What seems obvious to some is not obvious to everyone. What is a common perception in one generation can seem anachronistic to the next or revolutionary to the prior.

In those moments in between, when something new is emerging, those with a stake in the status quo can find themselves inadvertently blinded by that stake.

They need the world to stay the same in order to continue functioning as they have, succeeding where they have, and/or exerting power to the extent they have.

In Chapter #4, Gladwell tells stories of two women who were able to articulate the emerging public perception before either most women or the predominately male leadership of their companies did. The respective ad campaigns were hugely successful for both the many women who may otherwise never have considered coloring their hair, and for their firms who made a fortune.

Just as interesting, though, is that these campaigns were very different from each other. They were different because the perceptions of one generation are not necessarily shared by the next. The language which communicated beauty and value in one time does not necessarily translate to all times.

Hence, the need for awareness of people’s perceptions. Awareness to our own perceptions. Blindness to the values, perspectives, mores, ethics, feelings, needs and anything else that contributes to how people perceive reality is the ultimate Achilles heal in these fast-paced times of ours.

How can you increase your awareness of both your own perceptions and the perceptions of others as they relate to what you are trying to accomplish?

What was your main take-away from Chapter 4?

Each Friday I post my reflections from one chapter of What the Dog Saw by Malcolm Gladwell. If you are just joining the discussion now, welcome! Catch up on the entire series here.

Chapter 3, entitled “Blowing Up,” was worth the price of the book. After lukewarmly enjoying the first two chapters, (and who really enjoys anything lukewarm?), I find myself in self-reflection heaven.

What if a common cultural assumption were wrong?

What if you’d been evaluating your own ideas, actions, successes and/or failures against this fallacious standard?

“We associate the willingness to risk great failure—and the ability to climb back from catastrophe—with courage.” (p. 75)

What if, in fact, though…

“There is more courage and heroism in defying the human impulse, in taking the purposeful and painful steps to prepare for the unimaginable.” (p. 75)

Ouch. And then, after recovering from the unexpected punch below the belt, the relief of being released from a very restrictive prison system. (more…)

“Three of these shapes are the same and one is different.”

Sounds like a scene from Sesame Street, doesn’t it?

Most of us learn early on to distinguish between what is the same and what is different. What is common and what is distinct. What is universal and what is diverse.

While we have this capacity to distinguish same and different, our assumptions about where and when it would behoove us to make the observation can let us down.

Hence this week’s Gladwell chapter about the universal nature of ketchup catches us off guard.

When the mustard people and spaghetti sauce folk let go of their respective assumptions that they needed to create the universal best version for all people, they hit the jackpot. People preferred their distinct preference, whether it was brown mustard or chunky sauce.

Sometimes we want the same thing as each other. Sometimes we want something quite different.

The key is having our eyes open for either possibility—or even another, completely unexpected possibility altogether.

It was a paradigm buster to realize that people wanted diversity in their mustards and spaghetti sauces. This new frame of reference was itself broken to make room for the possibility that people didn’t actually need or want diversity in their ketchups at all.

Are you open to the possibility that the next alternative might not emerge from the current options? Think about it.

What was your main take-away from this chapter?

Each Friday I post my reflections from one chapter of What the Dog Saw by Malcolm Gladwell. If you are just joining the discussion now, welcome! Catch up on the entire series here.

We’re making a mistake. I’m making a mistake. A big fat ol’ gnarly mistake.

Our mistake is to think our professional story is about us. My mistake is to think that my professional story is about me.

My skills, my resume, my experience, my competence, my insights, my ideas, my appearance, my efforts. If only I were more aggressive. If only I were better connected. If only I were more organized. If only I were less like me and more like so-and-so (insert name of who you are measuring yourself against here), I’d be more successful.

Success, though, is not about me. Success is about you. “You” being the others in the equation, in your market, your circles, your family.

Or so we glean in Gladwell’s first chapter of What the Dog Saw. What the other person is trying to accomplish. Where they are trying to go. What they need. What they feel. What they want.

Success, so to speak, is in understanding the other person’s story and being able to articulate how you, your product or your services enhance and belong within that story.

The power of Ron Popeil’s story lies in his making his products understandable to people. The products were the star of his sales efforts not him. When people saw Popeil’s kitchen gadgets, they saw themselves.

At first read, I must admit I wasn’t inspired by this first story of Gladwell’s book. “This is sure a lot of verbiage dedicated to the eccentric hawking techniques of a niche salesperson.”

But the more I reflect, I am taken by Popeil’s freedom to get out of the way as he introduced people to his products. As with any successful matchmaking, the matchmaker cannot remain in the middle of the relationship if the relationship is to succeed.

What sort of matchmaker are you? Matching your services to customers needs. Matching your parenting to your children’s development needs. Is the subject what you do or what your customers are trying to do? Your authority being respected or your child’s well-being being enhanced?

What do you think? What was your main take-away from this chapter?

Each Friday I post my reflections from one chapter of What the Dog Saw by Malcolm Gladwell. Join the discussion now, and contribute your thoughts, reactions and insights here! Catch up on the entire series here.

I just picked up a copy of Malcolm Gladwell’s new book, What the Dog Saw and Other Adventures. I grabbed it the minute I saw it. The very second, in fact. Those around me wisely waited while I examined every copy for flaws. Cradling my perfect baby, I made a beeline to the cashier.

It wasn’t until I got it home that I realized it’s not a new work at all. It’s a collection of his New Yorker articles. The best in his view.

After I recovered from this brief moment of disappointment (not a big fan of the recompiling for a second round at the till marketing strategy)(I’d probably be singing a different tune if I ever experienced a first round at the till), I realized that the only part of the New Yorker I’ve ever read are the cartoons. So I’m sitting here with all “new” material.

I love this guy’s work. The preface alone has me fully engaged. Understanding what’s going on in someone else’s head.

There are three main themes/sections:

1. Obsessives, Pioneers, and Other Varieties of Minor Genius
2. Theories, Predictions, and Diagnoses
3. Personality, Character, and Intelligence

Of course I can’t read something so fun by myself. This is the stuff of incredulity and hilarity, insights and further reflection.

So read with me. We’ll take it a chapter at a time. We’ll meet here and share impressions, reactions and our own takes.

I’ve got Amazon links scattered throughout this post. Grab your copy now. We’re going to begin right away.

Each Friday I post my reflections from one chapter of What the Dog Saw by Malcolm Gladwell. If you are just joining the discussion now, welcome! Catch up on the entire series here.