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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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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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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What If It Does Work Out? PDF Summary

What If It Does Work Out? PDFHow a Side Hustle Can Change Your Life

You are stuck in the wrong job, and you have no courage to get out of it?

Susie Moore is sincerely interested in offering you a way out!

All you need is a “side hustle” and few practical tips and tricks to turn it into a regular job.

And, yes, the mental attitude of someone who asks:

What If It Does Work Out?”

Who Should Read “What If It Does Work Out?”? And Why?

“What If It Does Work Out?” promises to teach you to turn your passion into cash, make an impact and live the life you were born to.

In other words, there aren’t many categories of people who aren’t targeted by Susie Moore.

The only thing you need is a hobby and a desire to live a happier, more fulfilled life.

And even if you lack the former but have an abundance of the latter, Moore doesn’t forget to offer advice on how to find your side hustle.

So maybe Carly Pollack of “Nutritional Wisdom” is right when she says that “this book is the only resource you need to start your own side hustle.”

Susie MooreAbout Susie Moore

Susie Moore is a business coach and a writer.

After leaving her “highly profitable yet ultimately unsatisfying career” as a Fortune 500 sales director, Moore has directed most of her energy and attention to business coaching, advising mainly Silicon Valley startups, all of which have sold for hundreds of millions of dollars.

A regular contributor to “Fortune” and “Greatist,” she has also appeared on “The Today Show,” “The Huffington Post,” “Time,” “Business Insider,” “Forbes,” and many other outlets.

Published in 2017, “What If It Does Work Out?” is her first book.

Find out more at susie-moore.com.

“What If It Does Work Out? PDF Summary”

Prepare to give an answer to one of the most dreaded questions ever uttered by a human being:

Dear reader, what do you do?

How many times you’ve been asked this question in the past! And how many times you’ve tried mumbling an answer under your teeth, masking it with a smile and some enthusiasm, fully aware that, essentially, your job doesn’t make that much of a difference, and that, much more importantly, it doesn’t make you happy one bit!

Then why should your job define you?

Why should the answer to the question “what you do” be synonymous with the answer “who you are,” especially if you don’t like your job?

In the fourth chapter of her debut book, “What If It Does Work Out?” Susie Moore is both adamant and straightforward when she writes:

You are not your job. You are much bigger than and not restricted by whatever your job title says you are – even if you love your current career.

It’s only natural that you confuse your job with your identity: you spend about a third of your life in your office, and most of the free time afterward either discussing what you do for a living or worrying over the tasks you didn’t manage to complete the day before.

Well, that doesn’t make any sense!

And that’s exactly how Susie Moore felt at her job as a Fortune 500 Sales Director – which, we guess, is probably both much more engaging and profitable job than yours!

So, she decided to take advice out of James Altucher’s books and, instead of waiting to be chosen by someone else, she chose herself.

She started focusing more time and energy on her hobby – reading personal development books (over 550 of them!) – and, in time, she started coaching on the side. Slowly but surely, her side hustle became her job, and her job became history.

The first thing she needed to do: getting over her fear. In the words of Suzy Kassem “Fear kills more dreams than failure ever will” – and you should learn to get over it.

All fear, writes Moore, comes from either believing that you are not enough or thinking that you don’t have enough.

However, what “enough” means shouldn’t be decided by other people, tradition, or society.

It should be decided by you and nobody else.

Susie Moore was told this by none other than James Altucher, and she quotes his words of brilliant advice:

We’ve been taught by parents, teachers, bosses—even friends—what is ‘good’ for us. We are also taught by trillions of dollars in marketing what is ‘good’ for us…

This is all fine. But we are not standardized widgets inside a giant robot. Ultimately, we are unique people who have lives to live. We have to develop our own rules that we will adhere to. Rules that will give us well-being, happiness, and success.

If we don’t come up with our own guidelines of what will make us happy, then who will?

Speaking of which –

Susie Moore says that important and motivational people are really much more approachable than you believe and that they can help you personally to get over your fears of starting a side hustle.

In fact, you can even call James Altucher if you want to!

Now that you have the fear and motivation part sorted out, you’ll need to find your hobby and the time to turn it into something more of a side hustle.

First, use Moore’s three-step Skill Disaster formula to uncover your “skills that will pay the bills”:

#1. Think of three big problems you’ve solved or successes you’ve had.
#2. Identify the skills that helped you achieve these three things.
#3. Think about how you can apply your skills in a new way.

Because, after all, “a successful side hustle is all about doing the best you can with what you have.”

As for the time – it’s really a question of priorities! And managing your 24 hours as perfectly as you can!

Since a third of these you spent in your bed, and another third working, you have only 8 hours to transform your side hustle into a day job.

So:

Commute wisely: “Pitch Perfect” and “Fifty Shades of Grey”” have earned their authors millions of dollars and they have been largely written on trains.

Use “wait time” well: “Most people have up to one hour of idle wait time on an average day” – and there’s no point in dumping that hour in the trash can.

Say no, then say it again: Don’t be a slave to FOMO, the Fear of Missing Out! Say “No” to what you don’t really need to do.

Run errands on work time (if you can): Of course, use discretion while you do it. Shhhh… We won’t tell.

Make phone calls on the go and Unsubscribe from 90 percent of the websites you’ve subscribed to! Drop some of your projects and Forgive yourself for doing it. Watch television only when doing the mindless stuff – and don’t binge watch anything!

Finally, get to know your flow and outsource the tasks someone else can do.

Now, you have the time to master your hobby.

In the words of Susie Moore:

Over to you.

Key Lessons from “What If It Does Work Out?”

1.      Why Start a Side Hustle?
2.      Shift From “What If” Mode into Action
3.      The Spiritual Imperative of Starting Your Side Hustle

Why Start a Side Hustle?

The main point of Susie Moore’s book is “why not?”

But, even so, at the very end of it, she gives few whys we believe deserve to be quoted in full:

It’s ’cause you have to.

’cause you are good enough.

’cause you matter.

’cause your contribution matters.

Shift From “What If” Mode into Action

You can – and should – start your side hustle right about now.

So, do it!

First, schedule dedicated time (few hours a week may be enough) to get your side hustle going. Then, commit to a policy of zero excuses and remove all distractions (yes, that means absolute silence: you and your hobby!) Now, set a deadline and start progressing, while enjoying the process.

Finally, celebrate!

The Spiritual Imperative of Starting Your Side Hustle

Remembering that you are going to die is the best way I know to avoid the trap of thinking you have something to lose,” says Steve Jobs. “You are already naked. There is no reason not to follow your heart.

And, indeed, there is none: not following their hearts is the one thing people regret failing to do on their deathbeds.

So, do yourself a favor and write a letter from your eighty-year-old self now.

Find out what you really want while you can still act upon it!

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“What If It Does Work Out? Quotes”

’Is this all there is?’ I contemplated one morning while feeling restless at work. Click To Tweet

Knowledge, as Napoleon Hill says in ‘Think and Grow Rich,’ is only ‘potential power.’ You’ve got to do the work as well. Click To Tweet

Look at your calendar for next week and find three things you can skip—a social event you don’t really want to go to, a workout class you can live without, an errand you can do quickly during work time. Cancel cancel cancel! Click To Tweet

You have to position yourself as a professional. Click To Tweet

There is much value in failing! Don’t let personal or professional setbacks negatively impact your outlook: reframe them as learning and growth opportunities! Click To Tweet

Our Critical Review

“What If It Does Work Out?” is – in the words of Molly Beck, host of the “Forbes” podcast Two Inboxes: Interviews with the Side Hustle Generation, the kick-in-the-pants side hustlers need to start living the life they want! An amazing reference for anyone who wants to not be 100% dependent on their ‘day job.

In other words, unlike many other books which focus solely on the theoretical problems of having a side hustle, “What If It Does Work Out?” is all-practice and applicable advices, a sort of an energetic book-length Q&A from someone who has walked the walk and has thus earned the right to talk the talk as well.

So, what are you waiting for?

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Buyology PDF Summary – Martin Lindstrom

Buyology PDF Martin LindstromTruth and Lies About Why We Buy

It’s easier if we live in a lie, right? – Well, apparently the advertising world, stimulated by profits, got the idea of how to control the outcome of their campaigns.

On top of that, neuromarketing grants them all the necessary tools to minimize possible failure!

We put in a nutshell: what Martin Lindstrom discovered, and how that affects the business world.

Who Should Read “Buyology”? And Why?

You won’t regret if you put this book on your bookshelf. Why? – Because, unlike other classics, which relate to a certain audience, “Buyology” has received critical acclaim for its in-depth research.

In other words, we believe that is very well suited for all people, and thus answers the cry for help of everyone.

About Martin Lindstrom

Martin LindstromMartin Lindstrom is an author, marketer, keynote speaker and columnist for TIME Magazine, and Harvard Business Review.

He is highly skilled in consumer behavior, and what brands should do to maximize their ROI (Return on Investment).

“Buyology PDF Summary”

Buyology by Martin Lindstrom was designed to change the course of the sales funnel, which is affected by the buying decision-making. Martin and his team of experts realized that by utilizing fMRI and EEG technologies, you could read the minds of the customers and see how they react to specific changes.

This brand-building strategy incites the marketers to anticipate the next move of their target group, and dig deep into discovering what’s holding them down before making a purchase.

In other words, Lindstrom dropped a research bomb, in which he collected a massive amount of neuromarketing data. They discovered something extraordinary, a real breakthrough in terms of sales, which seemed too good to be true.

Another thing worth mentioning is Martin’s way of transforming facts into stories, to make them look and feel more absorbable.

The main lessons were extracted from the research in 2004, and the expenditure for compiling such enormous amount of information reached up to astonishing $7 million.

Neuromarketing was a neglected term, a concept that was never under surveillance. If you are still not sure what this case-study was all about, let’s solve this puzzle.

The main idea was to discover how the brain reacts and does it responds to a different marketing stimulus.

Are those incentives strong enough for the customer to change directions? – The body language, the premonitions of doing something useful, subconscious thoughts, all fall in the same category.

Indeed, we are inclined to agree, that escaping from the endless cycle of decision-making is a fictional conclusion.

Something controls our behavior, and it’s in our interest to find out more. Are we leaning to one concept or the other? Do we rely on intuition, or the inner voice, before we put the product in the bag?

A  humoristic commercial that extols the benefits of a specific product or service can change the mindset of the people on the other side of the tv-set. For instance, do you know that cigarette ads make people addicted to them even more?

It was Martin’s job to find the core of such mentality, and it may seem a little unorthodox, but that’s how it is. Many groups, already addressed the Congress to stop neuromarketing, because it’s unethical method for increasing sales, at the expense of the well-being of people.

But to be honest, I didn’t share these ethical concerns.

They indicated that commercial benefit, is not at the center of human development, and as such must be restricted and controlled.

When we brand things, our brains perceive them as more special and valuable than they actually are.

In each chapter, you’ll find different facets of neuromarketing, its impact and the power radiating from utilizing such channel. In simple terms. It forces potential buyers into making split-second decisions and thereby guides them through the sales funnel.

Let’s look at it this way: If you participate in a survey commissioned by a credible organization, you must give some answers.

When it comes to a certain commodity; let’s say that you express strong negative feelings about it, and what this does is triggers a different spell of marketing.

The leading individuals behind this survey understand that you bear a grudge against that specific concept, but according to neuromarketing that doesn’t quite reflect your aversion.

You might want to provide a quick checkup of your stimulus and investigate whether your brain is prone to react. In plain English: when you sent negative brain signals, the producers take this as a sign that you share a hidden interest in the topic.

There are other factors such as religious beliefs, superstition, sexual orientation that also determine your position regarding neuromarketing.

Lindstrom comes to a conclusion that using neuromarketing to full extent will drastically improve your odds of success when launching a new product or service. Once the market gives its thumbs up, then you ought to focus on market positioning, and building awareness.

As you can see, plunging into the depths of neuromarketing can give your company the advantage to understand the market, and provide a solution to its problems.

Lindstrom tries to engage the audience and minimizes the complex terminology to make it more easily readable.

Key Lessons from “Buyology”

1.      Be persuasive but realistic
2.      Find your breaking point
3.      New times, new measures

Be persuasive but realistic

People are misguided by the “stories” made up about sales-people, which are also labeled as intruders.

Indeed, almost all businesses put a lot of emphasis on sales, and if yours is no different, perhaps you would like to outline the product’s benefits, not what is in it for you.

Find your breaking point

Have you ever investigated your Buyology? – Are you interested in finding what triggers a “buying” mentality?

It’s necessary to ponder on the stimulus which can change your perception and mindset. That way, you’ll no longer be at the bottom of the system.

New times, new measures

The traditional market research techniques are losing its grip, and a full-scale change in strategy must be set in motion.

Creating focus groups and conducting surveys is no longer an efficient approach to foresee a possible rejection from the business community.

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“Buyology Quotes”

Sex doesn't sell anything other than itself. Click To Tweet 90 percent of all Gillette shavers are bought by women for the men in their lives. Click To Tweet When we read a book, these specialized cells respond as if we are actually doing what the book character is doing. Click To Tweet Fear, in my experience, spreads faster than anything else - and the ads for those drugs have done a very nice job scaring the pants off us. Click To Tweet

Our Critical Review

All the persons who have read this book, are gravitating towards a new outlook of the whole situation, and we are no different.

Staying abreast of mind-blowing discoveries is the only method for staying on top.

Buyology gives you precisely that!!

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The Age of Agile PDF Summary

The Age of Agile PDFHow Smart Companies Are Transforming the Way Work Gets Done

Is there anything that can enhance the company’s performance? – Of course, there’s no such thing as perfection.

Stephen understands this perfectly well and devises a plan to help you utilize your resources in a much more cost-effective manner.

Improve your market position by becoming a customer-centric organization!

Who Should Read “The Age of Agile”? And Why?

Regardless of where you live, or what are you planning to do, providing service is the only way to make an honest living. “The Age of Agile” stresses the need for full-scale reforms on a managerial level by creating a superior product or service.

In our opinion, this book is a perfect match for managers and leaders in the making, and those who want to learn a thing or two about agile management.

About Stephen Denning

Stephen DenningStephen Denning is a former World Bank employee, who held several respectable management roles.

He is also the author of several books: The Leader’s Guide to Radical Management, Squirrel Inc, The Secret Language of Leadership and others.

“The Age of Agile PDF Summary”

U.S intervention in Iraq disclosed some organizational issues in the military and bureaucracy. Despite the cutting-edge technology, digital support, and weapon superiority, the U.S. Army failed to defeat the poorly equipped extremists.

General Stanley McChrystal was put in charge because of his reputation as a successful military commander. His job was to identify the reasons behind the U.S. defeat in the Middle East and see whether that has anything to do with the hierarchy.

The acclaimed General discovered that the implementation phase didn’t have the momentum to keep the operations going. The U.S. military headquarters weren’t aware that their directives were not set in motion due to misconstrued information.

The troops couldn’t enforce the orders on the battlefield, which led to total disorganization and chaos.

The intelligence gathered from CIA, FBI, NSA, was delivered to U.S. Marshals and executives who had the authorization to access such data.

Despite all the support from the Intelligence Agencies, McChrystal realized that the hierarchical chain was reducing the impact of the counterinsurgency force led by America.

McChrystal revolutionized the U.S. Army by transforming its structure into a network. In that case, a position would hold no meaning, and a person of lower rank but a higher competence can be commander-in-chief of selected kinetic or non-kinetic operations.

Businesses have also opted to stretch their perspectives, by embracing flexibility and questioning traditional rigidness. Companies and corporations of the highest order, have initiated many acts, which give power to those second-rated employees and associates.

In such open-minded and free environment, the cost-efficiency and the level of productivity grows. Creating value is not just a task for the superiors, but for all people involved in the process. They are granted the privilege of escaping the routine circle by injecting a dose of uniqueness into the job.

Japanese management, for instance, stands out from the rest, but not even their practices can handle the ever-increasing problems in all industries.

The fast-paced lifestyle forces us to adopt “agile management,” to deal with organizational issues. Rapid change inflames the situation even further and proves the ineffectiveness of the traditional management.

Agile management is at odds with much of what is practiced in public corporations and taught in business schools.

The Three Laws from “The Age of Agile”

1.      The Law of the Small Team
2.      The Law of the Customer
3.      The Law of the Network

The Law of the Small Team”

Lesser in size groups can efficiently enact various ideas, and thus enhance the performance of the team. Here’s what you should take into consideration:

“Advocate for flexibility” – Many systems don’t reach the phase of implementation due to the changes which occur after the strategy is underway. Nowadays, companies and organizations have a tough time coping with the digital demands, and macro-management has proving to be a nightmare.  

The Law of the Small Team concerns a mindset, not a specific set of tools and processes that can be written down in an operational manual.

Reducing the scope of the project or sustaining its size but splitting into few major goals delegated to smaller teams, can often straighten things out, and provide valuable deliverables.

“Use smaller teams” – Agile management sets the optimal number for most members in a group, to maximize productivity and output. 7-12 people goal-driven people, with a unique set of skills which can provide cover for the project is the ideal combination for success.

“Set deadlines” – Time = money, and your team must be aware of the importance of finishing the job in a specific time-frame.

Make sure that nothing slows the performance down, and strive to get a good display of everyone involved.

“Lay emphasis on – getting things ‘done” – This is a tricky phase and successful goal-drive teams, evaluate the effectiveness of the project by assessing their input, and the overall implementation of the agile management.

Don’t be slowed down by either paperwork nor by unfinished pending tasks, which await your final touch.  

“Work full-steam ahead” – Don’t get distracted by external factors. You can only be flexible about the methods, but the goal must always remain unchanged.

Once you started working on a project, don’t jump from one task to the next, stay concentrated and showcase your skills.

“Campaign for transparency” – Agile teams unlike traditional systems, have no trouble to spread the word if things go in the right or wrong direction.

Every party involved should share its perspective; this collective mindset is an essential pillar of the organization.

The Law of the Customer

Peter Drucker, as a management expert, revolutionized the business world in the 50s by stating that the companies should move from profit-driven to customer-driven organizations.

During those days, all companies were merely focusing their energies and efforts on creating profits, while neglecting the necessities of the customers.

Globalization sparks fierce competition; providing a valuable and superior product, or service is the only way you’re going to get to the top. From what we see, customers are now in the center of attention, and every company fights for their affection.

Firms acknowledge the absolute necessity of agile management as a tool for finishing off with flying colors.

  • Ideal Buying Persona” – Every successful business, knows its target customers. If you cast your net too wide, you risk of going home empty-handed.  
  • Conduct thorough investigation about their needs” – Their demands and wants must match the company’s vision, otherwise your business will become a sinking ship. It’d just a matter of time.
  • Outsource your work” – Start-ups can provide an excellent cover for your plans. Do what you have to do, to build a loyal customer base!  
  • Pay attention” – Make your service or product easily accessible and affordable.
  • Use your imagination” – Don’t remain stuck in your shallow mindset. Be innovative, provide some free trial, bonus, refund, make that aversion go away.
  • You can’t please everyone” – One way or the other, someone will not be too happy about your progress, but that’s none of your business.
  • Customization as a tool” – Allowing your customer to adjust the product to fit their needs can give you the edge in the struggle for superiority in the market.

The Law of the Network

Once you got all bases covered, it’s time to create a decentralized network of small teams which will enforce your strategies. Smaller groups = Greater efficiency.

Centralized chains of command, implemented in conventional management systems are not applicable in the modern age.

Top-to-bottom hierarchies are outdated, and managing large and complex organizations requires many competent leaders, who can take the “Final Shot” in the last seconds of the match.

Three main Network Chains: Top-to-bottom, Bottom-Up, and combined approach between these two.

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“The Age of Agile Quotes”

The ability to adapt to the complexity and continuous unpredictable change was more important than carefully prepared plans. Click To Tweet

Complexity responded to competence, not authority. Click To Tweet There is no longer a choice to be made between disciplined execution and innovation through teams. The new way of operating enables the firm to do both at the same time. Click To Tweet It was frustrating for managers to find that the more they tried to control things, the less progress they made. Click To Tweet The living customer with mercurial thoughts and feelings is now the center of the commercial universe. Click To Tweet

Our Critical Review

Stephen Denning never fails to impress us with his wide array of skills.

The expertise he possesses in this realm is out of the question, and his prowess as a management expert stands to reason why we should apply the tips extracted from “The Age of Agile.”

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Why We Should Bulldoze the Business School PDF Summary

Why We Should Bulldoze the Business School PDFYou want to go to a business school?

According to Martin Parker – you shouldn’t.

Even more – nobody should.

In an article for “Guardian” – basically a part of his most recent book – Parker explains “Why We Should Bulldoze the Business School.”

See if he can convince you to join in.

Who Should Read “Why We Should Bulldoze the Business School”? And Why?

There are 13,000 business schools on Earth,” writes Martin Parker. “That’s 13,000 too many. And I should know – I’ve taught in them for 20 years.

If you have as well – then you probably won’t agree with Parker; however, if you’ve studied there, your answer may be a bit more ambiguous.

Regardless, it’s fairly important that you read this article – not the least because it’s written by someone who should know what he’s writing about.

Martin ParkerAbout Martin Parker

Martin Parker is Professor of Organization Studies at Bristol with a background in anthropology, sociology, and cultural studies.

He has previously held positions at Staffordshire, Keele, Warwick, and Leicester universities.

In his writing, he attempts to widen the scope of what is usually covered in business and management studies, as well as discuss alternative organizations such as workers self-management.

His most recent book is directly related to this article: “Shut Down the Business School: What’s Wrong with Management Education.”

“Why We Should Bulldoze the Business School PDF Summary”

Do you know what MBA stands for?

Master of Business Administration, right?

Well, according to a whole genre of jokes, it also stands for “Mediocre But Arrogant,” “Management by Accident,” “More Bad Advice,” and “Master Bullshit Artist.”

Why?

Because most of the MBAs you know are probably intellectual frauds and profit-mongers of the kind Nassim Nicholas Taleb would really love to bulldoze.

With him, we don’t even know whether it’s just metaphorical.

With Martin Parker – we have no doubts: when he says that we need to bulldoze business schools, he really means it.

If you expected that there’s some catch – since, well, no sane person would ever want to do such a thing – the joke’s on you: according to Parker, no sane person would ever consider going to business schools if he or she cares even a bit about society and humanity.

Spoiler alert:

He or she doesn’t.

Show me a business school student – says Parker – and I’ll show you a selfish, egotistical person who believes that greed is the pinnacle of civilization.

Show me a business school – and I’ll show you “a cancerous machine spewing out sick and irrelevant detritus,” a den of corrupted money-loving thieves which should be shut down immediately:

Having taught in business schools for 20 years, I have come to believe that the best solution to these problems is to shut down business schools altogether. This is not a typical view among my colleagues. Even so, it is remarkable just how much criticism of business schools over the past decade has come from inside the schools themselves. Many business school professors, particularly in North America, have argued that their institutions have gone horribly astray. B-schools have been corrupted, they say, by deans following the money, teachers giving the punters what they want, researchers pumping out paint-by-numbers papers for journals that no one reads and students expecting a qualification in return for their cash (or, more likely, their parents’ cash). At the end of it all, most business-school graduates won’t become high-level managers anyway, just precarious cubicle drones in anonymous office blocks.

Just two centuries ago, the world didn’t have one single business school.

And then, in 1819, the École Supérieure de Commerce de Paris, a privately funded institution, was established in an attempt “to produce a grande école for business.”

(Yup, there goes another invention you’d think it’s American!)

Fast forward to today, and you can count at least 13,000 business school worldwide – almost a fourth (3,000 of them) in India!

You are an American and want to study at some of the highest-ranked among them?

Be prepared to shell out at least $100,000!

And what do you get in return?

Few lessons on how to become the person who, instead of giving that amount of money, is on its receiving end.

And that’s the root of the problem: the only thing you’ll learn at a business school is a destructive ideology, one that is basically responsible for half of the world’s problems.

You’d think that business schools would hide this?

But no – “in the business school, both the explicit and hidden curriculums sing the same song.”

And that song is the luring song of the Sirens – which is not true in itself, but which can become true if we don’t put our fingers in our ears and ignore it.

The message that management research and teaching often provides,” warns Parker, “is that capitalism is inevitable and that the financial and legal techniques for running capitalism are a form of science.

However, tooth-and-claw capitalism is not inevitable, and there’s nothing scientific in the way it works. And, as it is, the world already has too much selfishness for it to be institutionalized in over 13,000 buildings worldwide!

Even worse – “for us to assume that global capitalism can continue as it is means to assume a path to destruction.”

Business schools do this better than anybody, since they teach students unethical methods to accumulate wealth, safeguarding the ideas that egalitarianism is wrong, that humans have no integrity, and that everything is allowed in business and war – which, to them, are actually the same thing:

The easiest summary of all of the above, and one that would inform most people’s understandings of what goes on in the B-school, is that they are places that teach people how to get money out of the pockets of ordinary people and keep it for themselves.

The world needs to do away with business schools: their poisonous messages are on par with Stalin’s and Hitler’s, and their “propaganda machinery” is worse.

Since no one sees the obvious threat.

Key Lessons from “Why We Should Bulldoze the Business School”

1.      There Are 13,000 Business Schools Worldwide – and 13,000 Too Many
2.      Business Schools Teach Selfishness and Greed
3.      Capitalism Is Not the Only Form of Organizing as Business Schools Claim

There Are 13,000 Business Schools Worldwide – and 13,000 Too Many

The first business school opened in France two centuries ago. In the meantime, 13,000 more spawned across the world.

According to Martin Parker – that’s 13,000 too many. Since none of them actually teaches something which helps societies and humanity in general.

But all of them teach many things which will inevitably lead to the destruction of both.

Business Schools Teach Selfishness and Greed

Business schools are expensive: you (i.e., your rich parents) will need to set aside $100,000 so that you can learn from few selfish people how to pocket as much money in the future – straight from the pockets of the ordinary men.

In other words, business schools proliferate the problems we have, gendering an environment of power and domination, control and cunning, inequality, selfishness, and greed.

Capitalism Is Not the Only Form of Organizing as Business Schools Claim

As far as business schools are considered, capitalism is the only viable form of organization.

Everything else is peripheral and a historical abomination.

However, Martin Parker is Professor of Organization Studies and knows full well that this is a lie. On the contrary, there are many ways we can – and should organize – if we want to live better and more fulfilled lives in general.

Unsurprisingly, none of these alternative organizations allow for the existence of business schools.

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“Why We Should Bulldoze the Business School Quotes”

If we educate our graduates in the inevitability of tooth-and-claw capitalism, it is hardly surprising that we end up with justifications for massive salary payments to people who take huge risks with other people’s money. Click To Tweet

The problem is that business ethics and corporate social responsibility are subjects used as window dressing in the marketing of the business school, and as a fig leaf to cover the conscience of B-school deans. Click To Tweet

There are various surveys of business-school students that suggest that they have an instrumental approach to education; that is to say, they want what marketing and branding tells them that they want. Click To Tweet

The business school assumes capitalism, corporations and managers as the default form of organization, and everything else as history, anomaly, exception, alternative. Click To Tweet

If we want to be able to respond to the challenges that face human life on this planet, then we need to research and teach about as many different forms of organizing as we are able to collectively imagine. Click To Tweet

Our Critical Review

We usually don’t take sides, but we have to say that we agree with many of the things Martin Parker says in “Why We Should Bulldoze the Business School.”

Read the article and see if Parker can convince.

We’re looking forward to reading the whole book!

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Reengineering the Corporation PDF Summary

Reengineering the Corporation PDFA Manifesto for Business Revolution

You want to make your company more successful?

How about reimagining it from scratch?

Reengineering the Corporation” offers a blueprint.

Who Should Read “Reengineering the Corporation”? And Why?

“Reengineering the Corporation” was probably “the most successful business book of the last decade,” so people interested in business management don’t really have the luxury not to read it.

However, parts of it are a bit outdated, so be sure to consult the revised edition – and even that with a lot of caution.

About Michael Hammer and James A. Champy

Michael Hammer

Michael Martin Hammer was an American engineer and management author, as well as long-time professor of computer science at MIT, from where he earned a Ph. D. in EESC in 1973.

He was ranked as one of America’s 25 most influential people by “Time” magazine in its inaugural 1996 list.

James A. Champy

James A. Champy is an American business consultant, with an M. S. in civil engineering from MIT and a J. D. from Boston College Law School.

CEO of the CSC index, Champy is currently a senior research fellow at Harvard’s Advanced Leadership Initiative and is primarily known for his work in the field of BPR.

“Forbes” voted “Reengineering the Corporation” – a book Hammer and Champy co-authored in 1993 – as the third most important business book of the past 20 years.

“Reengineering the Corporation PDF Summary”

Back in 1776, in the very first sentence of his monumental work, “The Wealth of Nations,” Adam Smith – the world’s preeminent economist for centuries – pointed out that division of labor is the essence of industrialism and progress.

In other words – to use his example – by dividing the manufacturing process into several steps and assigning each step to a particular worker, a pin maker will certainly produce many more pins than if each of his workers was assigned with making a complete pin.

Makes a lot of sense, doesn’t it?

Well, everybody in America seems to have shared this opinion up until the 1990s when two important things happened: modern technology and globalization.

Most of the American companies tried countering the effects by swift automatization of certain processes, but a 1989 MIT study titled “Made in America” uncovered that this might not have been the best strategy.

Namely, even after implementing it, many US companies still lagged behind their foreign counterparts in terms of productivity, time-to-market, and competitiveness.

Obviously, Adam Smith’s organizational strategies were a thing of the past.

But, what was the future?

In 1990, Michael Hammer, a former professor of computer science at MIT, in a suggestively titled 8-page article published in the “Harvard Business Review,” suggested a radical change:

Reengineer Work: Don’t Automate, Obliterate.”

In other words, Hammer didn’t think that technology should just computerize some of the steps the manufacturing processes had been broken down to in the past.

Oh no!

According to Hammer, IT should completely reimagine the process by which one company works, making it (contrary to Adam Smith) much more holistic and integrated.

Three years after this study, Hammer teamed up with James A. Champy – the CEO of the CSC Index (the management consulting arm to the Computer Sciences Corporation) – and wrote “Reengineering the Corporation,” the management Bible of the 1990s, which practically made BPR (business process reengineering) a fad on par with Macarena.

In fact, by the end of this very year, more than half of United States’ Fortune 500 companies had either initiated or planned to initiate a reengineering effort!

But, what is BPR?

Straight from the book, as a purely theoretical framework:

Reengineering is… the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical contemporary modern measures of performance, such as cost, quality, service, and speed.

In practical terms, BPR means reorganizing a company in a way which will put quality and control first, while establishing a more direct connection between the managers and the customers, something which Smith’s division of labor practically prevents altogether.

And the first and most important step of BPR proved to be the least popular one: combining jobs.

Why?

Because, combining jobs meant that some people would get a lot more responsibility, but others would lose their jobs.

Which is exactly what happened during the first half of the 1990s, when, to many laymen, BPR sounded much less as an acronym for a progressive management strategy (Business Process Reengineering), than as an abbreviation for a notorious corporate dictum (a Bunch of People are Redundant).

Even so, BPR worked well for numerous giants in their industries, and Hammer and Champy share the success stories of IBM, Ford, Duke Power, and even Kodak – which, in retrospect, may not have been the best choice for a success story.

Because, after all, BPR doesn’t merely mean combining jobs.

It also means giving workers decision-making power, which many books in the meantime have proven is a better way to manage a company than the obsolete leader/follower philosophy.

An appropriate implementation of IT – let’s not forget that Hammer was an engineer – can certainly make this possible.

And, case in point –

By today, two and a half decades after “Reengineering the Corporation” saw the light of day, there’s basically no successful company in the world which doesn’t use shared databases, expert systems, telecommunication networks – and many other disruptive technologies which now make possible for a company to be both decentralized (in reality) and centralized (in its virtual cloud-based existence).

To sum up –

Hammer and Champy – by their own admission – may have been wrong in terms of people and layoffs – but they were right about many other things.

And numerous companies have profited from implementing BPR.

Key Lessons from “Reengineering the Corporation”

1.      Adam Smith’s Division of Labor Is an Obsolete Business Strategy
2.      Business Process Reengineering Revolutionized Business Management in the 1990s
3.      Rethinking the Business Process… and Layoffs

Adam Smith’s Division of Labor Is an Obsolete Business Strategy

Adam Smith’s “The Wealth of Nations” is rightfully considered one of the greatest economics books ever written.

Published at the dawn of the Industrial Revolution, the book – among many other things – is credited with identifying labor division as the essence of industrialism.

In other words, dividing a manufacturing process into several steps and assigning a specific worker for each step results into a substantial increase of productivity.

However, in the 1990s, the world was in the middle of another revolution, the IT revolution.

And, it seemed that automating some of these steps – the straightforward option – yields worse results than completely reimagining the processes – the radical solution.

Business Process Reengineering Revolutionized Business Management in the 1990s

Largely inaugurated by this very book, “Business process reengineering” (or BPR for short) was possibly the first – and certainly the most famous – business management strategy which took into consideration the fact that IT may be able to produce previously unimaginable hybrid-companies.

Namely, such that could be decentralized at workers-level – granting workers more responsibilities and combining their jobs into a cross-position – but centralized at a computerized, technological level (networks, shared databases, decision-supporting tools, etc.)

And this made all the difference!

Practically two-thirds of the Fortune 500 companies implemented BPR, and many of them survived the reengineering processes as much stronger, more productive, and bigger conglomerates.

With fewer employees.

Rethinking the Business Process… and Layoffs

Now, BPR is a radical strategy, in that it aimed (and, in fact, still aims) to rethink how a company works from root level, justly claiming that many of the processes which are still followed in most of these companies are just a remnant of some previous times and have added no value to the final product for decades.

It’s a four-fold cycle, divided into two phases: the as-is phase when companies identify, review, update and analyze their current processes and the to-be phase when they are designing, testing and implementing their wished-for procedures.

However, as it soon became much too obvious, in practice making the move from as-is to to-be meant layoffs.

A lot of them.

This gave BPR its bad name, which meant that by the later editions, Hammer and Champy had no option but to defend their strategy on the grounds of efficacy, with companies realizing in the meantime that, in the long run, people may be just as important as profit – if not more.

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“Reengineering the Corporation Quotes”

To reengineer a company is to take a journey from the familiar into the unknown. The journey has to begin somewhere and with someone. Click To Tweet

Reengineering is not restructuring or downsizing. Click To Tweet

As few people as possible should be involved in the performance of a process. Click To Tweet

Reengineering… demands the direct and personal involvement of senior management. Just as it cannot bubble up from the bottom of the organization, reengineering cannot be delegated. Click To Tweet

We say that more than 50% of reengineering efforts have failed, not that they inevitably will fail. Click To Tweet

Our Critical Review

When it appeared in 1993, “Reengineering the Corporation” was a pioneering work that even well-established management thinkers advocated as a great new tool for achieving success.

Peter F. Drucker described it as “an important book” adding that BPR is “a new and systematic approach to structuring and managing work.”

However, thousands of sackings later, BPR fell out of favor, and even the revised and updated edition of the book didn’t rescue the concept from its notoriety.

In other words, there’s a lot you can learn from this book – but there’s also a lot in it which is currently behind the times.

So, use it with caution.

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