The Psychology Of Bad News

Andrew Rose

 

Last night I stumbled across a documentary on BBC2 (content only available to UK residents – sorry!) about the human brain. One section talked about how the brain perceived risk issues – obviously an interesting topic for security folk!

A test subject was placed into a brain scanner and asked to estimate the likelihood of 80 different negative events occurring to him in the future – from developing cancer, to his house being burgled, to breaking a leg etc.  Once he had stated his opinion, the real likelihood was then displayed to him.

At the end of the 80 events, the process resets and the subject is presented with the same events and asked to, once again, state his perceived likelihood, although this time with some knowledge of the actual answers.

The results are surprising. 

Where his initial response had been too pessimistic, the test subject adjusted his perception to align with the actual likelihood. However, where he had initially been too optimistic, his opinion remain largely unchanged by the facts! It was apparent that the brain proactively maintained a ‘rose-tinted’ view of the risks, accommodating a more optimistic view but shunning anything more negative.

The scientists argued that this was the brain did this for two main reasons

1 – To minimise stress and anxiety, for the resultant health benefits; and

2 – Because an optimistic outlook helps drive success, support ambition and keep humanity striving for a better future.

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Effective Sales Enablement Depends On Your Definition Of "Sales"

Scott Santucci

During the first week of June, we had one of our quarterly Sales Enablement Leadership Council meetings in Barcelona, Spain. (A leadership council is comprised of executives from leading companies who work with us to set the direction for the near-term and long-term role of sales enablement.) For an entire day, we discussed the application of Forrester’s SIMPLE framework, which is a model designed to help combat the random acts of sales support that persist within most B2B companies, to common sales enablement leadership challenges.

The sheer volume of insight, ideas, new research topics, and techniques shared during that session was tremendous – far too much to share in one blog post. So, I am going to pick two issues that came up.

First off, Tamara, I hear you. I was told point blank that I need to participate in the social community more. I’m going to make a more dedicated effort to do this moving forward, but I need your help. Please tell me what you’d like me to share and how. Honestly, I get a little caught up around the axle about the many deliverable formats I’m responsible for (research reports, teleconferences, conference presentations, facilitating council meetings, client deliverables, etc.) so I would love the coaching from the community on what would be the most useful.

Secondly, at the beginning of our council meeting, we had a good discussion about where the sales enablement profession is heading. I’ve written a very detailed document defining the scope and role of sales enablement strategically, but there is an easier way to summarize the trends based on how you define the word “sales.”

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