Rock star, crowdfunding pioneer, and TED speaker Amanda Palmer knows all about asking. Performing as a living statue in a wedding dress, she wordlessly asked thousands of passersby for their dollars. When she became a singer, songwriter, and musician, she was not afraid to ask her audience to support her as she surfed the crowd (and slept on their couches while touring). And when she left her record label to strike out on her own, she asked her fans to support her in making an album, leading to the world's most successful music Kickstarter. Even while Amanda is both celebrated and attacked for her fearlessness in asking for help, she finds that there are important things she cannot ask for-as a musician, as a friend, and as a wife. She learns that she isn't alone in this, that so many people are afraid to ask for help, and it paralyzes their lives and relationships. In this groundbreaking book, she explores these barriers in her own life and in the lives of those around her, and discovers the emotional, philosophical, and practical aspects of The Art of Asking. Part manifesto, part revelation, this is the story of an artist struggling with the new rules of exchange in the twenty-first century, both on and off the Internet. The Art of Asking will inspire readers to rethink their own ideas about asking, giving, art, and love.
I wrote this book to help nonprofit staff and experienced fundraising professionals excel in today's tough fundraising environment. The nonprofit sector continues to be ravaged by changes-everything from scandals to the realignment of borders of national organizations. No matter what level you are in the organization, the information in this book will help you understand that Attitude + Passion = Results (A+P=R), and determine if you have the right attitude to be working in the nonprofit sector. The Art of the Ask is actually quite simple: - You make your ask. - You make your case. - You show the benefits. - Then you stop talking. The teachings and stories in this book can be read from different perspectives: current executive directors, aspiring executive directors, development officers, board members, and community stakeholders. Whether the organization you work for is large or small, this book gives you the tools to determine if you are in the right place in your career. "Large" is the equivalent of state and national NPOs. "Small" is the equivalent of an organization that does not carry a charter from big brother. In the end, all NPOs need to have a local presence with grassroots efforts. Donors need to know, like, and respect you. Unfortunately, organizations are looking at the economies of scale and closing local offices. This, in my opinion, negatively affects the organization's fundraising efforts. Philanthropy giving is not disappearing. Giving simply looks different these days and we need to be open to the ways of work. With change come new opportunities. The big change we're realizing is that the world is much more flat and connected than we ever thought possible. This means you have greater opportunities to increase your fundraising efforts. Are you in the right position? You may have a passion for your organization's mission and cause, but do you have what it takes to "ask" for the dollars? My coach has taught me that 85 percent of success is having the confidence from looking within. it's time for you to take that look within for yourself.
Ask the Right Questions in the Right Ways...And Get the Answers You Need to Succeed! Discover the core questions that every manager needs to master...how to avoid the mistakes business questioners make most often...ten simple rules for asking every question more effectively. Learn how to ask tough questions and take control of tough situations...use questions to promote innovation, drive change, identify hidden problems, and get failing projects back on track. Ask better questions, get better answers, achieve better results! “Required reading for every leader who wishes to see his or herorganization flourish and career progress.” Garry A. Neil, MD, Corporate Vice President, Johnson & Johnson “Asking, listening, understanding the real meaning of the answers, and taking actions based on facts are really the essence of managing. This book has helped me in connecting the dots in my understanding (and lack thereof) of why things really did not work the way I expected them to.” Pradip Banerjee, PhD, Chairman and Chief Executive Officer, Xybion; retired partner, Accenture “The framework and techniques provide outstanding ideas for executives to both gain better information and develop the analytical skills of their teams.” Terry Hisey, Vice Chairman and US Life Sciences Leader, Deloitte We’ve all met the corporate inquisitor: the individual whose questions seem primarily intended to terrify the victim. The right goal is to solve the problem--and to build a more effective, collaborative organization where everyone learns from experience, and nobody’s too intimidated to tell the truth. That means asking the right questions in the right ways. This book will teach you how to do precisely that. Terry J. Fadem shows how to choose the right questions and avoid questions that guarantee obvious, useless answers...how to help people give you the information you need...how to use body language to ask questions more effectively...how to ask the innovative or neglected questions that uncover real issues and solutions. You’ll learn how to adopt the attributes of a good questioner...set a goal for every question...use your personal style more effectively...ask tough questions, elicit dissent, react to surprises, overcome evasions, and more. Becoming a better questioner may be the most powerful thing you can do right now to improve your managerial effectiveness--and this book gives you all the insights, tools, and techniques you’ll need to get there. Evaluate your current “questioning” skills... ...then systematically improve them Choose better questions... ...and ask them the right way Ask tough questions more effectively Get at the truth, uncover the real problem, and solve it Master the crucial nonverbal aspects of asking questions Finding your best style and the right body language
Named a Best Business Book of 2021 by Soundview Magazine Reclaim the power of genuine human connection Networking is often considered a necessary evil for all working professionals. With social media platforms like Linkedin, Twitter, Instagram, and Facebook at our disposal, reaching potential investors or employers is much easier. Yet, these connections often feel transactional, agenda-driven, and dehumanizing, leaving professionals feeling burnt out and stressed out. Instead, we should connect on a human level and build authentic relationships beyond securing a new job or a new investor for your next big idea. To build real and meaningful networking contacts, we need to go back to basics, remembering that technology is a tool and more than just a means to an end. We need to tap into our humanity and learn to be more intentional and authentic. As a “serial connector” and communications expert, Susan McPherson has a lifetime of experience building genuine connections in and out of work. Her methodology is broken down into three simple steps: Gather: Instead of waiting for the perfect networking opportunity to come to you, think outside the box and create your own opportunity. Host your own dinner party, join a local meet-up group, or volunteer at your neighborhood food pantry. Ask: Instead of leading with our own rehearsed elevator pitches asking for help, ask to help, opening the door to share resources, experience, contacts, and perspectives that add diversity to your own vision. Do: Turn new connections into meaningful relationships by taking these newly formed relationships deeper. Follow through on the promises you made and keep in touch. Woven together with helpful tips and useful advice on making the most out of every step, this book draws on McPherson’s own experience as a renowned “serial connector,” as well as the real life success stories of friends and clients. Filled with humor, humility, and wisdom, The Lost Art of Connecting is the handbook we all need to foster personal and professional relationships that blur the lines between work and play—and enrich our lives in every way.
Identify false information. Avoid getting tricked. Be quick-witted and insightful. Would you like to ask the right questions, come up with strong arguments, detect biases and irrational or illogical reasoning? But you don't know where to start learning these? The Art of Thinking Critically will help you with that! Using the brightest ideas and best practices of some of the greatest thinkers, you can become a self-thought critical thinker who doesn't accept things at face value. With the help of guided exercises, you will learn how to do your own research, think about information for yourself, and draw conclusions that stand true to you. Avoid being manipulated. Being surrounded by inaccurate and often misleading information can feel overwhelming. Become more astute and catch inconsistencies in others' reasoning, don't be misled. Learn to question, fact-check, and correct people without sounding offensive. - How to self-educate to think more critically. - Equip yourself with good questions and ideas on how to think for yourself. - Break out of herd mentality. - Get a structure on how to implement critical thinking practices in your life. Human beings are generally curious and wish to understand the world better. But many of us didn't have the luck to learn effective questioning techniques as children. We were not encouraged to form opinions and were rather scolded for being too curious. So we didn't learn how to properly question and assess the information we hear, read, and how to think for ourselves. But we can absolutely change that! And educate our children to be better equipped with critical thinking skills. Make better decisions. Don't be gullible.
As a manager, you are constantly faced with challenges that require you to make critical decisions. These decisions are often complex and require a deep understanding of the situation, the people involved, and the goals you are trying to achieve. The key to making these decisions lies in asking the right questions. This is where this book can help you. In "Ask and You Shall Lead: The Art of Questioning in Management," we will explore the power of questioning and how it can help you become a better leader. We discuss the different types of questions you can ask, when to ask them, and how to use them to gather information and insights that will help you make better decisions. One of the key benefits of this book is that it offers practical guidance on how to ask the right questions. I provide examples of questions that can be used in different situations, and explain why these questions are effective. I also offer tips on how to listen actively, how to follow up on answers, and how to use questioning to build rapport with your team.
While the statisticians are trying to knock a few tenths off the statistical error, says Mr. Payne, errors of tens of percents occur because of bad question wording. Mr. Payne's shrewd critique of the problems of asking questions reveals much about the nature of language and words, and a good deal about the public who must answer the poller's questions. For public opinion pollers, census takers, advertising copywriters, and survey makers of all kinds this book will be a tool for the achievement of more reliable results. Originally published in 1951. The Princeton Legacy Library uses the latest print-on-demand technology to again make available previously out-of-print books from the distinguished backlist of Princeton University Press. These editions preserve the original texts of these important books while presenting them in durable paperback and hardcover editions. The goal of the Princeton Legacy Library is to vastly increase access to the rich scholarly heritage found in the thousands of books published by Princeton University Press since its founding in 1905.
Do you want to learn the keys to sales success? Confidence and self-esteem are just a few factors that separates successful salespeople from unsuccessful ones. Let Brian Tracy help you master the art of closing the deal. As one of the top salespeople in the world, Brian Tracy knows the ability to close the sale is the key skill required by all top sales professionals. Fortunately, closing the sale is a skill that can be learned by practicing the closing skills of the highest paid sales leaders in every business. When salespeople follow a proven, step-by-step process, they can get more orders, faster and quicker than before. Through this comprehensive program, Tracy shares more than 50 practical, daily techniques for increasing your confidence in your sales abilities and boosting sales profits. In The Art of Closing the Sale, you will learn: The two major "motivating" factors in closing a sale The three "hot buttons" to push when selling to businesses How to avoid the five simple errors that spell the difference between success and near-success No matter how eloquent or passionate a salesperson you may be, no matter how friendly your smile or likable your personality, if you can't close the sale, your efforts yield nothing. The Art of Closing the Sale teaches skills that anyone can use to transform the sales process into a consistent win. This book is an absolute must-read for every sales professional seeking to boost their career and create a successful future.
This groundbreaking book explores why and how to encourage physical and sensory engagement with works of art. An essential resource for museum professionals, teachers, and students, the award winning Teaching in the Art Museum (Getty Publications, 2011) set a new standard in the field of gallery education. This follow-up book blends theory and practice to help educators—from teachers and docents to curators and parents—create meaningful interpretive activities for children and adults. Written by a team of veteran museum educators, Activity-Based Teaching in the Art Museum offers diverse perspectives on embodiment, emotions, empathy, and mindfulness to inspire imaginative, spontaneous interactions that are firmly grounded in history and theory. The authors begin by surveying the emergence of activity-based teaching in the 1960s and 1970s and move on to articulate a theory of play as the cornerstone of their innovative methodology. The volume is replete with sidebars describing activities facilitated with museum visitors of all ages. Table of Contents Introduction Part I History 1 The Modern History of Presence and Meaning A philosophical shift from a language-based understanding of the world to direct, physical interaction with it. 2 A New Age in Museum Education: The 1960s and 1970s A brief history of some of the innovative museum education programs developed in the United States in the late 1960s and 1970s. The sudden and widespread adoption of nondiscursive gallery activities during this period, especially but not exclusively in programs designed for younger students and school groups, expressed the spirit of the times. Part II Theory 3 Starts and Stops Two attempts by American museum educators to articulate a theory for their new, nondiscursive programs: the first deriving from the early work of Project Zero, the Harvard Graduate School of Education program founded by the philosopher Nelson Goodman to study arts learning as a cognitive activity; the second stemming from the work of Viola Spolin, the acclaimed theater educator and coach whose teaching methods, embodied in a series of “theater games,” were detailed in her well-known book Improvisation for the Theater (1963). 4 A Theory of Play in the Museum A theory of play that posits activities in the museum as forms of play that take place in spaces (or “playgrounds”) temporarily designated as such by educators and their adult visitors or students. Play is defined essentially as movement—both physical and imaginary (metaphorical)—toward and away from, around, and inside and outside the works of art that are foregrounded within those spaces. Gallery activities conceived in this way respond to the possibilities that the objects themselves offer for the visitor to explore and engage with them. The particular movements characterizing an activity are crucially conditioned by the object in question; they constitute a process of discovery and learning conceptually distinct from, but supportive of, traditional dialogue-based modes of museum education, which they supplement rather than supplant. Part III Aspects of Play 5 Embodiment, Affordances The idea of embodiment adopted here recognizes that both mind and body are joined in their interactions with things. Investigating works of art thus involves apprehending them physically as well as intellectually—in the sense of responding to the ways in which a particular work allows and even solicits the viewer’s physical grasp of it. 6 Skills Ways in which objects present themselves to us, as viewers, and what we might do in response as they fit with the bodily skills we have developed over the course of our lives. Such skills might be as simple as getting dressed, washing, or eating; or as specialized as doing one’s hair, dancing, playing an instrument, or acting—all of which may allow us to “grasp” and even feel that we inhabit particular works of art. 7 Movement Embodied looking is always looking from somewhere. We apprehend objects as we physically move around and in front of them; they reveal themselves differently as we approach them from different viewpoints. Viewers orient themselves spatially to both the surfaces of objects and to the things and spaces depicte4d in or suggested by representational works of art. Activity-based teaching gets visitors and students to move among the objects—away from them, close to them, and even into them. 8 The Senses Both adult visitors and younger students come to the museum expecting to use their eyes, yet “visual” art appeals to several of the senses at once, though rarely to the same degree. Sculpture, for example, almost always appeals to touch (whether or not that is actually possible or allowed) as well as sight. A painting depicting a scene in which people appear to be talking may induce viewers to not only look but also “listen” to what the figures might be saying. 9 Drawing in the Museum Looking at art with a pencil in hand amplifies viewers’ ability to imaginatively touch and feel their way across and around an artwork. Contour drawing by its nature requires participants to imagine that they are touching the contours of an object beneath the tips of their pencils. Other types of drawing allow viewers to feel their way around objects through observation and movement. 10 Emotion Visitors’ emotional responses to art represent a complex process with many components, from physiological to cognitive, and a particular work of art may elicit a wide range of emotional reactions. This chapter describes specific ways in which museum educators can go well beyond merely asking visitors how a work of art makes them feel. 11 Empathy and Intersubjectivity One aspect of viewers’ emotional responses to art that is often taken for granted, if not neglected altogether: the empathetic connections that human beings make to images of other people. This chapter advocates an approach that prompts viewers to physically engage with the representations of people they see. 12 Mindful Looking Mindfulness involves awareness and attention, both as a conscious practice and as an attitude that gallery teachers can encourage in museum visitors. This is not solely a matter of cultivating the mind, however; it is also a matter of cultivating the body, since mindfulness is only possible when mind and body are in a state of harmonious, relaxed attentiveness. Mindfulness practice in the art museum actively directs the viewer’s focus on the object itself and insists on returning to it over and over; yet it also balances activity with conscious stillness. Afterword Acknowledgments
