Wednesday, December 26, 2007
A Leader's Real Job Description
Tuesday, November 20, 2007
Career Assessments
Resume and Cover Letter Tips
Summary, not objective
Whereas the resume for an entry-level position typically includes a general objective describing the type of opportunity desired, the experienced candidate will be better served by summarizing three or four skills that match the employer's needs. These highlights can appear in a short paragraph or quick "bullet" format.
Lead with experience, not education
There are other differences, too. Typically resumes of recent graduates provide education information after the objective. Although you should include this information on your resume, it's better to place it toward the bottom; your actual experience is more important than your education and should lead your resume.
Accomplishments, not just responsibilities
When detailing job history, don't fall into the trap of just listing responsibilities. Think in terms of what you accomplished by completing those tasks. In other words, don't just tell employers what you did; also tell them the outcome of your actions. "Developed departmental budget" could be a duty. "Proposed and tracked annual $500,000 departmental budget. Only division to meet deadlines and operate within budget during past three years" is a statement that details the results of your problem-solving abilities and clues in the employer to specific problems you can solve.
Include relevant activities, not hobbies
Clubs, organizations, and outside interests - a staple for entry-level candidate resumes - should be approached with caution by the experienced candidate. Activities that relate directly to your self-improvement efforts, e.g. continuing education, and the position you're seeking are important to include. Hobby-type activities should not be included.
Your resume isn't limited to one page
The length of the resume may also be different for the experienced candidate. Whereas a two-page document might not be appropriate for a new graduate, it can serve a valuable purpose for the seasoned professional. Often, the candidate has enough relevant accomplishments and experiences to expand to a second page. Content is more important that length.
Cover Letter Checklist
Which cover letter are you writing? A power cover letter or a limp cover letter? Check for yourself.
- I really don't know to whom I am writing this letter, but that's OK. It can be read by anyone.
- All I need to say in my cover letter is that I am enclosing my resume. The employer can look at it and see if he likes what he sees, he can call me.
- I have no idea what the employer does or needs at this time. Anyway, it's not necessary to talk about that in the cover letter.
- I don't have to write about what I have to offer the employer. She/he can figure it out from my resume.
- I'll tell the employer to give me a call to set up an interview, and I'll just wait for the phone to ring.
- I want to know the specific person who will be reading my cover letter and responding to it.
- I want the employer to know that I have taken the initiative to learn about his organization and to think about how I can assist him.
- I will make sure the employer knows about the specific aspects of my resume that directly relate to their needs by pointing then out in my letter.
- I want the employer to know how I plan to follow up on my letter. I don't want to waste time sitting around waiting for the phone to ring. I will take the next step.
Tuesday, November 13, 2007
INTERNET ADVERTISING REVENUES IN Q3 ’07 SURPASS $5.2 BILLION, SETTING NEW HIGH
The Interactive Advertising Bureau (IAB) and PricewaterhouseCoopers LLP (PwC) today announced that Internet advertising revenues exceeded $5.2 billion for the third quarter of 2007, representing yet another historic high for a quarter and a $1.1 billion increase, or 25.3 percent, over Q3 2006. The results, published in the IAB Internet Advertising Revenue Report, are nearly 3 percent higher than Q2 2007, itself the last record-setting quarter. All three quarters in 2007 have set new highs—Q1 at $4.9 billion, Q2 at $5.1 billion, and now Q3 at $5.2 billon. Revenues for the first nine months of 2007 totaled $15.2 billion, up nearly 26 percent over the $12.1 billion recorded during the first nine months of 2006.
Web spending hits new record in third quarter
Saturday, November 10, 2007
The Dream Manager
Dream Manager is someone who has strong competitive urges. The three qualities we look for are hungry, humble, and smart. We want people to be hungry in the sense that they have some ambition. We want them to be humble in the sense that a Dream Manager is not responsible for living the dreams, and shouldn't take the credit when people do live their dreams. We want them to be smart, not necessarily in the academic sense, but more street-smart.
Why do we need a dream manager?
MK: As human beings we're driven by our dreams. I think there's a growing awareness that we have a turnover problem in corporate America. It's a big problem. Disengagement is probably the only problem larger than the turnover problem. A lot of employees quit and stay. So, they're disengaged on the inside, but they keep showing up to work and collecting a paycheck. These people are poisonous to an environment. They're absolutely toxic to a business. The most engaged employees are those who can see the connection between the work they do each day and their personal dreams. Dream Managers make that real.
What would you tell someone who has lost touch with their dreams and is reading this interview, but hasn't read the book yet? What's the first thing they should do to get back in touch with their dreams?
MK: Sit down and put together a list of 100 dreams. It will be hard work at first, but take a look at the 12 areas: physical, emotional, intellectual, spiritual, psychological, material, professional, financial, creative, adventure, legacy, and character. Essentially, if you come up with eight dreams in each of those areas, you've got your list of 100 dreams.
Social-Network Traffic Surpasses Web-based Email’s in UK
The End of SMART Goals? Now There’s an Easier Way Guest Post by “Justin Wolsey Riggs”
The End of SMART Goals? Now There’s an EASIER Way!
When I was a kid learning how to set goals, all I ever heard was “make sure your goals are SMART… Specific, Measurable, Achievable, Relevant, and Timely.” The only problem was, setting SMART goals never seemed to help me achieve them! In fact, in my case, trying to make sure I set SMART goals usually left me tired, frustrated, and unsure of my ability to even set a goal properly, not to mention achieve it. I needed an easier way to incorporate this powerful personal development tool into my life. Lucky for me, I found one!
Years of research in the fields of human potential (and goal setting in particular) has shown that those who consistently achieve their goals follow a very specific pattern of behavior. In short, once goal-achievers intend to do something, they:
Envision what their life will look like after they have achieved their goal. Second, they assess where they stand in relation to that goal. Then, after creating an honest assessment, they begin strategizing how they are going to get from “where they are” to “where they want to be”. Next, they implement their strategy, and begin working towards the achievement of their objectives. As they progress (or regress, depending on how things are going), goal-achievers take time to evaluate their progress, and finally, they surround themselves with people they trust that they can report their findings to. When you line the process up, it looks like this.
Goal-achievers:
Envision
Assess
Strategize
Implement
Evaluate
Report
The really good news is, each of us is already an expert in using the EASIER Method to achieve those ingrained goals that we call “habits”. Think about it: when you want to get home from work at 5:30 so that you can see your beautiful wife (or handsome husband, whatever the case might be), you:
Envision what it will be like when you walk in the door into the arms of your loved one (“Man, I can’t wait to get home and hug my honey! He/She’s always so warm and cuddly!”).
Assess when you’ll need to leave, and how long you have until the moment you can leave the rat race and head for greener pastures (“It’s 4:30 now, and I can’t leave until 5 if I want to have a job in the morning. If I’m going to make it home by 5:30, I’ll need to…).
Strategize as to what the best route will be (“… avoid the highway, because at that time of day, it’s bumper-to-bumper traffic. I’ll take the back roads instead, and stop by the flower shop on my way.”).
Implement your strategy with the hope that it will help you achieve your goal (“5:00! Time to get out of here!”).
Evaluate your progress along the way (“Darn! I wasn’t planning on this construction! I’m going to have to go a bit faster once I get through this traffic if I want to make it home on time!”)
Report your progress (“Hi, honey. Boy, am I glad to see you; it was a tough day at the office! Oh, these? They’re flowers – yes, for you! I know, I know, I shouldn’t have.”)
You see? You’re an EASIER Method expert without even having tried. Just imagine what you’re going to be able to achieve now that you understand the process that leads to consistent goal achievement! Happy goal-getting, and remember: there’s an EASIER Way to do everything!Ten Habits of Incompetent Managers
Ten Habits of Incompetent Managers
by Margaret Heffernan
How do you identify the members of your team that could sink it? Get an expert's tips on the signs you should look for.
Three years ago, I joined the board of a company whose management, I soon recognized, was incompetent. I said so, but I was a new board member and the management had a lot of old friends and allies on the board. I was listened to respectfully but nothing much happened.
Three years on, the board has recognized that the management is incompetent. The consequences of leaving them alone for three years now threaten to sink the company. We’ve fired one manager and hope to stay afloat long enough to replace the other. A few generous board members, with good memories, have acknowledged that we would not be in this pickle had I been listened to in the first place. But how did I know these managers were incompetent? I’m not a seer and, trust me, I’m not gloating. But I knew they were incompetent because I’ve hired and fired so many incompetent people myself. Every experienced manager has; you probably remember yours. So what hallmarks of incompetence have I learned to identify?
Bias against action:There are always plenty of reasons not to take a decision, reasons to wait for more information, more options, more opinions. But real leaders display a consistent bias for action. People who don’t make mistakes generally don’t make anything. Legendary ad man David Ogilvy argued that a good decision today is worth far more than a perfect decision next month. Beware prevaricators.
Secrecy: "We can’t tell the staff," is something I hear managers say repeatedly. They defend this position with the argument that staff will be distracted, confused or simply unable to comprehend what is happening in the business. If you treat employees like children, they will behave that way -- which means trouble. If you treat them like adults, they may just respond likewise. Very few matters in business must remain confidential and good managers can identify those easily. The lover of secrecy has trouble being honest and is afraid of letting peers have the information they need to challenge him. He would rather defend his position than advance the mission. Secrets make companies political, anxious and full of distrust.
Over-sensitivity: "I know she’s always late, but if I raise the subject, she’ll be hurt." An inability to be direct and honest with staff is a critical warning sign. Can your manager see a problem, address it headlong and move on? If not, problems won’t get resolved, they’ll grow. When managers say staff is too sensitive, they are usually describing themselves. Wilting violets don’t make great leaders. Weed them out. Interestingly, secrecy and over-sensitivity almost always travel together. They are a bias against honesty.
Love of procedure: Managers who cleave to the rule book, to points of order and who refer to colleagues by their titles have forgotten that rules and processes exist to expedite business, not ritualize it. Love of procedure often masks a fatal inability to prioritize -- a tendency to polish the silver while the house is burning.
Preference for weak candidates: We interviewed three job candidates for a new position. One was clearly too junior, the other rubbed everyone up the wrong way and the third stood head and shoulders above the rest. Who did our manager want to hire? The junior. She felt threatened by the super-competent manager and hadn’t the confidence to know that you must always hire people smarter than yourself.
Focus on small tasks: Another senior salesperson I hired always produced the most perfect charts, forecasts and spreadsheets. She was always on time, her data completely up-to-date. She would always volunteer for projects in which she had no core expertise -- marketing plans, financial forecasts, meetings with bank managers, the office move. It was all displacement activity to hide the fact that she could not do her real job.
Allergy to deadlines: A deadline is a commitment. The manager who cannot set, and stick to deadlines, cannot honor commitments. A failure to set and meet deadlines also means that no one can ever feel a true sense of achievement. You can’t celebrate milestones if there aren’t any.
Inability to hire former employees: I hired a head of sales once with (apparently) a luminous reputation. But, as we staffed up, he never attracted any candidates from his old company. He’d worked in sales for twenty years -- hadn’t he mentored anyone who’d want to work with him again? Every good manager has alumni, eager to join the team again; if they don’t, smell a rat.
Addiction to consultants: A common -- but expensive -- way to put off making decisions is to hire consultants who can recommend several alternatives. While they’re figuring these out, managers don’t have to do anything. And when the consultant’s choices are presented, the ensuing debates can often absorb hours, days, months. Meanwhile, your organization is poorer but it isn’t any smarter. When the consultant leaves, he takes your money and his increased expertise out the door with him.
Long hours: In my experience, bad managers work very long hours. They think this is a brand of heroism but it is probably the single biggest hallmark of incompetence. To work effectively, you must prioritize and you must pace yourself. The manager who boasts of late nights, early mornings and no time off cannot manage himself so you’d better not let him manage anyone else.
Any one of these behaviours should sound a warning bell. More than two -- sound the alarm!
Creating the Inspiration -- Part 2
Motivating the Team
Lesson 1 -- Keep the scope of your vision within the appropriate boundsLesson 2 -- You want a lofty goal, but it should be realistic
Lesson 3 -- Your vision should be achievable within a reasonable period of time
Creating the Inspiration -- Part 1
What Makes for a Good Vision Statement?
While there are many dimensions, at its core your vision statement should clearly delineate your direction or focus, as distinct from the direction or focus of your key competitors. Consider these questions:
- Does your vision statement declare what you are going to do better than your competitors? Does it identify what makes you different and how you will beat the competition?
- Does it identify your target market?
- Does it capitalize on your strengths and minimize the impact of your weaknesses?
- Would your vision statement fit any of your competitors or is it truly distinctive to you? Of all competitors in your target market, are you the best positioned to achieve that vision (in terms of market position, strengths and weaknesses, and capabilities)?
We will offer the preeminent multi-function communications and entertainment handheld device for high-end users by providing the most intuitive user interface to access the most desired functional capabilities, while applying the latest technology and packaging options in the design of our product.
Additional Dimensions
While this discussion focuses on the core elements of a good vision statement, there are many more factors which should be taken into consideration, including:
- Is your vision statement broad enough to encompass all that you want to do without allowing forays into areas in which you have no distinctive competence?
- Is your vision something you wish will happen; or is it something you truly believe your company can make happen?
- Is your vision stated in such a way that employees as well as others can assess progress toward your objective?
How To Stand Out from the Herd - when you can't change who you are—how do you make your application something more than just one of many?
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Stop Stereotyping Yourself
Mixing Up the Essay
Connect With People, Not Web Sites
More Than Grades and Scores
"...But applying to business school is like building a house. Your scores are only one pillar—if it doesn't have the other pillars it doesn't stand up properly."
...For international students like Mansukhani, being from a country where large numbers of students are also seeking a U.S. b-school education can make it more difficult for your application to stand out from the pile in the admissions office, even with top-notch test scores. And it's not just where you're from, it's also what you've done that can put you into the one-of-a-crowd category. There are plenty of applicants with backgrounds in consulting and banking, In other words, it's not that you're not right for business school. For business schools seeking diversity in their classes, you're too right.
Brands: The Power of Emotion
Sunday, May 27, 2007
Some lessons from the life and career of a visionary
Narayan Murthy .....
I want to share with you, next, the life lessons these events have taught me. I will begin with the importance of learning from experience. Learning from experience be complicated. It can be much more difficult to learn from success than from failure. If we fail, we think carefully about the precise cause. Success can indiscriminately reinforce all our prior actions.A second theme concerns the power of chance events. I am struck by the incredible role played by the interplay of chance events with intentional choices. While the turning points themselves are indeed often fortuitous, how we respond to them is anything but so. It is this very quality of how we respond systematically to chance events that is crucial. Of course, the mindset one works with is also quite critical.
As recent work by the psychologist, Carol Dweck, has shown, it matters greatly whether one believes in ability as inherent or that it can be developed. The fourth theme is a cornerstone of the Indian spiritual tradition: self-knowledge.
Indeed, the highest form of knowledge, it is said, is self-knowledge. I believe this greater awareness and knowledge of oneself is what ultimately helps develop a more grounded belief in oneself, courage, determination, and above all, humility — all qualities which enable one to wear one’s success with dignity and grace.
A final word: when, one day, you have made your mark on the world, remember that we are all temporary custodians of the wealth we generate, whether it be financial, intellectual, or emotional. The best use of wealth is to share it with the less fortunate.
I believe that we have all at some time eaten the fruit from trees that we did not plant. In the fullness of time, when it is our turn to give, it behooves us in turn to plant gardens that we may never eat the fruit of, which will largely benefit generations to come. This is our sacred responsibility.
22 Qualities that business schools look for
- Intellectual ability: A candidate who is smart and easily able to handle the demands of the schoolwork and, ultimately, the business world.
- Quantitative orientation: A candidate who can "do" numbers.
- Analytical mindset: A candidate who is able to think critically and tolerate complex, open-ended problems.
- Success record: A candidate with a proven run of success.
- Maturity and professionalism: A candidate who looks, talks and acts like a grown-up.
- Leadership: A candidate who has created value by being at the helm in group-based activities and is comfortable in this role.
- Ambition and motivation: A candidate who is aiming for big things and planning to play in the senior leagues.
- Career potential: A candidate who has what it takes to go to the top.
- Perseverance and mental toughness: A candidate with evidence of the gritty staying power and self-reliance needed to overcome adversity.
- A strong, extrovert personality: A candidate who likes people and who is professionally (if not naturally) gregarious.
- Active orientation: A candidate with a bias to action and getting things done
- The killer instinct: A candidate who is not afraid of winning and seeing others lose.
- Personal integrity: A candidate with good interpersonal values and morals
- Community orientation: A candidate who demonstrates responsibility to community, society, and the environment, and who has an integrated, sustainable view of the role of companies in the world.
- Team player: A candidate who works well with others and who operates smoothly and constructively in collaborative situations.
- Diversity contribution: A candidate who brings interesting attributes, experiences, and depth of background to the group.
- Intercultural experience and tolerance: A candidate who has demonstrated a tolerance for diversity in people and cultures.
- Creativity and innovation: A candidate who is comfortable with change and ready to use it creatively.
- Communication ability: A candidate who can write, speak and organize ideas well.
- All-rounder: A candidate who is more than a suit, and who has an array of interests and passions in other things.
- Recruitability
- Likeability: A candidate who people enjoy having around. All else being equal, people always choose people they like as colleagues and co-workers
Monday, May 21, 2007
Effectively Influencing Up
The guidelines that help you convert your good ideas into meaningful action.
When presenting ideas to upper management, realize that it is your responsibility to sell -- not their responsibility to buy.
Focus on contribution to the larger corporation -- not just the achievement of your HR objectives.
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Make a positive difference -- don't just try to "win" or "be right".
Focus on the future -- "let go" of the past.
Sunday, May 20, 2007
Economics of CAT
According to industry estimates, about 60% of CAT applicants in urban and semi-urban areas opt for coaching classes. The aspirants do not mind shelling out Rs 10,000-25,000 to take coaching for cracking CAT. Apart from six IIMs, more than 80 other B-schools consider CAT score for their admission process.
The market for players like Time, Professional Tutorials (PT), IMS, Career Forum and Career Launcher is not limited only to major cities. Smaller towns are also emerging rapidly on their radar.
Interestingly, Indore-based PT is considering launching a centre in the Middle East, targeting NRI and foreign students. “We are aiming to have 100 centres under our banner by the end of the current calendar year and signing up new franchisees aggressively.
We are anticipating the CAT aspirants to grow to 3.5 lakh in the next five years. Indian society is becoming upwardly mobile and CAT is emerging as one the favourite means to achieve career goals,” said Sandeep Manudhane, CMD, PT Education and Training Services that offers training for entrance exams through its 60 centres.
In Gujarat, PT is launching its new centres in relatively smaller centres like Godhra, Junagarh, Gandhidham, Gandhinagar and Mehsana. It trained close to 35,000 students last year and is aiming to enrol some 60,000 students during the current year for CAT, GUJCAT, TOEFL, GRE, GMAT and IELTS, among others.
Career Forum, headquartered at Pune with 55 centres, is also aiming to have 100 centres under its banner. “Number of coaching classes is mushrooming with consistently increasing CAT applicants. Also, students prefer to take coaching for CAT that is considered as the toughest entrance test in the country.
Meanwhile, TIME that runs a network of 130 centres across the country would set up 20 more in the near future. “We expect to train at least 60,000 students this year for CAT alone.
More students from smaller cities and working executives across cities are increasingly taking CAT,” Manek Daruvala, managing director, Time told ET. To capitalise on the increasing footfall, coaching centres are also offering services for overseas education and coaching for exams such as TOEFL, GRE, GMAT and IELTS
Wednesday, April 11, 2007
The Power to Change
What usually ignites someone's awareness that they need to change?
An "emotional wake-up call" is what often launches us into an awareness of the need to change, like a mild heart attack getting our attention that we need to change our diet and to start exercising. I've worked with executives, for instance, who were told by their boss that they must either change how they treated their employees or they would have to leave the organization. It sometimes takes a transformational event such as a crisis to get our attention.
A lot of people embark on efforts to change and fail to follow through. How do we sustain momentum to make the changes we're trying to make?
We've all failed to keep a New Year's resolution after only a few weeks of effort. The key to sustaining change is accountability in a supportive environment. This is one of the primary reasons that coaching is often such an effective approach in leadership development.
A coach provides the encouragement and the accountability over some period of time—a time that is critical in forming and cementing changed behaviors so that they become habits. I recommend to client organizations that a coach work with an executive for at least 12 months, if not 18, in order to get beyond just the adoption of some superficial new behaviors. Real, lasting transformation takes time.
Wednesday, March 28, 2007
Do M.B.A.s Make Better Entrepreneurs?
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It's one thing to learn how to crunch numbers for an investment bank, quite another to start the next Microsoft, Google or even a decent restaurant.....
In the last 10 to 15 years, business schools have massaged their curricula to attract and then train the next generation of Bill Gateses, Sergey Brins and Karan Goels. Along with core classes in accounting and marketing, students now tackle interdisciplinary exercises with macro themes like globalization and environmental sustainability. They even team with engineering schools to learn how to start and run companies, not just maneuver spreadsheets.........
The number of U.S. business-school faculty teaching entrepreneurship classes has exploded, to 349 in 2006 from 12 in 1997, according to the Association to Advance Collegiate Schools of Business......
Of the members of Forbes' 400 Wealthiest Americans, approximately two-thirds each year are self-made. How many of those carry M.B.A.s? In 2006, just 15%, down from 17% five years earlier.
Tuesday, March 20, 2007
The Secret to Reinventing Yourself
What have you done in the past that can enhance your personal brand? Remember, you’re more than the sum of your parts. You’re an evolving person who in the act of change has an edge over the other guy who doesn’t have your background. As the adage goes, you’re not getting older, just better.
Monday, March 12, 2007
How big is your bull?
When Milo was young, his family had a small farm and, on that farm, a small bull calf. Milo’s father placed the bull in Milo’s care and instructed his son to ensure that the bull grew up healthy and strong. One day, Milo’s father asked him, “How big is your bull today, Milo?” Milo ran outside, picked up the calf and carried him inside to show his father.
Each day, Milo’s father asked him “How big is your bull today, Milo?” and each day Milo ran outside, picked up the bull and carried him to his father. This went on for a number of years. As the bull grew, so did Milo’s strength.
One day, his father was competing in the games at the great Olympic Stadium. Knowing his son’s incredible strength would shock the crowd, Milo’s father asked his son the familiar question, “How big is your bull today, Milo?” Milo ran the short distance to their farm, picked up the now full-grown bull and carried him into the great stadium, placing him by his father’s side.
The crowd, seeing Milo carry a full-grown bull on his shoulders, erupted in applause. Word of his feat spread across the land and a legend was born.
In exercise physiology, this story represents the principle of progressive overload, or the need to progressively increase the degree to which we challenge ourselves when exercising in order to see continued improvements in our fitness. Fortunately or unfortunately, the human body is a great adapter and it will adjust, as necessary, to the amount of physical activity we undertake.
For example, 3.0 miles per hour might be a great speed on the treadmill when you first begin exercising but your body will soon adapt to that stimulus and will require a greater challenge if you want to keep seeing results. By gradually increasing the speed each week, you will continue to see improvements from your exercise routine.
In the story above, Milo became progressively stronger because he lifted a progressively heavier and heavier weight each day. If he had simply lifted the same size bull everyday, he would not have gotten any stronger because there would have been no need for him to get stronger. Likewise, if you are no longer seeing results from your exercise sessions, you need to ask yourself what you are doing differently today that will keep you progressively moving toward your goal.
Also, notice that Milo does not begin by trying to lift a full-grown bull. Instead, he begins when the bull is young and small and lifts him each day. It often takes great perseverance and patience to achieve a goal. Had Milo first attempted to lift the full-grown bull, he would have quickly become frustrated (and possibly injured) and given up, never realizing his true potential.
With exercise, begin easy and gradually work your way up to increasingly more challenging workouts. Make small adjustments to the intensity of your aerobic workouts and small increases in the weights you use when strength training. The objective is to establish a reasonable goal and then keep progressing toward it at a pace you can handle.
Lastly, the story demonstrates the need for consistency in your exercise program. If Milo had skipped a week or two every now and then, there is a good chance that bull would have outgrown him and he may never have caught up again. By sticking with it, day after day, Milo shows how important it is to maintain a consistent routine when trying to reach our goals. Each day is one small step towards your goal; don’t be afraid to take a bigger step today than you did yesterday.
Progressive increases in intensity, realistic goals, and consistent workouts will go a long way toward keeping you on the path to your own fitness goals. When you’re feeling impatient due to a lack of results from your exercise or diet plan, remember the words of Milo’s father - “How big is your bull?”. What are you doing today that has you progressing toward your goals for tomorrow?
Good luck and keep moving!
By Dan Strayton
http://209.15.46.229/fitnesspro/news/77.shtml
Wednesday, March 07, 2007
RISK-TAKING
To weep is to risk appearing sentimental.
To reach out for another is to risk involvement.
To expose feelings is to risk exposing your true self.
To place your ideas, your dreams, before a crowd is to risk their loss.
To love is to risk not being loved in return.
To live is to risk dying.
To hope is to risk despair.
To try is to risk failure.
Quotes from Brian Tracy
Quotes from Brian Tracy.
Brian Tracy
“One of the things, which I teach over and over again that is so important, is that nobody’s better than you and nobody’s smarter than you. People who are doing well have learned the rules!” -Brian Tracy
“Therefore, if you want to be successful at anything, the rule that’s number one is that all the answers have been found already. You don’t have to find a new answer. Somebody’s already paid dearly to find the answer. And if you find the answer and do what the other people did, you get the same result, and it’s as simple as that.” -Brian Tracy
“ I’ve found that luck is quite predictable. If you want more luck, take more chances. Be more active. Show up more often. ” -Brian Tracy
“ You have to put in many, many, many tiny efforts that nobody sees or appreciates before you achieve anything worthwhile. ” -Brian Tracy
“ Perhaps the very best question that you can memorize and repeat, over and over, is, “what is the most valuable use of my time right now?” ” -Brian Tracy
“ A major stimulant to creative thinking is focused questions. There is something about a well-worded question that often penetrates to the heart of the matter and triggers new ideas and insights. ” - Brian Tracy
“ Practice Golden-Rule 1 of Management in everything you do. Manage others the way you would like to be managed. ” -Brian Tracy
“ A clear vision, backed by definite plans, gives you a tremendous feeling of confidence and personal power. ” -Brian Tracy
“ People with clear, written goals, accomplish far more in a shorter period of time than people without them could ever imagine. ” -Brian Tracy
“ If what you are doing is not moving you towards your goals, then it’s moving you away from your goals. ”
-Brian Tracy
“ The Unsuccessful Salesperson says, the other guy has the best territory.
The Successful Salesperson says, every territory is the best one.
The Unsuccessful Salesperson says, that company will never buy.
The Successful Salesperson says, I can make that company buy ” -Brian Tracy
“ I believe through learning and application of what you learn, you can solve any problem, overcome any obstacle and achieve any goal that you can set for yourself. ” -Brian Tracy
“ The essence of a successful business is really quite simple. It is your ability to offer a product or service that people will pay for at a price sufficiently above your costs, ideally three or four or five times your cost, thereby giving you a profit that enables you to buy and to offer more products and services. ” -Brian Tracy
“ One quality of leaders and high achievers in every area seems to be a commitment to ongoing personal and professional development. ” -Brian Tracy
Myth Busters : Leadership & Management
Success & Pride : He finds willful humility in the best CEO’s who display tremendous ambition for their company combined with the stoic will to do whatever it takes, no matter how brutal (within the bounds of the company's core values), to make the company great. They ascribe much of their own success to luck, discipline and preparation rather than personal genius.
http://money.cnn.com/magazines/fortune/fortune_archive/2007/02/19/8400260/index.htm
A peek inside Google's war chest
http://arstechnica.com/news.ars/post/20070302-8966.html