Archives for May 2016

Anger Is Often Pointless

May 31, 2016 By Nagesh Belludi 1 Comment

Anger is often nothing more than an intense emotion caused by an apparent injustice. The destructive outcomes of anger are well known. When even a slight annoyance arises, it is capable of growing quickly and overwhelming your state of mind.

Anger results in (1) a loss of perspective and judgement, (2) impulsive and irrational behavior that is destructive to both yourself and others, and (3) loss of face, compassion, and social credibility.

Anger is often pointless, as the following Buddhist parable will illustrate.

Often, there’s no one to blame

Once upon a time, a farmer was paddling his boat upstream to deliver his produce to a distant village. It was a sultry day, so he was covered in sweat. He was in a great hurry to reach the village market.

Further on upstream, the farmer spotted another boat rapidly moving downstream toward his vessel. It looked as though this boat was going to hit him. In response, he paddled feverishly to move out of the way, but it didn’t seem to help. He yelled, “Hey, watch out!” The other boat seemed to approach him swiftly. The farmer shouted, “Hey, you’re going to hit me! Adjust your direction.” He got no response and continued to yell in vain.

As a last resort, the farmer stood up angrily waving his arms and shaking his fist. The other boat smashed right into him. He was hopping mad and cried out, “You imbecile! How could you hit my boat in the middle of this wide river? Couldn’t you hear me asking you to get out of my way? What is wrong with you?”

Then, all of a sudden, the farmer realized that the boat was empty; it had perhaps cut loose of its moorings and floated downstream with the current. He calmed down and realized that there was no one to blame but an empty boat and the river. His anger was purposeless.

Anger depletes energy and leads to loss of perspective and judgement

When you lose your inner peace, you expect that your anger can help you get even with the offending person or amend the vexing circumstances. However, responding with anger is illogical. The offending deed has already occurred, a fact your anger fails to negate. Also, your anger cannot thwart or diminish the perceived wrong.

In the New Testament, Ephesians 4:26–27 advise, “In your anger do not sin. Do not let the sun go down while you are still angry, and do not give the devil a foothold.”

Free yourself from anger

There is no benefit to anger at all. All anger can beget is negative energy, which can aggravate an already volatile situation. Anger can also impede sound judgement and inhibit your ability to consider the negative consequences of your abrupt reactions.

The next time you’re angry, consider the following response:

Stop. Don’t respond immediately. Walk away from the situation that has instigated your anger.
Breathe deeply. Become fully aware of your state of mind. Assess what’s going on.
Calm down and compose yourself. Invoke mindfulness to appeal to your wisdom. Anger and other emotional arousals often stem from a lack of self-awareness or mindlessness, and can simmer down if you just wait long enough.
Consider the matter from other points of view. Ask if there could be other possible explanations for what happened.
Identify the reasons for your anger by asking three questions: (1) “Is this matter serious enough to get worked up about?” (2) “Is my anger necessary and warranted?” (3) “Will getting angry make a difference?”
Reflect about what response will be most effective. Try to develop a wise and measured course of action.

Idea for Impact: A low-anger life is a happier life

Patience is the definitive antidote to anger and aggression. With patience, you may not always be able to eliminate anger, but you can usually control it. Patience can build and fortify your intellectual and psychological resources.

As Proverbs 19:11 tells in the Hebrew Bible, “A person’s wisdom yields patience; it is to one’s glory to overlook an offense.” Ultimately, developing greater patience enhances your romantic, personal, professional, and casual relationships—as well as that all-important relationship: the one you have with yourself.

Inspirational Quotations #634

May 29, 2016 By Nagesh Belludi Leave a Comment

Don’t drown the man who taught you to swim.
—Common Proverb

If silence be good for the wise, how much better for fools.
—Common Proverb

Criticism of others is futile and if you indulge in it often you should be warned that it can be fatal to your career.
—Dale Carnegie (American Author)

It’s too late to shut the barn door after the horse has been stolen.
—Common Proverb

Let there be no doubt: as long as you continue to blame others instead of assuming your responsibilities, you will make no meaningful and enduring change for the better. What kind of people are we, if we don’t have the character to own up to our own shortcomings and responsibilities? To have and enjoy certain liberties requires us to hold each other and ourselves accountable for our actions.
—Gary Ryan Blair

He who would really benefit mankind must reach them through their work.
—Henry Ford (American Businessperson)

The purpose of life, after all, is to live it, to taste experience to the utmost, to reach out eagerly and without fear for newer and richer experiences.
—Eleanor Roosevelt (American First Lady)

When you see a worthy person, endeavor to emulate him. When you see an unworthy person, then examine your inner self.
—Confucius (Chinese Philosopher)

To achieve greatness one should live as if they will never die.
—Francois de La Rochefoucauld

You can set yourself up to be sick, or you can choose to stay well.
—Wayne Dyer (American Motivational Writer)

Anxiety about the future never profits; we feel no evil until it comes, and when we feel it, no counsel helps; wisdom is either too early or too late.
—Friedrich Ruckert

Excellence is an art won by training and habituation. We do not act rightly because we have virtue or excellence, but we rather have those because we have acted rightly. We are what we repeatedly do. Excellence, then, is not an act but a habit.
—Aristotle (Ancient Greek Philosopher)

To Inspire, Pay Attention to People: The Hawthorne Effect

May 27, 2016 By Nagesh Belludi

The Hawthorne Experiments

Sociologist Elton Mayo’s Hawthorne Experiments marked a sea change in industrial and organizational psychology. In the late 1920s and early 1930s, Mayo led this famous series of experiments on workers’ productivity at a Western Electric factory in the Chicago suburb of Hawthorne.

The experiments’ initial purpose was to study the effects of workers’ physical conditions on their productivity. The lighting in the work area for one group of workers was dramatically improved while another group’s lighting remained unchanged. The productivity of the workers with the better lighting increased.

The experimenters found similar productivity improvements when they improved other working conditions, viz., work hours, meal and rest breaks, etc. Surprisingly, the workers’ productivity increased even when the lights were dimmed again. In fact, even when everything about the workplace was restored to the way it was before the experiments had begun, the factory’s productivity was at its highest level.

Recognition and even simple acknowledgment can give people a boost

When Elton Mayo discussed his findings with the workers, he learned that the interest Mayo and his experimenters had shown in the workers made them feel more valued. They were accustomed to being ignored by management.

Mayo concluded that the workers’ productivity and morale had not improved because of the changes in physical conditions, but rather from a motivational effect—the workers felt encouraged when someone was actually concerned about their workplace conditions.

The Hawthorne Experiments understood the individual worker in a social context. The resulting insight was that employees’ performance was influenced not only by their own innate abilities but also by their work environment and the people they work with. Mayo wrote in The Social Problems of an Industrial Civilisation, “The desire to stand well with one’s fellows, the so-called human instinct of association, easily outweighs the merely individual interest and the logic of reasoning upon which so many spurious principles of management are based.”

Over the decades, the methodology and conclusions of the Hawthorne experiments have been widely debated. Yet the key takeaway is profound: when managers pay attention to people, better morale and productivity ensue.

Idea for Impact: Employee engagement is the very heart of effective management

Inspire your employees by asking them how they are doing. Let them in on the plans for your organization, seek their opinions, recognize them, appreciate their work, and coach and give them feedback.

Even a little appreciation and praise can go a long way to boost employee morale. The desire for recognition is a basic human need; and managers can easily fulfill this need with the aim of bringing out the best in people.

A Guaranteed Formula for Success: Identify Your #1 Priority and Finish It First

May 24, 2016 By Nagesh Belludi 1 Comment

Identify Your #1 Priority and Finish It First

“He who every morning plans the transactions of the day and follows out that plan carries a thread that will guide him through the labyrinth of the most busy life. The orderly arrangement of his time is a like a ray of life which darts itself through all his occupations. But where no plan is laid, where the disposal of time is surrendered merely to the chance of incident, chaos will soon reign.”
—Victor Hugo

“A Guaranteed Formula for Success”

A popular legend recalls a time management trick that efficiency expert Ivy Lee showed to Charles Michael Schwab (1862—1939,) the American steel magnate and President of Bethlehem Steel, then the second largest steel manufacturer in the United States.

Lee famously advised Charles Schwab and his managers to list and rank their top priorities every day, and work on tasks in the order of their importance as time allows, not proceeding until a task was completed. After implementing the suggestion, Charles Schwab famously said that Lee’s method for managing priorities had been the most profitable advice he had ever received and paid him $25,000.

When Charles Schwab was president of Bethlehem Steel, he confronted Ivy Lee, a management consultant, with an unusual challenge. “Show me a way to get more things done,” he demanded. “If it works, I will pay you anything within reason.”

Lee handed Schwab a piece of paper. “Write down the things you have to do tomorrow.”

When Schwab had completed the list, Lee said, “Now number these items in the order of their real importance.”

Schwab did, and Lee said, “The first thing tomorrow morning, start working on number one and stay with it until it’s completed. Then take number two, and don’t go any further until it’s finished or until you’ve done as much with it as you can. Then proceed to number three and so on. If you can’t complete everything on schedule, don’t worry. At least you will have taken care of the most important things before getting distracted by items of less importance.

“The secret is to do this daily. Evaluate the relative importance of the things you have to get done, establish priorities, record your plan of action, and stick to it. Do this every working day. After you have convinced yourself that this system has value, have your people try it. Test it as long as you like, and then send me a check for whatever you think the idea is worth.”

Mary Kay Ash Helped Her Beauty Consultants Juggle Spouse, Children, and Career

Mary Kay Ash, American beauty products entrepreneur and founder of Mary Kay Cosmetics, had a variation to this technique. In You Can Have It All, she writes:

Each night, I put together my list for the following day. If I don’t get something on my list accomplished, it goes on the next day’s list. I put the hardest or most unappealing task at the top of the list. This way, I tackle the most difficult item first, and once it’s out of the way, I feel my day is off to a good start.

Mary Kay Ash taught her cosmetics sales consultants this technique of prioritizing their work and thus avoid being stretched too thin. Most of Mary Kay’s cosmetics sales consultants were women filling multiple roles as mother, wife, and businesswoman.

We try very hard to get our consultants to organize themselves. The best way I have found is a little pad of paper we issue called “The Six Most Important Things.” I teach consultants to write down the six most important things they have to do the next day every night before they go to bed. I suggest that people organize things by priority. First, put the thing they most don’t want to do at the top. Then write down the six most important things—not sixteen, because this is frustrating, but six.

Idea for Impact: Squeeze the Most out of Your Day

The best way to start your day is by accomplishing something instead of fiddling around with email or contemplating the day’s priorities. So, every evening, before you leave the office, write down the most important tasks you’ve got to get done the next day. Leave it on your desk along with any support material you need to work on it. This will help you get rolling first thing in the morning.

Inspirational Quotations #633

May 22, 2016 By Nagesh Belludi Leave a Comment

Who dares do all that may become a man, and dares no more, he is a man indeed.
—William Shakespeare (British Playwright)

Failure can be bought on easy terms; success must be paid for in advance.
—Cullen Hightower (American Humorist)

Forgive, forget. Bear with the faults of others as you would have them bear with yours. Be patient and understanding. Life is too short to be vengeful or malicious.
—Phillips Brooks (American Episcopal Clergyman)

When you ascend the hill of prosperity, may you not meet a friend.
—Mark Twain (American Humorist)

Being busy does not always mean real work. The object of all work is production or accomplishment and to either of these ends there must be forethought, system, planning, intelligence, and honest purpose, as well as perspiration. Seeming to do is not doing.
—Thomas Edison (American Inventor)

A ship at harbor is safe, but that’s not what the ship was built for.
—Unknown

Peace and friendship with all mankind is our wisest policy, and I wish we may be permitted to pursue it.
—Thomas Jefferson (American Head of State)

If you wish success in life, make perseverance your bosom friend, experience your wise counselor, caution your elder brother and hope your guardian genius.
—Joseph Addison (English Essayist)

Quarrels are the dowry which married folk bring one another.
—Ovid (Publius Ovidius Naso) (Roman Poet)

We believe that if men have the talent to invent new machines that put men out of work, they have the talent to put those men back to work.
—John F. Kennedy (American Head of State)

Life is ten percent what happens to you and ninety percent how you respond to it.
—Lou Holtz

Don’t Reject Your Spiritual Traditions Altogether in Favor of Another

May 20, 2016 By Nagesh Belludi Leave a Comment

All over the world, organized religion is on a protracted decline. However, in Western societies, Buddhism is one of the fastest growing “religions” in terms of new converts.

In these Western societies, many people take to Buddhism because of the appeal of meditation and the substantial self-help benefits attributed to persistent meditative practice. Some Neo-Buddhists are motivated enough to warm up slowly but surely to the fact that Buddhism is much more than mere meditation. They come to understand that the Buddhist way of life is atheistic and emphasizes ethics. They draw inspiration from the realization that they alone are responsible for their own attitudes, intentions, decisions, actions, and behaviors. As University of St. Thomas’s Stephen Laumakis wrote in An Introduction to Buddhist Philosophy,

The single most important or most basic insight of the historical Buddha is the claim that who we are and what we think exists is a function of our mind and its cognitive powers. In other words, it is our mind and our uses of it that determine how we see and understand our self, the world, and other things.

On the other hand, some new Buddhist practitioners have misgivings especially as regards the religious or esoteric philosophical aspects of Buddhism. They continue to seek and practice meditation techniques in a secular, non-Buddhist context.

Buddhism has never sought strength in number of adherents

As I have mentioned in my previous article, Buddhism is more of a philosophy of life—a “spiritual practice”—than a religion in the Abrahamic sense.

When Thich Nhat Hanh, the Dalai Lama, and other prominent Buddhist teachers started teaching Buddhism in the West during the ’80s, they did not intend to establish a beachhead. Rather, they intended to help educate enthusiasts and help Westerners return, with renewed spirit, to their own religions. In Teachings on Love, Thich Nhat Hanh wrote:

Many Westerners attracted to Buddhist practice have abandoned their own spiritual traditions. They reject the churches and clergy of their own traditions because they feel constricted and uncomfortable with the attitudes and practices they have encountered there. They have suffered within their own tradition and so have sought another. They approach Buddhist practice with the hope of replacing their own tradition and may wish to break away from their own tradition forever.

According to Buddhist wisdom, such wishing is in vain. A person severed from her own culture and traditions is like a tree pulled out by the roots. Such a person will find it hard to be happy. Buddhist practice can offer effective means to heal, reconcile, and reunite with one’s blood and spiritual families, in order to discover the precious gems in one’s own traditions. Thanks to the practice, people will see that Buddhism and their own spiritual tradition have many things in common, and therefore it is not necessary to reject their own spiritual tradition. They will see that there are things that need to be transformed in Buddhism as well as in their own tradition.

Idea for Impact: Forcefully rejecting one’s religious, spiritual, or cultural tradition in favor of another is not conducive to happiness and peace of mind. Buddhism encourages the Neo-Buddhists to employ insights from their Buddhist practices to find what may have been previously overlooked in their long-established beliefs.

Use Zero-Base Budgeting to Build a Culture of Cost Management

May 17, 2016 By Nagesh Belludi Leave a Comment

Traditional Incremental Budgeting

As part of the traditional budgeting process, managers tend to roll their budget over from one year to the next. In addition to accounting for any strategic initiatives or headcount changes, they simply add to every line-item in the previous year’s budget a certain percentage “and then some” to account for cost inflation. They assume that the ‘baseline’ is automatically approved, so they justify just the variances versus prior years.

The drawback of this budgeting process is that nobody questions the underlying ‘baseline’ costs. Further, these cost increases are carried from year to year.

Zero-Base Budgeting

In the 1970s, Peter Pyhrr, a Texas Instruments accountant, formally developed zero-base budgeting. In his influential Harvard Business Review article and a book titled Zero-base Budgeting, Pyhrr advocated that a prior year’s budget should not be used as a benchmark for the next year’s budgeted costs.

With zero-base budgeting, managers prepare a fresh budget every year without reference to the past. Consequently, they start every line-item in the budget from a zero-base even if the amount didn’t increase from the previous year. They are thus forced to justify all claims on their organization’s financial resources as if they were entirely new claims for entirely new projects.

Advantages and Disadvantages of Zero-Base Budgeting

Zero-base budgeting advocates say that it detects inflated budgets and unearths cost savings by focusing on priorities rather than simply relying on the precedent. Managers secure a tighter focus on operations by justifying each line-item in their budgets, thereby reducing the money they allocate to the lowest level possible. Managers can also contrast competing claims on their ever-scarce financial resources and therefore shift funds to more impactful projects.

Zero-base budgeting critics call attention to the many practical difficulties of implementing this time-consuming tool. More importantly, since zero-base involves give-and-take, the budgeting process is susceptible to favoritism, cronyism, and political influence.

3G Capital’s Success with Zero-Base Budgeting

Zero-base budgeting has garnered much attention in the last few years as the centerpiece of an aggressive cost-cutting recipe used by 3G Capital, a thriving Brazilian buyout firm that’s renowned for its parsimonious operations. 3G’s predominant investment strategy is to acquire and then squeeze value out of companies, particularly in the food and restaurant industries.

At Anheuser-Busch, InBev, Tim Hortons, Burger King, Heinz, Kraft, and other acquired companies, 3G’s hard-nosed managers have used zero-base budgeting to initiate sweeping cost cuts. They’ve shut down factories, laid off thousands of factory workers, eliminated hundreds of management jobs, sold off corporate jets, forced executives to fly coach, restricted employees’ office supplies to $15 a month, and even asked employees to seek permission to take color printouts.

Inspired by 3G, many other companies have adapted zero-base budgeting to root out bloat. Some have even gotten carried away—for example, Pilgrim’s Pride (an American meat-processing company) used zero-base budgeting to measure how much soap employees use to wash their hands and how much Gatorade hourly employees consume during breaks.

Idea for Impact: Zero-Base Budgeting Is an Effective Cost-Management Tool

Cutting operating costs is an ever-bigger priority at many organizations. For each line-item in your budget, ask “Should this be done at all?” and “Is this the most efficient and effective use of our resources?”

Consider zero-base budgeting to rigorously find cost-effective ways to improve your operations. It can bring about cost discipline, force your operations to become lean, and ultimately boost your bottom line.

Inspirational Quotations #632

May 15, 2016 By Nagesh Belludi Leave a Comment

Since we had nothing to do with our arrival and usually are not consulted about our departure, what makes so many of us think we’re entitled to so much while we’re here?
—Malcolm Forbes (American Publisher)

He who waits upon fortune is never sure of dinner.
—Benjamin Franklin (American Political leader)

The soul that is within me no man can degrade.
—Frederick Douglass (American Abolitionist)

Honesty is for the most part less profitable than dishonesty.
—Plato (Ancient Greek Philosopher)

Liberty is not merely a privilege to be conferred; it is a habit to be acquired.
—David Lloyd George (British Head of State)

I admire men of character and I judge character not by how men deal with their superiors, but mostly how they deal with their subordinates. And that, to me, is where you find out what the character of a man is.
—H. Norman Schwarzkopf (American Military Leader)

We are all geniuses up to the age of ten.
—Aldous Huxley (English Humanist)

People throughout the world may look different or have a different religion, education, or position, but they are all the same. They are the people to be loved. They are all hungry for love.
—Mother Teresa (Albanian Catholic Humanitarian)

Never mind searching for who you are. Search for the person you aspire to be.
—Robert Brault

If you share your friend’s crime, you make it your own.
—Publilius Syrus (Syrian-born Latin Writer)

Mediocrity obtains more with application than superiority without it.
—Baltasar Gracian

No evil is intolerable but a guilty conscience.
—William Ellery Channing

How to Stimulate Group Creativity // Book Summary of Edward de Bono’s ‘Six Thinking Hats’

May 13, 2016 By Nagesh Belludi

In his bestselling book Six Thinking Hats, Edward de Bono describes a powerful problem-solving approach that enriches mental flexibility by encouraging individuals and groups to attack an issue from six independent but complementary perspectives.

Edward de Bono is a leading authority in creative thinking. He is widely regarded as the father of lateral thinking. De Bono has written over 70 books on thinking and creativity.

Using the ‘Six Thinking Hats’ for Structured Brainstorming

De Bono created the ‘six thinking hats’ method after identifying six distinct lines of human thought in problem solving. De Bono calls each approach a “hat” and assigns them different colors.

At the heart of the ‘six thinking hats’ method are six different colored hats that participants put on—literally or metaphorically—to represent the type of thinking they should concentrate on while wearing each.

White is neutral, objective, and fact-based. A white hat is concerned with objective data: “What information do we have? What information do we need? What information are we missing? How can get the information we need? What objective questions should be asked?”
Red denotes passion, anger, intuition, and emotions. A red hat considers the emotional side of problem solving, which is often neglected or masked in meetings: “What are our gut reactions to the matter at hand?”
Black is somber, serious, and cautious. A black hat is vigilant, plays devil’s advocate, and encourages derogatory and judgmental behavior: “what are the weaknesses of these ideas? What are the risks? What could go wrong?”
Yellow represents positive thinking, hope, and optimism to counteract the black hat’s power. A yellow hat plays “the angel’s advocate” and is cheerful and confident: “What are the best-case scenarios? What are the best aspects of this? What are the advantages? Who can benefit from this?”
Green signifies abundance, growth, richness, and fertility. A green hat is the hat of creativity; it rejects established rules and norms, and invents new approaches: “What are some new ideas on this subject? What is interesting about this idea? What are the variances in these ideas?”
Blue represents the sky and therefore provides the overarching perspective. A blue hat performs “meta thinking” and is concerned with the organization of the thinking process and the use of other hats. The blue hat synthesizes and reconciles different viewpoints. At the start of a brainstorming session, the blue hat sets the stage for where the discussion may go. The blue hat guides and sustains the discussion, often restating its purposes: “What are we thinking about? What is the goal? What should we do next? What have we achieved so far? What should we do to achieve more?” At the conclusion of the brainstorming session, the blue hat appraises the discussion, and proposes a plan of action.

Use De Bono’s Six Thinking Hats Model for Critical Thinking and Problem Solving

An individual working alone may use the approach to consider broader, distinct lines of thought. By changing hats, the individual can switch viewpoints and ensure that he/she is not stuck in specific thinking patterns.

However, the approach is best suited to group discussions (when chaired by a skilled facilitator) in which conflicting ideas may never otherwise be fully synthesized into plans of action. By persuading each participant to think constructively alongside other participants, the ‘six thinking hats’ method taps into group members’diverse perspectives and uses their collective knowledge without destructive conflict.

Using these hats nurtures creativity by letting participants step beyond their typical roles and contribute to developing, organizing, and progressing ideas. Participants can also identify how their cognitive state at any one time shapes how they approach problems.

Recommendation: Read. Edward de Bono’s Six Thinking Hats presents a very effective technique for stimulating group creativity. The method can remove mental blocks, organize ideas and information, foster cross-fertilization, and help conduct thinking sessions more productively than do other brainstorming methods.

Complement with Dan Ciampa’s Taking Advice for an excellent framework on the kind of advice network you need on strategic, operational, political, and personal elements of your work and life. Read my summary in this article.

How to Promote Employees

May 10, 2016 By Nagesh Belludi Leave a Comment

Job Promotions Can Be Stressful

A job promotion is generally cause for celebration and gratification. However, it can be a source of deep anxiety for many employees: they tend to suffer additional mental strain and are less likely to find time to go to the doctor. Research at the University of Warwick found that “the mental health of managers typically deteriorates after a job promotion, and in a way that goes beyond merely a short-term change.”

Promote Employees Who’ve Shown Some Evidence of Success

Before you decide to promote an employee, ask yourself the following six questions about the candidate. The more affirmative answers to these questions, the better the chances for the promotion to succeed. Examine and resolve any “no” answers before considering the employee for other job transitions.

Is the candidate performing her current duties well enough to justify a promotion?
Can she hand over her current responsibilities to a new person?
Does she possess a sound understanding of the fundamentals of a business and have the requisite operating experience?
Is she keen to take on a new job? Is she familiar with the responsibilities and priorities of the new job? Is she willing to make decisions and be accountable for results?
Is she qualified and experienced enough to do at least part of the new job? Is she adequately trained or ready to be trained in the new job’s requirements?
Are her interpersonal skills adequate to work with employees, customers, suppliers, peers, and bosses in the new job?

Idea for Impact: If employees are not entirely prepared for new assignments, you are unintentionally setting them up for stressful transitions, bitterness, or eventual failure. Beware of the perils of promoting people too quickly.

Archives for May 2016

Often, there’s no one to blame

Anger depletes energy and leads to loss of perspective and judgement

Free yourself from anger

Idea for Impact: A low-anger life is a happier life

Wondering what to read next?

The Hawthorne Experiments

Recognition and even simple acknowledgment can give people a boost

Idea for Impact: Employee engagement is the very heart of effective management

Wondering what to read next?

“A Guaranteed Formula for Success”

Mary Kay Ash Helped Her Beauty Consultants Juggle Spouse, Children, and Career

Idea for Impact: Squeeze the Most out of Your Day

Wondering what to read next?

Buddhism has never sought strength in number of adherents

Wondering what to read next?

Traditional Incremental Budgeting

Zero-Base Budgeting

Advantages and Disadvantages of Zero-Base Budgeting

3G Capital’s Success with Zero-Base Budgeting

Idea for Impact: Zero-Base Budgeting Is an Effective Cost-Management Tool

Suggested Reading

Wondering what to read next?

Using the ‘Six Thinking Hats’ for Structured Brainstorming

Use De Bono’s Six Thinking Hats Model for Critical Thinking and Problem Solving

Wondering what to read next?

Job Promotions Can Be Stressful

Promote Employees Who’ve Shown Some Evidence of Success

Wondering what to read next?