The Barefoot Executive PDF Summary

The Barefoot Executive PDFThe Ultimate Manual for Being Your Own Boss & Achieving Financial Freedom

Don’t you want to be able to just once go to work in your pajamas?

What about if that is your life?

Carrie Wilkerson teaches you how you can become “The Barefoot Executive.”

(Which, having founded a company by the same name, she quite literally is.)

Who Should Read “The Barefoot Executive”? And Why?

Do you like your job?

Can you imagine yourself doing it for the next decade or half a century?

If so, then – congratulations!

You’re one of the fortunate few people on this planet who’ve managed to become their own executives!

Because we just can’t imagine someone who’s not his own boss – and who, consequently, has to adhere to schedules, deadlines, inflexible work hours, etc. – content enough to not yearn for a different future.

Carrie Wilkerson’s “The Barefoot Executive” is a book about these yearners, the less fortunate ones.

Those who want to do something other than what they’re currently doing.

So, basically, it’s about you.

Carrie WilkersonAbout Carrie Wilkerson

Carrie Wilkerson is a bestselling author, consultant, and sought-after keynote speaker.

Named by “Forbes” a top small business influencer, Wilkerson has been featured on both Fox Business News and CNN and has consulted many Fortune 500 companies, including Google.

“The Barefoot Executive” is her only book so far.

Find out more at http://carriewilkerson.com/

“The Barefoot Executive PDF Summary”

Even though it shares the title, this book has nothing to do with the 1971 live-action Disney movie starring the young Kurt Russell and a very smart TV-loving chimp.

However, it may have everything to do with the brightness of your future and your wellbeing, since Carrie Wilkerson’s goal – as stated in the Introduction is

…to give you hope and to take you through the process of investigating your options and your skill sets to create the financial freedom and work life that you’ve perhaps only dreamed of until now.

Ignore the naysayers and avoid the status quo.

So, in other words, Carrie’s vision of your future is one in which you can go to work without socks – or even pants – and one in which you can have the flexibility to join your daughter on an all-day field trip whenever you like – without asking for permissions and without any consequences.

And she shares this vision in five main parts.

The first part is titled “The Myth Breakers,” and it consists of two chapters: “Job Security, Tenure, Retirement, and Other Fairy Tales” and “Why You Must Own a Business.”

As evidenced by the tiles themselves, these chapters set the tone for Carrie Wilkerson’s main investigation, i.e., the why before the how of becoming your own executive.

Needless to add, as far as Wilkerson is concerned, you’re living in some century past if you still believe that securing a 9-to-5 job for the long run is the only way you can live your life, or that you can retire inspired and live happily ever after on your social security pension only!

It’s never been easier than today to start your own business, so you’re missing the opportunity of your life if you don’t at least try that!

But how should you start?

Well, by not making one of “The Three Big Mistakes” which is how the second chapter of Wilkerson’s book is titled.

The mistakes are chasing someone else’s dream, chasing too many rabbits, and chasing dollars.

Wilkerson’s point here is that you shouldn’t try to be the next anyone because that way you risk detaching your own business from your real desires and dreams, ultimately falling down the same rabbit hole you were trying to climb up from.

In other words: if you don’t work the job you want, create the one you’ve always dreamed about!

Not the one which books say will most probably work, or the one which self-help authors claim will get you the most money.

As Simon Sinek so convincingly argued a while back, there’s only one place from which you should start building your company: its why.

Part three, “The Methods,” is where Wilkerson moves from the why to the how, or, in other words, from motivation to action.

Here she explains what the right mindset of success is and how personalizing a business means taking massive action.

However, actually masterminding it will probably mean doing at least one of two things: finding a good mentor and doing serious research.

After all, even the greatest of sportsmen can’t maximize their talents without a proper mentor – so, don’t act self-important and do find one.

The fourth part of the book – titled “The Models” – covers (quite fittingly) six different business models from which you can choose to develop your business practically from scratch.

The models discussed here are service based (i.e., the one based on using your skill set), expertise-based (coaching and consulting), knowledge-based (information marketing), goods-based (commerce or direct sales), and referral-based (commission or affiliate marketing).

The sixth model is not actually a business model in itself but a combination of the other, since, once you have at least one model firmly planted, nothing’s stopping you from progressing to multiple streams of income.

The fifth and final part of the book, “The Marketplace” is all about positioning and finding your right audience.

It tries to answer questions such as “who wants what you have?” “where will they find you?” and “where will you find them?” while also sharing some ideas to income and discussing how you can effectively build your audience.

Scattered throughout Wilkerson’s book, you’ll find many practical advises and case studies – “Barefoot Action Steps” and “Barefoot Case Studies” – in addition to numerous links to supplemental videos which should further help you understand Wilkerson’s message.

Which, ultimately, is really simple but extraordinarily powerful: if you don’t like your life, you can easily fix it.

Just remodel yourself:

Key Lessons from “The Barefoot Executive”

1.      Shatter the Myths of the Past Century – and Become Your Own Boss
2.      The Three Big Mistakes You Should Never Make
3.      The Five Business Models You Should Research

Shatter the Myths of the Past Century – and Become Your Own Boss

There are many unsubstantiated and/or obsolete myths which, unfortunately, have decided your life for you.

Some of the most frightening ones are the Myth of Job Security, the Myth of Tenure, and the Myth of Retirement.

These are all remnants of a past world which has nothing to do with the dynamic you-can-do-it-yourself age in which we’re currently living.

So, forget about them.

Start your own business and write some new myths for the new generations.

The Three Big Mistakes You Should Never Make

There are three big mistakes you should never make if (or, rather, when) planning to start your own business.

The first one should be an obvious one – but people do it much too often so that we can ignore it: chasing other people’s dreams. The point is to build your life around your very own.

The second one is chasing too many rabbits – because that way you probably won’t catch a single one.

Chasing dollars is the third one.

Money should always be just means to an end, not the end itself.

The Five Business Models You Should Research

Probably the most important part of “The Barefoot Executive” is the fourth one: “The Models.”

Here you’ll find five different business models you should research and the ways you can employ them and link them to your very own business.

These are service-based, expertise-based, knowledge-based, goods-based, and referral-based.

Finally, the sixth model is a combination of these, i.e., multiple streams of revenue.

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“The Barefoot Executive Quotes”

Why do you want to start a business? Why are you reading this book? Click To Tweet

The ‘why’ behind the money, the ‘why’ behind how you are changing people, the ‘why’ behind what you do is what you are really focused on. Click To Tweet

You are never going to work really hard just to have a lot of money. Click To Tweet

What motivates us is what the money can do or the cause it can support or the choices that money allows us to have. Click To Tweet

Take action, absolutely – but also keep learning and growing. Don’t ever be finished. Click To Tweet

Our Critical Review

If you want to find a one-for-all working formula on how to start a business and become a filthy rich person, “The Barefoot Executive” is not the book for you.

However, it can do you one better: it offers a comprehensive overview of the possibilities ahead of you while sharing with you all the motivation and inspiration you’ll ever need to finally get the courage to start of your own business.

Funny and stimulating, “The Barefoot Executive” is certainly one of the places where you should start pursuing your dream career.

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Leading Professionals PDF Summary

Leading Professionals PDFPower, Politics, and Prima Donnas

Power and politics are not like fire and water – they are like flames and charcoal. If you get into the water, you’ll get wet.

What we are trying to say is – many people fail to recognize the signs which indicate a foreseeable reality.

Leaders’ job is to anticipate everything and instruct others on how to steer the wheel.

Who Should Read “Leading Professionals”? And Why?

Leading Professionals is an applicable book that is written for the sake of newcomers and those eager to expand their knowledge in the realm of leadership. In other words, it’s perfect for individuals who are willing to dig up the mysteries of proper management.

We sincerely urge you to join Laura’s cause and abide by her paradoxical principles which may take your abilities to the next level. Pay attention and heed the warnings!

About Laura Empson

Laura EmpsonLaura Empson is an author, the Director of the Centre for Professional Service Firm and a senior researcher at Harvard Law School.

She spent more than 2 decades conducting various researches and case studies on professionalism and leadership.

“Leading Professionals PDF Summary”

Leading professionals ought to provide directions for other decision-makers, lawyers, managers, consultants but that isn’t a straightforward process.

Perhaps, avoiding the word – difficult would be the best because such claim can be misconstrued by those who divide matters into two categories: complicated and easy.

Having authority is one thing, knowing when and how to apply it, is an entirely enigmatic momentum. Why? – Because, professionals within an organization tend to possess distinctive features, which can jeopardize the communication in all layers.

In a democratic society, where opinions differ, enacting strict rules which control the behavior of those involved in the process is virtually impossible. Consensus as a tool starts to kick in; this organizational instrument sparks ideas and prompts people to commit themselves to the task, and come to an agreement with others if that’s necessary.

Without such outlooks and horizons, you can’t be regarded as a professional. It’s critical to be open-minded and willing to put the company’s interests above the personal gain. In efforts to align personal and professional goals, people lose their sense of self, so you don’t need to force any rapid conclusion.

According to Laura Empson, professional institutions or companies have to deal with two evidently energetic professionals:

  • Extensive autonomy – Professionals who would do anything to be in charge of their own operations and have an aversion towards monitoring and supervision.
  • Contingent authority – These group of professionals doesn’t mind having support from other leaders and rely on their partners.

Influencing and the ability to ask for better terms is becoming an integral part of the art of “Making Deals.” Leaders who can’t cope with pressure; can’t be labeled as goal-oriented professionals. In hopes of designing the perfect system that stimulates consensus, companies often change their internal policies.  

The standard procedures existing in every professional firm, give rise to a phenomenon named – plural leadership. As the name implies, it refers to a tricky situation that signifies how partnership develops into a new form of a joint command.

To put it briefly, this new form of authority takes the initiative to confront conventional and hierarchical decision-making and places emphasis on professional change.

Acting with such audacity takes more than just courage. The professional firms must be backed by all executives and those willing to invest in helping the management to solve complex organizational issues. All things said, leaders fly in the faces of 10 paradoxes:

  1. Autonomy and control” – It’s no secret that professionals love and appreciate autonomy. Nonetheless, those higher in the chain of command must at least supervise their activities, and finding the right balance is key. These professionals must be given a choice to willing accept a certain level of control for better organizational execution.
  2. Reluctance and ambition” – If you intend to lead and guide other members of the organization, you must not become one of those overly-ambitious leaders.
  3. Political and apolitical leadership” – Often times, professional organizations have political elements in their decision-making. Leaders need to possess specific skills, such as be able to talk smoothly and maintain influential craftiness to subside a storm within the ranks.
  4. Individual and collective interests” – In general, professionals in any company must protect their authority, but on the other side, they should take into account the interests of their partners. Nurturing these connections is vital for maintaining the stability of the organization.
  5. Harmony and conflict” – If your employees are deprived of a harmonious environment – productivity and efficiency will suffer. To avoid quarrels and growing tensions, leaders need to put themselves in the shoes of others to understand their perspective.
    Putting those tense feelings aside can give the organization the upper hand to withstand the competitiveness of the market.
  6. Insecurity and confidence” – Nobody likes insecure individuals! As a leader, you are obligated to help your co-workers and associates to build up that self-esteem and rise to the occasion.
  7. Commercial and professional priorities” – In some companies, a group of professionals may be in charge of large operations. These senior managers are inclined to agree that commercial profits are vital for maintaining the functionality of the company.
  8. Centralized power and distributed leadership” – There’s more than just physical evolution because a professional firm can also evolve in all matters. Power can swing from one executive to the other; departments may receive higher autonomy, and so forth. Leadership also can be distributed to various executives who showcased their readiness to carry out the operations.  
  9. Active and passive leadership” – Indeed, many great leaders act as observers. Their expertise and years of experience grant them the privilege of being spectators, who take drastic measures only in a given situation. Sometimes doing nothing, is in fact, doing everything. This is a great paradox that only a small group of leaders can digest. The proactive form is typical for the majority of managers, but that’s not the only practical approach.
  10. Ambiguity and clarity” – In theory, leaders are duty-bound to aid their base of disciples/followers/members/partners in times of trouble. This is especially true for matters that extend far beyond their level of competence. Ambiguous behavior is one of the most baffling paradox, and leaders in any professional firm must outline a plan to deal with such audacity.

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“Leading Professionals Quotes”

Senior professionals may choose to delegate authority to their elected leaders but reserve the right to undermine or remove them. Click To Tweet The assumption is that professionals who understand their clients’ business will be well qualified to lead their own. This inference is…no more than a good guess. Click To Tweet Political behavior among professionals… is not inherently wrong; it is an organizational fact of life. Click To Tweet Strong relationships between individual professionals and their clients are essential to the successful sale and delivery of professional services. Click To Tweet In a professional organization, the so-called greater good is simply the interests of the collective as defined by its leaders at a particular point in time. Click To Tweet

Our Critical Review

We rarely say this, but it seems like leadership in years to come will gradually transform from proactive into passive shape.

Genuine behavior inspired by the right and accurate information will serve as a tool for making that happen. This book is undoubtedly ahead of its time, and probably we will witness these changes in the foreseeable future.

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Winning with People PDF Summary

Winning with People PDFDiscover the People Principles That Work for You Every Time

Managing human resources as a process is in full-motion since the stone age.

People aligned in groups to improve their chances of survival.

These days, the cutting-edge technology grants us the opportunity to explore the magic in building strong and unbreakable bonds between people.

In this book summary, you’ll get a glimpse at these principles.

Who Should Read “Winning with People”? And Why?

Winning or influencing people has always been the topic of tense debates. Emperors, kings, managers, leaders, opportunists, and careerists, all strive to understand the psychology of influence.

Winning with People” is best suited for managers and leaders, who wish to pull the strings and act upon the feedback they receive from others.

About John C. Maxwell

John C. MaxwellJohn C. Maxwell IS ONE OF AMERICA’S finest authors and experts on leadership and influencing.

He is the author of many bestsellers – 21 Laws of Irrefutable Leadership, Developing the Leader within You, 5 Levels of Leadership, etc.

“Winning with People PDF Summary”

So, Maxwell known for its transparent and genuine approach jumps right into the 25 Principles that can enhance your relationships:

1. The Lens Principle

Have you ever wondered – What may destroy or improve relationships? – According to the author, the way people engage themselves in a conversation is a factor number one. For instance, if you suspect other person’s intentions, that may indicate that you feel pretty much the same way about yourself.

2. The Mirror Principle

If there’s anything harder than not judging others, that’s being aware of these notions. Self-awareness is difficult because people are trapped in the endless circle of thoughts. Trying to solve these tendencies amidst all the confusion, creates the mirror effect.

3. The Pain Principle

Often referred to as the pain body – according to Eckhart Tolle; the pain principle illustrates the magnitude of psychological or mental struggle. A person who experiences these sensations is prone to hurting others and judge those who don’t abide by their norms.

4. The Hammer Principle

Being a drama-queen/king is one-ticket to damaging your relationships. Some people have a habit of pushing the panic button on a regular level. Overreacting creates a brick wall between themselves and the interlocutor, and thus obstructs the process of nurturing strong and effective relationships.

5. The Elevator Principle

Don’t be surprised to hear that you’ve got the power to change another person’s life. It sounds even shocking for most people because they would rather indulge in gossiping than assisting other to overcome their insecurity. Their destructive mindset brings about hatred and impatience.

6. The Big Picture Principle

Well, putting the benefits of others above yours is not a popular approach in the capitalist era, now is it? However, if you persist in making and building great bonds with others, they have to witness sacrifice on your part – not just words.

7. The Exchange Principle

Generally speaking, putting yourself in the shoes of others can drastically reduce the judging notion, and help you get the big picture. By doing so, you’ll become a better listener and a more trusted companion.

8. The Learning Principle

What are your thoughts on helping others craft their skills?  Do you have a firm stand? – Make your presence count at any stage by being the “Example” in the room. A bad attitude renders such process impossible and forms invisible barriers.

9. The Charisma Principle

According to Dale Carnegie, a charismatic leader knows how to get the most out of its associates and employees. It’s proven that friendly body language gives positive vibes and incites people to return the favor in the same manner by being creative and productive.

10. People want their achievements recognized

If you constantly try to undermine the achievements of others, you’ll seriously damage the company/organizational performance. Think about your motives and question your ideas that make you undervalue great successes. Without trust and mutual respect – you can’t flourish.

11. The Confrontation Principle

If you and your team are propelled into a hostile situation, the only thing you can do is provide arguments. Conflicts are an integral part of life, and these events shape your decision-making abilities. Don’t fight the current, just act smart and call a meeting to solicit the views of everyone involved.

12.The Bedrock Principle

As we mentioned, the backbone or the cornerstone of every successful bond is trust. The pillars of building such relationship are formed in the fire of mutual understanding. Being a person with integrity or an individual whose words don’t differ from its actions, represents this principle.

13.The Situation Principle

Having the situation under control at all times seems like an impossible task. Temporary defeats can reduce the credence given to your plans, but that must not be an excuse. Even a top athlete can lose its concentration during the game, so don’t judge yourself, and understand that momentary setback is neither the judge nor the jury of your efforts.

14. The Bob Principle

Have you noticed that every group has a black sheep in their ranks? Leaders need to make sure that everyone’s agendas align with the organization/team/company/ plans. Don’t be that problem-maker and provide support to the management.

15. The Approachability Principle

It’s clear as day that people have no inclination talking to people they dislike. Being available to listen to their complaints can really prove to be a win-win situation. Respect their individuality, because in the 21st century, organizations are customer-centric and every single internal/external preference must be met.

16. The Foxhole Principle

They say – Any friend shows its true face when you are in trouble. So, find the ones that don’t back down when things get messy. Find those who can withstand pressure, and don’t succumb to the strain.

17. The Gardening Principle

Think of relationships as flowers; if you don’t put water, they will dry out. So, renewing and watching after these connections is the only path you should take. Otherwise, you won’t be able to cultivate the bonds you create with people.

18. The 101 Percent Principle

Not many individuals take into account each other’s interests. They just want the other party to honor their side of the agreement, and that’s it. Embrace differences and don’t be pulled by greed because that way you’ll damage your reputation.

19. The Patience Principle

In general, groups tend to be a bit slower than individuals. As such, they require more time in preparations, management, delegation, and execution of tasks. So, if you find yourself in a complex environment, be patient, and remain with both feet on the ground.

20. The Celebration Principle

Everyone is dependent on encouragement, especially after a setback. You need to provide cover and support for the actions of your employees. When joint efforts generate great results, make sure to sing the praises of every individual who contributed to the outcome.

21. The High-Road Principle

This principle emphasizes three rather practical approaches to handle different personalities:

  • Middle road – how you would like to be treated.
  • The lower road – a bit worse than your initial demands.
  • The high road – to be treated better than your demands.

22.The Boomerang Principle

The 22nd principle gives some honest explanation on the give-and-receive attitude. When you lay eyes on a relationship worth investing; you need to do everything in your power to establish a healthy communication between you and the other party. Help others = help yourself.

23.The Friendship Principle  

Friendship is essential for good business. It’s proven through case studies that the art of making a deal heavily depends on harmony and affinity between the parties. If you possess social skills, you are surely aware of this revelation!

24. The Partnership Principle

Two heads think better than one; two leaders can easily outperform a single decision-maker. Partnerships are vital for keeping the ideas flowing in and out. Benjamin Franklin endorses the same assertion by indicating that self-improvement often works better in a union.

25.The Satisfaction Principle

Sharing similar experiences and encounters can often straighten any problems out among members of the same organization. That’s precisely why people indulge in staying together and have this excitement at the beginning of every relationship.

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“Winning with People Quotes”

Any married man should forget his mistakes—there’s no use in two people remembering the same thing. Click To Tweet A person with a negative self-image will expect the worst, damage relationships, and find others who are similarly negative. Click To Tweet People knowledge is much more important than mere product knowledge. Click To Tweet The real art of conversation is not only to say the right thing in the right place but to leave unsaid the wrong thing at the tempting moment. Click To Tweet I may not be able to change the world I see around me, but I can change what I see within me. Click To Tweet

Our Critical Review

John Maxwell never disappoints. His actionable tips and effective strategies regarding leadership made him the person he is today.

We cannot think of any misleading info that we encountered while reading this book.

We give our thumbs up!!!  

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A Complaint Is A Gift PDF Summary

A Complaint Is A Gift PDFRecovering Customer Loyalty When Things Go Wrong

Customers are gold, and the business should revolve around their needs, not your agenda.

Experienced managers and marketers realize that understanding their position is like having the wind at your back!

In this book summary, we try to melt all the vital info and lay the foundations for a new strategy.

Who Should Read “A Complaint Is A Gift”? And Why?

If you ever plan to run a business or expand your expertise regarding CRM, this book should be on your pending list!

We believe that “A Complaint Is A Gift” is like a research bomb, whose clock is already ticking.

Therefore, newcomers in the world of managers, business experts, and marketers need to dive right into the essence of this masterpiece and use its sources to devise better plans.

About Janelle Barlow

Janelle BarlowJanelle Barlow is an expert in customer behavior and the president and owner of TMI US. Her contribution to customer-management is out of the question.

Despite being the author of four books including (Emotional Value), she has also provided many top-notch brands with consulting services!

“A Complaint Is A Gift PDF Summary”

If you didn’t see this one coming – we have to explain that receiving complaints doesn’t reflect “The End of the World.” Truly, there’s a number of useful practices that can help you understand the big picture. For instance, you can accelerate your business career by knowing how to interpret complaints and appreciate their effect.

If companies can begin to see complaints as gifts, it will open an entirely new path for interacting with customers and benefit everyone.

Janelle insists on observing especially highly-negative complaints as messages, which help you steer your company. In other words, using this vital info can give you the upper hand in defeating your rivals. You don’t need us telling you that this is not the industrial era – for every action, there is a suitable reaction.

So, why gifts?

There’s one thing to keep in mind – if you decide to conduct an analysis regarding consumer behavior, or if you endeavor to make heads and tails of something, you need valuable and sincere feedback from the other party.

In this case, that other legal body/union/group/association are your customers. If you label yourself as a customer-centric organization that is not merely profit-driven, you have to put customer behavior on top of your priorities.

Their feedback is priceless because it directs your company on the right path. Always be passionate about complainers, they are your corner guy! Make them feel like you care for their objection.

Fortunately, Janelle Barlow designed 8 Step Fundamental Technique – named The Gift Formula that helps you determine what to do in which situation.

Here’s how to do it:

  1. Say, “Thank you.”

Expressing gratitude means that you are not biased when it comes to the company’s performance and you take all notes into account. On top of that, you don’t evaluate nor verify the legitimacy of the complaint.

When it’s your birthday, and you receive a gift – we assume you don’t ask nor demand specifications about the present. Where it was purchased, how much it costs, who bought it, and so forth. Whether you need it or not, it’s polite to say “Thank You.”

  1. Explain why you appreciate the feedback.

Customers love their needs to be met, and you can’t do much better than explaining your official status about the quarrel.

You know the old one? – The customer is always right! That means, even if they don’t have trustworthy arguments you must put their interests above yours.

  1. Apologize for the mistake.

Do you have to apologize for specific errors in the process? – Indeed, but only after you complete the first two stages, and created an official stand about the problem.

If you merely apologize, the customer would feel as if the company plans to do nothing, and their feedback means very little to you. Give them a feeling that the organization is working on improvements to meet their needs.

  1. Promise to do something about the problem immediately. Take responsibility.

What customers value the most? – To be involved in the process of decision-making! It’s sound a bit strange that a one-time customer can dictate your operations, but it’s the only path you should take.

Start by saying what and how fast you plan to fix the problem to change their opinion.

  1. Ask for necessary information.

If you monitor these processes or if you are one of the employees who handle customer complaints, you need to possess certain expertise and full-knowingness of the tunnel for dealing with such issues.

Making the customer feel pleased with the company’s efforts, is vital to keep the organization functional. A significant portion of these complainers don’t expect any action on your behalf; they just want to share their issue with the organization.

  1. Correct the mistake – promptly.

Well, speed does matter. Look at it this way, you go to an expensive restaurant, and you order caviar and wine for you and your lovely lady. The waiter accepts the order but delivers it 50 minutes after the initial demand is made. What would be your response?

Your patience has expired, and even if the food is delicious, your overall experience with the restaurant is not that great. Fixing any issue at lightning speed is critical for transforming these unhappy customers into loyal “subjects.”

  1. Check customer satisfaction.

After you completed all these steps in the process, it’s vital to assess the customer satisfaction and see whether their aversion is starting to fade away.

Make a call is one way to do it and ask whether the solution to the problem satisfies their appetites. In some rare occasion, you can also share the precautions taken to prevent the issue from occurring again.

  1. Prevent future mistakes.

Train your staff to avoid similar mistakes in the future. Make sure that you don’t pass the blame on them, always take “We” instead of “You” “I” “He” “She,” that way you’ll make everyone equally responsible for both successes and failures.

If you display excellent management skills, your staff members will eagerly put your instructions into action and implement the solution to its full extent.

Key Lessons from “A Complaint Is A Gift”

1.      The customers are your most precious jewel
2.      You are not right
3.      Take one step at the time

The customers are your most precious jewel

Profit-driven companies hit the bottom quicker than you ever thought possible.

We are not saying that you should not be making money, that is absurd, but your primary incentive must be making the end user happy and satisfied.

You are not right

If you have all the arguments in the world to prove the customer wrong; you’ll still be leaning towards the losing side!

It’s not what you can prove, or how well you can contradict the consumer’s statements, but how you handle complaints.

Take one step at the time

Don’t simply rush into conclusions; making split second-decision won’t do you any good. To deliver a superior product, you have to execute all steps with utmost perfection.

In doing so, you’ll build a strong base of loyal admirers!

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“A Complaint Is A Gift Quotes”

If companies can begin to see complaints as gifts, it will open an entirely new path for interacting with customers and benefit everyone. Click To Tweet We must welcome these complaining customers and make them want to come to us with their feedback. Click To Tweet Without open communication between front-line personnel and managers, service quality is very difficult to achieve. Click To Tweet Poorly written policies encourage front-line employees to pay more attention to enforcing company rules than satisfying upset customers. Click To Tweet Organizations need to encourage staff to seek out complaints because this will define what customers want. Click To Tweet

Our Critical Review

Your customers don’t feel pity for you, and they expect something in return for either their time or money.

Janelle teaches you how to make the most out of any situation by advocating for superior-quality.

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How to Be a Power Connector PDF Summary

How to Be a Power Connector PDF The 5+50+100 Rule for Turning Your Business Network into Profits

Do you want to be successful?

Of course, you do!

A few decades old news flash:

Success is not just about having an innovative idea and some luck along the way.

It’s also about having a vast network.

And according to Judy Robinett, even that isn’t enough anymore!

Great networkers are a thing of the past; it’s about time you learned “How to be a Power Connector.”

Who Should Read “How to Be a Power Connector”? And Why?

“How to Be a Power Connector” is the book anyone who wants to learn how to build a stronger business network should read.

Consequently, it’s a must-read for those who want to climb the career ladder and improve their future prospects.

And because, ultimately, it tends to teach you how to be a more sociable person, it’s also about talented introverts who want to find a way to be successful in the dynamic business world of today.

Judy RobinettAbout Judy Robinett

Judy Robinett, “the woman with the titanium digital Rolodex,” is a business thought leader and a long-time entrepreneur and corporate executive.

She has been on the advisory boards of Illuminate Ventures, Pereg Ventures, Springboard Enterprises, and Women Innovate Mobile (WIM).

In addition, she has been profiled in “Forbes,” “Huffington Post,” and “Bloomberg Businessweek.”

The bestselling “How to Be a Power Connector” is her only book so far.

“How to Be a Power Connector PDF Summary”

If you’ve ever watched a film about street gangs – or been in one – you’ve probably learned one of the fundamental rules of gang membership:

For better or for worse, once you’re in a gang, people tend to attach to you the deeds of the gang.

So, you’re either good or bad by reputation, inspiring fear or respect even if you’re very different from the rest of those in the gang.

Translate that in the world of business networking:

If you know Jeff Bezos – or even know someone who knows him – people tend to look at you differently and listen to your ideas with very different ears.

Put that in terms of a simple equation:

More powerful network = more personal power.

Or, as Judy Robinett puts it:

Skill is fine, and genius is splendid, but the right contacts are more valuable than either.

So, is your network strong enough to harness your skill and genius?

If you don’t know the answer to that question, ask yourself at least three other:

#1. What is the proportion of strategic relationship when compared to other network relationships? (This is called, strategic quotient, SQ, and it’s a very important metric)

#2. How many people do you talk on a regular basis, and how much value do these discussions add to your future prospects?

#3. How many people on your “networking wish list” are you connected with, and do you have a plan on how to connect with those you are currently not?

If your SQ is great, and you have all but few people left on your networking wish list – then you’re doing a great job as a power connector.

If not, it’s time you regroup and start building your network according to the 5+50+100 Rule:

Your Top 5: The Inner Circle

There should be only 5 people in the world that you are really close to and that you listen and talk to on a daily basis.

Normally, these are probably your parents, your spouse, your best friend and your business partners.

These are the people that are prepared to go to hell and back with you, and the people you won’t hesitate calling at 3AM even if you need some help to bury a body in the backyard.

Your Key 50: The Valuable Circle

This group consists of people you should contact on a weekly basis.

They are your friends and your close associates which are valuable to you, so you always try to add some value to their lives.

In time, it will certainly pay off.

Your Vital 100: The Business Circle

These are some of your more distant friends and occasional business acquaintances.

You like these people as well, but you have only 24 hours in a day, and 7 days a week – so you should contact your vital 100 about once a month.

You can’t afford (and don’t like) to lose them – but you don’t have time to add value to their lives as well.

However, your job doesn’t end with recategorization.

The catch is to choose wisely as well and build a deep and diversified network.

There’s no point in surrounding yourself with people who are like you – or are alike each other. So, if you are a Buddhist, find some Catholics to talk to once in a while; and if you are a Liberal, spend some time with a Democrat or two.

Next, find the right environment for your network.

Once again, there’s no point in having twenty publishing agents in your Key 50 if you are not planning to publish a book.

Concerning this, Steve Jobs – who else? – once offered new entrepreneurs great advice you should heed to: donate to the charities of the people you want to meet.

Because – well, you’ll help, and, as a bonus, you’ll be invited to their Christmas parties!

Key Lessons from “How to Be a Power Connector”

1.      The 5+50+100 Rule
2.      The 10 Character Traits of Power Connectors
3.      The 4 Steps of Power Connecting

The 5+50+100 Rule

Want to build yourself a strong network?

Then follow the 5+50+100 Rule!

It’s fairly simple:

Set aside a group of 5 people – your Top 5 – you know you can trust come what may. Usually, these are your parents, your spouse, your best friend and your direct business associate. Call these people daily and help them whenever; they will help you back even if you don’t.

Your Key 50 should be a group of close friends and close associates. Call them at least once a week and try to add some value to their lives whenever possible.

Finally, your Vital 100 should be a group of distant business acquaintances you really like and whom you should call about once a month.

155 people – that’s the rule-of-thumb limit of your network!

The 10 Character Traits of Power Connectors

All power connectors share ten traits:

#1. Authentic: they are “genuine, honest, and transparent.”
#2. Trustworthy: they are dependable and have a great reputation based on their past results.
#3. Respectful: they are “appreciative of the time and efforts of others” and “treat subordinates with the same level of respect as they do supervisors.”
#4. Caring: “they like to help others succeed” and “have good hearts.”
#5. Listening:  they ask beautiful questions, and they are authentically “eager to learn about others – what’s important to them, what they’re working on, what they’re looking for, and what they need.” 
#6. Engaged: they actively take participation in life and are passionate about things.
#7. Patient: “they recognize that relationships need to be cultivated over time” and so, they invest time in maintaining them.
#8. Intelligent: they are not just skillful and smart, but also they are thoughtful and never burn bridges.
#9. Sociable: they are “nice, likable, and helpful.” In fact, most of them “enjoy being with people, and they are happy to connect with others.” 
#10. Connected: “they are part of their own network of excellent strategic relationships.”

The 4 Steps of Power Connecting

Power connecting is a game of four stages.

It starts with preparation, which means making a 5+50+100 wish list of connections.

Then, you should move to targeting, or, in other words, actually finding ways to meet the people on your list.

Once you do, follow up – it’s crucial to recontact your targets within 24 hours.

Finally, connect your connections for the long run – be sure to add or create some value in their lives, and connect them to some other people from your circles.

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“How to Be a Power Connector Quotes”

Business relationships are important for strong communities. Click To Tweet

Be completely honest. Always own up to a mistake if you’ve made one. It’s more important to be nice than to be right. Click To Tweet

When you deliver first-class work as a volunteer, people will assume you deliver the same high-quality work in your professional life. Click To Tweet

Never burn bridges. People change—cut them some slack and be forgiving. Click To Tweet

In the end, the most important thing will not be the titles you have held or the money you have made but the kind of person you have become. Click To Tweet

Our Critical Review

The main premise of Judy Robinett’s book “How to Be a Power Connector” is that nowadays networking may be more important than both skill and genius – and that it is learnable.

Even if the former is not entirely true, business networking is still an essential part of modern life.

Use this book to become skilled at it.

It’s neatly organized and easily applicable – so you can start tomorrow!

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Lucky or Smart? PDF Summary

Lucky or Smart? PDF Secrets to an Entrepreneurial Life

Could it be that billion-dollar-worth entrepreneurs have been merely lucky?

Or are they – as the media would have you believe – much smarter than you?

Maybe it’s both?

Bo Peabody, a successful entrepreneur himself, answers the question from his own experience.

So, find out whether he was “Lucky or Smart?”

Who Should Read “Lucky or Smart?”? And Why?

Luck is a big part of business life,” says Bo Peabody, “and perhaps the biggest part of entrepreneurial life.

Not something you’d expect to hear from an entrepreneur dubbed “brilliant” by the press of the 1990s.

Well, that’s why Peabody wrote this book.

And that’s why you – first-time entrepreneurs, startup founders, Steve-Jobs-wannabes – should read it right away.

 Bo PeabodyAbout Bo Peabody

Bo Peabody is an American entrepreneur and venture capitalist, currently the owner of Renzell and a Venture Partner and Entrepreneur-in-Residence at Greycroft Partners.

Back in the 1990s, he founded tripod.com, one of the earliest dot-coms and, at one time, the eight most visited site on the Internet. Afterward, he founded at least five other companies – all of them successful.

“Lucky or Smart?” is his only book so far.

“Lucky or Smart? PDF Summary”

In 1992, Bo Peabody was a 21-year old student at Williams College, with a relatively simple idea: to use the emerging Internet technology to create an online community for college students.

So, he teamed up with a college classmate named Brett Hershey, and one of his professors, Dick Sabot, and build tripod.com, a “hip Web site and pay service for and by college students.”

It may not seem that hip today, but back in the 1990s, it was one of the hippest things you can think of!

Especially after Peabody – who was the company’s CEO – realized that people used Tripod’s Homepage Builder much more than anything else and pivoted the company in a new direction.

So, by 1996, tripod.com had transformed from “a ‘practical advice for students’ website” into a webpage-creator, with an idea “to build a community through user-created and user-based content.”

So, consider tripod.com the WordPress of the 1990s!

After receiving an initial investment of $3 million dollars from NEA, in 1997, Tripod collected $10 million more, and by the end of the year, it numbered 40 employees and all but million registered members!

Even so, it never posted a profit, and “generated barely any revenue.”

Be that as it may, on December 30, 1997, in exchange for Tripod, Peabody was offered $58 million in stocks of a publicly traded company named Lycos.

The very next day, Peabody agreed to sell, consenting to a lockup which forbade him to sell his Lycos stocks for two years.

The lockup clause turned out great:

In two years, the value of the stock increased tenfold.

And at the height of the dot-com bubble and just a few months before the market crashed, on the very last day of 1999, Peabody sold nearly every share of his Lycos stock.

What did he do with the money?

Taking advice right out of Buffett’s, Lynch’s and Munger’s book of no-tricks, he invested it in bonds and real estate – because he needed a house, but also because these were “the only two investment vehicles [Peabody] could thoroughly understand.”

Don’t forget the most important part of this story:

At the time, Peabody was merely 27 years old!

So, was he some kind of a genius – or did he get lucky?

“In response,” he writes,

most people give a two-part answer: they recite the trite adage ‘I’d rather be lucky than smart,’ and then they sigh and say, ‘Well, you know, it was a little of both.’

I give a different answer:

‘I was smart enough to realize I was happy.’

And that’s the right answer.

In our opinion – it’s also a great answer!

And it’s the main lesson from this very brief (originally correctly subtitled “Fifty Pages for the First-Time Entrepreneur”), but ultimately very rewarding book!

Namely – that in business, people tend to confuse being lucky and being smart, even though sometimes their success is the equivalent of finding $20 on the street!

You should not do that: your job is to be humble and keep your ego in check.

With that being said, there are some things you can do to force your luck:

#1. Found a company which is fundamentally innovative, morally compelling, and philosophically positive.

These are the companies around which smart people who work hard gather – and, you know what they say, the harder one works, the more luck one has!

#2. Practice blind faith.

When one starts something fundamentally innovative, one is bound to get one or two thousand “you’re crazy” along the way. Loving your startup and believing in it blindly will do the trick – otherwise, you’ll give up the moment the first obstacle arises (and there will be hundreds).

#3. Learn to love the word “no.”

Nobody hears the word “no” more than entrepreneurs; consequently, nobody should accept it less.

When his college application was rejected, Peabody rang the assistant director of admissions and told him that he “reject his rejection.”

He worked with him on a year-long program to fix the faults of his application, and, lo and behold, the following year he got in!

#4. Don’t believe your own press.

The press likes the story of the Jobs-like CEO – the genius capable of transforming the world in an hour. And so – it sells this story to the public.

It’s not the true story, however.

In the case of Peabody, he sometimes worked 100 hours a week, even though, based on what people read in the newspapers and watched on TV, he was a skiing-going CEO-slacker who couldn’t care less about work.

So – once again –

#5. Know what you don’t know.

Don’t let others fool you.

A large part of success comes from luck.

Don’t be smart about things you don’t know.

It may cost you a fortune!

Key Lessons from “Lucky or Smart?”

1.      Entrepreneurs Are B-Students, Managers Are A-Students
2.      Understand the Difference Between Being Lucky and Being Smart
3.      Keep Your Ego in Check at All Times

Entrepreneurs Are B-Students, Managers Are A-Students

There’s a reason why Warren Buffett never manages the companies he buys.

In Bo Peabody’s opinion, that reason is very simple: because entrepreneurs and managers live in two different worlds.

While the former are born and not made – the latter are made, and rarely born.

Bo Peabody was an entrepreneur even at the age of 10 when he was mowing other people’s lawns for some extra cash.

However, he always knew that he was only great to start things – a sort of a Jack-of-all-trades – not to manage them.

With some notable exceptions, this is almost always the case.

So, if you want to be an entrepreneur, be aware that a large part of your job is to attract and motivate the best managers.

Understand the Difference Between Being Lucky and Being Smart

Most startups end up unsuccessful because entrepreneurs fail to realize the difference between being lucky and being smart.

In the opinion of Peabody, this is the “one overarching theme that ties all of [his] observations together,” the one thing he is “absolutely, completely, one hundred percent sure you should take heed of, and never forget.”

So, you can ignore all of his other advices – but don’t ever overlook this one.

Keep Your Ego in Check at All Times

Ego – as useful as it can sometimes be – is your enemy to understanding the difference between being lucky and being smart.

It’s what may tempt you to believe your own blown-out-of-proportions press.

It’s also what may stop you from turning over your company to more capable managers or lead you to ignore the advices of people who are smarter than you.

In a nutshell: more often than not, your ego is your enemy.

Keep it in check.

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“Lucky or Smart? Quotes”

If your idea is big enough and crazy enough, all you have to do is survive. If you survive you will succeed. Click To Tweet

Luck is a part of life, and everyone, at one point or another, gets lucky. Click To Tweet

Luck is a big part of business life and perhaps the biggest part of entrepreneurial life. Click To Tweet

The number-one killer of start-ups is when entrepreneurs confuse ‘being lucky’ with ‘being smart.’ You must possess the humility to distinguish one from the other. Click To Tweet

Was I lucky? You bet your ass I was lucky. But I was also smart: smart enough to realize that I was getting lucky. Click To Tweet

Our Critical Review

“Lucky or Smart?” is one of the most honest books ever written by an entrepreneur.

Most will toot their own horns and tell you that they had great ideas and were brilliant all the way.

Peabody says something that rings far truer: he was smart enough to realize that he was lucky.

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Emotional Value PDF Summary

Emotional Value PDFCreating Strong Bonds with Your Customers

Well, every company will face imminent disaster if the managers cannot devise a strategy that can keep expanding the loyal base of clients!

In this technically advanced and competitive market, that’s harder than you can imagine.

This book examines some fundamental principles that you should keep in mind, to overshadow your competitors.

Who Should Read “Emotional Value”? And Why?

Every person prefers being in charge of a business that appeals to its nature. Quite often we found ourselves in the midst of confusion, where the company stagnates and is unable to flourish – financially speaking.

Emotional Value” is particularly useful for managers and leaders whose incentives and intentions motivate others to take action.

About Janelle Barlow

Janelle BarlowJanelle Barlow is a celebrated writer, and the author of a best-selling book named A Complaint is a Gift.

She is a partner in a consultancy company whose clients are Hewlett-Packard, Avon, and many others brands.

“Emotional Value PDF Summary”

The digital era is filled with revolutionized ideas and CRM systems that try to bring the company’s service closer to consumers’ hearts. That’s right – HEARTS, not needs. Emotions represent the most critical asset in running a business that generates a change in leaders’ behavior.  

An honest review or feedback can put your company on the map. Then again, the feelings your products or offerings arouse is the difference between success and failure. One negative reaction can hamper the production or delivery of goods.

By now you are starting to get the big picture and absorb the pivotal role emotions have in determining the quality of service an organization has to offer.

Pursuing product satisfaction is not enough for gaining momentum, and you need a little bit more than just a friendly response.

As soon as you begin to put emotions up front, your business will show signs of improvement and motivation. Customers need to be emotionally fulfilled by your goods, and that’s the only way you are ever going to build a loyal base of consumers, in an overly competitive marketplace.

How about paying more attention to customer preferences? Are your products build for specific users or masses? Big brands realize that it’s hard for making the customers accommodate to the new realities, and they accelerate their profits by doing the hard work for them.

In other words, an emotional reaction is the poster boy for a successful launch of a product. To drive this point home further, the author gets us introduced to some stimulus or incentives that inflame the call-to-action mentality:

  • I wanted it
  • I wish I could have this
  • I felt like needing this
  • I must have this
  • I deserved a little reward

From a business standpoint, how to interpret emotions and what do emotions tell us about the needs of the customers?

  • Emotions signify how essential some feature is to the customer.
  • Emotions tell us whether the business provides excellent or mediocre customer service.
  • Emotions help us understand how customers react to changes and how they behave in a given situation.

Renowned psychologists agree that greater awareness both on and off the field is vital for being one-step ahead of any response.

Such mindset reduced hostility and promotes good will. If you cannot learn the ropes of the problem, you’ll drain your mental and physical supplies of energy, and plunge into psychological tiredness that leads to antagonism.

In business-related terms, that actually signifies that the effectiveness of the process is dependent on your ability to anticipate the environmental response. To be in tune with the needs of your target group, one must fixate its attention on keeping the customers in high spirits.

Here’s how:

  • Getting to the bottom of what went wrong.
  • Creating a mental barrier between yourself and the idea of making snap judgments.
  • Running brainstorming sessions to understand the customer problems and design schemes to prevent similar issues.
  • Monitor all the other processes performed by the staff, especially those that involve direct interaction with the users.
  • Adjust your mindset and change your habits.

In a recently commissioned survey, the researchers realized that analyzing the customer emotions is an excellent way to define the company’s mission, vision, and long-term plans. It’s impossible to please all of them, but you can make some strides in delighting the larger percentage of people.

If service transactions had no value to customers, customers wouldn’t have emotions about them.

For instance, the department which handles customer complaints is more than just a service-providing level of control. It actually is a data-collection center, that views, interprets and measures the responses coming in different shapes and forms.

We are looking at a possible grand slam home run, if the company knows how to impress the customer with a dose of professionalism and technological sophistication.

Even though, we live in times where you can buy 150 different types of soda, 1000 unique faucets, and millions of incomparable vehicles; THE CUSTOMERS prefer loyalty.

Why? – For one simple reason; it’s easier and much more convenient than switching or jumping from one product to the next.

They’ll save time, save money, and rest assured that their needs are well met.

Loyal customers, unlike newcomers, are more tolerant of product errors, delays and shipment mistakes. The quality of items is their primary concern, and if they know that at the end of the road, they’ll receive superior service, they would have no problem to stick around for a while.

Key Lessons from “Emotional Value”

1.      Be open-minded and flexible
2.      Deliver the best service possible
3.      Take advantage of the circumstances

Be open-minded and flexible

To handle these emotional reactions, one must take into account all possible outcomes.

Being aware of what could happen as a result of something, can give you the upper hand in a potential clash between competitors.

Deliver the best service possible

Rudeness can be attributed to low-level of control and mismanagement that can ruin the organization.

In all honesty, your customers for every penny paid expect nothing less than a pure brilliance, because if your team is unable to deliver superior service, your competitors will catch hold of them!

Take advantage of the circumstances

It’s pretty evident that emotions trigger the decision-making attitude, and brands ought to use this particular situation to turn things in their favor.  

You must know the rules of the game, before becoming a master.

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“Emotional Value Quotes”

One powerful way to distract adults is through humor. Click To Tweet Positive moods tend to generate more creative thinking. Click To Tweet The emotional sting of poor customer service stays with customers much longer than most realize. Click To Tweet Emotional value, as much as quality or any other dimension of an organization’s worth, can make or break a business. Click To Tweet Customers want and expect to be positively, emotionally, and memorably impacted at every level of their commercial existence. Click To Tweet

Our Critical Review

In our opinion, a book that is not applicable and informative has no real value.

This one extends beyond the boundaries of “useful” and enters into the category of “priceless.”

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Choose Yourself PDF Summary – James Altucher

Choose Yourself PDF Be Happy, Make Millions, Live the Dream

In life, you are faced with thousands of choices.

So, what do you choose: the best university out there or the joy of being homeschooled? A steady job and a career, or an enticing, but risky business move that may not pay off? A faithful spouse and three children or a passionate love affair that may go down in flames?

James Altucher says: “Choose Yourself.”

Who Should Read “Choose Yourself”? And Why?

If there ever was a time in the history of humanity when you could choose yourself without serious repercussions – that time is certainly today.

And – James Altucher adds – this is a chance you mustn’t blow!

Choose yourself over conventionality and become one of the newest breed of humans: entrepreneurs, the lone wolves capable of disrupting the economy and changing the world.

And this book may help you become as great an entrepreneur as you can be since it will help you understand the current state of the economy and teach you how you can transform this knowledge into wealth.

And it’s easier to make choices once you have the money.

James AltucherAbout James Altucher

James Altucher is an instantly recognizable entrepreneur, venture capitalist, hedge fund manager, angel investor, bestselling author, podcaster and a chess master.

He has founded or co-founded more than 20 companies, 17 of which have failed. The rest, however, have been pretty successful, such as, among others, Reset Inc. and StockPickr, the latter called one of the 50 best websites in the world in 2007 by “Time” magazine.

Altucher has also written about 20 books, two of which – “Choose Yourself” and “The Power of No” – have been WSJ bestsellers. His bibliography includes few other influential books such as “Choose Yourself Guide to Wealth,” “The Rich Employee,” “Reinvent Yourself,” and “I Was Blind But Now I See.”

Find out more at JamesAltucher.com. You can also reach him on Twitter (@Jaltucher), on Instagram (@altucher) and even on his personal cell phone ((203) 512-2161).

“Choose Yourself PDF Summary”

The American Dream is dead.

It may have been ever since the 1970s for a group of disillusioned intellectuals and rebels, but after the economic crisis of 2008, it seems that it is an ex-dream for the majority of Americans.

A good education doesn’t mean a good job anymore and, what’s worse, it’s far from synonymous with phrases such as “steady job” and “long-term security.”

in the globalized tech-driven market, American companies have either replaced people with technology or opted to outsource many jobs to developing countries.

Either way, many Americans are today living in a state of existential dread.

They shouldn’t be – says James Altucher.

Because the death of the American Dream means the birth of something much better: the “Choose Yourself” era.

As opposed to any previous era, today you don’t need to wait to be “chosen” by somebody; you can “choose” yourself from the very start.

All you need is a laptop and a smartphone – in addition to an idea, some self-confidence, and the readiness to fail forward:

Everyone is an entrepreneur. The only skills you need to be an entrepreneur are the ability to fail, to have ideas, to sell those ideas, to execute on them, and to be persistent so even as you fail you learn and move onto the next adventure.

You have written a book, and you want to publish it?

You don’t need to wait to be chosen by a publishing executive to do that! Just publish it yourself via any of the digital publishing platforms! You need almost zero money to do that!

Hell, nowadays you can even make an award-winning movie for as little as two months’ pay!

But how do you actually get to that state of mind?

James Altucher’s advice:

What you need to do is build the house you will live in. You build that house by laying a solid foundation: by building physical, emotional, mental, and spiritual health.

In other words, you are a composite of four bodies. And you need to take care of each of them to stay healthy and acquire a “choose yourself” mental attitude.

In the case of your physical body, staying healthy means literally that: try to get enough sleep, get regular exercise and fresh air, eat two meals a day, etc. Well, you know the drill – you just need to put it into practice.

Taking care of your mental body means mastering the art of thinking positively. You need to stop worrying about unimportant things and start reading about the important ones. Read few of our summaries (on different topics) and jot down few ideas they inspire in you on a daily basis.

In order to build a “choose yourself” emotional body, you need to distance yourself from the people who drain your energy and surround yourself with those who actually love you and want to help you. Life is too short to live it in any other way.

Finally, your spiritual body will profit a lot if you start living in the present and stop time traveling to the fields of regret located in the past or the cities of uncertainty everyone’s future is built from.

Just do what you can and want now – and, step by step, you’ll get to a tomorrow of your dreams.

Key Lessons from “Choose Yourself”

1.      Welcome to the “Choose Yourself” Era
2.      Your Happiness Depends Upon the Health of Your Four Bodies
3.      Stop Searching for Purpose, or You’ll End Up Committing a Pseudocide

Welcome to the “Choose Yourself” Era

Up to about a decade ago, most Americans sincerely believed in the American Dream.

Nowadays, the majority of them are either jobless or depressed.

Why?

Because after the 2008 financial crisis – which inspired many companies to start outsourcing – the American Dream is all but dead for the citizens of the United States.

But, that’s a good thing!

Since it inaugurated a new era, one which James Altucher calls the “Choose Yourself” era.

Unlike any previous era, this one offers you the full freedom to choose who you want to be.

In a nutshell, you don’t have to go to a university anymore; you have many other alternatives to educate yourself. You don’t have to look for a job anymore as well; you can create one yourself.

The best part: it can actually be the one of your dreams.

Your Happiness Depends Upon the Health of Your Four Bodies

In order to develop a “choose yourself” mental attitude, you need to take care of your four bodies: the physical, the mental, the emotional, and the spiritual.

In other words, this means eating healthy and staying fit (physical), thinking positively (mental), distancing yourself from bad influences and surrounding yourself with people you love and who love you back (emotional) and living in the present as much as you can (spiritual).

Stop Searching for Purpose, or You’ll End Up Committing a Pseudocide

In the dictionary of James Altucher, “pseudocide” doesn’t mean literally faking your own death – it means killing your past and starting anew due to the fear of living wrongly.

But that’s an anxiety your future plants in your present.

Stop doing that!

Most of us don’t know what our purpose is, and the majority will never find out.

Who cares?

The point is to not sweat over it and enjoy your present.

Do that – and a purpose (or many purposes) may just shape itself along the way.

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“Choose Yourself Quotes”

Only think about the people you enjoy. Only read the books you enjoy, that make you happy to be human. Only go to the events that actually make you laugh or fall in love. Click To Tweet

The only truly safe thing you can do is to try over and over again. To go for it, to get rejected, to repeat, to strive, to wish. Without rejection there is no frontier, there is no passion, and there is no magic. Click To Tweet

Forget purpose. It’s okay to be happy without one. The quest for a single purpose has ruined many lives. Click To Tweet

We’re taught at an early age that we’re not good enough. That someone else has to choose us in order for us to be…what? Blessed? Rich? Certified? Legitimized? Educated? Partnership material? Click To Tweet

No matter who you are, no matter what you do, no matter who your audience is: 30% will love it, 30% will hate it, and 30% won’t care. Stick with the people who love you and don’t spend a single second on the rest. Life will be better that… Click To Tweet

Our Critical Review

James Altucher is an old inspiration of ours. Some time ago, we even had the privilege of spending an evening with him in London and, by the end of it, we were at least ten lessons richer.

So, it’s no wonder that we included “Choose Yourself” in our selection of top motivational books in history.

But we could have easily added the book to our list of top business books as well: according to “USA Today,” it more than deserves it.

And there aren’t many books which are considered best in more than one category.

“Choose Yourself” is the exception.

Because James Altucher is an exception as well.

Read this book and learn to become one as well.

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Virtuous Leadership PDF Summary

Virtuous Leadership PDFAgenda for Personal Excellence

What if leadership is something more about just leading people?

What if it is also about becoming a better person yourself?

In “Virtuous Leadership,” Alexandre Havard digs deep into history to apply some of the findings of the Ancient Greek and Medieval Christian philosophers to modern leadership.

And, commentators say, he does a pretty great job!

Who Should Read “Virtuous Leadership”? And Why?

Unlike most of the leadership books we’ve summarized so far – and there are hundreds and hundreds of them – this one is not about how you can become a good leader, but how you should become a good man leading people to better things and a better world.

“In modern society,” warned Peter Drucker back in his 1973 classic “Management: Tasks, Responsibilities, Practices,” there is no other leadership group but managers. If the managers of our major institutions, and especially of business, do not take responsibility for the common good, no one else can or will.

Havard took this suggestion extremely seriously and developed a whole philosophy out of it.

And his book “Virtuous Leadership” is for anyone believes Drucker’s cautionary notice to be nothing short of a truism.

Alexandre HavardAbout Alexandre Havard

Alexandre Havard is a French thinker and leadership expert.

Born in Paris on February 7, 1962, Havard is the grandson of Soviet émigrés on both sides of his family: his father’s parents fled Saint Petersburg during the Bolshevik Revolution, and his mother’s father was a Georgian aristocrat who left the Soviet Union in 1926.

Alexandre Havard studied law at Paris Descartes University and served as a barrister in both Strasbourg and Helsinki. In 2007, he moved back to the country of his ancestors and has been living in Moscow ever since.

He has written three books – “Virtuous Leadership,” “Created for Greatness,” and “From Temperament to Character”– and is the founder of Virtuous Leadership Institute (VLI).

“Virtuous Leadership PDF Summary”

You’ve heard (possibly from us) about primal, conscious, servant, everyday, entre- – and god knows how many more different types of leadership!

Naturally, all of them are deeply engaged in the art of making you a great leader, one capable of leading well a million-dollar company and an enormous team as efficiently and effectively as possible.

However, none of them seem too concerned about the common good or about how much the future of humanity depends on you being a good leader – in the literal sense of those words.

If you lead people to hell,” warns Alexandre Havard, “you are not a leader. The Devil is not a leader – he’s a manipulator:

Authentic leadership shouldn’t be a business- or a market-grounded phenomenon since leadership is rooted deeply within our human nature.

Consequently, authentic leadership should be based on authentic anthropology, which, among other things encompasses aretology, that is, the science of virtue.  

The word itself, “virtue,” stems from the Latin word virtus, which, in essence, means “strength” or “power.”

Virtuous leaders are, consequently, powerful and strong leaders, people you can trust wholeheartedly.

And you can trust them since they exhibit two virtues of the heart which we have less and less of in the modern world: magnanimity and humility.

Magnanimity – having a “great soul” – isn’t just “the habit of striving towards great things”; it’s also the habit of including humanity in your personal mission. Humility, on the other hand, is the habit of service; it means serving others instead of your own ego.

Think of Jesus washing the feet of his disciples, and you’ll instantly get the picture of what it means to be a magnanimous humble leader.

Great leaders also exhibit few essential virtues of the mind and the will: prudence, courage, self-control, and justice.

Prudence helps them to make the right decisions, while courage to put these decisions into action; self-control helps them subdue their intimate passions and beliefs whenever necessary, and their sense of justice is what makes the trustworthy and dependable.

Nobody is born with these virtues: all of them can and have to be acquired.

Consequently, leaders are not born but trained.

After all, if you need a simple equation:

Leadership is character.

And even more:

We perceive and interpret things through the lens of character. By strengthening our character – i.e., by growing in virtue – we improve our ability to deliberate in the light of reason.

So, the real obstacle to becoming a leader is being uninterested in strengthening your character. Those who lack some (or, worse, all) of it, try to make up for it by exercising power and authority, which usually has the very opposite effect.

Mature leaders don’t need to exert power: their authority comes almost naturally since they are naturally self-confident and stable, optimistic and free, peaceful and consistent.

And this is because they are exceptional human beings, in that they care much more about becoming a better version of themselves and furthering the common good (which is almost a byproduct of the former) than being effective and operational.

As far as these leaders are concerned, rules-based ethics is not as important as virtue ethics. In other words, even though they believe that laws and rules are necessary to lay down the foundations of ethics, they know that true ethical behavior is something more and depends on the situation.

And only someone who has a proper virtue-based education is capable of understanding when the existent ethical rules limit our virtues and should be transcended.

Key Lessons from “Virtuous Leadership”

1.      Leadership Is Character
2.      The Two Virtues of the Heart and the Four Virtues of the Mind
3.      Mature Leaders Are Realistic, Not Skeptical

Leadership Is Character

The main lesson one should take away from Alexandre Havard’s book is very simple: leadership is not a skill you can acquire, but a character you should strengthen.

In essence, there should be no perceptible discrepancy between being a good leader and being a good man.

In fact, good men are the only ones who can be good leaders as well, since bad men who lead are merely leaders by designation and manipulators in truth.

The Two Virtues of the Heart and the Four Virtues of the Mind

All great leaders in history have exhibited two virtues of the heart and four virtues of the mind.

The former two are magnanimity – i.e., the virtue of being daring enough to face danger in the name of a higher, more noble purpose – and humility – that is, the quality of being humble.

The letter four are prudence, courage, self-control, and justice.

Mature Leaders Are Realistic, Not Skeptical

There’s a difference between being realistic and being skeptical – and great, virtue-educated leaders know this.

Being realistic, for Havard, means being able to maintain the noble aspirations of the soul while being aware of your personal limitations and flaws. Being skeptical is nothing short of being cynical, i.e., pessimistic about humanity’s purpose here on Earth in general.

Don’t trust these people: more or less, they are the very problem they point out.

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“Virtuous Leadership Quotes”

Leaders, no matter what their religious or philosophical convictions are, feel the promptings of the natural moral law, compelling them to do good and avoid evil. Click To Tweet

Envy involves bitterness and resentment, possibly combined with a desire to bring down one’s neighbor. It can easily become a toxic brew engendering hatred. Often, it has its roots in an inferiority complex. Click To Tweet

The humble man sees himself as he really is. He acknowledges his weaknesses and shortcomings, but also his strengths and abilities. ‘To despise the gifts that God has given is not due to humility, but to ingratitude,’ writes Thomas… Click To Tweet

Communism claimed to represent the working class, but banned trade unions, collective bargaining, and the right to strike. Click To Tweet

The sine qua non of improvement is the emotionally mature and intelligent desire to overcome oneself and to help others do likewise. This desire stems from a deep awareness of the exalted vocation of man. Click To Tweet

Our Critical Review

A while ago, we shared with you Martin Parker’s controversial opinion that all business schools must be bulldozed, since what they teach students is morally wrong.

“Virtuous Leadership” has a bit more creative – or, at least, a bit less destructive – approach: business schools do teach morally wrong things, the book says, but let’s try to turn that around.

And Havard tries really hard to do just that.

Somebody has finally written a book about virtue for those engaged in the business world,” concurs Benjamin D. Wiker, author of “A Meaningful World.” Too many books spill out of the presses on being effective, on getting your way, on making big bucks quick. This book should be in every airport across Europe and America!

Wiker adds that, even more, you should “ditch all the other quick-read, make-million business books that litter the bookstore shelves.”

And if you want to be a virtuous leader – indeed you should.

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The New Rules of Marketing & PR PDF Summary

The New Rules of Marketing & PR PDFHow to Use Social Media, Online Video, Mobile Applications, Blogs, News Releases, and Viral Marketing to Reach Buyers Directly

Marketing is becoming more than we can handle! Do we need some assistance to cope with the pressure of the digital age, or a simple mind-shift can turn things in our favor?

We discuss what needs to be done to avoid full disaster!

Who Should Read “The New Rules of Marketing & PR”? And Why?

Unlike other disciplines, marketing changes with each passing minute. We cannot subside the storm deriving from various influences, but we can produce a different spell of decision-making.

The New Rules of Marketing & PR is perfect for marketers in the making and those who intend to expand their knowledge. We wholeheartedly recommend it because of its comprehensiveness and depth.

About David Meerman Scott

David Meerman ScottDavid Meerman Scott is an online strategist, marketer, and the author of several books. He received his college degree from the Kenyon College in 1983.

In his teachings, he publicly criticizes the mainstream approach and asserts that such methodology doesn’t work on the Web.

“The New Rules of Marketing & PR PDF Summary”

There’s no doubt that the market is facing some internal shifts caused by technological progression that instigates a new understanding. This book displays some amazing mind-blowing rules, which are not for disposable use.

From building a successful online campaign to targeting various IBPs, it’s all in there. David compiles a list of interviews with marketers, and other specialists in the field to get to the bottom of many problems that are harassing the minds of many.

Apart from this, you’ll get a glimpse at the operations of Fortune 500 companies, and how you can apply the same knowledge in your endeavors. Not all topics are linked to the marketing industry, the diversity in this book is what makes it so unique.

The idea of handling the overly-competitive marketplace scares even the most experienced marketers. New rules emerge as a result of the overflow, which threatens to “exterminate” the weak and to reward the courageous and motivated ones.

Part 1: How the Web Has Changed the Rules of Marketing and PR

It is out of the question that the Web is a gross opportunity for those willing to connect with their audience. Even though it gives you a fighting chance against much bigger corporations and companies, its features are not explored to the full extent.

By now, we assume you only used a fraction of its capabilities, with an idea to make a more cost-effective campaign that appeals to a specific audience. Reducing the advertising costs is just one facet that we ought to keep in mind.

Potential customers and users are just one click away from their answer. Search queries give the users the driving site in the digital age. Loyalty is evaporating, because the internet always has an option B, for anyone’s particular demand.

TV ads are no longer an effective channel for building brand awareness, as a matter of fact, they never were! In general, the TV-complex is much more convenient for products or services that match the needs of the broader audience.

Wise marketers try to look at their offer from the buyer’s shoes; they attempt to anticipate their reactions and outline all possible scenarios. It’s also smart to design various groups of buyers, with different preferences and interests. That way you can customize your offerings before delivering the final draft.

Part 2: Web-Based Communications to Reach Buyers Directly

For instance, blogging can help soar to new heights. In reality, blogging is not for everyone – in other words, not every person out there knows how to engage the audience with the help of inbound marketing.

Who are my readers? How do I reach them? What are their motivations? What are the problems I can help them solve? How can I entertain them and inform them at the same time? What content will compel them to purchase what I have to offer? To be successful, you need to do the same thing.

If your prowess as a wordsmith is on sufficient level, your efforts will not be in vain, and you’ll be given a reward. We are not just talking about the financial benefits, because having a long-term perspective to grow your business, requires creative mindset driven by the ability to mix things up.

So, what’s next?

Without the support of the social media channels, traditional media, you will merely be forced to acknowledge defeat. You need to turn on that switch and connect with the buyers directly, don’t use intermediates in the process.

If you plan to go viral, you need to harness every bit of creative energy to succeed. One way to do that is by taking the shortest route when addressing your audience. You don’t need agencies to create a piece of content or present an idea that will circulate quickly. The only thing you actually require is a full understanding of what your users insist on having or using.

The web from a more technical standpoint can be marked as a hyper-efficient data-collection process, that is filled with trickery and tricksters. Not utilizing its capacities can greatly affect (in a negative way) the performance of the web.

The only fly in the ointment in the digital age is the overflow of information. The electronic devices enable us to sort the data available, which can help us extract only the most relevant takeaways.

Part 3: Action Plan for Harnessing the Power of the New Rules

Let’s say you are Watch Repair Company located somewhere in Western Europe. If you plan on drawing more people to your store you need an online presence. To build it, you need more than just blogging, but understanding what are you publishing.

People are tired of vague posts that produce little value. If you are willing to put a little bit of extra effort to create a superior service, your customers will show appreciation and sing your company’s praises.

Be realistic about your offers and whether your sales funnel is perfectly designed to increase conversion rates. See whether you have the leadership required to influence the buying process! By all means, a company that doesn’t emphasize the value of designing a proper delivery channel to supply the end users will face catastrophe.

The deadliest formula is delivering the perfect service, in the ideal time, to the perfect audience. If you fulfill all these substeps, one way or the other you’ll end up the winner.

In PR, it’s not about clip books. It’s about reaching our buyers.

Marketers must get out of their shallow and conventional methods, and explore the world of influence on a global scale.

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“The New Rules of Marketing & PR Quotes”

Barack Obama is the most successful new marketer in history. Study his campaign so that you can adapt the ideas for your business. Click To Tweet When people come to you online, they are not looking for TV commercials. They are looking for information to help them make a decision. Click To Tweet As the costs of production and distribution fall, especially online, there is now less need to lump products and consumers into one-size-fits-all containers. Click To Tweet

Our Critical Review

When it comes to marketing, it’s not about winning awards, nor becoming celebrated. It’s about creating that spark that can lift the spirits of everyone in the process.

Creating a win-win situation requires qualified staff and capable leaders whose ideas are aligned with the company’s objectives.

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