney, ________ at _____________. I'm sorry that I can't invite you in". Do not answer a single question after that, don't take the bait -- politely and apologetically close the door and advise them to "stay safe and drive carefully." You must do this despite your knowledge, or manners, or fear, or curiosity. Law enforcement counts on people's propensity to self-incriminate and to be easily intimidated in order to keep those conviction records high.

3) Never ever communicate with any judicial, investigative or law enforcement agency except through an attorney. Don't accept an invitations to have casual conversations with strangers, or to come downtown so we can have you answer a few questions -- you'll be back in a hour or less."

4) Never resist arrest, or defy a search warrant. Just don't talk. As they say on television, "lawyer up."

5) Try to conduct all of your business within the confines of the letter (if not the spirit) of the law, and avoid unnecessary exposure or direct interaction with any government agency if it can be avoided. Do not inadvertently make yourself or your activities a target.
The article excerpt link below appears courtesy of THE BIGTHINK DAILY IDEAFEED Newsletter. They are not only an excellent source of information -- they are a valuable source of commentary; and commentary is what brings utility, applicability and direct personal relevance to reported news.

Think Tank

This Video Will Keep You Out of Jail
Daniel Honan
What's the Big Idea? How well do you know your rights? Moreover, have you ever had to exercise your rights during an encounter with a ... Read »

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I am not an advocate of either conducting your affairs illegally, or of being either overtly insulting or uncooperative with these hardworking folks who are just 'doing their job'. All that is important to remember is that they are not generally (with some very special exceptions) 'out to help you' and that your cooperation can be limited to simple courtesy in saying "no."

Douglas E Castle for TAKING COMMAND

Leadership: Sealing The 'Working Bond'

2011-12-23T09:51:00.001-05:00

If you are a leader, or are going to become one, one of your first crucial chores when assuming responsibility for others and taking the scepter of command is to create a working bond, i.e., a person-to-person bond with everyone in your organization or company -- even if that organization or company is a very large one.

You must not only achieve this symbolic but very powerful working bond with all of those persons who will be reporting to you, and to all of the persons who will be working for them --- all of the way down the hierarchical pyramid. It will be time-consuming, but worthwhile.

This process can and should be accomplished with a group of people present (picture a military commander assembling and addressing his troops) or in several segments, each with a group present. The purpose of the group is to bear witness to the bonding act with each individual assembled.

Your job is simple:Using your best posture, and your clearest voice of command, walk up to each of your people , make direct, unflinching eye contact and say, simultaneous with offering a firm handshake, "I'm _______________. What's your name?" [wait for the answer]. Then: "_________________ (stating the person's full first and last name), I'm honored to meet you. Thank you for being here."

Each person you establish eye contact with, shake hands with and address with professional respect, will immediately be taken with your command, and will immediately become 'bonded' [in a profound emotional way which is very difficult to explain in non-technical terms] to you and in your service. The reason for having the others in the group each witnessing this act is multiply its image, strength and memorability.

It is a very special occasion, and you have made it so by sanctifying it with this personal greeting ceremony. It also reinforces the utility of the proceedings by indirectly bonding the whole group together.

Incidentally, this is far more than a mere show - it is a critically important early-stage person-to-person interaction which will serve you in good stead.I strongly advise you to seal the "working bond" with each conquest, acquisition, victory or promotion.

Douglas E. Castle [http://TakingCommand.blogspot.com]

The Truth About 'Reputation Management' | Douglas E. Castle

2011-12-08T03:48:00.001-05:00

Reputation protection and management are indeed crucial aspects of building your credibility. Because anyone can post anything to any number of complaint boards, fraud alert boards, or to the web in general, unless we have never been alive, someone has been angered with us over something which we have said or done -- whether baseless or absolutely true. Some are matters of opinion and some are matters of documented fact.

Many online credibility management or social media "cleanup" services have recently sprung up to combat the increasing problem of getting negative news (posted on the web for all to see) by either persons you've wronged, persons who just don't like you, or personal details about your divorces, regulatory issues, multiple bankruptcies, business failures, table manners, misdemeanors, felonies, arrests, time in a sanitarium, firings and dismissals, censures, license revocations, affiliations, rotten posts which you later regretted after placing them on FaceBook and other social media, your pending foreclosure, pictures of you with a lampshade over your head at an office party, personal telephone and residence information, sealed court records (incidentally, nothing is ever actually either sealed or is actually inaccessible for an assiduous muckraker) consumer complaints either 1) off of the the major search engines (particularly Google), or 2) "buried" deep in the bowels of the search engines (i.e., the 59th page in Google) where no "normal" person would have the time or patience to look.

There is actually no good news here, folks. There are no panaceas. No "black hat" hackery/ crackery or quackery tools or cleanup squads available... even powerful governments have been caught in massive lies, coverups and political scandals -- WikiLeaks, anyone? There is some useful information which can help to minimize or mitigate the effects upon you and your career by these pesky postings that befoul your otherwise exemplary search engine reports.

1) If someone has posted something that is a matter or published fact or public record, don't even bother trying to delete it or remove it, unless it is a civil matter which has subsequently been legally settled, paid, satisfied, rescinded, vacated, dismissed, released or otherwise satisfied with a court-stamped or other evidentiary agreement. If this is the case, the cheap fix is to publish the document evidencing the satisfaction. The better fix might be to retain a professional firm, as referenced above to have the posting party issue a publicly-posted rescission.

2) If there was a regulatory investigation, whether dropped, or prosecuted, it will not be expunged. Don't waste a minute. Don't try to eliminate facts. Be prepared to briefly explain them (denials are invariably perceived as admissions of even greater guilt and wrongdoing) only if asked and don't offer apologies or feeble, wishy-washy discussions about mitigating circumstances. Stay in command, and never assume a defensive posture. Remember -- whatever happened in the past is done. Right or wrong, it is now merely a piece of history. Let it strengthen you, or even have a third party spin it in your favor.

When a corporate executive and aspiring statesman was asked (as in an "Is it true that...?" open question-style confrontation) by a reporter at a press conference about a previous felony conviction (from some years prior), the executive (after waiting for a hush from the crowd of reporters, and signaling them to be quiet), simply said, without, engaging the reporter, something to the effect of, "Yes. That is absolutely true. It was a troublesome thing. Now, ladies and gentlemen of the press, if you don't mind, I'd like to avoid wasting any further of your valuable time and get back to the matter that needs to be addressed immediately. I'll continue, but I will insist that we keep the nature of this conference relevant and highly-focused. I have limited time, as we all do, and a business to run. Thank you."

That "Thank you," was fully and deafeningly dismissive.

3) Do not waste a minute of time or a penny seeking legal relief for defamation of character;

4) Do not engage the other party by any inflammatory response.

5) The best of the professional services will either 1) legally seek to have incorrect factual information corrected or removed, or what they will do is use some SEO chicanery to "stuff" the search engines with all manner of articles related to all manner of possible search engine queries which speak of you or your business in glowing terms.

Having said all of this, the best advice that a leader who has chosen to be successful is to avoid wasting too much time with off-target problem solving, lest you fail to conserve adequate time to invest in pursuing growth opportunities.

Douglas E. Castle [http://www.LinkedIn.com/in/douglascastle] and the Taking Command! Blog.

Never, ever let defensiveness or desperation be a motivating force for your decisions or actions. Leaders and commanders are permitted to err. The idea is to keep your Achille's heel (which each have one or more) out of a bear trap, and to keep from letting emotion turn the present path of progress into a detour into the woods. Stay in control, and never exhibit submissiveness. Nobody said that it would be easy.

Intelligence Versus Force And Surprise - D.E. Castle's Four Fundamental Settlement Options

2011-12-01T09:55:00.000-05:00

Image via Wikipedia

In situations/ encounters where one group (tribe, nation, gang, army, corporation, aliens from another stellar system) comes to meet (or, more aptly, confront) another previously unknown group, the first inclination (strictly a function of Human Nature) is for both groups to be distrustful and suspicious of each other, and to seek some form of safe settlement or stability to minimize the fear and maximize the sensation of security. This sense of security may be temporary or longer-term, and it may be well-founded or very illusory. But it is always a destination point -- especially where resources or territory are limited or otherwise at issue. Either the groups will reach a productive accord, or one will ultimately prevail and dominate.

A cautious trial-and-error ritual is called for in every one of these cases. It is a ritual that leads to positioning and settlement of one sort or another. If a symbiosis or synergy is not rapidly found, acknowledged, valued and put into operation between the two sides, there will be a conflict where both sides will sustain losses, but one will emerge the victor-of-record. By crude analogy, the ceremonial dance will either result in a mating or a massacre.

In these situations, each of the parties will absolutely choose one of the following four fundamental settlement strategies. Being badly in need of ego gratification, I refer to these as Douglas E. Castle's Four Fundamental Settlement Options:

OPTION 1: Diplomacy. Finding complementarity. Becoming valuable to each other as allies.

OPTION 2: Avoidance. At its worst, this becomes appeasement.

OPTION 3: Warfare. Whether covert or overt, it is reliant upon the elements, as discussed in short order, of surprise and overwhelming force. Sometimes it is done in a repeated 'hit-and-run' fashion, and sometimes it is done with

OPTION 4: Espionage and Applied Intelligence. This requires great technological and social engineering skills. The objective is either to a) be gone when the enemy strike takes place, causing the attacker to waste tremendous resources, and to be in the wrong place at the wrong time, or b) to attack the enemy at its weakest point in terms of resources, preparedness and time. Both a and b work hand-in-hand in an optimal OPTION 4 Scenario.

My first choice is OPTION 1. When the possibilities and the prospects do not seem good, my immediate second choice is OPTION 4. Sadly, OPTION 2 leads to enslavement, and OPTION 3 is one of the most profitable industries in the world for too many powerful parties who stand to benefit by prolonged and inefficient conflicts...behavioral psychology coldly and meticulously exploited in the name of avarice.

In law enforcement and many rudimentary military operations, the conventional (and short-order) wisdom is that in order to overwhelm a target,presumably an enemy, you must have two elements on your side:1) Complete Surprise; and2) Overwhelming Force.

These are indeed critical components in overpowering and conquering an enemy. They also require a tremendous investment in ordnance, personnel, logistics and communications, as well as the ability to keep a secret by using tight need-to-know informational controls, impenetrable communications systems and zero leakage.

Many very otherwise under equipped forces (terrorist cells, insurgent groups, organized 'underground' movements) fraction their information into compartmentalized 'cells' so that no one individual has complete knowledge of the plan of attack. In larger, more powerful forces, this fine point of splitting up information into little puzzle pieces (so that no traitor or captured party can divulge any significant part of the plan -- willfully or under extreme duress*) is not taken very seriously. When budgetary resources are plentiful, and a profit can be derived from a protracted and primitive conflict -- OPTION 4 is underutilized (and often underdeveloped) and overshadowed by the dubious promise of OPTION 3.

Any student of history knows this. In fact, just watch some late night television shows and see how many well-planned strikes, or "busts" fail because the targeted location was either abandoned by the adversary due to some illicit advance notice of the pending strike. In fact, to compound matters and make things worse, these heavily-armed, resource-laden strike teams are often led right into an ambush or trap, creating a double victory for the would-be victims.

*With reference to the photo at the top of this article, it is a simplified structural diagram, courtesy of Wikipedia, of the Core, infrastructure, operational groups, support net from al-Qaeda style cell system.

The most efficient option [of those possible in accord with D.E. Castle's Four Fundamental Settlement Options] is the one which uses the minimal resources to the maximum advantage. OPTION 1 is my preference because of its inherent potential for prosperity and peace. My second choice, when in serious doubt, is OPTION 4.

Knowledge, if properly acted upon, is indeed power; and brute force is as expensive as it is ineffective when lined up against well-implemented espionage derived of reliable intelligence analyzed and acted upon decisively.

In terms of a leadership or command decision, this OPTION 1 to OPTION 4 move is not indicative of cowardliness by any means. It is a matter of pragmatism in terms of conserving resources and maximizing the chance of either alliance or victory, as appropriate in the circumstances.

Douglas E. Castle [http://TheInternationalistPage.blogspot.com]

The 2 Most Undesirable Traits In A Leader

2011-11-17T20:24:00.000-05:00

People have different views about what qualities make an individual a true and worthwhile leader -- the type of individual whom people will follow into battle (either legislatively or literally). An individual who is truly a commander has followers who feel safer and strengthened by his or her words and actions.

That having been said (one of my favorite phrases), the two elements which will undermine any aspiring or existing leader's credibility and influence status are common to all followers, although they don't often admit it:

1) Indecisiveness. Being too slow to make decisions, or being too obsessed with "buy-in" and "compromise" means that you are uncertain of either your position on an issue, or of your personal power. Both are unforgivable.

2) Weakness. If you are afraid to do battle with the opposition, even if you feel that either appeasement or collaboration are better alternatives (appeasement is never forgivable, and if you want to collaborate, be certain to assertively and ceremoniously establish the 'ground rules' as the consortium's de facto control person) makes you appear to be a coward, or somehow compromised.

Even some of your own most vociferous constituents, employees, followers or troops will be hesitant (usually for fear of reprisals) to point out moments when you've either tripped or are about to trip on one of these landmines. But with each incident of exhibiting indecisiveness or weakness, the probability of your maintaining an effective and efficient command will wane.

Presentation is sometimes every bit as important as substance in your role as a guiding light. Do not ever forget this.

Douglas E. Castle

Your Opinion: Exercise Extreme Caution! - Interpersonal Relationships Are Like Minefields....

2011-11-08T08:45:00.001-05:00

If your opinion is not solicited, try to avoid offering it -- unless it is an urgent warning that may save someone about whom you care from getting hit by a bus or shot by a sniper.

Unsolicited opinions are generally perceived by most persons as intrusive judgments, criticisms or insults, unless they are obvious warnings of imminent danger, or unless they are stated as ideas... framed as 'spontaneous thoughts'. Example: "You know what would really bring out the color in your beautiful eyes? That fedora!"

Before offering your opinion (when it is actually requested), be certain that you understand the motivation behind the person's inquiry. In some cases, it is merely a call for validation or affirmation without any real opposition or new perspective on your part; in other cases, it is an honest request out of respect for your knowledge or special expertise. In the first case, the requester doesn't truly want your opinion, so much as your endorsement.

If someone says, "I'd really like your opinion about ___________," don't answer. Instead ask, "Why do you ask?" or "Why, in particular, do you want my opinion?"If the answer is along the lines that "I've decided to...," or "I'm going to...," or anything else indicative of a strong commitment to a plan of action, or a reference to a decision already made, proceed with extreme caution. This individual is seeking your agreement, assent or endorsement -- perhaps even your reassurance.

If you disagree with this person's decision or ex post facto action, and you wish to stay out of harm's way (avoid a wasteful argument, or compromising an alliance over something unimportant to you, specifically), the only answer which works is, "You've asked for my opinion, but I'm going to insist that in a matter such as this one, that you must trust your own instincts." This is a powerful non-answer, which places the responsibility for any outcome squarely on the shoulders of the requester and which sounds (albeit remotely) like your endorsement of the requester's decision-making skills -- but it is not a false endorsement of what may ultimately turn out to be a calamitous choice. Don't be an accomplice or enabler to stupidity if you can avoid it.

The truth is not always what is sought. Your alternatives are to lie (the least desirable), or to turn the question around to a positive-sounding non-answer. When possible, this latter choice is best, especially if artfully delivered.

Sometimes, in taking command of interpersonal relationships, diplomacy, and carefully choosing one's battles are the keys to the preservation of alliances.

Douglas E Castle
http://TakingCommand.blogspot.com
http://aboutDouglasCastle.blogspot.com

Threats And Threatening

2011-11-01T17:35:00.000-04:00

The making of threats and engaging in the act of threatening are serious issues. They have a tendency to backfire. Although there are circumstances where a warning is appropriate, an outright threat (as opposed to an implied one, which is the type preferred by certain persons in high political office -- you've seen them in the movies, where a public official wants to induce another official to do his bidding, so he anonymously sends his quarry some photographs of his quarry engaging in "ethically questionable" acts) is seldom an intelligent tactic for getting anything done.

An outright (overt) threat, either made orally or in writing, gives your adversary an advance warning to prepare a counterthreat or defensive action. More often than not, these types of threats engender hostility and defensiveness more than compliance with the desired objective. If the threat is menacing enough, you can find law enforcement on your doorstep. And if you don't carry through with the threat after your adversary has failed to comply with whatever your demands were, you will have lost a position of negotiating strength.

The only threats that are effective are:

1) a threat of a lawful or legal action which you carry through with at the scheduled compliance deadline. These are perfectly fine to put in writing, as a matter of notice and record; or,

2) an imagined and unspoken threat, as perceived by your adversary when he has opened that envelope of nasty photos (as described in sordid detail earlier). In this type of case, you have let your adversary's mind do all of the threatening, without having said a single word.

If you do not believe that your adversary can be 'behaviorally re-directed' by either of the two above approaches, you must attend to matters swiftly, precipitously and without any warning whatsoever. in order to change the undesirable predicament to which this other individual or entity has subjected you.

Generally speaking, positive reinforcement or negotiation is preferred to threatening whenever possible. If threatening is indicated in the circumstances, let your quarry's mind (and his imagination) do the work for you. And lastly, actions are generally preferable to threats.

This last comment regarding the taking of action is important, and should not be taken lightly. If you have achieved a reputation for taking action, that is more often than not, the greatest threat of all.

Don't be perceived as an extortionist. It is far better to be perceived as a person of action or as a positive motivator in most cases you will encounter.

Douglas E Castle

Privacy Is An Illusion - "Intrusion Marketing"

2011-10-28T20:11:00.000-04:00

If you are not living "off the grid," and you conduct any type of commerce or communication using your computer (laptop, notebook, iPad...it doesn't matter) any of your credit cards, debit cards, mobile devices, automotive GPS navigation system or anything else that operates electrically, magnetically or through any combination of both, your personal information (all of it, from purchasing patterns, to tastes and preferences, to medical history, to relationships, to your daily driving habits, and a myriad of other miniscule details, which, if assembled, give an incredibly comprehensive picture of you) is 1) compromised; 2) being monitored, analyzed, stored, compared and used to 'profile' you as a consumer, a victim or the target of an investigation; and, 3) available for access or sale to innumerable parties without your knowledge or consent.

The use of this information cannot be controlled by law. Technology is invariably several steps ahead of legislation and law enforcement. You might say that Technology is the new artillery. A computer worm or virus can immobilize the entire command and control center of a military operation.

In the interests of technological efficiency, social media sharing, data gathering for market research, expediting the transmission of records, and automating otherwise labor-intensive processes, you are being observed. Your electronic fingerprints, footprints and photographs are everywhere.

Using a combination of satellite technology (i.e., with Google Earth, you can see where I'm standing in my yard and the sun's gleam off of my bald spot, too!), GPS, RFID, electronic tagging and labeling, keystroke logging, telephonic number punching, information-gathering bots and cookies, security cameras, coupon redemptions and electronic card swipes, your personal information, virtually all of it (including your utilities services providers, monthly bills, amounts spent on various categories of commodities).

As this information is processed, you will be categorized and targeted -- if you've bought certain types of things, or exhibit certain consumer patterns, or even made computer information searches about particular subjects -- you should be fully aware that you are giving up information even as you try to find or research information.

Credit card companies are selling your consumer expending information (where you've gone, what you bought, how much you spent, and more) to various marketing companies. Facebook, Google and other communications platforms and social media companies use this information to "filter" the screens you see and the results you find when you go to your favorite sites, pages or search engines to correspond to what they think will be of greatest consumer or ideological interest to you personally.

It is as if your computer were studying you so thoroughly that it was learning to anticipate your every thought and move. It is as if there were a roomful of intelligence analysts on the other side of your computer screen or mobile device watching you.

This is quite frightening, especially as more and more data-gathering technologies and systems become better integrated and interconnected to speed up processing and analysis time. Following is an article excerpt. You might wish to read it and then hit the "BACK" button on your browser to return to this page:

From BigThink's Daily IdeaFeed:

PRIVACY
Targeted Web Ads Tied to Your Credit Card Buys

Pay for a fast food lunch with your credit card then see weight loss ads next time you're online. That kind of outcome is likely under moves Visa and Mastercard are studying.

---------------

You cannot avoid this intrusion, nor can you avoid this "filtration" of what is "selected" for you to see. But you can anticipate it, and have some fun with it by varying your routines; your routes; the stores where you purchase things; the types of things that you purchase and the timing of those purchases -- and especially (you may even laugh) randomizing the sites you view and the subjects you research.

Understand that in taking command of your limited privacy, you can always feed the data aggregators misleading information. If you research important things, break up the time spent on those sites with, for example, time spent (while you're away from your device for a while) on sites which are of either no interest whatsoever to you (randomizing with irrelevant data), or by countering your time investment with something that is the ideological opposite of what you are truly interested in (neutralizing with opposing data).

If you know that you are being observed, and you cannot escape the intrusions which technology has made virtually unavoidable, then put on a show. Feed these voracious data-miners misinformation. This is perhaps the last game left to play (actually an old espionage trick to find "leaks" in security) which can make your profile less about who you are (privately), and more about what you'd like them to think (publicly).

Any good interrogator, prosecutor, soldier or illusionist knows the value of misdirection, or of sensory confusion. It is a low-technology gambit to do a bit (unfortunately not enough) of gaming an increasingly abusive high-technology environment.

Don't worry. I won't tell anybody that you've read this article. It doesn't matter though. They'll already know.

Douglas E. Castle [http://TakingCommand.blogspot.com]
http://TheGlobalFuturist.blogspot.com
http://Braintenance.blogspot.com

Why Unorganized Movements Don't Work - The "Neverlution"

2011-10-12T16:31:00.000-04:00

Social expression, whether in the form of approval or protest, is a Human dynamic which is either effective or destructive. If a group of persons (myself among them) want to change the way "Wall Street" (to use that geographical designation as the personification of greed, much as so many Americans regard Washington, DC as the epitome of corruption, and Hollywood as the land of the irresponsible, overindulged botoxed and endlessly de-toxing rich) is conducting matters concerning every aspect of the economy, they have gotten only one thing right -- a vague idea of the otherwise faceless enemy.

The "Occupy Wall Street" (or "Take Back Wall Street") movement and growing protests have only a few things going for them, and a great many more things working against them. This excess of organizational liabilities over organizational assets is why I believe this "Woodstock"-like study in sleep deprivation is doomed to failure. Some philosophical protesters are actually calling this movement (more like a multi-geographical block party in search of any theme) a "horizontally-organized resistance movement." I cannot help but picture people lying down in the street as tanks march over them...

In brief:

1) The protesters have identified a categorical party -- an adversary with a name, whom they genuinely distrust, dislike and resent with increasing vitriol;

2) They (the masses) are (by loitering, littering and making a great deal of noise without a clear signal) physically out in the open and at the very gates of the felonious fiscal fatheads who have monopolized the money supply, the capital markets, and the unraveling of an economy. Righteous indignation, channeled and expressed properly (which they are not...at least here) funneled into a course of action (rather like a strategic plan with a defined goal in mind, which is conspicuously absent in this Neverlution) can be powerful, if there is an objective (or a threat) and a plan of action understood and supported by its grassroots citizen military.

Yet, the only things that our neverlutionaries would seem to have in common [and again, I don't disagree with their tremendous hurt and outrage] is anger, frustration, a desire for some instant character change (I'm thinking of Ebenezer Scrooge, out of Dickens' novel or of George Bailey, in "It's a Wonderful Life," Frank Capra's poignant masterpiece), and greater fiduciary responsibility paired with more generosity.

Our protesters are just complaining (except in Florida, where they are whining) and blocking the flow of traffic -- they are failing to recognize the need for movement leadership, a precise goal (or list of demands) to present to the some decisionmaking individuals in the Wall Street inside community who could actually be responsive, and a serious threat of consequences for non-compliance.

The sad truth is that our noble protesters lack a simple goal, a plan, the tools (perhaps threats) to prosecute the war, and a semblance of true organization, command and control. They are like kidnappers who have committed the act, but haven't figured out what they should ask for, how they can arrange to receive it, and what action that they can take in the event that the kidnap victim's loved ones are noncompliant;

3) No matter how great the movement gets in terms of involved protesters and geographical locus, nothing will happen with out a stated, realistic objective, a plan, leadership, and a viable threat.

If this movement fails, or just eventually results in a diffused death by boredom and attrition, or a resignation to impotence and surrender (without the first salvo even having been fired over the bow) it will ultimately encourage the smirking moneymeisters of the capital markets, banking and investment sectors to go even further with their abuses. It will strengthen an adversary's resolve. That would be a sad ending for what was started with the best of intentions.

An acquaintance of mine (a monetary mercenary), said to me, smiling, "Occupy Wall Street? Fine. I'll work from home. I've got my laptop and my phone."

Will one of our protesters put forth an agenda, promulgate it, and (if he or she is worthy and capable) take command? Don't lose this opportunity to achieve something memorable, and long overdue. In a year, don't be the punchline of a bunch of quick-churned jokes amongst Wall Steet's cognoscenti. Take off the tie-dyed shirts and put on the cleats.

Douglas E Castle [http://aboutDouglasCastle.blogspot.com]

"Happy Medium" - A Myth Debunked.

2011-10-08T10:53:00.001-04:00

There is a popular myth about people reaching a "happy medium." The underlying idea is that two people, each starting with his or her own respective objective or position in mind (if you'd like, picture an employee re-negotiating his salary with his employer; the employee would like a $30,000.00 annual increase - and the employer would like to give the employee a meager $10,000.00 annual increase), can reach a "settling" point through the negotiating process where each will have sacrificed something in order to meet the other 'halfway,' or somewhere in between their initial unstated objectives. This is, in fact, inconsistent with behavioral psychology and the dynamics of arriving at a settlement.

In negotiations like these, the parties anticipate a give-and-take scenario, so they generally begin by stating exaggerated positions, each knowing in advance that the other will likely compromise to some extent. The conventional wisdom is to ask for more than what you'd like. Aim high. This will be perceived by the other party as either a veiled threat, or as an opening ruse. If you'd like to learn about this initial posturing, just go to your local used car dealer and begin a discussion about a car which you "are just curious about." That experience, pun notwithstanding, will be your crash course.

Because people are inter-reactive, a static "happy medium" can not ever truly be reached. The notion of satisfaction is a relative and highly subjective one. It is also a shifting dynamic. If I 'won' an increase from my boss for $10,000.00 and was satisfied yesterday, I'll become dissatisfied today if I learn that he gave my colleague (a stronger negotiator than myself) a $12,000.00 raise.

Ironically, if the person with whom I'm negotiating concedes to my demands too readily, I will have "settler's remorse." Immediately after my request is granted, I will begin to feel as if I should have asked for more, and that I had undersold myself. A victory which is too easily won is somehow always suspicious.

The truth is that a "happy medium" is always temporary. Every negotiation, like every relationship, is ongoing, with an ever-shifting "happy medium." Human Beings generally want to better themselves, and discontent is seldom far away.

As my college roommate (a truly wise fellow) once said, "If you want to get a happy medium, just pay her a giant bonus after she comes out of her trance and the seance is ended."

Douglas E Castle [http://aboutdouglascastle.blogspot.com]

Ask For What You Want - And Get It.

2011-10-05T10:37:00.000-04:00

Taking Command requires a great number of skills, each of which must be practiced and field-tested. But the objective of command is to attain an objective....to get what you want. If you've clearly visualized your objective, and have sufficient discipline to maintain your focus on it, the task remaining is to get there. And there are many ways to accomplish that mission. Every so often, I see command from a completely different perspective, which I am compelled to share with my readers. The more perspectives you study, the better you'll be at selecting the ones which are in accord with your personal style.

The following written piece which comes to us courtesy of Sandra (Levitin) Morgan, Kalon Women's Founder and Publisher, truly struck me as excellent. Morgan's growing readership audience is primarily women over the age of 40, but her market faces the same fundamental challenge as any other market: Getting what you want. Her article title caught my eye (it was direct and audacious), and I couldn't help but read the content. It speaks to the issues of focus, persuasion and tenacity as well as several other key skills needed to obtain command and control, but not in the traditional military sense.

Incidentally, while I am not a woman entering my prime, I am, Sandra, a man who knows when he is getting excellent advice. You can subscribe to the magazine if you meet the target demographic - I obtained my subscription by cleverly camouflaging my identity.

The article, written by Karen Keller, Ph.D, appeared in the October, 2011 issue of the publication. My outline of her article follows:

1) Recognize what you want. Be certain that it is something good for you, your growth, your gain, your happiness, the furtherance of your objectives. Half-hearted wishes are not powerful desires or intentions.

2) Ask in an optimistic way. Clearly state the benefits to the other person as well as those for yourself. Undisguised selfishness and one-sided bargains never, ever work.

3) Ask the right person. If you are not speaking directly with the individual who has the authority to deliver what you are requesting, you are wasting time playing your practiced Stradivarius for an audience of bartenders (a terrible but memorable metaphor). Get to a decision maker who can give you what you are asking for.

4) Expect to get what you ask for. Believe in yourself, your worthiness and your request. Visualize success. Anticipate a "Yes!" You are not a beggar -- you are a negotiator and a deal-maker.

5) Don't stop asking. If you don't get what you want, continue to ask. If you give up and walk away, you are, in a way, sending a message that your request was either unrealistic, or unimportant. Persistence is a virtue. Persistence adds validation. When I was a university professor, I would tell my students that part of getting what you ask for sometimes involves wearing the other person down.

Part of getting what you want is, plainly put, keeping at it.

Douglas E Castle

Taking Command - Recon Mission SitRep

2011-10-04T06:30:00.001-04:00

Apologies, dear readers and respected colleagues!

We are currently in the process of re-constructing our blog templates in order to improve your reading, learning and interactive experience at each site. We should be able to resume a normalized, more frequent posting schedule by Wednesday evening, 5th October.

Thank you in advance for reading me. And more than this, thank you for your encouragement, support, responsiveness, constructive feedback and loyalty.Your patience is deeply appreciated.

Faithfully and with respect,
Douglas E Castle

p.s. If you would like something quite interesting to read in the meantime, I would be delighted if you would have a look at http://aboutdouglascastle.blogspot.com/2011/10/man-versus-machine.html, and let me know your thoughts.

I would also appreciate your feedback on my most recent post (today) on a blog which has been too-long neglected and is now being reconstructed and re-activated. Visit http://BloggingTipsTricksAndTools.blogspot.com. The blog title is quite misleading (and more than a bit ironic), as you'll notice.- DC

The Three Key Command Skills.

2011-09-27T10:32:00.001-04:00

The businesses of commerce, conquest and of life require three key command skills. Without all three of these complementary component abilities, problems will generally not be solved, and objectives will not be achieved. The ultimate test of any leader, manager, entrepreneur is the ability to establish an objective (usually born of a vision and fueled by a driving passion), and to ultimately reach it through a process of problem-solving and decision making utilizing all assets and intelligence at his or her disposal.

Regrettably, it is incredibly rare that these three skills co-exist in significant levels in any one individual; it is quite rare that any two of these three qualities have been cultivated in any single person; and it is increasingly difficult to find a "C -Suite" or Executive Officer caliber person who can even claim a mastery of even one.

Here they are:

1) The knowledge of what needs to be done;

2) The knowledge of how to actually do what needs to be done, subject to budgetary and temporal constraints, as well as other pressuring parameters or limiting conditions;

3) The knowledge of how to implement, to put into coordinated, cooperative action, what must be done given the resources available and the limitations imposed.

While some very brilliant and highly successful individuals are not experts in all three categories, most of these people have a viable, fluid working knowledge of all three of these skill set requirements, and know how to enlist or recruit the assistance in partnership or collaboration of their most needed counterparts. A strong leader knows his or her areas of weakness, and either strengthens them, or engages the services of another who comes pre-qualified.

Go ahead. Take Command. Assess yourself honestly, take an inventory of your strengths and weaknesses in accord with the simple list above, and work to exercise the weak 'management muscles' while recruiting talent to complement your strengths and to cover for your deficiencies.

As a personal note based upon my own failures in many project and program efforts through a long career, don't let pride ever get in the way of your assembling a team with all of the vital areas addressed.

Douglas E Castle [http://aboutDouglasCastle.blogspot.com]

Leaders Cannot Hide - Aftershocks And Recoveries

2011-09-22T12:47:00.002-04:00

A few brief word about leadership and what it entails at its most difficult times...during the brief pause after something has happened that either been caused by your command, or is going to call into question your ability to lead. Aftershocks - those lonely, intense and frightening moments: after you've made an unpopular but righteous and necessary decision; after you have made a poor decision that has cost many; when your team, constituents or adversaries (i.e., your most tenacious detractors) are looking to place blame (and you are an obvious and opportune target). In summary, in those critical periods when most Human Beings would instinctively choose to run or hide.

How you handle yourself in the aftermath of a crisis, or at the telltale signs of a "no confidence" vote, when you will be unable to simply run and hide, and your secondary conditioned response program will be to either become 1) terribly angry or 2)very defensive, will truly define you. These are the very opportunities to separate yourself from the ranks of others who would blindly run with the crowd, and those escape artists who will do or say anything (or nothing) in order to escape attention or accountability.

Now (and not later) is the time to address the buzz. Now is the time to stand up straight and tall and hold a press conference. You must take the lead. You are obligated, as a commander, and as a true adult, to send a message. Now is the time to be fully accountable, but without excuses, feeble explanations, a 'politically proper' retreat, displacing blame, or providing the detailed account of a servant or an assistant. You must:

1) Get right to the heart of the issue;

2) Briefly summarize the situation as it truly is;

3) Claim absolute responsibility for your decisions, either good or bad, and regardless of the outcome;

4) If you've caused pain or loss, say that you're sorry for those affected - but don't belabor this point;

5) Move right on, and talk about what your next steps will be. Being swiftly decisive is every bit as important as being right. Don't surrender your position of authority. Remember: You are holding court, and you must not act as if you are on trial. Don't stay and address petty questions - be direct, but sharp -- you must leave because you either have a business, an organization or a country to lead. And your job is to do exactly that.

Leaders must lead. By definition, a leader cannot ever hide. He or she must retain command and control.

Douglas E Castle [http://www.linkedin.com/in/douglascastle]

http://InfoSphereBusinessAlerts.blogspot.com

http://BusinessAndProjectPlanning.blogspot.com

http://Links4LifeAlerts.com

TAKING COMMAND: New Power And Leadership Tools

2011-09-19T19:15:00.000-04:00

Dear Readers:

When you are able to find a quick moment, I would be deeply appreciative if you would be kind enough to visit the actual site for this blog, located at http://TakingCommand.blogspot.com and take some time to explore the site and look through our extensive library of links and our trends, breaking news and RSS feeds sections. It is our intention to provide excellent articles (original content which you'll not find elsewhere, but also to be a resource, research and reference center for you to bookmark as one of your favorities.

If you have additional links to resources (websites or blogs) or to RSS feeds which yoiu think would be of benefit to other of our readers and colleagues, please suggest them in a comment of this post, and I will see to it that they are given serious attention. Your input is heartily encouraged.

As always, thank you for reading me, and for your referral of this site to your friends and associates.

Faithfully,

Douglas E Castle

Managing Relationships - Walking On Eggshells

2011-09-13T20:32:00.001-04:00

Relationships require management and maintenance. Without these psychological nutrients, death ensues, and a bridge is either burned or washed out. Open, honest and occasionally rapid-fire (back-and-forth) communications are required to gauge the nature of the relationship as the participants each independently evolve, and as the relationship, of necessity, changes its structure in order to accommodate the changing requirements, expectations and circumstances of both members.

If you cannot maintain an open and unfettered two-way channel of honest communications in a relationship, it will never be suitable for a partnership or a joint effort. These relationships are inherently limited in terms of utility. They are generally not worth a significant investment of your time -- with the occasional exception of a very private, or guarded person who only becomes voluntarily communicative when he or she feels safe and unthreatened, and has the comfort of familiarity.

And in a relatively new relationship (or even an established one which is 'up for review') where you feel as if you are walking on eggshells because of either a) the other person's volatile, or hair-trigger personality, b) your reasonable fear that if you say the 'wrong thing' that person will no longer be receptive to your advances or initiatives, you must acknowledge the fact that your relationship, and its entire basis, may either be entirely one-sided or completely fictional -- in even terming it a relationship, you may be making an unrealistic assessment.

If you feel the tension of constantly walking a tightrope in your interaction with another person, trust your commander's instincts...something exists between you and the other participant which is not quite right. And it is better to do a flamenco dance on those eggs as early on in the game as possible (and perhaps make a Spanish omelet), than to continue to invest time in cultivating that which has no true potential.

The question: Isn't it better to find out earlier if you are wasting your time, rather than to invest emotionally, financially and otherwise in a meaningless, one-sided campaign? It is far better to know precisely where you stand in a relationship as soon as possible, than to continue to water a dead tree, or indulge in a fantasy which is keeping you from addressing reality. Why invest resources into or develop dependencies upon things that are so tenuous and tentative.

When you feel as if you must walk on eggshells in order to sustain a relationship, there might not even be a relationship there. It is best to put on your motorcycle boots and speak front-and-center, and toe-to-toe [I normally avoid cliches like the plague] to the other person. Honesty and confrontation can often prove to be a leader's greatest weapons in the arsenal of tools to save precious time. Why tiptoe around a sleeping lion?

Importantly, when you save your precious time, you are doing the other person a favor as well, albeit not quite as obvious.

Life is an experiment and the world is your laboratory. Get out and start scrambling some eggs. Now.

Douglas E. Castle

http://aboutDouglasCastle.blogspot.com

http://Links4LifeAlerts.com

http://Braintenance.blogspot.com

http://InfoSphereBusinessAlerts.blogspot.com

INTELLIGENCE/ PRIVACY - The Game Of Power.

2011-09-08T22:34:00.001-04:00

We are all curious to know the business (and the motivations) of others. As much as we wish to preserve or privacy and keep our secrets, we want to be able to gather instant on anyone and anything, even if this is not for any particular reason, or with any objective in mind at all. You might wish to take a peek at my article of earlier today on IARPA, and then click the "BACK" button on your browser so that you can read this.

As a leader, a soldier, a negotiator or as a strategic planner in business, you are always looking to obtain the "edge" by knowing more about the other parties of interest than they know about you. We like our adversaries (real or imagined) to be transparent to us, while we wish to to be poker-faced and opaque to them.

As a commander, it is often necessary for you to widen the gap to the greatest extent possible between how much you know about others, and how much they know about you.

Knowledge is indeed power (if acted upon). Additionally, it is a quirk of Human Nature that if others think that you know more about them than you actually do, you will start with an advantage in terms of your powers of persuasion, negotiation and interrogation.

Lastly, your mystique (the aspects of you that arouse curiosity and stimulate imagination) adds to your magnetism. The more that people do not quite know about you, the more curious they become. But then, if you don't give them a bit of material about yourself to ponder (hints, references to things, quickly interrupted stories), and to "amp up" the curiosity coefficient, they might think that you are unimportant or simply a bore.

The idea is to drop adequate nuanced hints that those around you become obsessed with knowing more. They will be more attentive to you, will listen more carefully to you, and will be more forthcoming about themselves in hopes of drawing you out. You want those who follow you, or who deal with you in social or business commerce to think that you are a vast storehouse of valuable knowledge and that you already 'have the goods' on them.

A good bluff (i.e., having those around you think that you know much more about them than you actually do, or that you possess information which could be tremendously valuable to them, were they to acquire it from you) gives you a strategic advantage.

Ask any seasoned interrogator how much information others freely give away (to the point of confessing and surrendering all kinds of things) based upon some mere suppositions [hypotheses] on the part of the interrogator which he poses boldly to the subject as if they were indisputable facts, instead of as questions. If one of his hypotheses proves remotely correct, it could serve as the lever to have the subject (or, in your case, your counterpart, your adversary, your charge, or whomever) believe that he or she is merely confirming facts that you already know -- and you are actually acquiring new information.

That is the most interesting and ironic thing about inconspicuously and seemingly effortlessly gathering intelligence as a leader; the more that others think that you already know, the more that they will tell you what you want to find out. The other part of the game is to keep them guessing about you ... who you really are, what you really know, and what your intentions might be. A good bluff can unlock many doors.

Cases-In-Point: How many times has someone told you, with conviction, that "I know exactly what you've been doing," or "I know what you you're thinking, and you might just want to reconsider before you make a big mistake," or, my favorite... "I think that you have something to tell me..." when you've just come in from somewhere.

Great revelations have come forth as a result of this type of presumptive intelligence gathering -- stating a question as casually and offhandedly as a fact.

These ploys consistently work in the ongoing interpersonal and societal game of Intelligence versus Privacy.

Of course, you would like to have high-quality, reliable and detailed intelligence at your disposal prior to entering into any transaction, negotiation or other interaction, and you should, in playing your role, invest in intelligence-gathering strategies, alliances and technologies. But when you do not have access to the information you truly want, let others believe that you do in order for them to confirm what they assume you already know.

If you appear to be a great "knower of things" as well as a "keeper of very valuable secrets," your power ranking will rise.

And if you just drop hints (intimation instead of information) about where you've been and about needing to leave for your 'next meeting' you ranking will rise further still.

You must learn how to act in order to play any role. And please, make no mistake about it -- you are always on stage. The world in which we live gives you no other option, with the exception of hiding in the shadows.

Practice.

Douglas E Castle

http://TheInternationalistPage.blogspot.com

http://BusinessAndProjectPlanning.blogspot.com

http://InfoSphereBusinessAlerts.blogspot.com
TNNWC Management Consulting Services


Intelligence Versus Privacy - The Game Of Power. Being a leader requires that you cultivate a tremendous understanding of behavioral psychology, and an accepting the fact that you are constantly on stage, playing a role. The loneliest and perhaps the most strenuous aspect of command may well be the fact that you can never step 'out of character' and into yourself.

Public Speaking: Your Command Opportunity.

2011-09-05T11:00:00.002-04:00

You are judged firstly by your general appearance; secondly, by the way in which you carry yourself (superb posture, purposeful stride, slight swagger), and thirdly, by the way in which you speak. If you are to lead, you must refine your public and private speaking to perfection. Words are tools, weapons, conveyances and a means of initiating action. Superb communications skills are crucial in your advancement toward your greatest successes in every aspect of your career.

I've spoken about this before in my SENDING SIGNALS! Blog [http://SendingSignals.blogspot.com], and in my personal blog at http://aboutDouglasCastle.blogspot.com.

Incidentally, while it is an enormous asset to have a broad vocabulary and a tremendous command of your language, these things are not quite as important as the way in which you deliver your message. Every speech is an opportunity to gain territory and influence.

Public Speaking Can Either Be Terrifying, Or The Ultimate Power Trip.

It's actually all up to you.

Photo Embed From: Images By Douglas Castle (blog)

Most individuals tend to be desperately afraid of speaking before audiences -- and by the term "audiences," I mean any assembly of persons from a conference room with twelve people seated at a long rectangular mahogany table, or an auditorium or corporate conference center speaking room, with a crowd of 400 people who are either falling asleep in their seats (the standard lecture hall configuration), or perhaps a grand dining hall where people are busily eating and drinking (food and drink were their principal reasons for coming) and carrying on multiple conversations which converge upon you in a deafening roar of indistinct, unintelligible noise. Welcome...

Actionable Skill: Business Leaders, Executives, Entrepreneurs: Power Up Your Public Speaking!

Return On Investment (ROI): Your ability to comfortably command and control an audience is one of the key skills which will propel you to a position of dominance and authority within your company, profession or industry. Stating the obvious (which is part of inimitable style), all of this domination and authority leads to an increase in your income and wealth.

The Tactics And Strategy To Get You There:

You have to make a choice.

You must either master your audience, as a puppeteer plays his puppets, or you can be frightened, stammering and sweating -- and lose their respect as well as their attention. The way you internally address the situation (the "context" as either Gladwell or Milgram would call the environment, as you perceive it, or as your obnoxious subconscious mind, with its nagging, self-limiting, self-conscious, self-doubting whisperings would have you perceive it), will determine whether you will either have a wonderful experience of exhilaration and victory, or a disabling one that will land you on the therapist's couch before, probably wearing Depends Adult Diapers and crying your mental health investment away.

Before you even begin to speak, you must bear several important factors in mind; it even helps to recite them to yourself repeatedly -- as a pre-speech "mantra." They are basic truths about the group (whatever group) you are about to address. You need to know these factors, and believe absolutely in their truth if you truly wish to take command of the speaking platform and have what will turn out to be an exhilarating experience. The author (Douglas E. Castle, Chairman of TNNWC Group, LLC) is not being sarcastic...an empowering, transformative experience.*

*NOTE: If you are a follower of Braintenance (for cognitive enhancement, increasing intelligence, exercising your mind's "muscle" mass, improving your thinking skills, life extension, unleashing creativity, powering up memory and recall, and, generally speaking, 'training and maintaining your brain,' you will find some excellent fodder for your mental mill in studying the content which follows.

The Truth (The Factors) About Your Audience:

1) They are all fearful of public speaking themselves. They are, in fact, empathetically frightened for you. They are picturing themselves in your role - and they are actually feeling a bit frightened;

2) They are likely bored, and would like to be somehow brought out of their boredom. If you stood up on the stage on one leg playing "The Star-Spangled Banner" on the kazoo, they would be far happier than just continuing with their attempts at staying awake, making smalltalk, or feeling out of place. In fact, if you could stand on one leg, play the kazoo, and juggle three avocados...well...that would be fabulous.

3) They are, at least initially after the first "hush", at your command, and are actually more susceptible to your ideas when you are at the podium; they perceive you in an elevated status -- professional and authoritative. Know this, be aware of it, and use it to your decided advantage. You are in charge.

Douglas E Castle

Three Things That Terrify Us.

2011-09-02T10:40:00.000-04:00

There are three things that terrify us. If one of them doesn't, it is highly likely that another one or both of the remaining two will. They are just things to keep in mind in the interest of either 1) defending yourself without inflicting any pain or exerting any physical force, or 2) not being as easily frightened by these things if you should be exposed to them. Incidentally, one of these three things is something that you may not have too much control over (personally) -- but just hearing about it will make you fear it just a bit less.

1) A person suddenly speaking loudly, erupting in an agitated tone at someone else (or even no one else) in a public place where the decorum generally calls for "quiet" (i.e., the teller line at a bank, in the library, in an art gallery, in a movie theater, in the waiting room a an oncologist's office, etc.);

2) A person who begins to to twitch violently and "shadow box" with a nonexistent other, all the time muttering angrily. This has saved my scrawny neck on a few late-night subway rides coming home from the city. The few people in my subway car, all started to shuffle away, or to avoid eye contact by carefully studying their shoes. The real victory came when two fellows were hustling through the car for "change." -- I knew I had mastered the "insanity defense" when one of them looked briefly at me, and then at this partner, and said (quietly), "Let's keep moving. This dude is crazy."

3) A person who has red hair, light eyes and light skin. People are frightened of redheads. I am not certain exactly why.

As for David Caruso, I have it on reasonable authority (which falls far short of "good" authority, or actually knowing personally), that he might well be an albino fellow who dyes his hair red, wears blue contact lenses and just happens to have a powerfully dramatic voice. You might want to go out and dye your hair red -- unless you are somewhat past middle age, in which case you might look more comical than menacing.

The world is your laboratory. Go out and experiment.

Douglas E Castle

http://TakingCommand.blogspot.com
http://SendingSignals.blogspot.com
http://www.TNNWC.com

You Are Always "On The Record."

2011-08-19T14:29:00.000-04:00

If anyone should introduce or preface a question to you (especially while the two of you would seem to be alone, and away from the crowd) with words to the effect of "Could you tell me, off the record...," or, "Just between the two of us...," "Level with me...,"or, "In the strictest confidence...," or, " What did you really think of that?" -- You should immediately (and invisibly) become acutely suspicious of that individual's reasons, intentions and trustworthiness.

These very common but manipulative "comforting" statements are attempts to get you to reveal information that: you would not want to go any further; could be damaging to you or someone else; could be overhead; could be repeated out of context; could actually be used to gauge your trustworthiness or credibility (i.e., where you are being 'tested' by a third party); or which could be recorded, broadcast and utilized by those whose interests conflict with yours. This "invitation to confide" could actually be an invitation to unwarranted personal bonding, or to self-incrimination

Warning:

Take your time to choose your response very, very carefully ;
Do not speak ill of anyone;
Do not divulge any secrets, or betray any confidences;
Speak euphemistically and innocuously (dictionary.com);
Say very little of any substance;
Be brief with your answer, and try to say it with a smile -- you are creating a friendly, harmless, bland soundbite;
Preface your response, after a brief pause, with "Why do you ask?" and wait for a slightly surprised uncomfortable answer before proceeding;
Once you've made your brief, harmless comment ("Well, the coffee was a bit cold."), let the other individual (your interrogator) do all of the talking, and then listen carefully.

The Rule:

Always speak as if you were being recorded and broadcast to the universe. Assume that everything that you say to everyone is "on the record," regardless of what they might want you to believe. Observance of this command rule is one that will stand you in good stead. Many persons with otherwise great career trajectories have been caught in this trap.

Use the intuitive filter of your good political sense instead of your natural inclination to blab, insult, confide and to backbite.

You may safely assume that you are always "on the record".

Douglas E Castle [http://aboutDouglasCastle.blogspot.com]

Genius And Leadership: James Joyce

2011-08-16T08:30:00.003-04:00

Leadership and command require skills taken from a variety of disciplines, including acting, advocacy, imagination, creativity, spontaneity, applied psychology and a knowledge of basic science. Following is a brilliant quote from poet and author James Joyce regarding the essence of genius as I believe that it applies directly to leadership -- and demonstrating how important perspective and perception are in explaining things to your charges or audience when you are cast in the role of being a Leader:

"A man of genius makes no mistakes. His errors are volitional and are the portals of discovery." James Joyce

Some quick observations:

1) Explanations can be every bit as important as actions;

2) How you conduct yourself after the act of doing anything (whether charity or murder) will be observed and interpreted in judging you in relation to the act itself;

3) Trial and error are permissible in a leader, within limits -- but they must be explained as attempts, experiments, monitoring or tests, and never as a lack or loss of direction.

As an aside, it is best to remember that as a leader, you are always being watched, always being judged, and always expected to have an answer which you can serve up without a moment's hesitation. Difficult? No. Impossible! But the "magic" of great leadership is to do, or to appear to do, what no one else could ever do.
---------------

Douglas E Castle (http://aboutDouglasCastle.blogspot.com) - For a list of other blogs by this same author.

Taking Command! Blog - http://TakingCommand.blogspot.com

Terms, Tags, Keywords, Categories, Search Terms, Labels And SEO Jive: blogs about leadership, command, Authors, genius, perception, perspective, Douglas E Castle, justification, interpretation, TNNWC Management Consulting Services Group, applied psychology, James Joyce, Taking Command Blog, inspiration, confidence, communications, persuasion, role-playing, advocacy, branding, self-promotion, building the legend, Images By Douglas Castle blog, explanations versus excuses, technullity,

Leadership - Setting The Mood And The Tone

2011-08-11T07:41:00.001-04:00

Most individuals are reactive. First; emotionally (they will easily "pick up" on the mood signal of an articulate, strong leader -- for better or worse). Second; intellectually (they will follow the course set by a commander who is perceived as certain of his or her direction). A leader sets the mood and the plan of action. As a leader, you are not permitted to let your spirits flag, to express doubts, or to appear defeated in the presence of your charges. These feelings are luxuries which can only be afforded by those who follow you, or those who follow others.

Yes, every captain, every chief is a Human Being, with moments of insecurity, doubt, introspection, uncertainty and battle fatigue -- but to be excellent in your command, you must discipline yourself from visibly indulging in these moments. You must either learn to act, to control your internal commentary and to be absent or inaccessible when you may run the risk of planting the seeds of doubt, fear or lawlessness amongst those who are so prone to mirroring your mood.

Taking command, whether of a company, a team, a military squadron or a project requires tremendous emotional self-mastery. You are responsible for setting the mood and the tone of those who have entrusted you with some aspect of their fortunes and their futures. You will learn to play the role - but you will have to withstand frequent feelings of isolation or loneliness.

Do not lose sight of the fact that your responsibilities are far greater than merely taking care of yourself. You are responsible to lead, but you are a servant of those who have chosen to join your ranks.

If you are truly worthy, you will master yourself, as this is necessary in order to encourage, inspire and motivate others.

Douglas E Castle

http://aboutDouglasCastle.blogspot.com

http://TakingCommand.blogspot.com

http://www.TNNWC.com

http://InfosphereBusinessAlerts.blogspot.com

Your Life Is A Business: Plan. Prepare. Decide. Go.

2011-08-08T20:38:00.000-04:00

It would seem to be so simple. Be prepared. Plan. Don't panic. Be vigilant and proactive --- don't be passive and reactive. Don't wait until you're desperate to make decisions - your decisions (not your knee-jerk responses) are your destiny. Even in those things that are not within your control; you CAN control your response. Business success is attained through clarity, decisiveness, focus and tenacity. Again?

Those (above) are the realities of business success. If you picture your life as a business -- a journey where you must first define what your destination will be, and where you must secondly take the incremental steps (forward or sideways, but not backward) and make the incremental decisions that will bring you there. That's right - not "take you there."

By the way, during the longer journey, expect some detours, delays and problems. Permit yourself to course-correct as necessary. Adjusting your trajectory is a part of living in the real world -- it is not an admission of foolishness or weakness. It's not about ego. It's about You Go.

Soldier on with the business of your life, friends, comrades and colleagues.

Douglas E Castle

http://TakingCommand.blogspot.com
http://www.TNNWC.com

2011-08-03T18:17:00.000-04:00

You must exude self-confidence if you choose to be a leader. People admire decisiveness and strength of conviction even more than they do wisdom and diplomacy in a leader. It's true. To command others, they must be coldly convinced that you are absolutely resolute in your goals, beliefs and personal identity.

The majority of the populace does not want to be inundated with research, choices and philosophy -- people eschew this cerebration for "bottom-line" leadership. They want to follow someone who has (presumably) done all of that work for them and is prepared to forge ahead immediately.

Self-confidence is manifest in simple, methodical, bold words and action steps. Wavering is (with the occasional exception of a Bill Clinton) seen as weakness or deceitfulness.

This whole phenomenon steps from a deep, behavioral propensity on the part of most people to be led by a parental figure, despite their idle protestations to the contrary.

To Take Command, you must be a leader in every aspect. You must be, and you must appear self-confident. Your body language, tone of voice, passion, posture and mood serves to stimulate the reactive minds of your charges or constituents.

You may have your doubts, but you, as a leader, and a commander-in-chief, do not have the Human luxury of expressing uncertainty, or of hesitation.

Some interesting material follows for sharpening your leadership skill-set.

Douglas E Castle

3 ways to lead more like Ronald Reagan

Source: YouTube/John Baldoni
The best leaders -- people like John F. Kennedy and Ronald Reagan -- have more than just star power, writes John Baldoni. They also have earned authority: a tangible confidence and sense of their mastery of a situation that inspires others to follow them and work toward a common goal. "You can't lead another person if you don't believe in yourself," Baldoni writes. SmartBrief/SmartBlog on Leadership (7/29)

You may enjoy these links to other sites, as well:

TAKING COMMAND!
SENDING SIGNALS!
INFOSPHERE BUSINESS ALERTS AND INTELLIGENCE
BUSINESS AND PROJECT PLANNING

"Man...It's getting awfully hot in here!"

Review: "Leader's Checklist" can refresh your sense of purpose at work (holykaw.alltop.com)
What Makes a Credible Leader (socyberty.com)
Many have become cowards ... and it is taking a toll on the workplace ... (timesunion.com)
Daily Leadership Thought #186 - Conflict Can Be Good, Even Essential (edrobinson.wordpress.com)
House Democrats say they know what Ronald Reagan would do (politicalticker.blogs.cnn.com)
Two styles of leaders: which is better? (theglobeandmail.com)
Becoming a Leader Today - Can you have friends in the team? (wisewolftalking.com)
23 traits of good leaders (cnn.com)
New Book Explores the Continued Use and Abuse of the 1960s by American Presidents (prweb.com)
The Personal And Business Synergy Of Inspiration - Teach Someone Something (douglascastle1.wordpress.com)

Phones Are Power Tools And Positioning Props - Use Them Intelligently

2011-07-21T09:30:00.001-04:00

How you use the phone (to communicate with the person on the other side of the conversation --- and to make an impression to those people standing about you, photographing you, or waiting for an audience with you.

Some basic guidelines to power phone use follow:

1. Always stand when speaking on the phone. It makes your voice clearer, more energetic, deeper, richer (your lungs are like bellows my Take Command Fellows!) and more resonant.

You will feel brighter, and more decisive. Open up those lungs, re-energize those chakras, and stand, or pace. Toss your head back just a bit. too.

2. As you stand , let the people around you feel your aura of energy, your importance, your power (pacing like a lion), your magnetism, your larger-than-life presence. Occasionally make cold, direct eye contact for a moment with these people while you converse.

That's all there is to it, Commanders.

Faithfully,

Douglas E Castle
http://aboutdouglascastle.blogspot.com/
http://takingcommand.blogspot.com/
http://sendingsignals.blogspot.com/

---------------
NOTICE: This article is Copyright © 2011 by author Douglas E Castle with all rights reserved. It may be republished without permission provided that it is published in full, with all hyperlinks and exhibits left intact, and with full attribution given the author. This article does not contain or constitute medical, health, psychological, legal, regulatory, investment, securities, financial, tax, or any other form of professional advice -- the reader acknowledges and accepts this disclaimer. Further, the reader indemnifies and holds harmless both the author and all publications in which this article appears of any damages, claims, loss, responsibility or liability emerging from the reader’s utilization of any information contained herein.

About This Author: Further information regarding this author’s professional experience, expertise and service offerings can be found at ABOUT DOUGLAS E CASTLE

Other Blogs And RSS Feeds By This Author: A comprehensive list of blogs and RSS feeds on various subjects written or moderated by Douglas E Castle may be found by clicking on the orange icon below.

---------------
Tags, Labels, Keywords, Search Terms, Categories For This Incredibly Short Article: the telephone as a power tool and a prop, posture, positioning, looking important, speaking and looking at your best, Sending Signals, the look of leadership, appearances, TNNWC, Douglas E Castle, lungs, chakras, posing, voice resonance, News Releases, Newsroom, NewsWires

Prepare To Negotiate: Conduct Research, Gather Intelligence And Leverage What You've Learned.

2011-07-18T13:14:00.001-04:00

All social and business interaction involves the art and science of negotiation.

Sometimes it is subtle -- sometimes it is obvious.

But elements of negotiation are embedded in every aspect of persuasion, communication, teamwork, leadership, and even battle. There is no escaping the need to master negotiating skills.

Before concerning yourself with your posturing, positioning and poise, and before even considering tactics and strategies to put an agreement or a deal together, you MUST do your research and you must gather intelligence on all aspects of the things, entities, concepts and persons which or who may be involved in the negotiation process. One of your most powerful negotiating tools is simply information. The more, the better. The better, the stronger.

Be armed with deep-level factual information before you even consider entering into either that employment interview or that conference room. You'll start out with a significant advantage.

Common sense? Not really. Most unskilled negotiators, i.e., people, in general, do their discovering and learning during the course of negotiating instead of in advance of the negotiations. This starts them at an immediate disadvantage if their counterparts are better-informed.

As my third-grade teacher used to say, "Do your homework before you go out and play."

And, as a trainful of passengers (mostly traveling salesmen) on a trip to River City, Iowa (from the Broadway Musical, "The Music Man"), once said (in fabulous cadence)..."You've gotta know the territory."

Negotiation - Do Your Research And Gather Your Intelligence In Advance.

To effectively enter into any negotiation, you must be fully prepared, not only emotionally, but informationally.

Make it your business to do research and gather intelligence on everything which may be pertinent to the a) the topic or subject about which you are negotiating; b) the entity or company which is "sponsoring" the negotiation (i.e., the owner of the proerty, the company which wants to be acquired, the candidate who wants to obtain your business); and, c) the individual or individuals with whom you will be negotiating...both professionally and personally.

In the matter of negotiations, knowledge is power. The more you know, the more powerful you can be.

No detail which you might discover (such as other bids made, where a particular negotiator went to college, the hobbies of your negotiation counterpart, financial information, previous negotiations with other parties...the CEO's favorite genre of music) is insignificant, or too small to add to your knowledge base.

Not only will this process help you to unearth hidden sensitivities, deadlines, pressures, preferences, and the like; it will make you feel a great deal more self-confident and in control.

If you've done some deep pre-negotiation research and intelligence gathering about the subject matter, the "sponsor," and the cast of negotiating characters ("You were captain of the crew team at Yale! That's great." - and you're off), they will sense this before you even begin to speak -- especially if they are experienced deal-makers and negotiators themselves.

Bottom Line: In negotating anything, prepare before you present.

Faithfully,

Douglas E. Castle http://negotiation1.wordpress.com/ http://aboutdouglascastle.blogspot.com/ http://www.tnnwc.com/

Tags, Labels, Keywords, Reference Terms And Categories For This Article:

acquiring territory
bargaining chips
Being prepared to negotiate
Braintenance! Blog
doing your research
Douglas E Castle
finding common ground
finding commonality and intersection of interests
finding the other side's hot spots
getting at the truth
intelligence gathering and application
negotiation
perception versus reality
setting the stage and the props
Taking Command! Blog
TNNWC Management Consulting

Negotiation
Management consulting
Yale University
Entrepreneur
Wikipedia
Business

deep background checks
Douglas E Castle
intelligence gathering
knowing the territory
knowledge is power
research
self-confidnece in negotiations
Sending Signals Blog
Taking Command Blog
TNNWC Management Consulting
TNNWC Negotiating Expertise

Leadership: Find Yourself, Claim Yourself, Be Yourself (douglascastle1.wordpress.com)
Sales Negotiation Tips (thinkup.waldenu.edu)
Identifying the Roles Managers Play (shawnsbirthday.wordpress.com)
Democrats Need a Negotiation for Dummies Book (redstateprogressive.com)
Five Mistakes That Can Derail Your Salary Negotiations (news.dice.com)
Can Men Play the Negotiation Game better than Women? (psychologytoday.com)
Tips on Business Loan Negotiations (thinkup.waldenu.edu)
Negotiation pros: You're doing it all wrong (cnn.com)
The questions the select committee must ask Rebekah Brooks, James and Rupert Murdoch | Observer editorial (guardian.co.uk)
Preparing for a successful negotiation (peelrealestate.wordpress.com)
Five tips for successful negotiations (hazimiai.wordpress.com)
Engaging in Salary Negotiations: Consider These Top Tips (brighthub.com)
How to negotiate effectively. (korokithakis.net)
Finding Creativity on IQ Tests (psychologytoday.com)
The Nearly Impossible Task of Being a Smart Shopper of Healthcare (customerthink.com)
Background Check Company Social Intelligence is a Legal Risk (lockergnome.com)
"Social Intelligence Improves Enterprise Social Media Monitoring in Hiring" and related posts (cmswire.com)
Spies Among Us: Modern-Day Espionage (newsweek.com)
How to Run a Background Check on Yourself (money.usnews.com)

---------------
NOTICE: This article is Copyright © 2011 by author Douglas E Castle with all rights reserved. It may be republished without permission provided that it is published in full, with all hyperlinks and exhibits left intact, and with full attribution given the author. This article does not contain or constitute medical, health, psychological, legal, regulatory, investment, securities, financial, tax, or any other form of professional advice -- the reader acknowledges and accepts this disclaimer. Further, the reader indemnifies and holds harmless both the author and all publications in which this article appears of any damages, claims, loss, responsibility or liability emerging from the reader’s utilization of any information contained herein.

About This Author: Further information regarding this author’s professional experience, expertise and service offerings can be found at ABOUT DOUGLAS E CASTLE

Other Blogs And RSS Feeds By This Author: A comprehensive list of blogs and RSS feeds on various subjects written or moderated by Douglas E Castle may be found by clicking on the orange icon below.

This Blog Is Powered By TNNWC Group, LLC ™

Contact This Author Directly: Click HERE for an instant pop-up form.

You may follow Douglas E Castle on TWITTER

The author highly recommends that each of his respected readers becomes Pinglerized (a Lingovation™) in order to maximize SEO, search engine ranking, and to exponentially increase both unique visitors and recurring traffic to your website or blog. Leverage this wonderful technology.

The author wishes to thank the following resource providers:

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---------------

Negotiation Is The Language Of All Business

2011-07-05T12:13:00.001-04:00

Negotiation has a perjorative connotation, not unlike the one associated with manipulation. Yet, every entrepreneur, leader, corporate executive, professional, academician and consumer who communicates interactively (speaks or otherwise sends signals or suggestions) with another Human Being is engaged in both. The average individual spends most of his or her waking hours negotiating.

It is frightening to think about.

"Negotiation is the language of all business. It is where commerce meets conversation, and all conversation (every single form of communication) involves commerce, whether it is an exchange of ideas or an exchange of hostages. Boldly put, every spoken word, every single form of interaction between or among individuals is, in fact, a negotiation."

- Douglas E. Castle

Negotiation is a dynamic process through which an agreement is reached.

Manipulation is merely a smart-alecky word for "convincing," "persuading," or (sometimes) "seduction."

Negotiation and manipulation are actually neutral terms, and merely tools.
Their power, for better or worse, for good or evil, lies solely in the hands of the wielder. Negotiation and manipulation are the two most important components of all commerce and civilization. One should master both.

My favorite area of consultative practice is in the art and science of high-level negotiations - at the board of directors level, either intracorporately (among individuals or stakeholder factions), or between two entites involved in what, in business, is analogous to dating, and hating or mating. I intermediate. I moderate. Most importantly, I communicate.
My work requires research, intelligence-gathering, frequent practice and experimentation and a technical knowledge of behavioral psychology and the dynamics of both the individual mind and the "group" or collective mind.

In my role as Chairman of TNNWC, I perform a number of different planning and managerial functions for the benefit of the Company. When I am called upon, I will also speak about or advise a client about negotiating something; more often than not, this puts me directly in the middle of the process, actively advocating the party who was prudent enough to retain my services. It is a wonderful process -- in my perspective, it is like designing, constructing and moving into a finished building. It is my passion to reach agreements.

Incidentally, there is no winner in a negotiation where an agreement has not been reached. This means that regardless of the side that I am on, once given my objectives and parameters, I must find some way to have the parties settle together. It is not a war -- it is a tricky, but surprisingly (for most unfamiliar with this type of thing) collaborative process. It involves a high level of cognitive functioning and an incredible amount of focus and de-personalization. There is no place, in my role, for my own ego.

Become familiar with the negotiation process. The more you know about it, the more that:

1) you'll realize that you have been engaged in it for most of your life; and,

2) you'll come to appreciate the delicacy and artistry which are required in order to bring parties into a sustainable state of agreement.

Welcome to my world.

Now, ladies and gentlemen, get your scrolling gloves on, and get out those magnifying glasses [apologies]...

Faithfully,
Douglas Castle

Note: This article was published (in various forms) simultaneously in Taking Command!, Sending Signals!, Negotiation - The Language Of All Business, and in The National Networker (TNNWC) Weekly Newsletter.

Following are some tags, labels, categories and keywords relating to this article to get you started. If you'll just look over the list, you'll automatically open your mind to a new awareness of negotiations going on all around you:

"earned victories" versus thefts
acknowledging "points" for the other side
acknowledging sacrifices from your side
acquiring territory
ad hominen arguments
adult-adult positioning
adult-child positioning
agreements in stages
apologizing - the power of humility
approaching an averaging point
balancing the scales
bargaining chips
behavioral psychology - factions and groups
behavioral psychology - individual
being clear
being unbreakable
bluffing
body language
bonding
boredom and small print
Braintenance! Blog
bugs and caution
building trust
clarity
coming back to the table
communicating with precision
concessions
conduct
confessions
conflict resolution
confrontation
correcting or reversing a negotiating error
courtship
critical times
dealing with conflicting agendas
dealing with hidden agendas
determining who the decision makers truly are
distortions
distraction and diversion
divide and conquer
doing your research
dominators - how to handle them
Douglas E Castle
dropping hints
emotions
escalation
establishing authority
establishing goals
establishing priorities
establishing value
exhaustion - wearing parties down
exposing your own vulnerabilities
expressing admiration for the other party
fakes
fast subject switching
fear of appearing unsophisticated
fear of loss
feinting
finding common ground
finding commonality and intersection of interests
finding the other side's hot spots
forming alliances quickly
frauds
gains and sacrifices
gestures and what they signify
getting at the truth
getting attention
getting to "yes"
getting to decision makers
give-and-take patterns
handling an insult
higher authority
how to use
humanizing
humor
hypnotic environment
instilling fear
intelligence gathering and application
intensive interrogation
introducing new parties to the negotiating table
introducing new variables
leaving the room
liars
lingering resentments
manipulation
manners and matters of conduct
mirroring
misdirection
momentum
mystification
negotiation
NLP techniques applied
objections
objectives
pacing
parameters and limiting conditions
parroting
perceived
perceived limitations
perceived value
perception versus reality
persistance
personality typing
personalizing
piecemeal victories
posturing
power words
precision timing
questioning
rapport
re-framing words and visualizations
re-initiating lagging negotiations
reaching an accord
repetition
resistance
resolution
role playing
ruses
saving face
scorekeeping
seduction
Sending Signals! Blog
setting the stage and the props
shocks and surprises
showing remorse
sideline conversations and "small talk"
signs and symbols
splitting the difference
stabilizing the chaotic
stalling
stepping "out of character"
stop and go negotiations
subliminal suggestion
subtle "tells"
subtleties of speech
suppressing destructive impulses
sustainable agreements versus "patch jobs"
sweeteners
tag teams
Taking Command! Blog
tantalization
technology
temporizing
tenacity
tenuous agreements
testing
the art of listening
The Entrepreneurial Spirit
The National Networker (TNNWC) Weekly Newsletter
the quest for fairness
the quest for justice
the use of casual conversation to create new alliances
time constraints - real
TNNWC Management Consulting
trade-offs
Transactional Analysis
trivializing
un-focusing and re-focusing
unite and collaborate
VAKOG
vulnerabilities
walking away
when to pretend not to have heard
when to relent
when to remain silent

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AP Union Tells Members To Stop Tweeting (mashable.com)
Stern meets with union; more negotiations ahead (sportsillustrated.cnn.com)
After making progress, what could go wrong and mess up NFL labor talks (fourthandgoalunites.com)
UN says Ivory Coast negotiation was a 'trick' (eyespytheworld.com)
Federal shutdown avoided, 2012 budget fight continues (readyfortheshift.com)
Political Posturing Versus Honesty - Domestic And International Sabotage (douglascastle1.wordpress.com)
The Art & Science Of Collaboration & Conversation (andrewarmour.com)
White House releases President Obama's long-form birth certificate (salon.com)
Huntsman's path to White House starts in China - msnbc.com (news.google.com)
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Lessons from America's last brush with default (finance.fortune.cnn.com)

Entrepreneurial Business Planning - Tactics Versus Strategies - Optimizing The Blend

2011-07-05T01:32:00.001-04:00

Every Entrepreneur, Project Manager, Leader and Small- to Medium-Sized Business CEO (or other C-Suite dignitary) must understand the difference between tactics and strategies, and learn the way to think about each. Just as importantly, each of us needs to integrate them to achieve real results and to avoid walking a needlessly random path governed by the sway of outside forces. Welcome to Entrepreneurial Business Planning - Tactics Versus Strategies - Optimizing The Blend.

Here's a preliminary explanation of the difference, and an example:

Understand the difference between Tactics and Strategies -- Strategies are the longer- term plans you make for achieving your ultimate goals and objectives, in accordance with your ambitions, desires and inclinations. You have a roadmap or blueprint to either get you there or to create the finished product.

A strategic plan might cover a span of time from several months to an entire lifetime, but its destination is where you ultimately and passionately want to be.

Tactics are short-term initiatives (spontaneous adaptations) for dealing with the impediments, complications and situations which you encounter along the path to achieving your goals and objectives. They often involve palliative measures, adjustments in timing, a slight detour from the map -- but they are merely immediate accommodations, and should never keep your ultimate focus from your goals and objectives.

The simplest analogy is in a situation where you are planning to go to a supermarket, and your ordinary route is blocked off by Police Crime Scene Investigators, a fallen tree, a picket line of anti-government protestors, an oily chemical spill, or an inoperative traffic light; while you will navigate a new route (the tactic), you will still be heading for the supermarket (the strategy to appease your hungry children who are suffering from serious Taco-Bell Gastritis/ Single Dad Syndrome).

Don't ever lose sight of strategy when engaged in a tactical maneuver. Keep your internal compass set on your destination. Occasional rests and positive visualization can be very helpful in getting you safely to your rendezvous without having you fall prey to careless mistakes, or endless, labyrinthine detours.

Blending these two tools is very much like going back and forth, looking into a telescope (strategy, the big picture, a macrocosm), and then looking into a microscope (the incremental steps needed to get there). You must switch back and forth between pragmatic detail and your vision.

Terrible, Gratuitous Metaphor:

If you are climbing a mountain, you must focus on your objective (the peak), while you constantly look down and along side you to avoid tripping on roots or being hit by branches in your path.

This constant refocusing is a necessary leadership skill. It enables you to always know your destination (and how you intend to get there in terms of your mapped path), but to change the incremental steps, as may be necessary to navigate around quicksand, crocodiles, and bandits who may be in the middle of the road.

If you are well-practiced at this, you become a powerfully adept problem-solver -- you will take many a detour, but you'll always wind up back on the main road to your stated objective, and to the successful achievement of your mission. You'll understand, viscerally, that goal attainment requires the ability to shift in and out of perspectives.

Business is inherently the solution of problems. Business is, by its nature, an obstacle course, with a prize at the end. Problems are not aberrations -- they are absolutely to be expected, remedied or circumvented, and then, if you have solved or side-stepped each and every one of them, if you've managed to maintain your most important sense of direction, you'll find yourself at the mountaintop.

Douglas E Castle
Chairman
TNNWC Group, LLC - Management Consultants to Emerging Enterprises

Tags, Labels, Keywords, Categories and Search Terms For This Article:Business plan, Entrepreneur, Strategy, Project Manager, tactics as detours, staying on track, Douglas E Castle, TNNWC Management Consulting, blogs about leadership, visualization, problem-solving, navigation, negotiation, command, control, communications, alternating perspectives, tenancity, passion in pursuit, formula for achievement, eyes on the prize, macroscopic vision, microscopic vision, achievement by increments, flexibility and innovation

NOTE: This Article Was Published in its Original Form by Douglas E Castle in TAKING COMMAND!. You can find this blog at http://TakingCommand.blogspot.com.

About This Author: Further information regarding this author’s professional experience, expertise and service offerings can be found at ABOUT DOUGLAS E CASTLE

Other Blogs And RSS Feeds By This Author: A comprehensive list of blogs and RSS feeds on various subjects written or moderated by Douglas E Castle may be found by clicking on the orange icon below.

Market Research and Interrogation - Asking Questions and Getting Answers.

2011-06-18T15:18:00.000-04:00

Market research and interrogation have a great deal in common.

Consider this: an interrogation or "interview" is really very like a one-on-one focus group. The objective is to obtain (or confirm) information or intelligence which you either a) didn't have before, or wish to b) confirm from a predetermined reliable source in a reliable manner.

The key to the questioning process is to avoid posing questions which are leading, or which are framed in such a manner as to force pressured, inaccurate answers from the interviewee (being polite, or trying to provide you with the answers that he or she believes will best satisfy or palliate you). The idea is to get the interviewee to speak with as little prompting as possible.

Assuming that physical torture is not an option (which it really shouldn't be, as the results obtained are, arguably, inaccurate in too many cases -- this is putting aside the obvious humanitarian issues as well -- from waterboarding to listening to an endless tape loop of Barry Manilow albums, these methods tend to stimulate the creative survival instinct in your interviewee, and produce specious albeit occasionally convincing responses).

Two things are common to most inexperienced and not profoundly emotionally-disturbed interviewees - a) they feel compelled to fill the uncomfortable silence in a one-on-one conversation with their own talking, and; b) if falsehoods or misstatements are hurled rapidly at them, they become triggered into "correcting" the "wrong story" and replace the suppositions with facts - they often reveal much more information than they had expected to offer, and more than you, as the interviewer, ever expected to receive.

Utilizing the tidbits of Human behavioral psychology cited in the prior paragraph,two techniques are most effective in order to draw an individual out of himself or herself of his or her own initiative so that you obtain the most complete and accurate intelligence. Here they are:

1) Prolonged silence - ask a very straightforward, question, and then remain silent. In the void of uncomfortable silence, most interviewees will begin to talk in order to quell the discomfort of the awkward quiet. If the answers seem to be merely "small talk" or temporizing, remain silent and continue to look at the interviewee. The question will eventually be answered if you don't re-engage in any casual banter and maintain the intensity of your demeanor as well as your silence. Don't converse. Listen.

2) Shoot out a high-speed stacatto recitation of absolutely, patently false statements. In defense, or in correcting what is perceived to be a misperception on your part, the interviewee, will interrupt you (at which point you must maintain a skeptical expression, as well as silence, as in persistent doubt) in order to "correct you." Invariably, the proferred correction will yield more information than would be required in response to your obvious (and frequently obnoxious) ploy.

Apply what you have learned above to either situation -- either when being questioned or when asking the questions. Understanding impulsive responses is important in every aspect of information-gathering and in such mundane, but daunting challenges as managing employees, operatives or teammates.

In retrospect, I might have titled this post "Management By Manipulation." But then, the term manipulation has acquired a perjorative connotation. The irony here, Commanders, is that all Human interaction requiring communication involves some element of what could be easily termed manipulation. Oh well.

Faithfully,

Douglas E Castle
http://takingcommand.blogspot.com/
http://braintenance.blogspot.com/

Remember: Leadership requires an understanding of Human behavioral psychology and a masterful application of that knowledge. You must understand how others think and act -- but it is every bit as important to know about your own triggers, buttons, self-limiting beliefs, insecurities, bravado and propensities to sabotage yourself.

Note: I often write about management, leadership and team-building issues in such TNNWC publications as The National Networker (TNNWC) Weekly Newsletter, The Blue Tuesday Report, and Expert Advice And Insights From TNNWC.

---------------
NOTICE: This article is Copyright © 2011 by author Douglas E Castle with all rights reserved. It may be republished without permission provided that it is published in full, with all hyperlinks and exhibits left intact, and with full attribution given the author. This article does not contain or constitute medical, health, psychological, legal, regulatory, investment, securities, financial, tax, or any other form of professional advice -- the reader acknowledges and accepts this disclaimer. Further, the reader indemnifies and holds harmless both the author and all publications in which this article appears of any damages, claims, loss, responsibility or liability emerging from the reader’s utilization of any information contained herein.

About This Author: Further information regarding this author’s professional experience, expertise and service offerings can be found at ABOUT DOUGLAS E CASTLE

Other Blogs And RSS Feeds By This Author: A comprehensive list of blogs and RSS feeds on various subjects written or moderated by Douglas E Castle may be found by clicking on the orange icon below.

Learn more by diversifying your interests, and watch your networking productivity FLY.

2011-06-03T13:17:00.000-04:00

Leaders, Consultants, Coaches, Strategic Planners and Entrepreneurs - Your interpersonal skills (i.e., your ability to deal with others in various circumstances and contexts) and the broadness (breadth) of your knowledge base (your ability to speak about and identify with people across a vast spectrum of diverse interests) are a great deal more important than your technical skills or your native business acumen.You must become a student (and eventually a master) at behavioral psychology (everyone you deal with will have emotional issues that you will have to either address head-on or to navigate around), and you must not be too specialized or captively focused in a narrow field of work or study, because you will be unable to relate to or converse with the larger network of people -- potential contacts, clients and friends -- that surrounds you. If you are too narrowly-focused, you tend to isolate yourself from many business and social opportunities for self-growth, professional growth and business growth. Yes -- you become a technical island drifiting away from the mainland of Humanity. Diversify your inputs, your studies, your pursuits and broaden your horizons -- learn a little bit more about a great many things -- don't be afraid of becoming too much of a generalist, or expending your time on things unrelated to your immediate occupation.The more you understand about the workings of people, and the more you know about a great of topics, the greater the probability of your having increasingly productive meetings with people in general. When you widen you circle, you multiply your possibilities.Today, Braintenance Brings Thinkers, Tinkers, Thought-Leaders, Entrepreneurs, Initiators and Cantankerous Instigators (Some Of Whom are Members of TNNWC -- although I blush to say it) a knowledge base diversification and expansion program from none other than Dictionary.Com:Try these:

Strange and Amusing Flashcards:

Astrology words Rare punctuation Mythical monsters Psychic jargon Poker vocabulary

Bottom line: The more you know about people, and the broader your knowledge of things in general, the greater likelihood of your success in the game of life.

What the title of this post should have been:

Intellectual Diversification - Expand Your Networking Ability and Leadership Skills.

Categories, Tags, Keywords, Labels and Topics:

Actions versus Words
Author Douglas E. Castle
behavioral psychology
Boosting Intelligence
Brain Teasers
Broadening Your Skill Set
Diversifying Your Interests
Enllightened Leadership
Expanding Your Interests
Expanding Your Knowledge Base
Intellectual Diversity
isolationism
Networking
The Human Condition
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PhD/MLIP : Graduate School of Library and Information Science | Simmons College - Boston, Massachusetts (simmons.edu)

Faithfully,

Douglas E. Castle

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