Posts Tagged ‘book’

Thinking Fast and Slow

Posted: March 2, 2015 in book
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Part 1 
Two Systems
  1. The Character of the Story
  2. Attention and Effort
  3. The Lazy Controller
  4. The Associative Mechanism
  5. Cognitive Ease
  6. Norms, Surprises and Causes
  7. A Machine to Jumping into Conclusion
  8. How Judgement happens.
  9. Answering an easier Question.
Part 2
Heuristic and Biases
  1. The Law of small numbers
  2. Anchors
  3. The Science of availability
  4. Availability, Emotion and Risk
  5. Tom W’s Speciality
  6. Linda : Less is more
  7. Causes trump Statistics
  8. Regression to means
  9. Taming intuititive Predictions.
Part 3
Overconfidence
  1. The illusion of understanding
  2. The illusion of validity
  3. Intution vs Formulla
  4. Expert Intution : What can we trust
  5. The outside view
  6. The Engine of Capitalism
Part 4
Choices
  1. Bernoulli’s Error
  2. Prospect Theory
  3. The Endownment effect
  4. Bad Events
  5. The fourfold pattern
  6. Rare Events
  7. Risk Policies
  8. Keeping Score
  9. Reversals
  10. Frames and Reality
Part 5
Two Selves
  1. Two Selves
  2. Life as a Story
  3. Experienced Well Being
  4. Thinking about Life
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The E-myth

Posted: March 2, 2015 in book
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  1. The E-Myth and the American Business
    1. The Entrepreneurial Myth
    2. The Entrepreneur, The Manager and the Technician
    3. Infancy : The Technician Phase
    4. Adolescence : Getting some phase
    5. Beyond the Comfort Zone
    6. Maturity and the Entrepreneurial Perspective
  2. The Turn Key Revolution : A New view of Business
    1. The Turn Key Revolution
    2. The Franchise Prototype
    3. Working for your Business, not in it.
  3. Building a Small Business that works
    1. Your Business Development Process
    2. Your Business Development Program
    3. Your Primary Aim
    4. Your Strategic Objective
    5. Your Organizational Strategy
    6. Your Management Strategy
    7. Your People’s Strategy
    8. Your Marketing Strategy
    9. Your System Strategy
    10. A Letter to Sarah

Getting things done

Posted: March 2, 2015 in self
Tags: , , ,
  1. The Art of Getting things done
    1. A New Practice for a New reality
    2. Getting control of your life : The five stages of mastering work flow
    3. Getting projects creatively under way: The five phases of Project Planning
  2. Practicing Stress free productivity
    1. Getting Started :Setting up the time, space and tools
    2. Collection : Coralling your stuff
    3. Processing : Getting “In” to Empty
    4. Organizing : Setting up the right bucket
    5. Reviewing : Keeping your System functional
    6. Doing : making the best action choices
    7. Getting projects under control.
  3. The power of key principles
    1. The power of the collection habit
    2. The power of next action decision
    3. The power of outcome focussing
    4. Conclusion
Two objectives
  1. Capturing all things,
  2. Disciplining yourself :- “To get the input , to let the output”
  1. The power in a karate punch comes from speed , not muscle.
  2. Controlling the open loops in there lives.
  3. Anything that does not belong where it is, the way it is, is an “open loop” pulling on your attention.
Managing commitments well requires the implementation of some basic activities and behaviors:-
• First of all, if it’s on your mind, your mind isn’t clear. Anything you consider unfinished in any way must be captured in a trusted system outside your mind, or what I call a collection bucket, that you know you’ll come back to regularly and sort through.
• Second, you must clarify exactly what your commitment is and decide what you have to do, if anything, to make progress toward fulfilling it.
• Third, once you’ve decided on all the actions you need to take, you must keep reminders of them organized in a system you review regularly.
 “In knowledge work . . . the task is not given; it has to be determined. ‘What are the expected results from this work?’ is . . . the key question in making knowledge workers productive.” And it is a question that demands risky decisions. There is usually no right answer; there are choices instead. And results have to be clearly specified, if productivity is to be achieved.”
 Outcome thinking is one of the most effective means available for making wishes reality.
 
Most often, the reason something is “on your mind” is that you want it to be different than it currently is, and yet:
• you haven’t clarified exactly what the intended outcome is;
• you haven’t decided what the very next physical action step is; and/or
• you haven’t put reminders of the outcome and the action required in a system you trust.
 
 
 
Here’s how I define “stuff”: anything you have allowed into your psychological or physical world that doesn’t belong where it is, but for which you haven’t yet determined the desired outcome and the next action step.
Instead, the key to managing all of your “stuff” is managing your actions.
not ::— managing time, managing information, or managing priorities
it might amaze you to discover how many next actions for how many projects and commitments remain undetermined by most people. It’s extremely difficult to manage actions you haven’t identified or decided on. Most people have dozens of things that they need to do to make progress on many fronts, but they don’t yet know what they are. And the common complaint that “I don’t have time to ” (fill in the blank) is understandable because many projects seem overwhelming—and are overwhelming because you can’t do a project at all! You can only do an action related to it. Many actions require only a minute or two, in the appropriate context, to move a project forward
There is no reason ever to have the same thought twice, unless you like having that thought.
 
 

The knowledge that we consider knowledge proves itself in action. What we now mean by knowledge is information in action, information focused on results.

“It seems that there’s a part of our psyche that doesn’t know the difference between an agreement about cleaning the garage and an agreement about buying a company”
“The value of goals is not in the future they describe, but the change in perception of reality they foster.”
“Use your mind to think about things, rather than think of them. You want to be adding value as you think about projects and people, not simply reminding yourself they exist.”
“The great secret about goals and visions is not the future they describe but the change in the present they engender.”
“You don’t actually do a project; you can only do action steps related to it. When enough of the right action steps have been taken, some situation will have been created that matches your initial picture of the outcome closely enough that you can call it “done.”
“Your mind is for having ideas, not holding them.”

Duct Tape Marketing

Posted: March 2, 2015 in book
Tags: , ,

1. Why did you hire us in the first place?
2. What do we do that others don’t?
3. What’s missing from our industry as a whole?
4. What could we do that would thrill you?
5. What do you find yourself simply putting up with in this industry?
6. What would you do if you owned a business like ours?
——————————

Many times you can find a unique position to claim by simply discovering gaps that no one else is filling. Study your competition as thoroughly as possible to see if you can find opportunities to stake your claim.
———————-

connecting with that great cause can become the drive to play the game at the highest level.

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You can prove that tax preparation can be fun. You can empower anyone to buy a home. You can make your customers so overwhelmingly thrilled they will refer their friends and neighbors willingly. You can ensure that no one will ever be afraid to go to the dentist again.

————-

What if you could actually connect your beliefs and values to your reason for being? Would that provide motivation to do more? Would that start to feel like more than a job?

———————

what do you do for a living?
—————-

action verb (I show, I teach, I help), target market (business owners, homeowners, teachers, divorced women, Fortune 500 companies), how to xxxx (solve a problem or meet a need).

——————-

” You are here to solve a problem. ”

——————–

Part 2 works. Again, the architect—“Well, we have developed relationships with every zoning board in the metro area and can make sure that your projects don’t get hung up by red tape, making sure you get to that first pay request fa

—————————

“What you do for a living” statement you created earlier. What is the chief benefit of doing business with your firm? What words or ideas can help you easily communicate your difference?

———————–

Marketing Purpose Statement:We want to be the architect that shows builders the only way to work with architects indesign/build contracts.

Talking Logo: We help design/build contractors get to the first pay request faster.

Core Message: “The Contractor’s Architect.”

—————————-

Marketing Purpose Statement: We want people to know that we treat window cleaning as a profession, that our people are true professionals who treat the homes they enter as they would their own.

Talking Logo:We help homeowners see a better world.

Core Message: “Your Pane Is Our Passion.”

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Create Products and Services for Every Stage of Client Development

Drawing Review – Virtual BIM and inputs
Vendor Management – Follow Up report
Daily Monitoring

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Newsletter – PMC term, and it would be a good thing…

———————-
* Suspects
* Prospects
* Clients
* Repeat Clients
* Champions
————————
* Automatically qualifying your prospects
* Gaining their permission to allow you to market to them
* Offering a low barrier or trial product/service
* Focusing on over delivering on the purchase
* Moving the client to other opportunities or levels of service
* Generating word of mouth or referrals

———————-

Free marketing material
* 10 Things You Must Know Before You Hire a Roofing Contractor
* Tax Slashing Secrets of the Rich Revealed
* 7 Simple Steps to Building Your Own Greenhouse
* 12 Ways to End Back Pain Now
* How to Cut Your Software Training Costs in Half

———————

Write a book on project management ?- To show yourself as expert in the infrastructure field.

—————
Create a map, or brainstorming or mind maps of doing things.

——————————-

Map every point of customer contact and look for holes in the hourglass.

——————————

No one likes to be sold anything, but they do love to buy.

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* A statement of a challenge, frustration, or problem that your target market experiences
* An image of what life is like when the problem is solved
* How they got here in the first place
* A path for them to follow
* A directed call to action

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Your cause can be grand or it can be humble, but find it and you will be much more prepared to market your business, run your business with passion, and hire people who support the cause and help improve and realize the vision for your business. Great causes possess the power of attraction.

——————–

• A sales call: Our Two-Step Internal Seminar

• Your guarantee:White Glove,We-Don’t-Rest-Till You’re-Happy-System

• Your service call: Annual ROI (return on investment) Guarantee Evaluation

• Your customer service: Postsale Satisfaction Check-up

• Your delivery of a service: Ten-Point Value Implementation Process

• Your referral process: 100 Percent Refund Process

• Your customer loyalty tactic: Birthday Surprise Bash

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Telephone Training

The telephone is often the portal to the prospect world for the small business. Everyone who answers the telephone for your organization should be trained to do it in a manner that represents and communicates your Core Message. This may require a script, practice, patience, and a zero tolerance policy, but it’s that important.

————————

Step One: run ads that offer the reader a free report, sample, or something of high perceived value.

Step Two: send the report to all who respond and market to this group like crazy.

———————-
* The Secrets of Hiring a Roofing Contractor Without Getting Burned
* The Legal Tax Cuts Your Accountant May Not Even Know About
* 101 Ways to Get More from Act Software
* What Your Pediatrician May Not Be Telling You about Car Seats
* 10 Surefire Methods to Help You Evaluate Your Auto Mechanic’s Ethics
* How to Buy Everything at 50 Percent Off
* How to Squeeze Every Drop of Value from Your Attorney
* Professional Mover’s Secrets to Packing Your Household Possessions So Nothing Gets Damaged
* 10 Must-Know Health Tips for People over 40
* How to Be Sure You Pay the Absolute Lowest Health Insurance Premium
* 10 Things You Must Know Before You Lease a Car
* How to Create a Flood of New Business in 7 Simple Steps

———————-
State the problem. Let the reader know up front that you realize the problem they have and you understand the frustrations they are going through.

Stir up the problem. Draw a picture of what this problem is likely costing them in terms of money, time, frustration, or status.

Paint a hopeful future. Begin to reveal what life could be like or what it is like for some others like them.

Outline a solution. Show them that you have an idea how they can get relief. Layer on the benefits of your solution.

Answer objections. Address the objections that you know your prospects have posed in the past.

Make an offer. Offer your free report, workshop,CD, or other free or low-cost information product.

Create a call to action. Tell them why and how they should contact you to get this offer.

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How to generate more PR ? – Needs to work out.

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People Love to Give Referrals

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• If you read a book that you loved, write the author and tell them so. (Almost all authors have blogs these days too.)

• If you liked a product, write someone in the organization and offer your testimonial.

• If you find a particularly well-written article in a magazine, write the author and comment on the topi

work the system

Posted: March 2, 2015 in book
Tags: , , ,

“There are things i must do right now, and there is barely the time or money or energy to do them. I will bulldoze my way through these tasks, and as usual , they will be completed just in time – but the results will be of marginal quality , and my body and mind will continue to be stretched to the breaking point. I ‘m tired and stressed and can’t seem to shake free of living on the edge, and i worry about my frame of mind and my health. There is too much chaos around me, too little control, and never enough money – things are far from what they should be……………. “

4 hour work week

Posted: March 2, 2015 in book
Tags: , ,

It is vain to do with more what can be done with less.
—WILLIAM OF OCCAM (1300–1350), originator of “Occam’s Razor”

Here are two truisms to keep in mind:

1. Doing something unimportant well does not make it important.
2. Requiring a lot of time does not make a task important.
There are two synergistic approaches for increasing productivity that are inversions of each other:

1. Limit tasks to the important to shorten work time (80/20).
2. Shorten work time to limit tasks to the important (Parkinson’s Law).
Do not multi-task.

“But you are the average of the five people you associate with most, so do not underestimate the effects of your pessimistic, unambitious, or disorganized friends. If someone isn’t making you stronger, they’re making you weaker.”

“People will choose unhappiness over uncertainty.”

“A person’s success in life can usually be measured by the number of uncomfortable conversations he or she is willing to have.”

“If you are insecure, guess what? The rest of the world is, too. Do not overestimate the competition and underestimate yourself. You are better than you think.”

“The question you should be asking isn’t, “What do I want?” or “What are my goals?” but “What would excite me?”

“Learn to be difficult when it counts. In school as in life, having a reputation for being assertive will help you receive preferential treatment without having to beg or fight for it every time.”

“SOMEDAY” is a disease that will take your dreams to the grave with you!

What we fear doing most is what we need to do

There is no less time, but lack of priority.

Bud broke the silence. “Kate’s story raises for me an astonishing point, Tom. And that is, when I’m in the box, I need people to cause trouble for me — I actually need problems.”

But remember, when we’re in the box, we’re self-deceived — we’re blind to the truth about others and ourselves. And one of the things we’re blind to is how the box itself undercuts our every effort to obtain the outcomes we think we want.”

“In fact, Tom,” Kate added, “Bryan and I provide each other with such perfect justification, it’s almost as if we colluded to do so. It’s as if we said to each other,

Bud placed both hands on the table and leaned toward me. “So simply by being in the box,” he said slowly and earnestly, “I provoke in others the very behavior I say I hate in them. And they then provoke in me the very behavior they say they hate in me.”

1. An act contrary to what I feel I should do for another is called an act of “self-betrayal.”

2. When I betray myself, I begin to see the world in a way that justifies my self-betrayal.

3. When I see the world in a self-justifying way, my view of reality becomes distorted.

4. So—when I betray myself, I enter the box.

5. Over time, certain boxes become characteristic of me, and I carry them with me.

6. By being in the box, I provoke others to be in the box.

7. In the box, we invite mutual mistreatment and obtain mutual justification. We collude in giving each other reason to stay in the box.

The more people we can find to agree with our side of the story, the more justified we will feel in believing that side of the story. I might recruit my spouse to join with me in blaming my son, for example, or I might gossip about others in order to gather allies at work in my collusion against another person or department.

“So the box gets in the way of our achieving results.”

“There are actually two main reasons why the box undercuts results. The first is what Kate has just taught us. When we’re in the box, what motivates us most is the need for justification, and what will bring us justification is very often at odds with what is best for the organization. Does that make sense?”

“It has to do with my ‘who-focus’ when I’m in the box,”

Out of the box, my what-focus at work is results. In the box, by contrast, my what-focus is justification.

many of the people typically described as being results-focused are anything but that. In the box, they value results primarily for the purpose of creating or sustaining their own stellar reputations — their who-focus is themselves.

when Chuck Staehli succeeded, or when he failed?

Self-betrayal is the germ that creates the disease of self-deception.

I saw in myself a leader who was so sure of the brilliance of his own ideas that he couldn’t allow brilliance in anyone else’s;

was I seeing them as people or as objects?”

“the question ‘How do I get out of the box?’ is really two questions. The first question is ‘How do I get out?’ and the second is ‘How do I stay out once I’m out?’ The question you’re really worried about, I think, is the second—how you stay out.

What doesn’t work in the box
1. Trying to change others.
2. Doing my best to “cope” with others.
3. Leaving
4. Communicating
5. Implementing new skills or techniques
6. Changing my behavior

“In the moment we cease resisting others, we’re out of the box—liberated from self-justifying thoughts and feelings.”

But since there are many people in my life—some that I may be more in the box toward than others—in an important sense, I can be both in and out of the box at the same time. In the box toward some people and out toward others.

it sometimes occurs to me that each of these people on the road is just as busy as I am and just as wrapped up in his or her own life as I am in mine. And in these moments, when I get out of the box toward them, other drivers seem very different to me. In a way, I feel that I understand them and can relate to them, even though I know basically nothing about them.”

You’re worried that in order to stay out of the box, you have to do everything that pops into your head to do for others. And that seems overwhelming, if not foolhardy. Am I right?”

“In other cases,” he continued, “getting out of the box may mean that I relinquish a prejudice that I have held toward those not like myself—people of a different race, for example, or faith, or culture. I will be less judgmental when I see them as people than when I saw them as objects. I will treat them with more courtesy and respect. Again, however, do such changes seem burdensome to you?”

In fact, when we’re feeling overwhelmed, it generally isn’t our obligation to others but our in-the-box desperation to prove something about ourselves that we find overwhelming.

you’ve probably felt overwhelmed, over-obligated, and overburdened far more often in the box than out. To begin with, you might compare your night last night with the nights that came before.”

“Which brings us back to your question, Tom. In your prior job, when you were thinking that your old boss was a real jerk, were you trying to help him, or was this judgment of him really a way of just helping yourself?”

it’s quite easy to get in the box because the justification is so easy—the other guy’s a jerk! But remember, once I get in the box in response, I actually need the other guy to keep being a jerk so that I’ll remain justified in blaming him for being a jerk

Because in the box, I need problems.

Out of the box I understand what it’s like to be in the box. And since, when I’m out of the box, I neither need nor provoke others to be jerks, I can actually ease, rather than exacerbate, tough situations.

“she didn’t need to blame me—even though I made a mistake—because she herself wasn’t in the box. Out of the box she had no need for justification.”

We keep people focused on results and on others.

Knowing the material
* Self-betrayal leads to self-deception and “the box.”
* When you’re in the box, you can’t focus on results.
* Your influence and success will depend on being out of the box.
* You get out of the box as you cease resisting other people.
Living the material
* Don’t try to be perfect. Do try to be better.
* Don’t use the vocabulary—“the box,” and so on—with people who don’t already know it. Do use the principles in your own life.
* Don’t look for others’ boxes. Do look for your own.
* Don’t accuse others of being in the box. Do try to stay out of the box yourself.
* Don’t give up on yourself when you discover you’ve been in the box. Do keep trying.
* Don’t deny that you’ve been in the box when you have been. Do apologize; then just keep marching forward, trying to be more helpful to others in the future.
* Don’t focus on what others are doing wrong. Do focus on what you can do right to help.
* Don’t worry whether others are helping you. Do worry whether you are helping others.