What they don't teach you at Harvard Business School - Mark McCormack

What They Don’t Teach You at Harvard Business School – Mark McCormack

 

In fairness to HBS, what they don’t teach you is how to read people and how to use that knowledge to get what you want.
Mark makes the point that whether a person is selling or buying, hiring or getting hired, negotiating a contract or responding to someone else’s demands, they need to understand the other person’s true self. He emphasizes the skills and methods required to understand people in order to be effective in business.

 

The Seven-Step Plan to Reading People in Business

 

Step 1: Listen Aggressively

Listen not just to what someone is saying, but how they are saying it.
People often reveal more than they intend.
Use pauses—slightly uncomfortable silences often lead people to say even more.

 

Step 2: Observe Aggressively

Pay attention to clues. For example, dressing sense isn’t just about fashion.
Wearing clothes inappropriate for the weather may show how much a person prioritizes appearance over comfort. This attitude might reflect in business dealings too.
Notice how the person talks, listens, agrees, or disagrees.

 

Step 3: Talk Less

Ask open-ended questions and wait for the other person to finish. Don’t rush to fill silences—let them speak more.

 

Step 4: Reevaluate First Impressions

Don’t blindly trust your first impression.
There should be a reflective process between forming an impression and accepting it as the basis of a relationship.

 

Step 5: Take Time to Apply What You’ve Learned

Before making a presentation or phone call, take a moment to reflect:

• What do I know about this person?
• What outcome do I want?
• Based on what I know, what should I say or do to increase the chance of success?

 

Step 6: Be Discreet

Discretion is key when reading people.
If you reveal your insights openly, you might lose the advantage of using them effectively.

 

Step 7: Stay Detached

The more emotionally detached you are, the sharper your observational powers become.
If you react less, you avoid overreacting—and you maintain control rather than being controlled.

 

The Three Hard-to-Say Phrases

1. I don’t know
2. I need help
3. I was wrong

 

The Problem of Selling

The problem with selling lies less in aptitude and more in how we perceive selling.
Some view it as beneath them, others find it intrusive, and almost everyone fears rejection.

But selling is really about believing in your product.
When you truly believe that what you’re offering is right for someone, you should never feel like you're imposing. In fact, you should feel like you're doing the customer a favor.

 

Sales time can range from seconds to years depending on various factors. But once the sale begins, the follow-up is critical. Bouncing back too quickly—or waiting too long—can kill future deals. If poor timing is a disease, patience is the cure.

 

Persistence: A Lesson from Ray Kroc (Founder of McDonald’s)

Ray Kroc staterted as a milkshake machine salesman. He strongly believed in persistence. He had this plaque on his office wall:

"Nothing in this world can take the place of persistence.
Talent will not; nothing is more common than unsuccessful men with talent.
Genius will not; unrewarded genius is almost a proverb.
Education will not; the world is full of educated derelicts.
Persistence and determination alone are omnipotent."

 

Customer Mood

Always be alert to a customer’s mood.
A happy customer might buy something they hadn’t planned, while a moody customer might suddenly say no to something they previously agreed to.
Mood alone can change a "Yes" into a "No"—and vice versa.

 

The Advantage of a Setting Sun

Many sellers slash prices at the end of the day or season.
Approaching a salesperson at the right time can make a significant difference.

 

Deadlines Are Not Always Effective

Setting deadlines—especially for buyers—isn’t always useful.
Deadlines can feel like threats, and people who feel threatened may deliberately reject your offer. Use deadlines only as a last resort.

 

The Gap Mark Fills

At HBS, students are taught modern theories by the best professors, exposed to real-world problems, and trained in innovative problem-solving. Mark McCormack fills a crucial gap—highlighting observation as the raw material for business success. These people-reading skills complement everything else learned at HBS.

 

Disclaimer

This write-up is a personal attempt to preserve key takeaways from the book. I’ve included my own interpretations, experiences, and insights throughout.

 

Vinay Wagh

Bulls Eye