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Unlocking Motivation: The Power of Starting Small

December 22, 2023 By Nagesh Belludi Leave a Comment

Unlocking Motivation: The Power of Starting Small When you find yourself trapped in the inertia of inaction, weighed down by the anchor of procrastination, and it seems like the lack of motivation is insurmountable, a little trick can help you navigate the resistance holding you back.

Imagine a chilly, overcast day when the mere thought of a 40-minute walk feels daunting. Try this: tell yourself, “I’ll just do five minutes.” Your brain is far less likely to put up a fight in response. Surprisingly, once you’re out there, those initial five minutes often evolve into a more extended and productive walk.

This little mental game can be the key to unlocking your motivation.

Aiming low isn’t just for those labeled as underachievers. On the contrary, setting the bar low can be your secret weapon for overcoming the fear of failure.

There’s indeed something magical about focusing on the bare minimum. Aiming low acts as the spark to get you going and transforms the game into ‘easy mode.’ In contrast, constantly reaching for the stars may, more often than not, sink you in the quicksand of demotivation.

Idea for Impact: Start small. With a modest little spark, you’ll see motivation embark.

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  2. If Stuck, Propel Forward with a ‘Friction Audit’
  3. Use This Trick to Make Daily Habits Stick This Year
  4. Resolution Reboot: February’s Your Fresh Start
  5. How to Turn Your Procrastination Time into Productive Time

Filed Under: Mental Models, Sharpening Your Skills Tagged With: Discipline, Goals, Motivation, Procrastination, Targets

Steering the Course: Leadership’s Flight with the Instrument Scan Mental Model

November 6, 2023 By Nagesh Belludi Leave a Comment

Instrument Scan Mental Model: Leaders Must Employ Their Instruments for Guided Insight Embarking on flight training comes with a nifty habit that instructors eagerly instill from the get-go: the art of instrument scanning.

Whispers from your instructor echo in your mind, urging you with the mantra, “Scan, scan, scan!”

Keep a Good Scan of Your Instruments, Never Be Stumped

A vital cautionary command follows closely, “Don’t stare!” You learn to effortlessly let your gaze flit from one instrument to another. The altitude indicator, heading indicator, airspeed indicator, and vertical speed indicator each hold a crucial piece of the intricate airborne puzzle.

There’s a natural instinct to fixate on a single instrument, yet doing so can lead pilots astray. Gazing at the altimeter may cause heading drift, while focusing solely on heading may compromise airspeed control.

Pilots are trained to maintain a cohesive scan of all instruments, constantly cross-checking the streams of data. By doing so, they can swiftly identify any inconsistencies, such as an altitude indicating descent while the altimeter shows level flight.

With instrument scanning, pilots can promptly isolate the problematic instrument or data stream, and if necessary devise alternative plans to obtain the necessary information and ensure the aircraft’s safe and steady flight.

Just as Pilots Use Instruments in the Air, Leaders Scan Their Realm

The concept of an instrument scan mindset serves as a potent analogy for effectively managing critical information within the realm of business. Much like pilots, leaders must engage in ongoing monitoring, analysis, and cross-referencing of pertinent data. To achieve success, it’s imperative to proactively pay attention to emerging trends, maintain a steadfast focus on the larger picture, and cultivate a curious mindset.

It is of utmost importance to avoid fixating on a single metric to the detriment of considering other vital factors that could impact the business. Leaders should routinely revisit their goals, objectives, and key performance indicators (KPIs,) and conduct a thorough analysis of data to discern trends, patterns, and areas of concern, all while embracing a proactive and inquisitive approach. They should be unafraid to pose challenging questions, challenge assumptions, and maintain a comprehensive situational awareness.

Sadly, in the world of business, this mindset is frequently overlooked. Reports are often generated, and actions taken without the rigorous cross-checking or sense-checking of the underlying data. Stakeholders become overly fixated on a single “instrument,” and in doing so, they fail to maintain a broader scan of the business landscape.

It is crucial to refrain from accepting data at face value, as maintaining a vigilant scan and a more extensive situational awareness is of paramount importance. Embrace the wisdom of instrument scanning to chart a course toward success, steering clear of perilous assumptions and acquiring a comprehensive understanding of your business’s performance.

Leaders Must Employ Their ‘Instruments’ for Guided Insight

Within the symbolic framework of leadership, as in flying an aircraft, the concept of instrument scanning encompasses the continual practice of gathering and interpreting information. This process is vital for making well-informed decisions, safeguarding the welfare of the organization or team, and steering a precise path toward the envisioned goals.

Much like how pilots depend on their instruments to navigate their flights safely and on the correct course, effective leadership through instrument scanning is essential. It serves as the linchpin for steering an organization or team toward triumph and preserving their vitality and stability.

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  3. How Stress Impairs Your Problem-Solving Capabilities: Case Study of TransAsia Flight 235
  4. Why We’re So Bad At Defining Problems
  5. This Hack Will Help You Think Opportunity Costs

Filed Under: Leading Teams, Mental Models, Project Management Tagged With: Aviation, Critical Thinking, Decision-Making, Discipline, Mental Models, Mindfulness, Performance Management, Problem Solving, Risk, Targets

Don’t Overemphasize Hitting Financial Targets

August 24, 2023 By Nagesh Belludi Leave a Comment

Research shows placing too much focus on hitting financial targets can have negative effects on employee morale. It can even lead to unethical behavior, such as cutting corners or falsifying data, which can ultimately harm the company’s reputation and financial performance.

When conversations constantly revolve around financial metrics, employees may feel like they’re reduced to mere cogs in the company machine, solely responsible for driving up profits to satisfy shareholders. Instead, foster a connection between employees and the organization’s purpose. Emphasize the intrinsic value of their work and remind them that it’s not just about monetary rewards. Personal growth, meaningful experiences, and recognition are equally important.

Let one message resonate throughout the organization: Your work holds significance beyond financial targets.

Wondering what to read next?

  1. Numbers Games: Summary of The Tyranny of Metrics by Jerry Muller
  2. People Do What You Inspect, Not What You Expect
  3. When Work Becomes a Metric, Metrics Risk Becoming the Work: A Case Study of the Stakhanovite Movement
  4. Be Careful What You Count: The Perils of Measuring the Wrong Thing
  5. Why Incentives Backfire and How to Make Them Work: Summary of Uri Gneezy’s Mixed Signals

Filed Under: Leadership, Managing People Tagged With: Ethics, Goals, Motivation, Persuasion, Targets

Numbers Games: Summary of The Tyranny of Metrics by Jerry Muller

June 19, 2023 By Nagesh Belludi Leave a Comment

'The Tyranny of Metrics' by Jerry Z. Muller (ISBN 0691174954) The Tyranny of Metrics (2018) by Jerry Muller, a historian at The Catholic University of America, is a poignant reflection on our society’s obsession with measurement. Muller’s eloquent arguments shed light on the dual nature of metrics—they can be valuable diagnostic tools, yet their misuse as the sole measure of success and tied to rewards poses significant problems. Drawing upon many empirical examples across various fields, Muller skillfully reveals the inherent pitfalls of our reliance on metrics.

Consider the initial allure of measuring and publicly disclosing the success rates of surgeons performing specific procedures. At first glance, this transparency appears beneficial, empowering patients to make informed decisions. However, a disheartening trend emerged once these performance scorecards entered the public domain. Surgeons, fearing a decline in their reported success rates, started avoiding the most complex cases. Shockingly, even cardiac surgeons refused to operate on critically ill patients, jeopardizing lives to protect their perceived success.

Muller further elucidates the case of hospital emergency rooms, where the pursuit of improving the metric for timely patient admission became paramount. In a tragic turn of events, the desire for statistical accolades overshadowed the urgent needs of the suffering. Ambulances formed a distressing queue outside the facility as the metric was manipulated, leaving genuine care and compassion languishing in the background.

In 2009, when Medicare implemented public reporting and penalties for hospitals with higher-than-average 30-day readmission rates, hospitals resorted to manipulating the metric. They cleverly distorted the numbers by categorizing many readmitted patients as outpatient services, concealing them and evading penalties.

Education, too, falls victim to the obsession with metrics. The relentless focus on using metrics to influence teacher retention or determine school closures has given rise to a phenomenon known as “teaching to the test.” Educators find themselves trapped, compelled to prioritize teaching subjects aligned with standardized exams, such as math and English while neglecting crucial skills like critical reading or crafting extended essays. Pursuing metric-driven success inadvertently sacrifices holistic education on the altar of narrow measurement.

During the Vietnam War, the US Defense Secretary introduced the “body count” metric. This idea, advocated by US Defense Secretary Robert McNamara, suggested that a higher number of enemy casualties indicated greater success and brought the US closer to victory. However, an unintended consequence emerged when the body count became an informal measure for ranking military units and determining promotions. In this dangerous pursuit of numbers, the metric lost touch with reality, often inflated to fulfill the desire for perceived success. Counting bodies became a precarious military objective in and of itself, overshadowing the true essence of the conflict.

Muller’s perspective does not advocate completely disregarding metrics as a management tool. Instead, he emphasizes the importance of utilizing meaningful and comprehensive metrics that contribute to informed decision-making. He distinguishes between measurable aspects and measurements that hold true significance.

To achieve this, Muller discourages starting with the metric itself. Instead of asking, “What metrics should we use?” he suggests a more practical approach: “What are we trying to accomplish?” This approach involves establishing goals and metrics that evaluate achieving desired outcomes and customer satisfaction (effectiveness) while efficiently utilizing available resources.

In a compelling concluding chapter, Muller encapsulates his central thesis with a resounding declaration: “Measurement is not an alternative to judgment; measurement demands judgment.” This statement emphasizes the need to make informed decisions regarding whether to measure, what to measure, how to interpret the significance of measurements, whether to assign rewards or penalties based on results and who should have access to the measurements.

Recommendation: Skim Tyranny of Metrics. This tome serves as an authoritative guide for comprehending the profound influence of numerical indicators on the very foundation of modern society. It should be considered essential reading for anyone seeking to understand why organizations often operate below their full potential.

Wondering what to read next?

  1. When Work Becomes a Metric, Metrics Risk Becoming the Work: A Case Study of the Stakhanovite Movement
  2. Be Careful What You Count: The Perils of Measuring the Wrong Thing
  3. Why Incentives Backfire and How to Make Them Work: Summary of Uri Gneezy’s Mixed Signals
  4. People Do What You Inspect, Not What You Expect
  5. Master the Middle: Where Success Sets Sail

Filed Under: Managing People, Mental Models, Sharpening Your Skills Tagged With: Decision-Making, Ethics, Goals, Motivation, Performance Management, Persuasion, Targets

Use This Trick to Make Daily Habits Stick This Year

January 2, 2023 By Nagesh Belludi Leave a Comment

The best way to catalyze significant change is by relying on highly specific habits and routines and making time for them amid the busyness of life.

Habit formation relies on consistency. Here’s a simple trick to prevent good intentions from slipping.

Suppose that you want to start a daily walking habit. You set a target to go for a walk for at least an hour a day. But some days, this habit might not be doable.

Consistency & Small Habits = Big Results

To prevent slipping on your daily goal and beating yourself up about it, establish two targets: one for the “good” days and one for the “tough” days.

Set the bar very low for when it’s not possible to dedicate an hour to walking. On the tough days, when you’re exhausted, hungry, feeling lazy and unmotivated, or you’re simply not in the mood to walk, you can go for a quick walk. And on good days, when you have more time and energy, go for longer walks. Average out the tough days with the good days.

Make it so easy that you can’t say no to maintaining your habit on the tough days. You’ll decrease your skipped days and sustain the habit’s consistency by lowering your expectations.

Another benefit of having easy-win targets for the tough days is that you nudge yourself into action. Let’s say you target reading an hour a day. On tough days, when you set out to read for just ten minutes, you’ll perhaps get engrossed in more of the task once you get started and find your way into the text. Action begets momentum, and you’ll find it easier to keep going at it.

Idea for Impact: Consistency is the Foundation of Building New Habits

Habits take a long time to create, but they develop faster when you do them more routinely and repeatedly. The more days you skip, the harder it is to get back into the habit. Set the bar low for the tough days and build deep-seated habits.

Wondering what to read next?

  1. What the Dry January Trap Shows Us About Extremes
  2. If Stuck, Propel Forward with a ‘Friction Audit’
  3. Resolution Reboot: February’s Your Fresh Start
  4. The #1 Hack to Build Healthy Habits in the New Year
  5. Real Ways to Make Habits Stick

Filed Under: Living the Good Life, Mental Models, Sharpening Your Skills Tagged With: Change Management, Discipline, Goals, Lifehacks, Motivation, Procrastination, Targets

Book Summary: Jack Welch, ‘The’ Man Who Broke Capitalism?

June 23, 2022 By Nagesh Belludi Leave a Comment

The Man Who Broke Capitalism (2022) by New York Times columnist David Gelles contends that the pernicious greed spawned by former General Electric CEO Jack Welch is exceptionally responsible for exposing the structural failings of capitalism in recent decades.

'The Man Who Broke Capitalism' by David Gelles (ISBN 198217644X) The danger inherent in any ideology grows stronger when it starts to thrive because it swiftly morphs into temptation—a voracious appetite for ever better “returns” in the present case. Welch was indeed the most visible catalyst and a much-imitated champion of brutal capitalism. But Gelles’s narrative draws his book’s lengthy subtitle (“How Jack Welch Gutted the Heartland and Crushed the Soul of Corporate America”) excessively, thrusting ad nauseam the well-founded thesis against Welch’s ploys and “the personification of American, alpha-male capitalism.” See my previous articles (here, here, and here) about how the faults of Welch’s strategy become evident many years after his retirement.

Gelles does an agreeable job of outlining the socioeconomic paradigm that has made modern western capitalism’s shortcomings ever more apparent. Starting with influential economist Milton Friedman’s decree in the ’70s that the one and only social responsibility of a business is to maximize profits, Gelles explains the revering of Welch’s “downsizing, deal-making, and financialization” strategy. Without balance, it provided short-term benefits for shareholders, but the long-term well-being of corporations and society lost out. A sense of restraint is most pertinent to the power of capitalism.

Capitalism isn’t irretrievably bound to fail, as Gelles rightly argues, but it needs to be rethought. It’s morally incumbent upon the social order to inhibit the embedded incentives that create powerful tendencies towards short-termism. Gelles offers no more realistic, objective insights than the familiar solutions prescribed by our career politicians.

Overall, Gelles’s pro-Fabian polemic falls short of a fair-minded assessment of the epoch’s economic forces. Indeed, many of Welch’s tactics were timely and necessary, but he pushed them farther and longer. Too, Gelles fails to study counterexamples of many corporate leaders who’ve thoughtfully copied Welch’s playbook and helped their businesses and communities prosper, not least because they were restrained enough to avoid Welchism’s blowbacks.

Recommendation: Speed Read The Man Who Broke Capitalism for a necessary reappraisal of the legacy of Jack Welch. There isn’t much eye-opening here, but author Gelles affords a relevant parable about the power of restraint and the time- and context-validity of ideas.

Wondering what to read next?

  1. Power Corrupts, and Power Attracts the Corruptible
  2. The Checkered Legacy of Jack Welch, Captain of Quarterly Capitalism
  3. Lessons from Peter Drucker: Quit What You Suck At
  4. The Cost of Leadership Incivility
  5. Shrewd Leaders Sometimes Take Liberties with the Truth to Reach Righteous Goals

Filed Under: Business Stories, Leadership Reading, Mental Models, The Great Innovators Tagged With: Decision-Making, Discipline, Ethics, General Electric, Getting Ahead, Humility, Icons, Jack Welch, Leadership Lessons, Role Models, Targets

The #1 Hack to Build Healthy Habits in the New Year

January 3, 2022 By Nagesh Belludi Leave a Comment

Even the more determined souls among us find that New Year’s resolutions aren’t effective.

Some of us don’t even bother making New Year’s resolutions anymore because we always break them. Mark Twain famously wrote in a letter to the Virginia City Territorial Enterprise in January 1863,

New Year’s Day: now is the accepted time to make your regular annual good resolutions. Next week you can begin paving hell with them as usual … New Year’s is a harmless annual institution, of no particular use to anybody save as a scapegoat for promiscuous drunks, and friendly calls, and humbug resolutions.

When we try to change everything at once, we set ourselves up for failure

We make bold resolutions to start exercising or losing weight, for example, without taking the steps needed to set ourselves up for success. Behavioral scientists who study habit formation argue that most people try to create healthy habits in the wrong way. Starting a new routine isn’t always easy.

Stanford University researcher B. J. Fogg, the author of Tiny Habits: The Small Changes That Change Everything (2019,) notes that jumping cold turkey into new beginnings upon the turn of the calendar demands a high level of motivation that can’t be sustained over time. He recommends starting with tiny habits to help make the new habit as easy and achievable as possible in the beginning.

Small Measures, Large Results

Small, specific goals are amazingly effective. Making a New Year’s resolution to “run a marathon this summer” is an imposing aspiration to get started on, but committing to “run two miles in 30 minutes thrice a week in January” is a first operating objective.

Break any big challenge into simple steps and just focus on getting to the first step. Taking a daily short stroll could be the beginning of an exercise habit. Then, regroup and think about step two.

The truth is, if you invest time and have even a little bit of success in any endeavor, you’re both more likely to believe the changes will last and commit more. Success builds momentum.

Idea for Impact: Good habits happen when we set ourselves up for achievable success.

Bold promises and vague goals don’t work well. Neither does beating up on yourself for lapses.

Make New Year’s resolutions by establishing long-term targets and making many small resolutions all year round. If you want to lose weight, resolve to pass up nacho-and-cheese and soda for a month.

Take one baby step at a time. Expect some setbacks. The willpower necessary will be small. And you’ll get better results that’ll actually stick.

Wondering what to read next?

  1. What the Dry January Trap Shows Us About Extremes
  2. Small Steps, Big Revolutions: The Kaizen Way // Summary of Robert Maurer’s ‘One Small Step Can Change Your Life’
  3. Use This Trick to Make Daily Habits Stick This Year
  4. Don’t Try to ‘Make Up’ for a Missed Workout, Here’s Why
  5. A Worthwhile New Year’s Resolution

Filed Under: Living the Good Life, Sharpening Your Skills Tagged With: Change Management, Discipline, Getting Things Done, Goals, Lifehacks, Perfectionism, Procrastination, Targets

Plan Your Week, Not Your Whole Life

December 16, 2021 By Nagesh Belludi Leave a Comment

Don’t set unrealistic expectations for yourself. No matter how ambitious and eager you are, no matter how talented you are, there’s a limit to how much you can “produce” in a given time. Moreover, even if you get 24 hours to work, you’re restricted by the amount of energy you’ll have.

Much of long-term planning is guesswork or an expectation of the continuation of prevailing trends. The future can’t be predicted with absolute certainty. At the most, you can be somewhat confident about what might happen in the next few weeks or the upcoming months.

Idea for Impact: Plan Weekly, Review Daily

You can’t identify a precise point in the long-term future and then work yourself from here to there. You’ll be better off if you explore like the Italian navigator Columbus, and just head in a general westerly direction. In other words, have a long-term orientation but operate with medium-term plans. Restrict yourself to a few but significant quarterly goals.

Each week, develop weekly milestones that contribute to the quarterly goals. And each day, schedule 15 minutes to go over your progress and fractionate weekly objectives to daily working goals.

Life is unpredictable, and it is great to have some big things planned out, but not your whole life. A fine-grained approach to goals and planning can help you adapt quickly for survival and success.

Wondering what to read next?

  1. What Happens When You Talk About Too Many Goals
  2. The Best Leaders Make the Complex Simple
  3. Everything in Life Has an Opportunity Cost
  4. The Rule of Three
  5. Let a Dice Decide: Random Choices Might Be Smarter Than You Think

Filed Under: Mental Models Tagged With: Anxiety, Assertiveness, Goals, Persuasion, Targets, Task Management, Thought Process

Half-Size Your Goals

July 24, 2021 By Nagesh Belludi Leave a Comment

At the start of the year, if you’re like most people, you selected a bunch of lofty, impossible goals. Now, halfway through the year, you feel disappointed and let down with yourself. In fact, the longer your goals list, the more overwhelmed and off-track you’ve got.

As part of your mid-year review, reflect on the first six months of the year and adjust your goals for the rest of the year. Revisit your goals, assess your progress, evaluate your approach, and change your timeline. Break big ambitious goals down into more manageable decisions and improve the odds of achieving the type of outcome you desire.

Try half-sized goals. If you’re struggling to attain a goal that seems to be too challenging, set a less difficult version of the goal.

If you’re not getting good results, then you go back and tweak what you’re doing. Don’t feel the need to change everything in your life at once.

Wondering what to read next?

  1. The #1 Hack to Build Healthy Habits in the New Year
  2. What the Dry January Trap Shows Us About Extremes
  3. A Worthwhile New Year’s Resolution
  4. If Stuck, Propel Forward with a ‘Friction Audit’
  5. First Things First

Filed Under: Sharpening Your Skills Tagged With: Balance, Change Management, Discipline, Getting Things Done, Goals, Procrastination, Targets

More from Less // Book Summary of Richard Koch’s ’80/20 Principle’

May 10, 2021 By Nagesh Belludi Leave a Comment

The Italian sociologist Vilfredo Pareto (1848–1923) recorded a “maldistribution” between causes and effects in economic statistics. It’s an observable fact that a minority of reasons—nominally around 20%—tends to produce a majority—80%—of the results.

Most Effects Come from Relatively Few Causes

More than a century later, the Romanian-American quality control pioneer Joseph Juran (1904–2008) embraced Pareto’s notion and demonstrated that 80% of all manufacturing quality defects are caused by 20% of reasons. Juran urged managers to identify and address the “vital few” or the “critical few “—the small fraction of elements that account for this disproportionally large fraction of the effect.

This Pareto Law, 80/20 Rule of Thumb, Zipf’s Principle of Least Effort, Juran’s Law of the Vital Few, 80-20 Thinking—call it what you want—permeates every aspect of business and life. Now that you know about it, you’ll start seeing it everywhere.

A fifth of your customers accounts for four-fifths of your sales. 20% of your employees are responsible for the majority of your firm’s productivity. 20% of your stocks will be responsible for 80% of your future gains. You tend to favor 20% of your clothes and wear them 80% of the time. You spend 80% of your socializing time with 20% of your friends. 20% of the decisions you’ve made during your life have shaped 80% of your current life. 80 percent of the wealth tends to be concentrated with 20 percent of the families.

The Pareto principle is a state of nature (the way things happen) and a process (a way of thinking about problems.) The 20% are the sources of the most significant potential impact.

The Remarkable Variance of Contributors and Effects

Richard Koch’s 80/20 Principle: The Secret to Achieving More with Less (1999) elaborates on using this seminal prioritization principle. “The 80/20 Principle asserts that a minority of causes, inputs, or effort usually leads to a majority of the results, outputs, or rewards. … The winners in any field have … found ways to make 20% of effort yield 80% of results.”

Koch explains ad nauseam that most of us work much too hard and produce much less in relation to what could be produced. If trying harder hasn’t worked, perhaps it’s time to try less.

  • Invest your time and effort more wisely. Don’t address the less significant elements. “Most things always appear more important than the few things that are actually more important.” Examine what you do of low value. In other words, eliminate or reduce the 80% of efforts that produce less-significant results.
  • Know when to stop. Once you’ve solved the 20% of the issue to deliver 80% of the impact, any further effort can only achieve diminishing returns.

Idea for Impact: In most areas of human activity, just 20% of things will be worthwhile.

Recommendation: Speed-read Richard Koch’s 80/20 Principle. It’s an excellent reminder that not all effort is equal, so it pays to focus on what matters most.

Embrace the “80-20” frame of mind in everything you do—at work and home. Unless you want to spend every waking hour working, it’s essential to learn how to focus your efforts on the most promising, impactful aspects of what needs to be done.

  • Realize that few things really matter in life, but they count a tremendous amount. These vital things may be challenging to discover and realize, but once you find these things that really matter, they give you immense power—the power that gives you more from less. Spend a disproportionate amount of time and energy making sure these decisions are made well, and you put yourself in the best position you can in the process.
  • If you want to improve your effectiveness at anything, focus only on what matters most. Be extraordinarily selective—spend time resourcefully on the few essentials that matter the most and little or no time on the massive trivia that engulfs most of your time.

Wondering what to read next?

  1. Everything in Life Has an Opportunity Cost
  2. Did School Turn You Into a Procrastinator?
  3. Do Things Fast
  4. Do You Have an Unhealthy Obsession with Excellence?
  5. The Simple Life, The Good Life // Book Summary of Greg McKeown’s ‘Essentialism’

Filed Under: Effective Communication, Mental Models, Sharpening Your Skills Tagged With: Assertiveness, Decision-Making, Getting Things Done, Goals, Negotiation, Perfectionism, Targets, Time Management

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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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