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Wouldn’t You Take a Pay Cut to Get a Better Job Title?

August 27, 2021 By Nagesh Belludi Leave a Comment

Venture capitalist Ben Horowitz on giving employees ego-boosting new job titles to appease them for not receiving a promotion or a pay increase:

Marc Andreessen argues that people ask for many things from a company: salary, bonus, stock options, span of control, and titles. Of those, title is by far the cheapest, so it makes sense to give the highest titles possible… If it makes people feel better, let them feel better. Titles cost nothing. Better yet, when competing for new employees with other companies, using Andreessen’s method you can always outbid the competition in at least one dimension.

Millennials tend to consider work as the defining aspect of their identity (see Horowitz’s What You Do Is Who You Are (2019.)) Job titles aren’t just descriptors of what they do but a reflection of who they are—not just service technicians at an Apple Store, but Geniuses. A self-elevating job title helps them cling to the notion that work has meaning and, consequently, their work-lives make sense.

Moreover, since they’re experiencing more of their lives online than any generation before them, millennials tend to be conscious of their personal brands on social media. Being a ‘senior numbers ninja’ rather than a mere ‘cost accountant’ offers instant branding appeal.

Idea for Impact: However superficial they sound (“bogus grandeur,” I called them previously,) a fancy title could help you land a better position further down the line. Get creative with your job title even if you have to take a hit on your expected salary—it could pay off in the long term.

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Filed Under: Career Development, Managing People Tagged With: Career Planning, Human Resources, Job Search, Marketing, Winning on the Job

Yes, You Can Write a Book. But Should You?

May 20, 2021 By Nagesh Belludi Leave a Comment

There’s a disturbingly large number of popular books that have been drawn out from a well-received op-ed (example,) blog article (example,) TED talk (example,) or commencement speech (example.) All puffed up with blather and personal anecdotes and exhortations that are often remotely relevant to the core arguments.

Beyond the obvious motives for writing a book (credibility, publicity, vanity,) many books aren’t really necessary. If they are, they deserve to be no more than page-length articles—paragraphs even.

The rise of self-publishing and on-demand printing has only exacerbated the precipitous decline in originality. Formula writing proliferates. There’re no gatekeepers to decide whether you can publish your book—and save you from your own ego.

If you believe you have a book in you, don’t even think about publishing it. Keep it inside you, where it belongs. Unless you’ve got something worthwhile and unique to say, or you can do good writing for its own sake.

Idea for Impact: Save the time. Save the typing. Save the trees. Spare us from your fluff.

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Filed Under: Effective Communication Tagged With: Books, Marketing, Persuasion, Writing

Avoid Being the Low-Priced Competitor

October 14, 2020 By Nagesh Belludi Leave a Comment

In determining how much you’ll charge for your products and services, explore the “price umbrella”—how others are charging for competitive or comparable products.

The key to pricing is knowing how much your service is worth for your client. Charge too little, and you’re short-changing yourself and making your client speculate, “If she’s decent, why does she charge so little?”

Avoid being a low-price competitor. It’s a terrible habit. Don’t announce, “I’m new. I’m trying to get established. Therefore, I’m offering my service for less than the existing players. Please buy from me.”

Jim Price, an entrepreneurship lecturer at the University of Michigan-Ann Arbor and author of The Launch Lens: 20 Questions Every Entrepreneur Should Ask (2018,) calls this “apologetic pricing.”

Instead, consider the “proud pricing” approach: “We’re launching this business because we firmly believe in our unique value proposition; we look forward to explaining that to customers and charging a premium price for a superior product.”

Positioning yourself as the low-price market offering is a competitive strategy that tends to only work for large, undifferentiated retailers and similar businesses, and it is a poor prescription for entrepreneurial startup success.

Being the low-priced competitor tends to require massive operational and financial scale and often results in an undifferentiated product or service offering and a business with very narrow profit margins.

Idea for Impact: Don’t get stuck in the race to the bottom to be cheaper. Marketing expert Seth Godin has reminded, “Cheaper is the last refuge of the marketer unable to invent a better product and tell a better story.”

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  4. Unpaid Gigs for ‘Exposure’—Is It Ever Worth It?
  5. Your Product May Be Excellent, But Is There A Market For It?

Filed Under: MBA in a Nutshell Tagged With: Career Planning, Creativity, Entrepreneurs, Marketing

How to Create Emotional Connections with Your Customers

September 21, 2020 By Nagesh Belludi Leave a Comment

Consumers are shifting towards memorable experiences over material objects that bring happiness and well-being. Experiential consumption is increasing—the global spending on travel, leisure, and food service is estimated to grow from $5.8 trillion in 2016 to $8.0 trillion by 2030.

Businesses are responding by offering indulgences (think Apple products,) enhancing shopping experience (ordering and carrying-out Domino’s Pizza,) and creating more intimate experiences (Mastercard’s Priceless campaign) for consumers.

One particularly edifying case study is Unilever’s Persil brand of laundry detergents (Unilever licenses this brand from Henkel in many countries.) As part of the “Dirt is good” campaign, Persil’s sentimental adverts that remind “learn to be a kid” (clip,) “climb a tree, break a leg … that’s part of life” (clip,) and “dirt makes us equal” (clip) have attempted to connect with consumers emotionally.

Persil bucked the longstanding ritual of creating dull adverts for its dull products (cheery moms grabbing washing baskets and fragrant flowers and butterflies rising from the clean laundry.) Persil doesn’t focus on the detergent’s stain-busting attributes. Instead, Persil’s campaign signals that children must feel free to experience the world around them regardless of the impact on their clothes. One prominent advert (clip) presented a cheerless robot who slowly transforms into a child while playing in the open air and splashing around in a muddy pool during a rainstorm: “Every child has the right to be a child. Dirt is good.”

Even the UNICEF commended Unilever for “creating awareness of children’s right to play, the right to express themselves—in short, the right to be a child! It encourages parents to see the value of exploration, play, activity and exercise as critical to children’s development and important for full and healthy lives, even if it means that children get dirty in the process.”

Idea for Impact: Enhance how your customers see and feel the benefits of your products and services. Promote an emotional connection between products and customers.

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  5. Airline Safety Videos: From Dull Briefings to Dynamic Ad Platforms

Filed Under: Business Stories, Effective Communication Tagged With: Creativity, Emotions, Likeability, Marketing, Parables, Persuasion, Skills for Success, Winning on the Job

Steak, Not Sizzle

July 23, 2020 By Nagesh Belludi Leave a Comment

Mark Hurd, the recently-departed executive of NCR and CEO HP and Oracle, recalled this best advice he ever got:

When I moved to a head-office in Dayton in 1988, an NCR executive was giving a presentation; he had great slides and an even better delivery. The CEO, Chuck Exley, listened to the entire presentation in his typically gracious, courteous manner. At the conclusion, he nodded and said something brief but profound: “Good story, but it’s hard to look smart with bad numbers.” And as I reflected on it, the presenter, articulate as he was, as good as his slides were, simply had bad numbers.

That comment has always stayed with me. You have to focus on the underlying substance. There’s just no way to disguise poor performance. I’ve tried to follow that advice throughout my career. Deliver good numbers, and you earn the right for people to listen to you.

Idea for Impact: Don’t Succumb to Hype

Marketing and branding have conditioned society to play up—and be attracted to—sizzle over steak. Style over substance.

Sizzle can only get you so far.

Focus on the steak. It is considerate and farsighted and more fulfilling to focus on substantive ideas, products, and presentations.

For sure, sizzle is important. Only when you have a good steak, add some sizzle to promote the bejesus out of whatever it is you have to offer.

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  3. The Mere Exposure Effect: Why We Fall for the Most Persistent
  4. Your Product May Be Excellent, But Is There A Market For It?
  5. Consumer Power Is Shifting and Consumer Packaged Goods Companies Are Struggling

Filed Under: Sharpening Your Skills Tagged With: Biases, Leadership Lessons, Marketing, Persuasion

Leo Burnett on Meaning and Purpose

June 15, 2020 By Nagesh Belludi Leave a Comment

Adman Leo Burnett (1892–1971) founded a global advertising agency that ranks among the titans of the trade. Burnett and the company that bears his name produced such famous brand icons as the Marlboro Man, Tony the Tiger, Jolly Green Giant, Maytag Repairman, and Pillsbury Doughboy.

Burnett pioneered the ‘Chicago School’ of advertising, wherein product campaigns centered on the inherent appeal of products themselves. Burnett’s advertisements used meaningful visuals to evoke emotions and experiences. This approach contrasted the time-honored use of catchy catchphrases and clever copy describing the products’ features. The models in Burnett’s campaigns resembled ordinary people rather than celebrities.

“When to Take My Name Off the Door”

After 33 years at the helm of his company, Burnett officially retired at age 76. He delivered a remarkable valedictory (film clip,) reminding his colleagues of his advertising agency’s core values and its high creative standards.

Let me tell you when I might demand that you take my name off the door.

When you lose your itch to do the job well for its own sake—regardless of the client, or the money, or the effort it takes.

When you lose your passion for thoroughness…your hatred of loose ends.

When you stop reaching for the manner, the overtones, the marriage of words and pictures that produces the fresh, the memorable, and the believable effect.

When you stop rededicating yourselves every day to the idea that better advertising is what the Leo Burnett Company is all about.

When you begin to compromise your integrity—which has always been the heart’s blood—the very guts of this agency.

When you stoop to convenient expediency and rationalize yourselves into acts of opportunism—for the sake of a fast buck.

When your main interest becomes a matter of size just to be big—rather than good, hard, wonderful work.

When you lose your humility and become big-shot weisenheimers … a little too big for your boots.

When you start giving lip service to this being a “creative agency” and stop really being one.

Finally, when you lose your respect for the lonely man—the man at his typewriter or his drawing board or behind his camera or just scribbling notes with one of our big black pencils—or working all night on a media plan. When you forget that the lonely man—and thank God for him—has made the agency we now have—possible. When you forget he’s the man who, because he is reaching harder, sometimes actually gets hold of—for a moment—one of those hot, unreachable stars.

THAT, boys and girls, is when I shall insist you take my name off the door.

Idea for Impact: Leaders are Meaning-Makers

Burnett’s valedictory is a potent reminder of the power of meaningful organizational values and a leader’s role in upholding his company’s principles-based DNA.

Organizational values are at the heart of the long-term success of a company. When these values grow fainter, the company may no longer reflect the intended culture. The organizational values will no longer clarify, inspire, and bind the company’s customers, employees, partners, investors, and other stakeholders.

As the steward of a company’s culture, a leader is responsible for institutionalizing—not merely individualizing—a sense and meaning in the workplace. And, as Burnett demonstrates, an effective leader passionately expresses what the company stands for and shares personal lessons learned in that process.

Burnett’s name is still on the door.

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Filed Under: Career Development, Sharpening Your Skills, The Great Innovators Tagged With: Attitudes, Creativity, Entrepreneurs, Likeability, Marketing, Winning on the Job

Make ‘Em Thirsty

May 6, 2020 By Nagesh Belludi Leave a Comment

Sony’s Akio Morita, like Apple’s Steve Jobs, was a marketing genius. Morita’s hit parade included such iconic products as the first hand-held transistor radio and the Walkman portable audio cassette player.

Key to Morita’s success was his mastery of the art of the pitch. Morita pushed Sony to create consumer electronics for which no obvious need existed and then generated demand for them.

The best marketing minds know how to create a customer—previously unaware of a problem or an opportunity, she becomes interested in considering the opportunity, and finally acts upon it.

Coca-Cola marketers are but creating a thirst by showing the fizzle a freshly poured glass in Coke ads. “Thirst asks nothing more,” indeed.

The marketing guru Seth Godin has said, “So many people are unhappy … what they have doesn’t make them unhappy. What they want does. And want is created by the marketers.” Recall the old parable,

A sales trainee was trying to explain his failure to close a single deal in his first week. “You know,” he said to his manager, “you can lead a horse to water, but you can’t make him drink.”

“Make him drink?” The manager sputtered. “Your job is to make him thirsty.”

Idea for Impact: Whether you realize this or not, you’re in marketing, as is everybody else. You’re constantly pitching your ideas, skills, time, appeal, charm, and so forth. Study the art of the pitch. Master the art of generating demand for whatever it is you have to offer. Learn to “make ’em thirsty.” Marketing is everything.

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Filed Under: Mental Models, Sharpening Your Skills Tagged With: Creativity, Customer Service, Innovation, Marketing, Parables, Persuasion, Problem Solving, Skills for Success, Thinking Tools, Winning on the Job

Conspicuous Consumption and The Era of Excess // Book Summary of ‘Luxury Fever’

July 3, 2018 By Nagesh Belludi Leave a Comment

The Superrich Influence the Standards for Desirability in Consumer Goods: The Less Rich Emulate Them

'Luxury Fever' by Robert Frank (ISBN 0691146934) The core argument of Cornell economist Robert Frank’s Luxury Fever: Why Money Fails to Satisfy in an Era of Excess (1999) is that the extravagant consumption of the most affluent in our society has a ripple effect on everyone’s spending.

According to Frank, the desire for many to indulge in luxury “possessions” is motivated less by the gratification they may bring than by what others are buying or want to buy. We try to achieve happiness by improving our relative social status. For example, if your neighbor didn’t buy his new Mercedes Benz, you wouldn’t probably feel the need for the latest-and-greatest Jaguar, and you’d both work less, and spend more time with your loved ones and invest in meaningful experiences that bring you joy.

It is not just the rich who have gone on a spending spree. Middle- and lower-income earners have been spending more as well. The prime mover in this change may have been the increased spending of the superrich but their higher spending level has set a new standard for the near-rich to emulate, and so on down the income ladder. But although middle- and lower-income families are spending much more than in the recent past, the incomes of these families have not been growing.

While the rich have the money to indulge their whims, the rest of us tend to finance our wasteful spending through reduced personal savings or through increasing debt. To substantiate this trend, Frank describes burgeoning household debt and a remarkable increase in personal bankruptcies.

Luxury Fever summarizes persuasive biological and psychological evidence that suggests how human nature is such that we measure our success in relation to what others have. In other words, we tend to spend money on luxuries to appear to be more successful than others are. Frank concludes, “Evidence from the large scientific literature on the determinants of subjective well-being consistently suggests that we have strong concerns about relative position.”

Relative Consumption, Not Absolute Consumption, Affects Consumers’ Happiness

Much of the increased luxury spending is wasteful, given that consumers could get the same benefits by consuming non-luxuries with lower price tags. Research has proven that money doesn’t buy happiness,

Behavioral scientists find that once a threshold level of affluence is reached, the average level of human well-being in a country is almost completely independent of its stock of material consumption goods.

Frank’s thesis on runaway consumption and extravagant luxuries seems as valid now as it was in 1999, when his book was published at the height of the dot-com boom. The era of excess has now proliferated to India, China, Russia, and other developing countries that are facing not only widening economic inequalities between their rich and poor, but also mushrooming appetites for luxury goods among their affluent middle classes.

Can a Progressive Consumption Tax Challenge the “Luxury Arms Race”?

Based on the solid evidence he provides, Frank’s thesis on runaway consumption of extravagant luxuries and this era of excess is hard to dispute. Consumers have indeed been saving less, working longer hours, and spending more per capita on luxury goods. However, his claim that the spending patterns of the super wealthy has incited luxury fever among the non-wealthy lacks substantial evidence.

The Luxury Fever‘s solution to this problem is to come down hard on lavish consumption and to encourage more savings. To this end, Frank presents policy proposals that are reasonable in the abstract, but will face serious political and cultural hurdles. Frank promotes a tax exemption for savings and a steeply progressive consumption-based tax as a substitute for income and sales taxes. If Americans expend less on luxury goods, he argues, we’d collectively work less, and make more money available “to restore our long neglected public infrastructure and repair our tattered social safety net.” However, economists have argued that a progressive consumption tax would burden the non-wealthy more than the wealthy because the latter tend to save much larger percentages of their incomes.

The Good and Bad Sides of Consumerism: How to Clamp Down on Conspicuous Consumption and Encourage More Saving

Despite its flaws, Robert Frank’s Luxury Fever is a valuable read in behavioral psychology and behavioral economics. Luxury Fever offers an appealing compendium of interesting case studies, anecdotal evidence, and statistics on society’s current “wants-not-needs” and “more is better” materialistic way of life, and its harmful impact on our lives, relationships, and societies.

Complement with The Millionaire Next Door (1996, read my summary,) a bestselling exposition on the surprising secrets of America’s wealthy.

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Filed Under: Living the Good Life, Personal Finance Tagged With: Marketing, Materialism, Money, Simple Living

Seek Fame by Associating with the Famous?

September 8, 2017 By Nagesh Belludi Leave a Comment

Dale Carnegie (1888–1955,) the author of the perennial self-help best seller How to Win Friends and Influence People, wasn’t related to the Scottish-American steel magnate and philanthropist Andrew Carnegie (1835–1919.)

However, Dale Carnegie changed the spelling of his last name from “Carnagey” at a time when Andrew Carnegie was a widely recognized name.

Dale Carnegie was born Dale Carnagay on a Missouri farm. After trying his luck as a salesman and as a failed actor, Carnagay moved to New York and began teaching public speaking at the Young Men’s Christian Association (YMCA.) His courses got popular and, in time, Carnagay opened his own office in the Carnegie House, adjacent to the famous Carnegie Hall, which is named after Andrew Carnegie, who funded its construction.

Shrewd marketing indeed!

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Filed Under: Career Development, Sharpening Your Skills Tagged With: Marketing, Networking, Relationships, Success

Clever Marketing Exploits the Anchoring Bias

November 17, 2015 By Nagesh Belludi Leave a Comment

In the ’70s, psychologists Amos Tversky and Daniel Kahneman were the first to study a cognitive phenomenon called “anchoring” and its influence on decision-making. Over the decades, extensive research on anchoring has explained that the way and context in which we receive information profoundly influence how we synthesize it.

The effects of anchoring are very visible in marketing, sales, merchandising, and product pricing as it profoundly influences consumer behavior. By offering clever price contrasts, marketers can shape customers’ purchasing decisions. For example,

  • By offering lower prices and promotional sales, department stores induce customers to compare the sale price against the original price—the “anchor”—and think they’re getting a bargain.
  • By displaying shiny, expensive new cars in the showroom, car dealerships encourage customers to accept the prices displayed on their used cars or less flashy models.
  • Patrons at restaurants tend to order the second least-expensive bottle of wine in an attempt to avoid looking cheap. Therefore, restaurants tend to put the highest markup on that very bottle.

The Case of the $429 Breadmaker

Anchoring Bias: Williams-Sonoma $429 Breadmaker Customers are usually more likely to purchase a product when competing alternatives are included, as opposed to having only one product option.

Consider a classic example of this “single-option aversion” phenomenon. A few years ago, Williams-Sonoma couldn’t get customers to buy their $279 breadmaker. They cleverly added a spiffier-and-slicker deluxe breadmaker model to their product line for $429. While Williams-Sonoma didn’t sell many of the new and expensive breadmaker, they doubled sales of the original and less-expensive model.

When the $279 breadmaker was the only model available for sale, customers couldn’t tell whether the price was competitive because there was nothing to compare it to. By introducing a better product for a higher price, Williams-Sonoma provided an anchor upon which its customers could compare the two models; they naturally sided with the $279 model as an attractive alternative.

The Case of the $69 Hot Dog and the $1000 Chocolate Sundae

Usually, absurdly expensive premium goods are less of publicity stunts and more of strategic marketing tactics.

Consider the case of Serendipity 3’s menu anchors. In 2010, the popular New York eatery introduced a $69 hot dog called “Foot-Long Haute Dog” with dressings as exotic as medallions of duck liver, ketchup made from heirloom tomatoes, Dijon mustard with truffle shavings, and caramelized Vidalia onions to justify the high price. Of course, Serendipity 3 gained plenty of publicity when The Guinness Book of World Records certified this hot dog as the most expensive wiener of all time.

The true purpose of these ridiculously priced premium items is to make the next most expensive item seem cheaper. Customers who were drawn by the Haute Dog’s publicity gladly ordered the menu’s $17.95 cheeseburger. Even if $17.95 was too pricey elsewhere, Serendipity 3 customers deemed it reasonable in comparison to the $69 hot dog.

A few years previous, Serendipity 3 similarly offered a $1000 “Golden Opulence Sundae” that was only available with a 48 hour-notice. They sold only one Sundae per month. Nevertheless, this was just a shrewd marketing ploy to convince customers to spend more on high-profit margin desserts such as the $15.50 “fruit and fudge” confection or the $22.50 “Cheese Cake Vesuvius.”

Unsuspecting customers ended up paying too much for other meals at Serendipity 3 while believing they were getting a great deal.

Idea for Impact: Be Sensitive of Anchoring Bias

In both the above case studies, even if the companies sold almost none of their highest-priced models despite the publicity they generated, the companies reaped enormous benefits by exploiting the anchoring bias to induce customers to buy cheaper-than-most-expensive high-profit products.

In summary, anchoring exploits our tendency to seek out comparison and our reliance on context. The anchoring bias describes our subconscious tendency to make decisions by relying heavily on a single piece of information.

Call to Action: Sensitize yourself to how anchoring and anchoring bias may subconsciously affect your decision-making. If you’re in marketing or sales, investigate how you could use anchoring bias to influence your customers.

For more on cognitive biases and behavioral economics, read 2002 Nobel Laureate Daniel Kahneman’s bestselling Thinking, Fast and Slow. Also read Nir Eyal’s Hooked: How to Build Habit-Forming Products on how to influence customer behaviors and build products and offer services that people love.

Wondering what to read next?

  1. Decoy Effect: The Sneaky Sales Trick That Turns Shoppers into Spenders
  2. The Wisdom of the Well-Timed Imperfection: The ‘Pratfall Effect’ and Authenticity
  3. The Mere Exposure Effect: Why We Fall for the Most Persistent
  4. Your Product May Be Excellent, But Is There A Market For It?
  5. How Ads Turn Us into Dreamers

Filed Under: Business Stories, MBA in a Nutshell, Mental Models, Sharpening Your Skills Tagged With: Biases, Creativity, Marketing, Materialism, Personal Finance, Thought Process

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About: Nagesh Belludi [hire] is a St. Petersburg, Florida-based freethinker, investor, and leadership coach. He specializes in helping executives and companies ensure that the overall quality of their decision-making benefits isn’t compromised by a lack of a big-picture understanding.

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