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Persuasion

Why New Managers Fail to Stop Unethical Behavior Among Subordinates

June 17, 2024 By Nagesh Belludi Leave a Comment

Unveiling the Causes Behind Managerial Failure in Ethical Oversight Embarking on a new role presents a host of challenges, and discovering unethical or potentially illegal practices within the organization can be a pivotal moment. The real question that emerges is whether you will be the catalyst for change in the face of such issues.

Imagine stepping into the shoes of a new retail banking sales manager at Wells Fargo, where fraudulent accounts were the means to achieving targets. Picture yourself becoming a manager at Volkswagen, only to uncover the manipulation of emissions tests by engineers using software. In both scenarios, middle management failed to intervene as these unethical practices took root.

As individuals rise to positions of authority, they wield the power to address unethical practices, yet sometimes, they don’t. Personal character flaws such as greed, sexism, or an unwavering pursuit of self-interest can drive this inaction, fostering complacency. Preserving the status quo and maintaining their position may become a higher priority than confronting misconduct.

Another significant factor at play is group identification. This involves adopting the group’s values, beliefs, and behaviors, becoming intertwined with one’s self-concept. Higher-ranking individuals often intensify this identification, feeling a stronger bond with their group or organization. Their membership becomes a point of pride, and they are more motivated to contribute to the group’s objectives than their lower-ranking counterparts.

However, this deep identification with the group comes with an ethical downside. It can obscure a manager’s ability to recognize ethical issues within the group. In simpler terms, those in higher-ranking positions may fail to perceive unethical actions because their strong identification blinds them to ethical violations. Consequently, they may hesitate to take action or intervene due to a lack of awareness.

Idea for Impact: Companies need to explore strategies that instill a strong moral compass in future business leaders. These leaders must maintain their ethical integrity as they climb the corporate ladder. Creating a safe environment for whistleblowing is crucial, empowering individuals to report dishonesty without fear of retaliation. It’s time to foster ethical leadership and ensure that the ascent up the corporate hierarchy aligns with an unwavering commitment to integrity.

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Filed Under: Business Stories, Leadership, Mental Models Tagged With: Ethics, Getting Along, Integrity, Leadership, Persuasion, Psychology, Role Models

Beware of Narcissists’ Reality Twists and Guilt Trips

May 16, 2024 By Nagesh Belludi Leave a Comment

Beware Narcissist Guilt Trips: Recognizing Toxic Manipulation One of the tell-tale signs of narcissists is their sneaky manipulation of situations to induce feelings of guilt in romantic partners, family, teammates, and anyone in the inner circle—especially regarding behaviors they perceive as disrespectful or ungrateful.

Guilt serves as a tool for manipulation, enabling narcissists to pull your strings and get what they want. They readily distort reality, causing others to doubt their own actions and emotions. They even refuse to dish out any love or approval until others play by ‘the’ rules.

Watch out for dramatic letdowns, sneaky digs, or affection/approval that comes with strings attached. Safeguard yourself against such manipulation. Don’t let the narcissist erode your confidence in your own feelings and perceptions. Their behavior reflects their own issues, not your personal worth.

Idea for Impact: Set firm boundaries, stick up for yourself, and don’t back down, even if it means refusing further engagement when necessary.

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Filed Under: Effective Communication, Managing People Tagged With: Assertiveness, Attitudes, Conflict, Getting Along, Manipulation, Personality, Persuasion

The Deceptive Power of False Authority: A Case Study of Linus Pauling’s Vitamin C Promotion

May 2, 2024 By Nagesh Belludi Leave a Comment


The Allure of the Famous Word

The Deceptive Power of False Authority: A Case Study of Linus Pauling's Vitamin C Promotion In the 1970s and 1980s, Linus Pauling, the American chemist with not one but two Nobel Prizes to his name, started championing the extraordinary potential of mega-doses of Vitamin C (ascorbic acid) as a wide-ranging panacea—a solution to a myriad of ailments, in fact—from the common cold to cancer and even heart disease.

The world of medicine and science didn’t greet Pauling’s bold claims with open arms. Skepticism abounded, and rightly so. The reason? A scarcity of compelling scientific evidence to bolster his audacious assertions. Leading medical institutions turned a critical eye toward his ideas, raising ethical red flags. They feared that people might be swayed to forgo established medical treatments based solely on the strength of a seemingly authoritative endorsement of Pauling.

This controversy is a classic case in point of a brilliant person daring to traverse the boundaries of his expertise, venturing into unqualified territories. While a handful of studies explored the potential benefits, a universally accepted scientific consensus on the effectiveness of high-dose Vitamin C for these purposes remained frustratingly elusive. And even today, Pauling’s views on Vitamin C’s health benefits continue to spark fierce debates.

Truth Demands a Deeper Call

Make no mistake; Linus Pauling was a luminary in the realm of chemistry, but his credentials didn’t extend to the domain of medicine. This tale serves as a reminder that intelligence and judgment are not always cut from the same cloth. While Pauling’s claims may hold water in the world of chemistry, blindly accepting his assertions on Vitamin C would lead us down a path of fallacy – the “false appeal to authority,” or “Argument from Authority,” also known as “Argumentum ad Verecundiam.”

Celebrity endorsements, expert testimonies, and references to popular figures in non-expert fields can be a deceptive trap for those who unquestionably trust the statements of authorities. The assumption that truth is inherent in the words of a prominent figure, regardless of solid evidence or sound reasoning, undermines critical evaluation and neglects the necessity for substantial support.

Idea for Impact: Brilliance in one arena doesn’t guarantee infallibility across the board. Approach “expert” opinions with a critical eye, assessing them within the context of the evidence and rationale that underpin the argument. In the quest for understanding, always judge each assertion on its own merits. Context matters.

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Filed Under: Great Personalities, Mental Models, Sharpening Your Skills Tagged With: Biases, Critical Thinking, Humility, Integrity, Mindfulness, Parables, Persuasion, Role Models

Honest Commitments: Saying ‘No’ is Kindness

April 25, 2024 By Nagesh Belludi Leave a Comment

Kindness in Honesty: Saying 'No' with Integrity Saying ‘yes’ when you really mean ‘no,’ even ‘maybe,’ is lying (Note: lying is a specific action; it requires the intent to deceive the other person.)

If you’re uncertain, you can say, “Yeah, maybe; I’ll let you know in a few days.” As opposed to “yes, I can do that” when you don’t know if that’s true.

If you’re inclined to say ‘yes’for conflict avoidance (say, when you think the other person can’t take a ‘no’ well,) you could get better at being assertive.

Sure, there’s the chance that you originally intended to follow through, but things have shifted and you may need to uncommit gracefully. But don’t make a habit of saying ‘yes’ when there’s no decent chance you can keep your commitment; it’s a burden on other people’s energy, time, and space.

Saying ‘no’—clearly and firmly when you know you can’t keep the commitment—is kindness.

Idea for Impact: Don’t say ‘yes’unless you mean ‘yes.’ Say ‘no’ when you don’t want to consent. It’s a kind thing to do. Most people appreciate sincerity and prefer others to mean what they say.

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Filed Under: Effective Communication, Sharpening Your Skills Tagged With: Assertiveness, Communication, Conflict, Conversations, Ethics, Likeability, Negotiation, Persuasion

Big Wins are Rare

April 19, 2024 By Nagesh Belludi Leave a Comment

Big Wins are Rare: Small, Consistent Steps Are Your Secret Weapon Most people look for big wins. Most people want rapid progress. Most people aim to knock it out of the park. This is a common trap that folks fall into.

Sure, these big wins happen, but rarely. Big wins are elusive. And big wins aren’t the only path to achievement.

Big wins often stem from the accumulation of numerous smaller wins. In sports, only a few athletes stand as champions after relentless training and countless setbacks. Entertainers strive for acclaim, yet only a select few experience the euphoria of widespread recognition. Entrepreneurs face fierce competition, economic challenges, and unforeseen obstacles in their quest for success. Academic breakthroughs are scarce, demanding years of research and experimentation.

Idea for Impact: Work on the small things, which most people don’t want to do. Embrace the grind, cheer for small wins, and keep at it. Every step counts toward hitting it big.

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Filed Under: Mental Models, The Great Innovators Tagged With: Change Management, Decision-Making, Discipline, Innovation, Life Plan, Persuasion, Problem Solving

Tales vs. Truth & Anecdotal Evidence: The Case of Sports Illustrated Cover Jinx

April 11, 2024 By Nagesh Belludi Leave a Comment

Tales vs. Truth & Anecdotal Evidence: The Case of Sports Illustrated Cover Jinx Stories and anecdotes can wield considerable influence, often dished out as ‘compelling’ evidence to support specific claims and evoke strong emotional responses. However, as much as they can be persuasive and resonate deeply, their effectiveness is not without limitations.

Take, for instance, the Sports Illustrated (SI) Cover Jinx, a widely discussed superstition suggesting that athletes or teams gracing the magazine’s cover may experience a subsequent decline in performance or encounter some misfortune. Wikipedia maintains a long list of the teams and athletes who’ve been hit by the jinx—some managed to dodge it—since the magazine’s inception in 1954.

An oft-cited example is the August 31, 2015, issue of SI, which featured a cover photo of tennis superstar Serena Williams looking at the ball she’d just tossed in the air to serve. The headline reads, “All Eyes on Serena: The Slam.” No sooner than the issue hit the newsstands did Serena lose in the semifinals of the US Open, thus ending her bid to win a calendar-year Grand Slam.

Anecdotes are captivating because they provide concrete, relatable illustrations of abstract ideas, making them more engaging and memorable. However, anecdotes are inherently limited in their scope and representativeness. Just because something is true in one instance doesn’t mean it holds true universally. Anecdotes are susceptible to bias, selective memory, and cherry-picking.

There is no empirical evidence to support the existence of the Sports Illustrated Cover Jinx, yet the jinx has become a part of sports folklore and continues to be mentioned humorously by athletes, sports commentators, and fans alike. Various factors contribute to the jinx, including the fact that these athletes are already at their peak (Serena Williams was nearly 34 when featured on the SI cover,) and statistically, peak success can’t last forever.

Idea for Impact: Overgeneralization and drawing sweeping conclusions based on isolated examples can lead to erroneous beliefs and misguided actions. Always approach anecdotes critically and with a healthy dose of skepticism. When presented with anecdotal evidence, consider its relevance, cause-and-effect representativeness, and the possibility of alternative explanations. Isolated cases do not necessarily reflect broader truths.

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Filed Under: Mental Models, Sharpening Your Skills Tagged With: Biases, Critical Thinking, Decision-Making, Parables, Persuasion, Thinking Tools

Master the Middle: Where Success Sets Sail

April 4, 2024 By Nagesh Belludi Leave a Comment

Master the Middle: Where Success Sets Sail The “long-term” horizon is typically characterized by vagueness, uncertainty, and encompassing a broad scope. Crafting precise plans or actions tailored to this distant future becomes challenging without specific timeframes in sight. Consequently, solely prioritizing the long term can lead to decision-making processes that lack clarity and direction.

On the other hand, the “short-term” horizon often prompts a reactive stance, where immediate needs, opportunities, or challenges take precedence without thorough consideration of long-term consequences. Prioritizing instant solutions or immediate gains may sacrifice overarching strategic objectives.

Achieving effective execution hinges on striking a balance between short-term responsiveness and long-term planning. This is where the “middle-term” horizon plays a crucial role.

Idea for Impact: Those who achieve greatness excel at navigating the middle-term horizon, leveraging it as a strategic stepping-stone toward long-term objectives while remaining adaptable to short-term challenges and opportunities.

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Filed Under: Leadership, Managing People, Mental Models Tagged With: Decision-Making, Discipline, Goals, Mental Models, Negotiation, Performance Management, Persuasion, Targets

The Likeability Factor: Whose “Do Not Pair” List Includes You?

March 21, 2024 By Nagesh Belludi Leave a Comment

Southwest Airlines Employs Southwest Airlines employs an “Avoidance Bid System,” similar to the “Do Not Pair” systems found at other airlines. This system allows first officers to select up to three captains they prefer not to fly with when scheduling their monthly rosters. The process is straightforward; it involves entering the captain’s employee number without the need to provide a reason for the preference.

If Southwest’s crew scheduling system pairs a first officer with one of their “avoided” captains, the first officer will be reassigned to a different trip. Notably, captains do not have the same privilege to designate first officers they prefer not to fly with.

The Avoidance Bid System gained significant attention after the Southwest Airlines Flight 345 incident in July 2013. This incident involved a Boeing 737-700 aircraft experiencing a nose gear collapse during a hard landing at New York’s LaGuardia Airport. Despite receiving warnings from the first officer to abort the landing, the captain ignored the alerts. Subsequent investigations uncovered that the captain had received numerous grievances from many first officers she had flown with before; in fact, she was on many first officers’ “Do Not Pair” lists.

In professions such as aviation, which depend heavily on standardization and routine procedures, the impact of workplace likability is intriguing to ponder. When management overlooks individuals who struggle to collaborate and adhere to standard procedures, it poses a considerable risk to safe operations. Errant behavior, particularly from those in positions of power, can disrupt team dynamics, sow tension among colleagues, and weaken the efficacy of established protocols.

Idea for Impact: Ever stop and think if your coworkers would slap your name on their “Do Not Pair” list if our company had a system like that? Maybe your skills, experience, or even just your attitude could land you there. Likability is the glue that fortifies professional relationships and unlocks pathways to opportunities.

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Filed Under: Career Development, Leading Teams, Managing People, Sharpening Your Skills Tagged With: Aviation, Conflict, Conflicts, Getting Along, Leadership Lessons, Likeability, Mindfulness, Negotiation, Personality, Persuasion, Relationships

Lessons from JFK’s Inspiration Moon Landing Speeches

March 4, 2024 By Nagesh Belludi Leave a Comment

When John F. Kennedy assumed the presidency in January 1961, the prevailing sentiment among many Americans was that the country was falling behind in the Space Race. This feeling was compounded by the Soviet Union’s successful launch of the first artificial satellite, Sputnik 1, four years earlier. Just three months into Kennedy’s tenure, Yuri Gagarin made history as the first man in space. Shortly thereafter, the Bay of Pigs debacle dealt another blow to America’s international standing.

Against this backdrop, Kennedy addressed Congress on May 25, 1961, with a bold proposal: America should commit to landing a man on the Moon and safely returning him to Earth before the decade’s end. He framed space exploration as a pivotal American endeavor, one with profound implications for the nation’s future. Kennedy emphasized that reaching the Moon would not be solely the achievement of astronauts but of the entire nation, calling for collective effort.

Lasting Legacy: JFK’s Influence on the Future of Space Exploration

JFK's Moon Mission Speech: Informing Public About Lunar Landing Goal Congress swiftly approved the substantial funding Kennedy requested, leading to a significant expansion of NASA. Within four years, the agency had grown ninefold from its size at the start of Kennedy’s presidency.

Kennedy’s speech marked a turning point in human space exploration, reshaping the dynamics of the Cold War and instilling a newfound sense of American potential. It sparked national pride and served as a catalyst for vast technological and educational advancements, reflecting the boundless aspirations of the era.

Kennedy’s declaration didn’t win over everyone. To drum up more excitement and boost his approval ratings, Kennedy delivered another speech at Rice Stadium on September 12, 1962, on the campus of Rice University in Houston, Texas. It was actually his brilliant speechwriter, Ted Sorensen, who employed rhetorical techniques to stir the audience’s emotions.

Using powerful imagery, Kennedy posed the question, “But why, some say, the moon? Why choose this as our goal? And they may well ask why climb the highest mountain?” He emphasized that the pursuit of the moon and other difficult tasks wasn’t because they were easy, but because they were hard.

Drawing parallels to the spirit of exploration, Kennedy likened the moon mission to the legendary ambition of George Mallory, the British explorer who perished on Mount Everest. Mallory, when asked why he wanted to climb the mountain, famously replied, “Because it is there.” Kennedy underscored the vastness of space as the next frontier, brimming with opportunities for knowledge and peace. He invoked divine blessings for what he described as the most perilous, daring, and grand adventure humanity had ever embarked upon.

The Power of Persuasion: Analyzing JFK’s Rhetorical Magic

Kennedy’s words resonated with a profound sense of optimism and possibility. He emphasized the imperative of pushing the boundaries of human achievement and exploration, fostering a collective national pride and unity in pursuit of a singular goal. This vision electrified thousands of employees across various roles at NASA, from astronauts to janitors, all rallying around the audacious objective of landing a man on the moon. Even those with seemingly mundane tasks found purpose in the grand mission, as evidenced by one non-scientist at NASA declaring, “I’m not mopping floors, I’m putting a man on the moon.”

Kennedy’s message held sway because he possessed a rare ability to vividly depict the distant future with precision. His speeches served as a clarion call for progress and innovation, positioning the United States as a vanguard in the space race amid the backdrop of the Cold War. By framing the moon landing as a symbol of American ingenuity and technological supremacy, he underscored its significance in the global arena.

JFK's NASA Vision: Advancing Scientific Frontiers Boldly Moreover, Kennedy streamlined NASA’s ambitions to focus on a singular objective: “to develop a new frontier in science.” Prior to Kennedy’s presidency, NASA’s vision had been sprawling and unfocused, aiming to achieve superiority in technology and space exploration. By narrowing the focus to one goal, Kennedy recognized the power of clarity and direction in driving progress.

Kennedy vividly portrayed the magnitude of the challenge, emphasizing its enormity: “No single space project … will be more impressive to mankind, or more important for the long-range exploration of space; and none will be so difficult or expensive to accomplish.”

Dreaming Big: How JFK’s Moon Speeches Transformed History

By aligning NASA’s and the nation’s vision to a tangible and ambitious objective, Kennedy galvanized action: “commit itself to achieving the goal, before this decade is out, of landing a man on the moon and returning him safely to the earth.” Setting a clear deadline spurred engagement and focus. Kennedy’s speeches marked a pivotal juncture in the space race, laying the groundwork for future exploration of the cosmos.

The key lesson to glean from this is to strive for concreteness in vision statements, avoiding abstraction whenever possible. The objective of landing a man on the moon felt tangible, immediate, and relatable compared to the vaguer aim of “advancing science.”

Indeed, the future remains shrouded in uncertainty. Our mental image of what lies ahead is often hazy, leading us to discuss it in broad, sweeping terms to maintain flexibility.

Idea for Impact: A compelling vision propels us beyond the familiar, guiding us into uncharted territory and expanding the limits of our conventional thinking.

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Filed Under: Career Development, Effective Communication, Great Personalities, Ideas and Insights, Sharpening Your Skills Tagged With: Communication, Conversations, Critical Thinking, Likeability, Listening, Marketing, Mindfulness, Persuasion, Presentations

Ask For What You Want

February 22, 2024 By Nagesh Belludi Leave a Comment

Ask and Receive: Unlocking Possibilities Through Asking for Help Don’t just sit around twiddling your thumbs, waiting for the good stuff to fall in your lap. Open your mouth, and you might just catch what you’re aiming for.

There’s no shame in reaching out for a hand. If it’s all above board, and there’s something to gain without risking much, why not give it a shot?

Fear’s gonna sneak up on you, but don’t let it hold you back. Sure, you might face a few ‘no’s or some pushback, but that’s just par for the course. It’s those rejections that pave the road to that one big ‘yes’ that could change the whole game.

Winners ask for what they want. Sure, they might face a heap of rejections, but they’re also the ones more likely to snag the big wins.

Idea for Impact: As long as your ask is ethical, ask for what you want. People who hesitate to ask usually settle for far less success than they could otherwise achieve.

Don’t settle for crumbs when you could be dining at the feast.

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Filed Under: Effective Communication, Mental Models, Sharpening Your Skills Tagged With: Assertiveness, Confidence, Fear, Negotiation, Personal Growth, Persuasion, Procrastination, Risk

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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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