By Rose Fass
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Additional resources for The Chocolate Conversation: Lead Bittersweet Change, Transform Your Business
They find conversation too roundabout a way to determine what’s going on. They’d rather go straight to the numbers to form their conclusions. In fact, if no numbers or hard data are involved, they are uncomfortable making an assessment and feel as if they’re wasting their time. Over the years I’ve come to realize that hard facts can keep a conversation on track. Taking the emotion out of a conversation that has escalated can calm things down and clear up misconceptions. My way of making sense of the world is no better or worse than any other person’s.
You can’t change the structure and expect people to act the way you tell them to. Changing the compensation model won’t get them there either. To get people “ready for change,” they need to embrace your worldview, understand your standards, and be allowed to openly express their concerns. Allaire and Thoman had a Chocolate Conversation from the beginning. When Allaire asked Thoman to come on board, he was prepared to mentor him and gradually transfer power. Thoman believed from the onset that he was “in charge” and he acted accordingly.
We met with the head of MAC Research and key members of his team to better understand their operation, current practices, and business model. Next, we met with Nazar and others on the R&D side of Estée Lauder. From our interviews, we produced a themed synthesis we refer to as rapid insight. A themed synthesis comes from taking the raw feedback received in the interviews and categorizing common responses under a topic for discussion such as innovation methods. The themes are category headings and the feedback is synthesized under those headings.
The Chocolate Conversation: Lead Bittersweet Change, Transform Your Business by Rose Fass