Archives for January 2018

Inspirational Quotations #721

January 28, 2018 By Nagesh Belludi

One of the commonest mistakes and one of the costliest is thinking that success is due to some genius, some magic—something or other which we do not possess. Success is generally due to holding on, and failure to letting go. You decide to learn a language, study music, take a course of reading, train yourself physically. Will it be success or failure? It depends upon how much pluck and perseverance that word “decide” contains. The decision that nothing can overrule, the grip that nothing can detach will bring success. Remember the Chinese proverb, “With time and patience, the mulberry leaf becomes satin.”
—Maltbie Davenport Babcock (American Presbyterian Clergyman)

A nail is driven out by another nail; habit is overcome by habit.
—Desiderius Erasmus (Dutch Catholic Humanist)

Of mankind we may say in general they are fickle, hypocritical, and greedy of gain.
—Niccolo Machiavelli (Florentine Political Philosopher)

The young man who has not wept is a savage, and the old man who will not laugh is a fool.
—George Santayana (Spanish Philosopher)

Mental violence has no potency and injures only the person whose thoughts are violent. It is otherwise with mental non-violence. It has potency which the world does not yet know.
—Mohandas K. Gandhi (Indian Hindu Political leader)

Choose your customers. Fire the ones that hurt your ability to deliver the right story to the others.
—Seth Godin (American Entrepreneur)

Few men survey themselves with so much severity as not to admit prejudices in their own favor.
—Samuel Johnson (British Essayist)

The reason that adulation is not displeasing is that, though untrue, it shows one to be of consequence enough, in one way or other, to induce people to lie.
—Lord Byron (George Gordon Byron) (English Romantic Poet)

An eager pursuit of fortune is inconsistent with a severe devotion to truth. The heart must grow tranquil before the thought can become searching.
—Christian Nestell Bovee

Familiarity breeds contempt.
—Aesop (Greek Fabulist)

Put your heart, mind, intellect, and soul even to your smallest acts. This is the secret of success.
—Sivananda Saraswati

The only freedom which deserves the name is that of pursuing our own good, in our own way, so long as we do not attempt to deprive others of theirs, or impede their efforts to obtain it.
—John Stuart Mill (English Philosopher, Economist)

The golden rule is of no use whatsoever unless you realize that it is your move.
—Frank Hall Crane

Ideas to Use When Delegating

January 24, 2018 By Nagesh Belludi Leave a Comment

The American industrialist Alfred P. Sloan once declared, “The most important thing I ever learned about management is that the work must be done by other men.”

A manager’s principal task is to get things done through other people. Therefore, delegation is one of the most important skills a manager can master.

In addition, being effective at delegation has benefits in many areas of life—enlisting a friend to repair a computer, or getting your kids to rearrange a bookshelf, for example.

Here are a few ideas for effective delegation.

Delegate every task that can be performed just as well by someone who is paid less than you are.
Pick people who can accept responsibility.
Match the person to the task.
Remember that the person performing the task may not do it as well as you do it.
Build employees’ confidence by assigning low-risk projects at first. By giving employees tasks that are right at the limit of their existing capability, or even just beyond, you can motivate them to develop their skills and knowledge.
Let employees put their own spin on the assignment. Learn to have faith in the ingenuity of your employees, and give much latitude in how they do things.
Delegate outcomes, not just tasks. Identify the precise problem and define exactly what you want your employee to do.
Confirm understanding. Don’t assume that your employee understands what we mean. Have the employee restate the outcome you’ve delegated in his own words.
Give a due date for the assignment.
Monitor what you delegate. Don’t meddle—an overly-engaged boss can create self-induced commotion. Effective managers delegate results when they can and interfere only when they must.
Learn to be patient. Expect employees to make wrong decisions. Spend time with them to learn why a decision was wrong and how to avoid it the next time, rather than reproach or assign blame.
Set the standards, but tell your employees what you’re willing to accept as tradeoffs of delegation. Offer to lend a hand wherever necessary. As Peter Drucker wrote in The Leader of the Future, “Effective leaders delegate, but they do not delegate the one thing that will set the standards. They do it.“

By learning to delegate effectively, you can create a work environment that is more time- and skills-efficient, foster creativity and opportunities for professional growth, and focus on the importance of managerial communication.

Inspirational Quotations #720

January 21, 2018 By Nagesh Belludi

The major reason for setting a goal is for what it makes of you to accomplish it. What it makes of you will always be the far greater value than what you get.
—Jim Rohn (American Entrepreneur)

Giving people self-confidence is by far the most important thing that I can do. Because then they will act.
—Jack Welch (American Businessperson)

Sin is whatever obscures the soul.
—Andre Gide (French Novelist)

My own experience and development deepen everyday my conviction that our moral progress may be measured by the degree in which we sympathize with individual suffering and individual joy.
—George Eliot (Mary Anne Evans) (English Novelist)

There is a kind of courtesy in skepticism. It would be an offense against polite conventions to press our doubts too far.
—George Santayana (Spanish Philosopher)

Forgiveness is a virtue of the brave.
—Indira Gandhi (Indian Head of State)

The beginning of love is to let those we love be perfectly themselves, and not to twist them to fit our own image. Otherwise we love only the reflection of ourselves we find in them.
—Thomas Merton (French-born American Clergyman)

In all the affairs of life, social as well as political, courtesies of a small and trivial character are the ones which strike deepest to the grateful and appreciating heart.
—Henry Clay (American Politician)

One father is more than a hundred schoolmasters.
—George Herbert (Welsh Anglican Poet)

There are no rules for friendship. It must be left to itself. We cannot force it any more than love.
—William Hazlitt (English Essayist)

Virtually nothing comes out right the first time. Failures, repeated failures, are finger posts on the road to achievement. The only time you don’t want to fail is the last time you try something … One fails forward toward success.
—Charles F. Kettering (American Inventor)

Action makes more fortune than caution.
—Luc de Clapiers, marquis de Vauvenargues (French Moralist)

I learned that courage was not the absence of fear, but the triumph over it. The brave man is not he who does not feel afraid, but he who conquers that fear.
—Nelson Mandela (South African Political leader)

Suspicion is most often useless pain.
—Samuel Johnson (British Essayist)

Our safety is not in blindness, but in facing our danger.
—Friedrich Schiller (German Poet)

Friendship is always a sweet responsibility, never an opportunity.
—Khalil Gibran (Lebanese-born American Philosopher)

Most of one’s life is one prolonged effort to prevent oneself thinking.
—Aldous Huxley (English Humanist)

There is no end of craving. Hence contentment alone is the best way to happiness. Therefore, acquire contentment.
—Sivananda Saraswati

How to Organize Your Inbox & Reduce Email Stress

January 19, 2018 By Nagesh Belludi Leave a Comment

The recipe for staying on top of your email is to be ruthless about what you send and receive, and to focus on how you process your inbox. Here are thirteen practices that may help you be in command of your inbox.

Turn off all new email notifications.
Limit the number of times you access your email.
Avoid checking your email during the first hour of the day. Work on something that requires your energy and focus.
Don’t have your email software opened … keep it closed until it’s time to “do” email.
When you “do” email, follow the “Process to Zero” technique. Merlin Mann, the productivity guru who popularized this technique, emphasized, “Never check your email without processing to zero.” Handle every email just once, and take one of these actions: delete or archive, delegate, respond, or defer.
If you can process an incoming email in a minute or two, act on that email immediately, using the Two-Minute “Do-it-now” Rule.
For any email that requires inputs or deliberation, start a reply email, and file it in the “Drafts” folder of your email software. Set aside a block of time to crank though all such draft emails.
Tell people with whom you communicate the most that you intend to check your email intermittently. Encourage them to telephone or drop by if they need a quick response.
If you’ve been dreading a large backlog of email, consider deleting everything that’s over three weeks old. If the contents of any of those emails were of any consequence, somebody would have appraised you of their substance.
Reduce the number of emails you send. Decrease the number of people you carbon-copy on emails. Consider meetings or telephone calls for more effective interaction.
Curb the number of email messages you receive. Ask to be removed from irrelevant newsgroups, and unsubscribe from marketing emails. Learn how to use the “filter” feature on your email software.
Don’t get sucked into replying to every email. Reply only to those that are of relevant to your priorities. Let other communicators follow up with you if they need a reply.
Empty your inbox by the end of the day and process every message.

Idea for Impact: Don’t let an overflowing inbox be a big distraction (read my article on the Zeigarnik Effect.)

No Boss Likes a Surprise—Good or Bad

January 16, 2018 By Nagesh Belludi Leave a Comment

Never surprise the boss, particularly on potentially volatile issues that could affect your project’s timeline, budget, or performance.

Even good surprises can backfire. Many an example exists of employees bringing the boss what they believe were good news, only to realize later that that the surprises weren’t so good after all.

Consider the following example of a Boeing test pilot pulling off a shocking stunt on a prototype aircraft, much to the exasperation of his company’s leadership.

A Reckless Stunt That Created a Buzz

The Boeing 707 was America’s first passenger jet aircraft. Prior to the 707, which entered service in 1958, air travel was mostly limited to the affluent—and even they were hesitant about air travel’s safety. The 707’s in-service safety record and its economic characteristics quickly made travel more accessible and dependable. The 707 ushered in the Jet Age.

But for Boeing, today’s leading aircraft manufacturer, developing the 707 was a big gamble. The 707 had no orders, and Boeing embarked on its development entirely on the wager of its prospective commercial success. When the aircraft’s design commenced in 1951, Boeing’s estimated development costs were $16 million. That was roughly 20% of the company’s value, and more than twice its yearly profits—nearly all of which originated from military contracts.

The Demonstration That Was Far from What the Boss Had Authorized

Boeing built its first and only 707 prototype aircraft in 1955. The company’s leadership decided to show off the aircraft at Seattle’s Seafare Hydroplane races on August 7, 1955.

The display plan was to have Boeing’s Chief Test Pilot, Alvin “Tex” Johnston, do one low pass over the racecourse so that the airline executives, industry pundits, and government officials who attended the high-profile event could witness Boeing’s new undertaking.

Johnston had other plans. In his mind, the audience needed to be sold on the plane’s performance and safety. Seized by the impulse to flaunt the agility of the 707, Johnston had a little more in mind than just an unpretentious flyby.

During the in-air demonstration (see YouTube video,) with the aircraft soaring over Seattle’s Lake Washington, Johnston suddenly pulled back on the controls, and the plane started to climb at a speed of 400 miles per hour. Then, he did a complete 360-degree roll and flew the plane upside down for a moment. As the crowd watched in shock and amazement, Johnston did a second barrel role.

Overconfident Employee, Furious Boss

In the startled crowd was Boeing’s legendary president William “Bill” Allen. Allen, who had authorized no more than a simple flyby, thought that Johnston’s first barrel role was a mistake. When Allen witnessed the second barrel roll, he feared that either Johnston had lost his mind, or the aircraft was in grave trouble.

According to Robert J. Sterling’s Legend & Legacy: The Story of Boeing and Its People (1991,) Allen summoned Johnston into his office the next day. Allen demanded an explanation and inquired why Johnston had foolishly risked the company’s only prototype.

Pleased with his successful accomplishment, Johnston offered a simple explanation, “I was selling airplanes.” Johnston explained that he had previously tested barrel rolls on the prototype, and it was a safe maneuver. He hadn’t risked the aircraft at all.

Allen reproached Johnston and told him that he appreciated the efforts, but Johnston was never to do anything that had not been approved previously.

Never Let Your Boss Be Surprised by Bad News

If there is only one thing worse than delivering bad news, it’s not delivering bad news as soon as you know that some trouble is brewing.

No boss wants to hear about any looming issue from some third party—especially if it could be worrying—and put her on the spot with her peers and superiors.

When you fail to report any bad news, you are leaving your boss exposed to being blindsided with a potential problem, and the perception that your boss doesn’t have control of her organization.

Idea for Impact: A Good Employee is Predictably Excellent

The surest way to delight your boss is by setting the right expectations, discussing and coordinating on a plan of action, and delivering on her expectations of your performance.

When the status of important any project changes, make it a priority to bring your boss and other affected constituents up to date. If, right from the beginning, you’ve made the true picture clear, your boss may be less surprised with the bad and the good.

Never surprise your boss—just keep her clued-in on a regular basis.

Inspirational Quotations #719

January 14, 2018 By Nagesh Belludi

An ostentatious man will rather relate a blunder or an absurdity he has committed, than be debarred from talking of his own dear person.
—Joseph Addison (English Essayist)

No man can fight his way to the top and stay at the top without exercising the fullest measure of grit, courage, determination, resolution. Every man who gets anywhere does so because he has first firmly resolved to progress in the world and then has enough stick-to-it-tiveness to transform his resolution into reality. Without resolution, no man can win any worthwhile place among his fellow men.
—B. C. Forbes (Scottish-born American Journalist)

The person of analytic or critical intellect finds something ridiculous in everything. The person of synthetic or constructive intellect, in almost nothing.
—Johann Wolfgang von Goethe (German Poet)

How little man is; yet, in his own mind, how great! He is lord and master of all things, yet scarce can command anything. He is given a freedom of his will; but wherefore? Was it but to torment and perplex him the more? How little avails this freedom, if the objects he is to act upon be not as much disposed to obey as he is to command!
—Edmund Burke (Irish Political leader)

Don’t wait for your ship to come in. Row out to meet it.
—H. Jackson Brown, Jr. (American Author)

I have learned, in some degree at least, to disregard the old maxim which says, “Do not get others to do that which you can do yourself”. My motto, on the other hand, is, “Do not do that which others can do as well”.
—Booker T. Washington (American Educator)

All men by nature desire knowledge.
—Aristotle (Ancient Greek Philosopher)

We should manage our fortune as we do our health—enjoy it when good, be patient when it is bad, and never apply violent remedies except in an extreme necessity.
—Francois de La Rochefoucauld

Criticism, like rain, should be gentle enough to nourish a man’s growth without destroying his roots.
—Frank A. Clark

Ninety percent of the politicians give the other ten percent a bad reputation.
—Henry Kissinger (American Diplomat)

Learn the value of a man’s words and expressions, and you know him. Each man has a measure of his own for everything; this he offers you inadvertently in his words. He who has a superlative for everything wants a measure for the great or small.
—Johann Kaspar Lavater (Swiss Christian Poet)

Power Corrupts, and Power Attracts the Corruptible

January 12, 2018 By Nagesh Belludi Leave a Comment

Picture of Statue of Demon Mahishasura atop Chamundi Hills in Mysore, India The recent sexual misconduct allegations of influential men abusing their towering positions for contemptuous behaviors provide yet another reminder that power corrupts. As the British politician and historian Lord John Dalberg-Acton famously wrote in an 1887 letter to the Anglican Bishop Mandell Creighton,

Power tends to corrupt and absolute power corrupts absolutely. Great men are almost always bad men, even when they exercise influence and not authority: still more when you superadd the tendency or the certainty of corruption by authority. There is no worse heresy than that the office sanctifies the holder of it. That is the point at which … the end learns to justify the means.

The recent scandals lay bare the three distinctive characteristics of the intoxication of power: the inflation of the self, the devaluation of the helpless, and a dreadful shortfall in self-awareness of actions and consequences.

In the case of studio executive Harvey Weinstein, the worse outrage is that, many prominent people, despite their awareness of Weinstein’s uninhibited abuse, stayed silent—and possibly benefited. Some Hollywood celebrities are said to have overlooked his transgressions. Meryl Streep, one of Hollywood’s most successful actors, who once referred to Weinstein as ‘God,’ had to contend the blame that everyone in Hollywood knew of Weinstein’s conduct. His staff sheltered him or paid off victims, many of whom chose to remain silent for fear of derailing their budding careers. Going public would have hurt them more than it would have damaged Weinstein, until those accusations reach a critical mass and suddenly everyone flipped against him.

The Intoxication of Power

The British philosopher Bertrand Russell first wrote about the “intoxication of power” in A History of Western Philosophy (1945,) and best described what develops in the minds of many people who, in all walks of life, exercise a measure of power and dominance.

The Greeks, with their dread of hubris and their belief in a Necessity or Fate superior even to Zeus, carefully avoided what would have seemed to them insolence towards the universe. The Middle Ages carried submission much further: humility towards God was a Christian’s first duty. Initiative was cramped by this attitude, and great originality was scarcely possible. The Renaissance restored human pride, but carried it to the point where it led to anarchy and disaster. … Man, formerly too humble, begins to think of himself as almost a God.

…

In all of this I feel a great danger, the danger of what might be called cosmic impiety. The concept of ‘truth’ as something dependent upon facts largely outside human control has been one of the ways in which philosophy hitherto has inculcated the necessary element of humility. When this check upon pride is removed, a further step is taken on the road towards a certain kind of madness—the intoxication of power which invaded philosophy with Fichte. I am persuaded that this intoxication is the greatest danger of our time, and that any philosophy which, however unintentionally, contributes to it is increasing the danger of vast social disaster.

Idea for Impact: People with even the smallest amount of authority can and will find ways to abuse it

People can become corrupt with power, fame, wealth, and influence, and, as I’ve written previously, they regularly get away with it. The solution, I believe, is to subject our elites (and the sycophantic supporters who are disposed to collude in self-interest) to as many restrictions, supervisions, and checks and balances as possible, and scrutinize them closely so as to spot hubristic traits and symptoms of the abuse of power.

Seven Easy Ways to Motivate Employees and Increase Productivity

January 10, 2018 By Nagesh Belludi Leave a Comment

If you’re a manager, you can become a motivator by inspiring your employees to high performance—and produce beyond the ordinary.

Purpose. Even the mundane can become meaningful in a larger context. Howard Schultz, the founder and CEO of Starbucks once said about providing propose, “People want to be part of something larger than themselves. They want to be part of something they’re really proud of, that they’ll fight for, sacrifice for, that they trust.” Sometimes that’s all people need to get their skates on—because nothing is worse than feeling that they’re are stuck doing a meaningless task.
Autonomy. Empower people to innovate and make decisions. Be clear about performance expectations. Reduce your direct supervision of their work. Don’t micromanage.
Appreciation. Reward your employees’ small as well as big successes. Recognition is easy and need not be expensive and time-consuming.
Involvement. Interact directly with frontline employees, observe their work, solicit their opinions, seek ideas for improvement, and work directly with the frontline to identify and resolve problems. Encourage employees to talk about the “undiscussable,” even if others don’t want to hear it.
Challenge. Put people in situations where they can grow, learn new skills, and gain new knowledge.
Urgency. Disregard command-and-control and, instead, become an expediter and facilitate your employees getting their job done. The pioneering management guru Peter Drucker encouraged managers to frequently ask of employees the one question that can initiate more improvement than any other: “What do I do that wastes your time without contributing to your effectiveness?”
Empathy. Care about your employees’ success and give them hope about their performance. Be sincere. Demonstrate you value differing opinions.

Idea for Impact: The bottom line on motivation is this: People know what motivates them. Ask them. You may not have any idea what they want.

Inspirational Quotations #718

January 7, 2018 By Nagesh Belludi

Selfishness is the only real atheism; unselfishness the only real religion.
—Israel Zangwill (British Humorist)

It is hard to free fools from the chains they revere.
—Voltaire (French Philosopher)

And in the end, through the long ages of our quest for light, it will be found that truth is still mightier than the sword. For out of the welter of human carnage and human sorrow and human weal the indestructible thing that will always live is a sound idea.
—Douglas MacArthur (American Military Leader)

Every great advance in natural knowledge has involved the absolute rejection of authority.
—Thomas Henry Huxley (English Biologist)

Old age and sickness bring out the essential characteristics of a man.
—Felix Frankfurter (American Judge)

When you pray, rather let your heart be without words than your words without heart.
—John Bunyan (English Christian Writer)

Disciplining yourself to do what you know is right and important, although difficult, is the highroad to pride, self-esteem, and personal satisfaction.
—Margaret Thatcher (British Head of State)

The relation of master and servant is advantageous only to masters who do not scruple to abuse their authority, and to servants who do not scruple to abuse their trust.
—George Bernard Shaw (Irish Playwright)

At the heart of all beauty lies something inhuman, and these hills, the softness of the sky, the outline of these trees at this very minute lose the illusory meaning with which we had clothed them, henceforth more remote than a lost paradise… that denseness and that strangeness of the world is absurd.
—Albert Camus (Algerian-born French Philosopher)

Friends love misery, in fact. Sometimes, especially if we are too lucky or too successful or too pretty, our misery is the only thing that endears us to our friends.
—Erica Jong (American Novelist)

Almost any difficulty will move in the face of honesty. When I am honest I never feel stupid. And when I am honest I am automatically humble.
—Hugh Prather (American Christian Author)

Patience is bitter, but its fruit is sweet.
—Jean-Jacques Rousseau (Swiss Philosopher)

People who soar are those who refuse to sit back, sigh and wish things would change. They neither complain of their lot nor passively dream of some distant ship coming in. Rather, they visualize in their minds that they are not quitters; they will not allow life’s circumstances to push them down and hold them under.
—Chuck Swindoll (American Christian Pastor)

Books I Read in 2017 & Recommend

January 5, 2018 By Nagesh Belludi Leave a Comment

Management & Leadership: Peter Drucker’s The Practice of Management. Drucker’s conception for the organization as an integral part of society, his elucidation of the nature of managerial and leadership tasks, his emphasis on good governance, and his prescription for effective leadership have served managers well over the decades. The Practice of Management is one of those books that Drucker’s admirers tend to appreciate more with every successive reading. [Read my summary.]
Psychology & Self-Help: Josh Kaufman’s The First 20 Hours. A learning addict’s approach to learning new things to a good-enough level—but not to perfection. “In my experience, it takes around twenty hours of practice … to go from knowing absolutely nothing about what you’re trying to do to performing noticeably well. … It doesn’t matter whether you want to learn a language write a novel, paint a portrait, start a business, or fly an airplane. If you invest as little as twenty hours in learning the basics of the skill, you’ll be surprised at how good you can become.” [Read my summary.]
Management: Leigh Branham’s The 7 Hidden Reasons Employees Leave. Discusses many ideas for employee “engagement practices” in great specificity to help managers and leaders keep their antennae up for signs of employees’ bitterness and discontent, and correct before they lose their best and brightest people. This practical volume can also help employees discuss and resolve their workplace needs and aspirations. [Read my summary.]
Influence & Leadership: Jeswald Salacuse’s Leading Leaders. “You need to take account of the interests of the persons you would lead. Leaders will follow you not because of your position or charisma, but because they consider it in their interest. Your job as a leader is to convince them that their interest lies with you.” [Read my summary.]
Education & Teaching: Howard Gardner’s The Unschooled Mind. To enable the highest degrees of understanding, any skills instruction must be systematically reinforced by instruction in which the deployment of the skills makes holistic sense. [Read my summary.]
Psychology & Self-Help: Victor Frankl’s Man’s Search for Meaning. Habitually, your narratives and emotions dictating your actions. Frankl’s key message is that amid the various stimuli and responses, you have the freedom to choose your responses to any given set of circumstances. Frankl also introduces “logotherapy,” the psychotherapy system he conceived to help you uncover a sense of purpose in life and survive nearly anything. [Read my summary and my notes on Frankl’s exposition of the meaning of suffering.)
Biography & Entrepreneurship: Howard Schultz’s Pour Your Heart Into It. According to the ‘founder’ of Starbucks, Starbucks succeeded because the company offers more than just good coffee. The extraordinary growth of Starbucks derives from the corporate values he endorsed, viewing people as being more important than profits. The Starbucks marvel is not only about economic growth and brand success, but also about its socially conscious corporate ethos. [Read my summary.]
Biography & Leadership: Nicholas Carlson’s Marissa Mayer and the Fight to Save Yahoo! Beyond the tome’s gossipy narrative of Mayer’s management style, readers of this page-turner will be interested in Yahoo leadership’s strategic and tactical missteps. Particularly fascinating are how Yahoo missed opportunities to buy Google and Facebook when they were mere startups, the rebuffing of an acquisition bid from Microsoft, a lack of strategic focus, the leadership skirmishes with activist investors, the revolving door at the CEO’s office, and an Asian-asset drama. [Read my summary.]
Biography & Leadership: Donald Keough’s Ten Commandments for Business Failure. Celebrated Coca-Cola executive Donald Keough offers a predictable, yet insightful—even if circuitous—exploration of ten (and a bonus) leadership mistakes. A worthwhile read for its many nuggets of business history, including his take on the infamous New Coke debacle. [Read my summary.]
Management & Leadership: Jeffrey K. Liker’s The Toyota Way. Toyota’s long-term standing as the epitome of quality production is undeniable. According to Liker, the genius of Toyota lies in how it has steadily institutionalized common-sense principles for waste reduction and continuous improvement. “Toyota is process oriented and consciously and deliberately invests long term in systems of people, technology and processes that work together to achieve high customer value.” [Read my summary.]

Also, my book recommendations from 2016, 2015, and 2014.

The four books I re-read every year are Benjamin Graham’s Security Analysis and The Intelligent Investor, Phil Fisher’s Common Stocks and Uncommon Profits, and Dale Carnegie’s How to Win Friends and Influence People.

You may be interested in my article on how to process that pile of books you can’t seem to finish and my article on why we read self-help books.

Wish you all very enlightening reads in 2018! Recall the words of the American philosopher Mortimer J. Adler, who said, “In the case of good books, the point is not to see how many of them you can get through, but rather how many can get through to you.”

Archives for January 2018

Wondering what to read next?

Wondering what to read next?

A Reckless Stunt That Created a Buzz

The Demonstration That Was Far from What the Boss Had Authorized

Overconfident Employee, Furious Boss

Never Let Your Boss Be Surprised by Bad News

Idea for Impact: A Good Employee is Predictably Excellent

Wondering what to read next?

The Intoxication of Power

Idea for Impact: People with even the smallest amount of authority can and will find ways to abuse it

Wondering what to read next?

Wondering what to read next?

Wondering what to read next?