Augusto
Magnate de barrio
- Desde
- 21 Feb 2026
- Mensajes
- 257
- Trofeos
- 56
No, el copywriting no tiene que ver con la forma de escribir con frases cortas. Eso es solo un estilo, igual que escribir insultando es solo un estilo.
La idea es escribir como una conversación. O sea, si uno habla tonto, pues que escriba tonto para los tontos.
En anexo va la famosa carta de ventas del dollar de 8 páginas de Gary Halbert, el gurú de Isra Bravo, que en la forma nada tiene que ver con Isra Bravo. Pero en la esencia los dos cuentan historietas a su modo. Eso es lo que importa.
A lo que voy.
Hoy mismo en Facebook ha salido el nuevo líder de Irán, el hijo del muerto, y me extrañó.
En vez de la retórica emocional de mandar a los enemigos al diablo, hablaba calmadamente, como una lección de desarrollo personal judío, en modo de frases cortas de copywriting.
Quizá haya sido incluso un video hecho por IA.
Pero al mismo tiempo mi antiguo gurú americano, Marshall Goldsmith, me envía su newsletter también en el mismo estilo que transcribo abajo.
Moraleja:
El covid nos ha hecho más agresivos e arrogantes (según el titular del nuevo libro de Isra Bravo a salir en Abril), haciendo que estrellas como Isra Bravo y Monge Malo luciesen.
Ahora, con la IA, me parece que los nuevos putos amos van a ser aquellos que sean robotizados y quizá lobotomizados.
Bueno, ya sabes, la llave del éxito para el próximo trienio o quizás no
---------- Forwarded message ---------
From: Marshall Goldsmith Stakeholder Centered Coaching®
Date: Wed, 11 Mar 2026 at 02:57
Subject: What does a thermostat have to do with leadership?
Dear Augusto,
A few years ago I walked into a boardroom that felt… tense.
The meeting had already started before I arrived.
People were talking over each other.
The CEO looked frustrated.
The CFO looked defensive.
Afterward someone said to the CEO: “That meeting was chaotic.”
Another added: “You interrupted people a lot.”
Someone else said: “The team felt unheard.”
All of it was accurate. All of it was feedback. And all of it came too late.
It reminded me of something simple: Walking into a room that is 85°F and saying, “It’s hot in here.”
That’s feedback.
You’re describing the result. You’re reacting to the outcome. You’re correcting after the discomfort already exists.
Someone eventually turns on the AC and the temperature drops. But the system already drifted. People were already uncomfortable. Energy was already spent correcting the problem.
Now imagine something different: Before anyone enters the room, someone sets the thermostat to 72°F. No one waits for the heat to become unbearable. The system regulates itself before the problem appears.
That’s FeedForward.
Instead of talking about what went wrong yesterday, leaders ask stakeholders about what will work tomorrow.
“In tomorrow’s meeting, what is one thing I should do to keep it focused?”
“Before this presentation, what would make it land well?”
“What is one behavior I should improve over the next 30 days?”
Now the conversation changes. Leaders are not fixing the past. They are shaping the future.
FeedForward moves leadership from reaction to intention. From criticism to practical suggestions. From post-mortems to progress.
This idea sits at the core of Stakeholder Centered Coaching® and the work Marshall Goldsmith has been known for around the world.
If you are curious how this works in practice, we will be exploring it in a live session next week.
FeedForward: Coaching the Future, Not the Past
March 12, 2026
10:00 AM Pacific Time
Because great leadership conversations are not about what already happened.
They are about what happens next.
La idea es escribir como una conversación. O sea, si uno habla tonto, pues que escriba tonto para los tontos.
En anexo va la famosa carta de ventas del dollar de 8 páginas de Gary Halbert, el gurú de Isra Bravo, que en la forma nada tiene que ver con Isra Bravo. Pero en la esencia los dos cuentan historietas a su modo. Eso es lo que importa.
A lo que voy.
Hoy mismo en Facebook ha salido el nuevo líder de Irán, el hijo del muerto, y me extrañó.
En vez de la retórica emocional de mandar a los enemigos al diablo, hablaba calmadamente, como una lección de desarrollo personal judío, en modo de frases cortas de copywriting.
Quizá haya sido incluso un video hecho por IA.
Pero al mismo tiempo mi antiguo gurú americano, Marshall Goldsmith, me envía su newsletter también en el mismo estilo que transcribo abajo.
Moraleja:
El covid nos ha hecho más agresivos e arrogantes (según el titular del nuevo libro de Isra Bravo a salir en Abril), haciendo que estrellas como Isra Bravo y Monge Malo luciesen.
Ahora, con la IA, me parece que los nuevos putos amos van a ser aquellos que sean robotizados y quizá lobotomizados.
Bueno, ya sabes, la llave del éxito para el próximo trienio o quizás no
---------- Forwarded message ---------
From: Marshall Goldsmith Stakeholder Centered Coaching®
Date: Wed, 11 Mar 2026 at 02:57
Subject: What does a thermostat have to do with leadership?
Dear Augusto,
A few years ago I walked into a boardroom that felt… tense.
The meeting had already started before I arrived.
People were talking over each other.
The CEO looked frustrated.
The CFO looked defensive.
Afterward someone said to the CEO: “That meeting was chaotic.”
Another added: “You interrupted people a lot.”
Someone else said: “The team felt unheard.”
All of it was accurate. All of it was feedback. And all of it came too late.
It reminded me of something simple: Walking into a room that is 85°F and saying, “It’s hot in here.”
That’s feedback.
You’re describing the result. You’re reacting to the outcome. You’re correcting after the discomfort already exists.
Someone eventually turns on the AC and the temperature drops. But the system already drifted. People were already uncomfortable. Energy was already spent correcting the problem.
Now imagine something different: Before anyone enters the room, someone sets the thermostat to 72°F. No one waits for the heat to become unbearable. The system regulates itself before the problem appears.
That’s FeedForward.
Instead of talking about what went wrong yesterday, leaders ask stakeholders about what will work tomorrow.
“In tomorrow’s meeting, what is one thing I should do to keep it focused?”
“Before this presentation, what would make it land well?”
“What is one behavior I should improve over the next 30 days?”
Now the conversation changes. Leaders are not fixing the past. They are shaping the future.
FeedForward moves leadership from reaction to intention. From criticism to practical suggestions. From post-mortems to progress.
This idea sits at the core of Stakeholder Centered Coaching® and the work Marshall Goldsmith has been known for around the world.
If you are curious how this works in practice, we will be exploring it in a live session next week.
FeedForward: Coaching the Future, Not the Past
March 12, 2026
10:00 AM Pacific Time
Because great leadership conversations are not about what already happened.
They are about what happens next.
