In your relationship with other people, do you take into consideration how they may feel about what you do and say to them? Can you read people well and approach them in ways that generate the best outcome for them? Do you make sure that everybody agrees and is happy with your decisions? Effective leaders need the right amount of Interpersonal Sensitivity. Too much, and they’ll compromise the team’s objectives; too little, and they’ll demotivate their followers.
Super-rational asset managers can achieve greater success in client meetings by having a deeper understanding of important cognitive biases. In this second article Russell Ross-Smith explains how some difficult situations can be navigated by studying some of the glitches in the software of human reasoning.
In this three part series Templar consultant Russell Ross-Smith will be taking a look at cognitive biases and in particular how asset managers might recognise their power in client meetings. Each article will examine a section of biases, ranging from the well-known to the esoteric.
Research and our observation through working with many senior individuals suggests that one of the factors affecting the gender pay gap is women’s tendency to not negotiate their salaries and avoid asking for pay rises. Carolina Perez Sanz sits down with James Patrick and Pierre Morgan-Davies in a Q&A about the differences between men and women when negotiating.
Successful sales people and negotiators are well aware of the seesaw effect; therefore, they adjust their and their counterparty’s status continuously. Because they move back and forth from a leading to a following position, they allow the other party to take the lead at certain times. This way, they achieve their objectives and keep the relationship healthy.