20 conclusiones de mi conversación con @lulumeservey sobre las estrategias de comunicación más poderosas de los líderes de sectas, los insurgentes y la física: 1. La convicción supera a la lógica. 2. ¿Bajo ataque? Distribuya la fuerza (la presión es igual a la fuerza dividida por el área de la superficie). ¿Atacando? Concéntrese en un punto específico. 3. En orden de cuánto importa: el gancho es primero (llamar la atención), luego cómo cuentas tu historia y finalmente dónde la cuentas. La mayoría de la gente se equivoca. 4. Tienes que luchar historia con historia. 5. Los hechos no ganan corazones y mentes. 5. Las historias triunfan sobre las estadísticas. Una muerte es una tragedia. Mil es una estadística. Las historias siempre ganan. 6. La gente recuerda 2-3 cosas sobre ti. No dejes que sean aleatorios. 7. Si tiene un juego repetido de relaciones a largo plazo e interacciones repetidas, la estrategia óptima es en realidad ojo por dos tatuajes. Puedes cruzarme una vez y tal vez lo deje pasar, pero si me cruzas la segunda vez, nunca lo haré. 7. Ningún portavoz puede contar tu historia mejor que tú. 8. La disuasión importa: Establezca que no es un objetivo fácil. Si puedes establecer que te defenderás, harás que el resto de tu vida sea mucho más fácil. 9. La realidad se inclina hacia quien cuenta la mejor historia. 10. Deja que tu círculo íntimo te diga que estás equivocado, o los extraños te avergonzarán. 11. Usa palabras comunes. Todo el mundo lo entiende. Nadie se siente estúpido. 12. Confianza = No es un extraño + valores compartidos + terreno común primero. 13. Estamos más convencidos de las personas que nos gustan y nos gustan las personas en las que confiamos. 14. El humor crea simpatía involuntaria. 15. Discúlpate cuando te equivoques. Nunca cuando tiene razón. La mayoría hace lo contrario. 16. Los líderes de las sectas hablan directamente. Tú también deberías hacerlo. 17. El lenguaje corporativo es que todos copian a todos y no dicen nada. 18. El mago detrás de la cortina no recibe confianza. Muestra tu cara. 19. Cada unicornio lanzó lo imposible con una convicción imposible. 20. La realidad es subjetiva. Puedes doblegarlo a tu voluntad si eres capaz de comunicarte con las personas que importan de la manera que les golpea en el corazón y en la mente para que vean el mundo de la manera en que tú lo haces. Escucha "Lulu en el Proyecto del Conocimiento"

11 Lessons from John Bragg, who controls half the world’s wild blueberries, built North America’s largest private telecom, and did it all without ever leaving his hometown of 1,100 people. 1. Look to the Horizon: In 1969, nobody wanted a cable TV license for a small town with a population of 9,000. Bragg was the only applicant. While others saw losses, Bragg saw rural communities desperate for connection, recurring revenue, and a shrinking world. “We’re big, big believers in looking at the horizon,” he says, quoting Dag Hammarskjöld: “Only those who look at the horizon find the right road. If you look at your feet, you’ll stumble.” That license that nobody wanted was the first brick in what would go on to become North America’s largest private telecom empire. 2. Overpay for Generational Assets: Bragg routinely paid more than competitors for acquisitions. Sometimes double. His reasoning is simple: “It’s only available once.” When opportunities are scarce, pay what it takes. The people who nickel and dime their way out of great deals spend years regretting it. 3. Reputation is Currency: The bank manager laughed Bragg out of the office when he needed his first loan. But a Conservative politician stood up for the very Liberal Bragg family: “If we can’t lend money to the Bragg family, we can’t lend money to anybody.” Later, Bragg intentionally overpaid for acquisitions. Word spread fast: if you want to sell, call John Bragg. Fair price, quick close, no games. While competitors fought over pennies on one deal, Bragg was already closing three more. You can’t buy reputation. You can only earn it, one interaction at a time. 4. Grow the Pie: Bragg’s brother invented a blueberry harvester that did the work of thirty hand pickers. Instead of keeping it secret, they sold harvesters to competitors. “What’s good for the industry is good for everyone,” Bragg said. Even today, Oxford funds research on growing and cultivating and shares everything freely. While other people want to divide the pie, John Bragg wants to grow it for everyone. 5. Patient Capital Wins: For fifty years, Bragg reinvested every dollar back into growth. While competitors paid shareholders, Bragg continued to compound. Bragg thought in generations. In a world of quick flips and fast exits, the person willing to wait twenty years has no competition. 6. No Reverse Gear: At 22, Bragg turned down a secure teaching job to pick wild blueberries. Everyone thought he’d lost his mind. When his business nearly failed, he kept going. When banks rejected him, he found another way. When Bell killed his partnership, he borrowed $265 million and built a competitor instead. “I have no reverse gear,” Bragg says. The world is full of people who almost started something, almost took the risk, almost bet on themselves. Don’t be one of them. 7. Outcome Over Ego: Bragg could have named his companies after himself. Instead, Oxford and Eastlink. “Never let your ego run your business,” he says. At 85, worth billions, he still uses scuffed golf balls. “They go as far as new ones.” His headquarters look like a community college. Every dollar that doesn’t feed your ego feeds your growth. Most people would rather look successful than do the things success requires. 8. Lead by Suggestion: Every month, Bragg drives to his executives instead of summoning them. He rarely gives orders. When a beekeeper said 2,500 hives was his limit, Bragg didn’t bark commands. He said, “I have confidence you can handle more. Think about how.” The beekeeper redesigned everything and now manages 12,000 hives. Strong leaders help people discover what they’re capable of. 9. Never Stop Learning: At 70, worth hundreds of millions, Bragg gave six teams of executives $10 million each, not for bonuses, but for investment portfolios. Real money, real stakes. “I wanted them to see how strong companies operate and how weak ones fail,” he said. No penalties for losses, no bonuses for gains. Pure education. Bragg himself became a student, attending Berkshire Hathaway meetings, studying other businesses. His favorite Buffett quote: “I am a better investor because I am a businessman and a better businessman because I am an investor.” 10. Stay Private, Stay Nimble: For fifty years, banks begged Bragg to go public. He refused. When he bought AM Telecom, a public company, he immediately eliminated $4 million in overhead. “It’s costly to be public, and it slows you down,” Bragg says. Public companies need board approvals, regulatory filings, and quarterly guidance. When Bragg’s engineers recommended new technology, he gave them $10 million the same day. 11. Bounce, Don’t Break: In 1968, John Bragg borrowed everything to build his first processing plant. To say he was all in was an understatement. Then frost killed his entire crop. It was a disaster. He had a nearly empty factory, barely any revenue, and a lot of bills to pay. Most people would have declared bankruptcy. Instead, Bragg called Wallace McCain at midnight: “What do you need that you don’t want to make yourself?” McCain threw him a file on onion rings. Bragg had never made an onion ring, but he had an empty factory and no choice. When you’re staring at complete ruin, the question isn’t “Why me?” It’s “What now?” Search for "John Bragg The Knowledge Project" or see the links in comments.