The Lost Art of Closing PDF Summary

The Lost Art of Closing PDFWinning the Ten Commitments That Drive Sales

It’s said that a great product sells itself, and finding the right channels comes naturally.

Marketing efforts only add to the overall quality and provide the users with an amazing experience.

We try to present the key findings in a way that you’ll understand what it takes to close a sale.

Who Should Read “The Lost Art of Closing”? And Why?

It really is an art, or perhaps a skill crafted for special occasions. Anyway, it’s not something that can’t be learned or digested!

The Lost Art of Closing” emphasizes the 10-step process for converting skeptical prospects into long-term collaborators.

It really is something you wouldn’t want to miss, especially if you are a salesperson in the making.

About Anthony Iannarino

Anthony Iannarino

Despite being a writer, Anthony Iannarino is also the founder of The Sales Blog.

He is also a part-time teacher at Capital University School of Management and Leadership.

“The Lost Art of Closing PDF Summary”

Let’s get this straight: Without these 10 commitments it’s literally impossible to close sales:

  1. The commitment for time – Breaking that ice requires psychological readiness, especially when it comes to scheduling a meeting. Experienced salespersons realize that e-mailing is not the best option for this endeavor. Instead, you should prefer a phone call to ask only for time, and don’t get into details about the product. Ask no more than three times and stick to what’s been agreed prior to the meeting.
  2. The commitment to exploring – Salespersons love the image of a business-person and can’t stand being labeled as pushy; interested in nothing other than commission. Your job is to make the client more comfortable with your presence and gradually reduce the aversion towards change. In these first contacts, you should avoid pitching about the product and rather focus on the threats of remaining rigid in a fast-paced environment.
  3. The commitment to change – Why would anyone be interested in buying what you’re offering if the service they use instead is satisfying their needs to the limit? It makes no sense, so your job is to ask the right questions and see where the problems are and how your service/product can help them capitalize on these pitfalls.
  4. The commitment to collaborate – The fundamentals in this step, revolve around a simple statement – change your solution into a “Solution.” In other words, don’t deliver your final product without even taking into account the clients’ needs. Adjust your solution to be their weapon, which they would use to accomplish their goals. The salesperson and the client must become strategic partners, both carrying for each other’s interest!
  5. The commitment to build consensus – Sometimes the sales solution is wrapped in a complex B2B network including multiple stakeholders. In such a situation, finding general agreement is a must. At first, your job would be to single out all major stakeholders and put yourself in their shoes. Such a decision may help you understand the big picture and define a proposal that may eventually develop into a win-win situation. If you can’t reach out to them, the least you can do is explain your contact why is important to build a relationship with them. But not all are willing to hear your battle cry.
  6. The commitment to invest – Every sales process encompasses several parties which must invest their time, energy and capital. Your position, on the other end of the tunnel, is to discuss the price after several meeting sessions. You have to beware of a bidding war with your competitors and to avoid such a scenario; it’s advisable that you present your price early on. This approach will help you weed out all unprofitable prospects.
  7. The commitment to review – When the time comes to showcase your presentation skills, you have to gear yourself up with mental sharpness. Don’t skip any step and secure a commitment from the client to find a generally acceptable proposal. To do so, you need to solicit feedback from all the stakeholders in the process and then form the final solution.
  8. The commitment to resolve concerns – The bottom line is – clients don’t fear your product, but the changes deriving from it. So, basically you must encourage them to share their concerns to close the sale. For instance, do you think that your clients are eager to implement your solution if the service you are providing is only a slightly better option than the one already in place? – No! Because it’s not worth the effort! Tackle their fears by offering something 5x times better and provide support during the enforcement of the new idea.
  9. The commitment to decide – The 9th commitment arrives spontaneously if you have successfully executed all previous 8. Securing a commitment from the client is not a straightforward task, especially when it comes to making the final decision. If you succeed, the relationship will reach a whole different level.
  10. The commitment to execute – A sale that is not able to deliver a product of unparalleled quality, damages the reputation of the salesperson and puts him/her in an inferior position. Not satisfying the clients to the full extent, may obstruct the process of winning additional sales. Therefore, you must make an effort to present the offerings straightforwardly, and provide the users with valuable info on how to utilize all the features contained in the product. This final step can be marked as a commitment to execute.   

Key Lessons from “The Lost Art of Closing”

1.      Secure the necessary commitments in the shortest timespan possible
2.      Embrace gradual transition from one stage to the next
3.      Integrate clients’ needs into the development of a solution

Secure the necessary commitments in the shortest timespan possible

Sales managers are duty bound to supervise the process and gauge possible deals.

The execution of the 10 commitments will serve as a backbone for nurturing lucrative relationships with clients and other key personalities.

Embrace gradual transition from one stage to the next

It’s no secret that not a small portion of salespeople opt for skipping some of the commitments to get the part where they can actually earn money.

For them, the process can be reduced to 4-5 key steps, and all the extra stages are just adding to the complexity.

Don’t become one of them!

Integrate clients’ needs into the development of a solution

Use your business expertise to pain a partnership picture; don’t opt for a one-way communication style.

In other words, increasing customer retention by 5% can generate roughly a 75% increase in profits!  

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“The Lost Art of Closing Quotes”

You can’t wait until your dream client experiences the negative impact of not changing before you decide to help them. You have to be…helping them understand the need to change. Click To Tweet Your dream client wants…problems to be solved, challenges overcome, opportunities pursued and greater outcomes obtained. Click To Tweet Although you may think that your client is only buying the value in your product, service or solution, the truth is that you are the larger part of the value proposition. Click To Tweet Sales can be a very rewarding career because, properly done, it requires that you help people get results they couldn’t have achieved without you. Click To Tweet

Our Critical Review

We are always on the lookout for practical and applicable tips that present an actionable solution. This book is the embodiment of such a reality.

We were really thrilled to participate in something so profound and share our thoughts on the topic!

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Lose the Resume, Land the Job PDF Summary

Lose the Resume, Land the Job PDF Almost Everyone Gets It Wrong. This Is How You Can Get It Right.

Experiencing problems while looking for a job?

Even more when trying to find the job?

Gary Burnison says:

Lose the Résumé, Land the Job.”

Who Should Read “Lose the Resume, Land the Job”? And Why?

The way you know them, resumes are a thing of the past – not because they are not important, but because they have transformed into something better: the story of you.

As “The New York Times Book Review” writes in its review” “Lose the Résumé, Find the Job” breaks down every aspect of job hunting, explaining what matters and what doesn’t.

As such, it should help everybody who has problems finding a job. And even those who do have one, but it is not really the one of their dreams.

This book has strategies for that as well! 

Gary BurnisonAbout Gary Burnison

Gary Burnison is the CEO of Korn Ferry International, with 2,500 employees across 40 countries, the world’s largest executive recruiting company.

After joining Korn Ferry in 2002 as CFO, Burnison served as COO for four years, before becoming the company’s CEO in 2007.

In 2011, he published “No Fear of Failure,” the first of his five books, which also include “The Twelve Absolutes of Leadership,” “Lead,” and “The Leadership Journey.”

“Lose the Resume, Land the Job PDF Summary”

You wonder why you got an automatic reply to your application or, even worse, that nobody called you even though you have such a great résumé?

Well, do you know that 98% of the candidates for a job position are eliminated basically before the employing process even beings, their CVs not given a second look, their résumés thrown in the trash can barely few minutes after they arrive?

Why, you ask?

Simply put, because nobody wants to lose his time and money.

And it’s not like there are five applications for a job!

Also:

The cost of replacing a manager six to 12 months after he or she is hired is equal to 2.3 times that person’s annual salary.

In other words, companies can’t afford to risk.

So, the process of choosing the right applicant is actually a fairly serious process (monitoring, background checks, testing, etc.) on the part of those who choose.

Consequently, it should be a serious process on your part as well!

And what do you think a company is most interested in when hiring you?

Turns out: it’s your passion.

Use Burnison’s ACT strategy to find out how much of it you have for the position you want to apply for – and save yourself the trouble of applying if it turns out that you have none.

ACT stands for:

Being authentic – which means that lying isn’t going to get you far! After all, you’re certainly present in the online world, so you can be sure that if there is some discrepancy between the information you give about yourself to a company and the ones you share with your closest friends – it will be used against you!

Making a connection. If things go well, you are going to stay at the company where you’re applying for a job for at least a couple of years. The painful truth is that nobody wants to work with someone who doesn’t make a good first impression. This works both ways!

Giving people a taste of who you are, what you can do best, and how much of a contribution you can make.

Speaking of which:

Your résumé should concisely and compellingly illustrate one major message point: This is how I made things better for my employer while I was there.

Résumés are not as important as you think; in fact, as we hinted above, they are merely a small part of a large package which includes your online presence and even – if it gets to an interview – your body language.

Since hiring managers rarely have time to cast more than a look or two on your CV, if you want to make it effective, then you need to follow certain résumé-writing rules:

#1. Don’t lie!
#2. Avoid buzzwords and clichés: when everybody is a “team player” and “innovative,” nobody is.
#3. Don’t leave any unexplained time gaps in your experience!
#4. Tell your story: it matters more than the layout.
#5. May your objective be discernible from your story: don’t state one instead.
#6. List your experience and accomplishments in the middle – and in reverse chronological order.
#7. Use most of this space (three-fourths of it) to describe your current job.
#8. Tell three relevant stories from your current job in the format challenge-action-outcome; use bullet points.
#9. Ask for some feedback from a professional before sending the résumé.
#10. Always – always – be prepared to provide references.

Once you’re finished with the résumé, it’s time to clean up your online media presence. Which boils down to at least a few no-brainers:

#1. Polish your LinkedIn profile and embellish it with a relatively recent photo of the well-groomed smiling you.
#2. Delete all inappropriate photos and tweets you can find.
#3. Investigate how often you post: excessive posting means you’re not that busy; the opposite that you are too passive.

Since it abounds in practical advice, we’ve reserved our “Key Lessons” section for three more important messages from this book.

Key Lessons from “Lose the Resume, Land the Job”

1.      Assess Yourself with the KF4D Test
2.      Be a Connector to Be Connected
3.      Avoid the “Deadly Sins of Interviewing”

Assess Yourself with the KF4D Test

Korn Ferry’s Four Dimensions of Leadership test is a useful tool which assesses four areas of utmost importance:

#1. Traits. These are your personal qualities. In a nutshell, the ones which companies usually search for should be pretty obvious: engaging people with a vision who can act and influence others.
#2. Drivers. Ask yourself: what drives you in life? Don’t work for a company which doesn’t address this drive.
#3. Competencies. Everybody has his own strengths and weaknesses. Find yours.
#4. Experiences. What have you done in the past that proves you can do the job you apply for in the future?

Be a Connector to Be Connected

“The biggest misconception,” writes Gary Burnison, “is that networking is about you. It’s the opposite. It’s about the other person.

It’s as simple as the golden rule: help other people, and you’ll be helped too when the time comes.

Connect friends to other friends (not for your own, but for their benefit), and, soon enough, you’ll be part of a large circle of people.

When networking, don’t think about anything past this.

Do it because you want to see the people you like happy.

Avoid the “Deadly Sins of Interviewing”

Most of these are fairly obvious, but you’ll be surprised at how many people have lost a job opportunity because of simple mistakes.

So, without further ado:

#1. Don’t lie! (We can’t overemphasize this!)
#2. Dress appropriately.
#3. Don’t be late!
#4. Research the company beforehand.
#5. Don’t talk too much, but don’t talk too little either.
#6. When asked if you have any questions, be sure to have them. “Replying, ‘I’m good, thanks’ as if someone had offered to refill your iced tea, shows a lack of preparedness and engagement.”
#7. Reiterate your enthusiasm and passion for the job before leaving: the last impression counts almost as much as the first one.
#8. Treat every interview as if it is your first – even if it’s your fifth for the day.

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“Lose the Resume, Land the Job Quotes”

Be honest and transparent about who you are, your background, your current job and responsibilities, and your current compensation. Never lie or exaggerate. Click To Tweet

The best time to find a new job is when you have a job. Click To Tweet

The often-quoted statistic is that people form an impression about others within seven seconds. But it may be even shorter than that. Click To Tweet

To be skilled at anything requires some knowledge and know-how. But more than that, you must possess the ability to adjust, adapt and respond. Click To Tweet

The workplace world is always smaller than you think. Click To Tweet

Our Critical Review

“Lose the Résumé, Land the Job” has a somewhat misleading title; fortunately, the misleading part is the first half of it.

Because almost everything that Gary Burnison says is applicable in the real-world, so we seriously believe that heeding his tips may help you land the job you like.

Worst-case scenario: you’ll do your best.

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Barking Up the Wrong Tree PDF Summary

Barking Up the Wrong Tree PDFThe Surprising Science Behind Why Everything You Know About Success Is (Mostly) Wrong

Achieving success is both much more complex and simpler thing than people say it is.

At least that’s what Eric Barker believes.

And he has a book-length apology of his belief:

Barking Up the Wrong Tree.”

Who Should Read “Barking Up the Wrong Tree”? And Why?

Wide-ranging and abounding in practical advice, “Barking Up the Wrong Tree” is for everybody who needs a manual for success and happiness.

It’s not a book you read – it’s a book you reread and constantly employ.

Eric BarkerAbout Eric Barker

Eric Barker is an American blogger.

The content of his “Barking Up the Wrong Tree” blog is syndicated by “Time Magazine,” “Business Insider,” and “The Week;” the blog, updated once a week, has over 300,000 subscribers to its newsletter.

A sought-after speaker featured in “The New York Times” and “WSJ,” Eric Barker has so far authored only this book.

“Barking Up the Wrong Tree PDF Summary”

Let’s start our summary with an eye-popping statistic:

A study of 700 American millionaires has revealed that their mean grade point average was 2.9!

In other words, the valedictorians didn’t do as well as the outliers!

In fact:

Research shows that what makes students likely to be impressive in the classroom is the same thing that makes them less likely to be home-run hitters outside the classroom.

Why?

Because to excel at school, you need to conform; and it’s very likely that this will teach you to be that kind of a person even after graduating and getting a job.

Which may get you a top job, and even a few “employee of the year” titles.

However, the ones that actually change the world are the non-conformists, the people capable of defining success in their own terms.

The earlier they do that, the earlier they realize that many of the activities they are made to do while young are actually extraneous to their goal.

So, they choose not to do them.

And, in the long run, this focus gives them just enough grit to come out on top!

If you want to follow them and build just enough perseverance to succeed, then a good idea will be to use the WGNF guidelines and transform your struggles into a game:

#1. Make the games winnable: you’ve played a lot of games in your life and, chances are, you’ve lost at least half of them; however, the very fact that you know a game was winnable has motivated you to play out the game until the very end.

#2. Attach goals: just like a video game, split the game of your life into levels which gradually become more difficult and have a clear goal on each of them; splitting up your goals into smaller chunks will motivate you to move and move you will – with the right pace.

#3. Build in novelty: each level should be not just more difficult than the last, but also introduce something new; just like a character in a video game, acquire new skills as you go along the road to success.

#4. Give/ask for Feedback: in the absence of feedback, you may be tempted to give up; interaction is a great way to keep track of your progress.

Of course, there’s no point in playing a game the outcome of which will not make you happy.

So, how do you discover whether a future objective is worth your time, effort, and attention?

Eric Barker has a solution for that as well!

If you don’t want to bark up the wrong tree, then constantly check your decisions against the WOOP process.

WOOP stands for wish, outcome, obstacle, plan, and, once broken down like that, it seems pretty self-explanatory.

So, when you have a wish to do something, first start with a specification of the outcome you want.

After that, it’s time to see which could be the obstacles preventing you from reaching that outcome.

Once you get to know them, it’s time to make a plan to circumvent them or, even better, jump over each of them.

If the last one is impossible (due to lack of competence, lack of time, etc.), then it’s best if your wish stays a wish until some better moment arrives.

However, when there is a plan, and that plan is doable – it’s time to be gritty!

One thing you should know in advance is that even though a plan is doable, it doesn’t mean that it will work out in the end: some level 10 bosses are just unbeatable!

What should you in cases such as that?

Simply: quit.

Don’t be afraid to do some experiments and quit the ones that don’t work… you need to try stuff knowing you might quit some of it to open yourself up to the luck and opportunities that can make you successful.

However, while trying to do that, never forget the real objective of success: allowing you to lead a balanced life.

And a balanced life means scoring high on the four metrics that matter most:

#1. Happiness
#2. Achievement
#3. Significance
#4. Legacy

Key Lessons from “Barking Up the Wrong Tree”

1.      The WGNF Guidelines for Success in Life
2.      The WOOP Decision-Making Process
3.      HASL: The Four Metrics Which Matter the Most

The WGNF Guidelines for Success in Life

“Homo sapiens” may just as well be called “homo ludens,” i.e., the game-playing man: that’s how much people like to play games!

So, use this to your own benefit and transform your struggles into games.

However, as always in games, there are certain rules you need to follow, or, in Barker’s opinion, the WGNF guidelines.

WGNF is short for winnable, goal-based, novelty-ridden, feedback-centered – and these are all adjectives which should describe each of the games you need to devise.

Do that – and your road to success will be much less thorny, and much more enjoyable!

The WOOP Decision-Making Process

If you are not sure which project you should take, be sure to check it with Barker’s WOOP tool before you embark upon it.

WOOP stands for wish, outcome, obstacles, and plan, which means that you should only try to make your wish come true if you can devise a plan specific enough to address each probable obstacle and, eventually, reach the wished-for outcome.

Otherwise, try to direct your energy on something else.

HASL: The Four Metrics Which Matter the Most

Always measure your life against these four metrics:

Happiness: find a way to live a pleasurable and content life;
Achievement: set yourself meaningful goals and try to achieve them;
Significance: try to have a positive impact;
Legacy: live your life in such a way that others may say that they have benefitted from your existence.

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“Barking Up the Wrong Tree Quotes”

When you align your values with the employment of your signature skills in a context that reinforces these same strengths, you create a powerful and emotionally engaging force for achievement, significance, happiness and legacy. Click To Tweet

Success is not the result of any single quality; it’s about alignment between who you are and where you choose to be. Click To Tweet

College grades aren’t any more predictive of subsequent life success than rolling dice. Click To Tweet

You do need to be visible. Your boss does need to like you. This is not proof of a heartless world; it’s just human nature. Click To Tweet

Hard work doesn’t pay off if your boss doesn’t know whom to reward for it. Click To Tweet

Our Critical Review

“Barking Up the Wrong Tree” is not so much innovative, as it is thorough in its research.

Well-structured and humorously written, it’s easily digestible and straightforwardly applicable; certainly a book worth reading and rereading.

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Why Motivating People Doesn’t Work… and What Does PDF Summary

Why Motivating People Doesn’t Work... and What Does PDFThe New Science of Leading, Energizing, and Engaging

The good old carrot-and-stick method doesn’t work anymore?

Well, times have changed!

And there’s a new science of leading, energizing, and engaging!

Time to find out “Why Motivating People Doesn’t Work… and What Does.”

Who Should Read “Why Motivating People Doesn’t Work… and What Does”? And Why?

Traditional motivational techniques may have worked in the past, but, to expect them to work still would mean to ignore how much the world has changed over the past several decades.

In “Why Motivating People Doesn’t Work… and What Does,” Susan Fowler urges leaders and managers to move beyond outdated motivational tactics and embrace the new science of energizing.

Start-up entrepreneurs and small business owners will find plenty of advice here as well!

Susan FowlerAbout Susan Fowler

Susan Fowler is a sought-after speaker and motivational trainer, the lead developer of The Ken Blanchard Company’s Optimal Motivation program.

Throughout her career, Fowler has co-authored numerous books, including “Self Leadership and The One Minute Manager” (with Ken Blanchard and Laurie Hawkins), “Achieve Leadership Genius” (with Drea Zigarmi and Dick Lyles) as well as “Leading at a Higher Level” and “Empowerment” (both with Ken Blanchard).

In addition, Fowler also blogs regularly for SmartBrief on Leadership, the Huffington Post, and LeaderChat.

She has coached in over 30 countries.

“Why Motivating People Doesn’t Work… and What Does PDF Summary”

In a way, there are only two types of motivation.

People are motivated to do something either because they must do it or because they want to do it.

In the former case, it’s all about ambition, rewards, and goal; the motivation of the must-doers is an ego-grounded motivation.

In the latter, the point is to grow, to learn, to excel; the motivation of the want-doers is a values-based motivation.

What science has recently discovered is that the values-based motivation is the only one which actually makes sense in the long run.

Because:

Peak performers are not goal driven. Peak performers are values-based and inspired by a noble purpose.

It took science a long time to reach this conclusion.

Why?

Well, because just a few years after the Second World War, B. F. Skinner – possibly the most influential psychologist of the 20th century – did quite a few experiments with pigeons, investigating phenomena such as superstitions and motivation.

A radical behaviorist, he came to a startling conclusion: you can make a pigeon do absolutely anything if it knows that there’s a reward; in addition, you can visibly inhibit some aspects of its behavior if you punish it by holding back on the food pellets.

What did this mean in terms of motivation at the workplace?

In an idiom (which, coincidentally, dates back to around the same time when Skinner was conducting his pigeon experiments): carrots and sticks.

And for many decades, managers believed that if you reward your employees for their good work and punish them for their bad behavior, you’ll eventually carve out the perfect worker out of them.

The problem is – it doesn’t work that way.

For even when they do, rewards only work in the short term – and cause plenty of problems in the long run.

That is, when there is a lack of money in the company, and you must put an end to the reward program, the reward-oriented employees will start doing a lot less work.

In fact, Drs. Richard Ryan and Edward Deci have demonstrated all but conclusively that real long-term motivation has nothing to do with carrots and sticks – but everything with “hope and promise.”

In other words, most people are already motivated but usually in a much more abstract way than the market would want them too.

Consequently, the job of leaders and managers is practically mission impossible: they need to motivate their employees to do things which may not be aligned with the employees’ inherent motivation.

It’s almost like a Catch-22:

The motivation dilemma is that leaders are being held accountable to do something they cannot do –motivate others.

But, if people are already motivated, how motivated are they?

And is there anything you can do?

According to Susan Fowler, there are six motivational outlooks, which can be easily illustrated by examining the reaction of six different employees to a routine work meeting:

#1. Disinterested: Employee n. 1 thinks that the meeting was a waste of time.
#2. External: Employee n. 2 thinks that this (like any other) meeting was a venue for him to exercise his power and position; he now expects a reward for being there.
#3. Imposed: Employee n. 3 was under severe pressure to attend the meeting because, well, everybody did; otherwise, he wouldn’t have come.
#4. Aligned: Employee n. 4 believes that he learned one or two valuable lessons at the meeting.
#5. Integrated: Employee n. 5 loved the meeting: he/she sincerely believes in the things discussed during this meeting and would want many more meetings such as this one in the future.
#6. Inherent: Employee n. 6 loves being around people, and meetings are his thing. This one? It was (like all the others) fun and enjoyable!

Now, as is obvious at first sight, the first three motivational outlooks are suboptimal drivers which can physically drain a person. Fowler calls them “motivational junk food.”

The last three motivational outlooks are energetic: they are the “motivational health food.”

Now, someone likes his burgers and Nachos, but others prefer broccoli and spinach. And, if you have a child, you know that it is pretty difficult to motivate it to eat the latter if it likes the former.

Scientific research has discovered that the same is true with motivation as well.

The good news?

Just like children feed themselves better by themselves, employees seem more motivated when they feel that three fundamental psychological needs of theirs are satisfied:

#1. Autonomy: I’m free to choose what you can do;
#2. Relatedness: I care about other people, and they care about me as well;
#3. Competence: I am capable of doing this job – and I am capable of doing it better than many.

So, the way out of the motivation dilemma is quite counterintuitive: instead of trying to motivate your employees to do something, just discover what they are already motivated about.

And, afterward, allow them to do exactly that.

Key Lessons from “Why Motivating People Doesn’t Work… and What Does”

1.      External Motivation Undermines Internal Motivation
2.      The Internally Motivated Live Under an ARC of Freedom
3.      There Are Six Motivational Outlooks – and Only Three Are Good

External Motivation Undermines Internal Motivation

In a nutshell, there are two types of motivation: either you must do something, or you want to do something.

In the case of the former, even though mostly in the short run, external motivation works; however, in the case of the latter, it is, in fact, an impediment.

Why?

Because money and promotions motivate people only to a certain extent; everything after that is intrinsic.

The Internally Motivated Live Under an ARC of Freedom

An internally motivated person will move mountains for you and ask for nothing in return.

The reason is quite simple: the three fundamental psychological needs (autonomy, relatedness, and competence – ARC) are already satisfied in his case.

In other words, when people feel competent to do something, have complete freedom to do it the way they want to and have evidence that their work brings some good in the lives of others – then they’ll do it without any external incentives.

In fact, they may feel these as a sort of an insult:

People who experience ARC are thriving. They do not need something or someone else doing the driving.

There Are Six Motivational Outlooks – and Only Three Are Good

There are six motivational outlooks.

The disinterested, external and imposed are the junk food of motivation, while its health food is the aligned, integrated, and the inherent motivational outlook.

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“Why Motivating People Doesn’t Work… and What Does Quotes”

The motivation dilemma is that leaders are being held accountable to do something they cannot do – motivate others. Click To Tweet

Misunderstanding what motivation means leads to a misapplication of techniques to make it happen. Click To Tweet

Devoting time and effort to help people shift their motivational outlook pays off in countless ways for them, your organization and you as a leader. Click To Tweet

Leaders are so immersed in five motivation-eroding beliefs that they find it difficult to hear, see, or do something different. Click To Tweet

Motivation is a skill. People can learn to choose and create optimal motivational experiences anytime and anywhere. Click To Tweet

Our Critical Review

“Why Motivating People Doesn’t Work… and What Does” seems to borrow a lot from Daniel H. Pink’s classic “Drive.”

However, this doesn’t make Susan Fowler’s book obsolete.

Because, what it lacks in originality, it compensates in applicability.

And that is at least as important.

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Confident Digital Content PDF Summary

Confident Digital Content PDF

Master the Fundamentals of Online Video, Design, Writing and Social Media to Supercharge Your Career

Are you looking for a way to boost your career? Perhaps, you weren’t looking in the right place!

For the time being, it’s best if you test all your options and work out a compromise.

We encompass the main findings from this Trendy Book!

Who Should Read “Confident Digital Content”? And Why?

Succeeding in the digital world is proving to be a nightmare for many individuals, agencies, and companies. Due to the intense competition, doing something that stands out from the group is critical.

Confident Digital Content” is best suited for managers and digital enthusiasts who understand the benefits of producing world-class content.

Learn how to win the lion’s share of the revenues in your industry!

About Adam Waters

Adam Waters has spent more than a decade in producing digital content and learning its secrets.

“Confident Digital Content PDF Summary”

Falling to adapt to the digital era, can really put you in an awkward position. Working, creating and restricted to one/several areas because obviously its effects are integrated into every activity.  

Let’s say you are a wine importer. Who needs digitalization right? Wrong! Even if you are just starting up, an online presence can give you the edge to find new customers, build partnership and strengthen relationships. It’s no longer a “Maybe” it’s a “Must”!

The Skills Required for Getting to the Top in the Digital Content Production Wizardry

Experts in digital content creation place emphasis on finding that emotional trigger, which acts as a hook in keeping the audience engaged. Knowing how to get a bit closer is one thing, but understanding why you shouldn’t come too close is a process.

It’s advisable to have a certain amount of expertise in these aspects as well:

Writing – It comes as no surprise that digital experts should have sharp skills in activating the readers through their ability to write compellingly. They try to keep it simple and clean and avoid sentences, which can’t be misconstrued by the wider audience.

A professional tone is recommended but not mandatory – it is on a case to case basis. Pay attention to grammar, and headlines, which must not try to deceit the user into following misleading info.

Video – So, what’s the main difference between digital videos and the 60-Second Spot on television. You might want to keep your video as short and concise as possible. Nowadays, internet networks tackle all social and geographical boundaries and allow the users to enjoy their stream anyplace anytime.

Graphic design – Nothing converts better than images, and visual assets that can grab the user’s attention in a heartbeat. But, don’t forget that some colors and designs are better suited than the others.

For instance, you think it’s random that McDonalds uses Red and Yellow in their logo? The psychological effect of Red and Yellow acts as an appetite stimulant!

Layout and the full visual appearance can make a huge difference!

Photography – Taking photos has never been easier. Use your smartphone and post pictures on your Social Media profiles.  For instance, displaying them on Instagram can give you worldwide exposure, something that everyone needs.

Let’s give a brief explanation of the most commonly used rule – “rule of thirds.” According to this standard, the grid automatically generates three vertical and three horizontal lines, that split the photo into nine equally matched sections or blocks. Many professionals press this rule into service for keeping the focus fixated on the leading edges.

Audio – Digital and SEO experts sing the praises of this possibility due to the numerous benefits deriving from podcasts and other audio materials. The main advantage is manifested through the simplicity of listening audio while you are in a middle of something else.

Your smartphone has all the capabilities it requires to create a great interview experience and much more.

Reach out to the Digital communities – Is it even possible to achieve better market position without introducing yourself to the right audience? Absolutely, not! First of all, understand the needs of the people you are trying to pull and turn them into supporters.

Try to get through all the barriers that prevent you from knowing what your audience is demanding. Find the topics that make them all fired-up. Once you are done with that, take the next step by enforcing a new set of policies which would eventually help you to find the best channels for conveying the message.

Social media – Although social media is growing in popularity, every digital content producer is aware that this is the most fluctuating industry in the world. What facets worked today, may not be applicable the next morning.

Nurturing Digital Culture in the Organization

Proficient and capable leaders are sensitive when it comes to creating a digital culture that will serve as a basis for all decision-making. Here’s how to start:

Single out all digital ambassadors” – These people are your golden goose or the ones whose expertise would come in handy.

Track your progress” – Digital analytics helps you determine which of the strategies implemented is bearing fruits, and which one should be abandoned.

Key Lessons from “Confident Digital Content”

1.      Digital Content Empowerment through Advertising
2.      Dig deep until you hit the treasure
3.      The perfect Time-Frame for videos

Digital Content Empowerment through Advertising

Let’s say that your company sells lipstick for women. Would you prefer that your promotion and commercial efforts are directed towards the female audience, or to all people?

That’s the beauty of the digital world; it allows you to customize the marketing endeavors and lend you a hand in the process of presenting the offerings before the target audience.

Dig deep until you hit the treasure

Finding the right people through the right channels and offering them the right services is easier said than done.

But, social media makes it easier. Focus on the channels that may make or break your strategy.

The perfect Time-Frame for videos

A length of 20-30 seconds is definitely the undisputed winner in terms of identifying the ideal video-interval.

According to recently made discoveries, 60% of the people, turn off the sound while watching videos. So, keep that in mind as well!

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“Confident Digital Content Quotes”

If you want to develop strong digital journalism skills, understanding the tools and techniques available to tell stories quickly and clearly on digital platforms will allow you to thrive. Click To Tweet Every time you write, you must ask yourself: Is this as clear and as simple as it could be? Click To Tweet The only way you can guarantee failure in life is by never taking a risk at all. You have to experiment with new ways of telling stories or producing content. Click To Tweet Focus on what your audience is interested in and how best to tell them…stories. Click To Tweet Combining…the smartphone with social networks was revolutionary. People could broadcast to the world from wherever they were. Click To Tweet

Our Critical Review

Not investing your time and energy in building the perfect digital content is a one-way ticket to disaster.

Adam Waters vouch for every method and technique presented in this book. If you need our advice, then you have the green light to pursue your digital career!

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Want to Get Great at Something? Get a Coach PDF Summary

Want to Get Great at Something? Get a Coach PDFNothing new on the program today: once again, we talk about coaching and mentoring.

Or, rather, the necessity of it.

However, this time we’ll leave the subject where it’s most safe: in the hands of a surgeon, Atul Gawande.

Unsurprisingly, he’s pretty precise and straightforward:

Want to get great at something?” he asks. “Then, get a coach!

Who Should Read “Want to Get Great at Something? Get a Coach”? And Why?

Coaching is not only for the amateurs, Gawande says; it’s also for the experts.

So, “Want to Get Great at Something? Get a Coach” should function as a wakeup call for everyone who thinks that he/she has reached his/her peak.

In merely 15 minutes, we guarantee that Gawande will change your ways of thinking.

Atul GawandeAbout Atul Gawande

Atul Gawande is an American surgeon and writer.

A professor in the Department of Health Policy and Management at the Harvard T.H. Chan School of Public Health and the Samuel O. Thier Professor of Surgery at Harvard Medical School, Gawande is also the executive director of Ariadne Labs and chairman of Lifebox.

He has authored few bestselling books: “Complications,” “Better,” “The Checklist Manifesto” and “Being Mortal.”

In 2010, he was listed among the 100 most influential people in the world in the annual list assembled by “Time” magazine.

“Want to Get Great at Something? Get a Coach PDF Summary”

There’s no such thing as reaching your peak.

So, if you believe that you are there –  Atul Gawande says in his unassuming (and all the more brilliant for it) 2017 TED Talk “Want to Get Great at Something? Get a Coach” – you’re not seeing things objectively.

In other words: if you are at a stage where you can’t find any more room to improve, that doesn’t mean that you can’t; it only means that you can’t on your own.

It all boils down to this small, but extremely important distinction, which, in its less formal imperative version, sounds a bit Nazi:

Get a coach!

However, this, in Atul Gawande’s opinion, is the best advice you will ever get, and his conviction is deeply rooted in a continual interest for and personal strive for excellence, best summed up by his inspiring and thought-provoking credo:

It’s not how good you are now; it’s how good you’re going to be that really matters.

Now, Atul Gawande is a world-renowned surgeon who just recently – barely two weeks ago (June 20, 2018) – was named a CEO of a healthcare venture jointly owned by Amazon, Berkshire Hathaway, and JP Morgan Chase.

So, how much better can he get?

Or, to rephrase that: if he’s the best, then who’s better than him to coach him?

To answer this, Gawande starts by addressing one fundamental question: “How do professionals get better at what they do?”

And there are two views about this.

The first one is the pedagogical view.

According to it, expertise means not needing to be coached. That is: you know you’re good, when you can make it on your own.

In fact, you allow yourself to be coached (read: “you go to school, you study, you practice, you learn…”) so that you can reach a stage in which your know-how will make a coach obsolete:

A professional is someone who is capable of managing their own improvement.

There is practically no professional on this planet who hasn’t gone through this process.

Which is why, for the most of them (whether they are lawyers, scientists or musicians), it seems a bit shameful to ask someone else for help.

It basically means that you haven’t finished your training process; or even that you are admitting that the other guy knows more than you.

The opposing view comes out of sports.

According to this one, everybody needs a coach; in fact, in sports, coaching is an essential part of talent, no matter how talented you are.

And, as opposed to other fields of human endeavor, we are not at all surprised to see even the greatest basketball or chess players coached!

According to Gawande, this latter view is the right one – no matter what you are, or what you want to become.

Take him, for example!

As we said above, he’s one of the best surgeons in the world.

But, once he realized that he wasn’t improving anymore, Gawande decided to hire a coach, i.e., to ask a former professor of his (Bob Osteen) to observe him in his operating room.

I remember the first case,” notes Gawande. “It went beautifully. I didn’t think there would be anything much he’d have to say when we were done. Instead, he had a whole page dense with notes.

Why?

Because Bob could see Atul from a different perspective; and from where he was, Atul’s elbow was up in the air every once in a while, and the light had swung out of the wound.

Small things – but it’s them that matter in the long run.

Another great example would be Itzhak Perlman, one of the greatest violinists of our time.

His coach?

His wife, Toby, who’s always in the audience at his performances, observing him and giving him feedback.

And why should Itzhak listen?

Because coaches perform three fundamental functions you can’t do (at least not as well) on your own.

First of all, they can be your external eyes and ears, providing a more accurate picture of reality – one that you can’t see from where your standing.

Next, they are capable of recognizing fundamentals and instilling positive thinking, i.e., they can motivate us and remind us of the things we might have forgotten.

Finally, they can break our actions down for us, and then, they can help us build them back up once again.

So, do you still think you are better off without a coach?

Well, think again!

Key Lessons from “Want to Get Great at Something? Get a Coach”

1.      What Does It Mean to Be a Professional?
2.      Two Views on Coaching
3.      What Do Coaches Do? Three Benefits of Coaching

What Does It Mean to Be a Professional?

In the opinion of most people, a professional is someone who is capable of performing what he does independently.

And few – if anyone – can argue with this definition.

However, a professional is also someone who is constantly improving in his field.

Here’s the catch:

Can you improve unaided?

If you can – then what’s the deal with the education system?

Should we redefine the term “professional”?

Two Views on Coaching

There are two opposing views on coaching.

According to the pedagogical one, coaching is the process through which you need to go to become a professional. According to sports-related people, coaching is an essential part of being a professional.

In other words, the former think that once you learn your craft, you don’t need to be coached anymore; the latter believe that even if you are the best in the world – you still need a coach.

What Do Coaches Do? Three Benefits of Coaching

Why would a Tiger Woods or a Michael Jordan need a coach?

Well because coaches provide three benefits of utmost importance.

In the words of Gawande, they are

your external eyes and ears, providing a more accurate picture of your reality. They’re recognizing the fundamentals. They’re breaking your actions down and then helping you build them back up again.

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“Want to Get Great at Something? Get a Coach Quotes”

I think it's not just how good you are now, I think it's how good you're going to be that really matters. Click To Tweet

The greatest in the world needs a coach. Click To Tweet

You don't recognize the issues that are standing in your way or if you do, you don't necessarily know how to fix them. And the result is that somewhere along the way, you stop improving. Click To Tweet

Great coaches…are your external eyes and ears, providing a more accurate picture of your reality. Click To Tweet

I saw a team transformed because of coaching. And I saw at least one life saved because of it. Click To Tweet

Our Critical Review

The main idea of Atul Gawande’s TED Talk is there in its title: “Want to Get Great at Something? Get a Coach.”

And, obviously, it’s not exactly an innovative one.

However, his argumentation, and the fact that he’s a surgeon and has successfully employed this advice in his own practice, makes all the difference.

Put differently, this TED Talk may finally help you realize the importance of coaches and even inspire you to get one.

No matter what you do.

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Go Put Your Strengths to Work PDF Summary

Go Put Your Strengths to Work PDF6 Powerful Steps to Achieve Outstanding Performance

Have you discovered your strengths?

Well, then, Marcus Buckingham says:

Go, Put Your Strengths to Work!”

Who Should Read “Go Put Your Strengths to Work”? And Why?

Best-case scenario:

Those who have done their homework and are already familiar with “First, Break All the Rules” and “Now, Discover Your Strengths.”

But, even as a standalone, “Go Put Your Strengths to Work” could be helpful for anyone.

Marcus BuckinghamAbout Marcus Buckingham

Marcus Buckingham is a motivational speaker and consultant, best known as one of the founders of the strengths movement.

Founder of the Marcus Buckingham Company (TMBC), he has made numerous TV appearances and has made a name as one of the top management trainers in the world.

He is most famous as the co-author of “First, Break All the Rules” (with Curt Coffman) and “Now, Discover Your Strengths” (with Donald O. Clifton).

“Go Put Your Strengths to Work PDF Summary”

If you know Marcus Buckingham, you certainly know the drill so far:

First, break all the rules!

Now, discover your strengths.

And finally, go put your strengths to work!

In six simple, but powerful steps, each one an answer to some of the most dreaded questions you’ve ever had to answer.

Step 1: Bust the Myths
So, what’s stopping you?

There are many myths which may hinder your growth to greatness.

However, three of them are especially dangerous:

Myth 1: As you grow, your personality changes.

The truth is – it doesn’t: growth comes from you investing your energy to build on what you already have.

A cat will never become a lion no matter how much it trains to roar.

Just as well: you will never become an expert in someone else’s field.

To quote William Blake:

The eagle never lost so much time as when he submitted to learn of the crow.

Myth 2: You will grow the most in your areas of greatest weakness.

Even though it may seem like it – after all, there’s more room for maneuver in an empty area – the truth is that you can only grow effectively in an area of strength.

Myth 3: A good team member does whatever it takes to help the team.

Sometimes this may be true, but most often it is not.

Simply put, if you’re not giving your best, you’re not doing the best for your team either.

Just ask yourself:

How much would Michael Jordan have helped the Chicago Bulls win a title if he had been forced to play in the position of a center?

Step 2: Get Clear
Do you know what your strengths are?

People usually know much more about their weaknesses than about their strengths:

Our strengths are the very qualities that could make us look our best, and yet when asked to detail them we lack, well, detail.

Well, it’s time to change that!

Because capturing, clarifying and confirming your strengths is a prerequisite to living the life of your dreams.

How can you do that?

By making an analysis of yourself and checking your supposed skills and talents against Buckingham’s four SIGNs of strengths:

Success: Which activities do you do most successfully?
Instinct: Which do you feel like doing most intuitively?
Growth: Are you continually getting better in these activities, in an almost natural way?
Needs: Do these activities matter to you, making you feel fulfilled and content?

Step 3: Free Your Strengths
How can you make the most of what strengthens you?

Now that you’ve discovered your strengths, it’s time to FREE them and put them to work. This is a process which – as the acronym gives away – consists of four strategies:

Focus: first, you need to understand which of your strengths you actually employ while at work; understand when you need it, how much you need it, and how often you use it;
Release: start doing the things which may bring the most of your skillset, even if that means doing someone else’s job;
Educate: bring your knowledge up to date and become even more skillful in what you’re already best.
Expand: redefine your job in terms of your newfound and updated strengths; your team needs the best of you.

Step 4: Stop Your Weaknesses
How can you cut out what weakens you?

Just like your strengths, you should clear, capture and clarify your weaknesses as well.

Obviously, the objective now is different.

Namely, to STOP them from reaching your full potential:

Stop: this is selfexplanatory: cease doing anything you dislike; sometimes this may be something so irrelevant that nobody will notice; other times, explain your rationale;
Team up: now that you’ve stopped doing some activity you dislike, team up with the person who actually likes doing it;
Offer up: time for a swap – in exchange for helping you with your least favorite activity, offer your partner to help him with the one you’re best at;
Perceive: now, look at your weakness anew; does it matter that you have it?

Step 5: Speak Up
How can you create strong teams?

Now, that you know there may be a way to make yourself more essential to the team while getting rid of those activities you don’t like to do – a win-win of the highest order – it’s time for a talk with your boss.

Conversation 1: To prepare, have a strengths chat with your colleagues, rummaging for work examples to back up your talk, and devising a plan what to say to your boss once he invites you to his office;

Conversation 2: Time for the discussion. It will go well if you manage to answer the “how I can help you” question. Try putting your presented plan into practice.

Conversation 3: The weakness chat (same as 1 – but different objective).

Conversation 4: This should be the pinnacle of your efforts: the “how you can help me” chat with your boss.

Step 6: Build Strong Habits
How can you make this last forever?

Michael Jordan didn’t remain Michael Jordan because he relied on his strengths but because he continually used them and built upon them.

Do the same.

First, introduce a daily routine to identify the three strengths you are/like to be using and the three weakness you like to get rid of.

Then, start a weekly routine to identify two actions which may help you strengthen your strengths and shut down your weaknesses.

Finally, do a personal quarterly review to see how things are going.

Key Lessons from “Go Put Your Strengths to Work”

1.      Strengths Before Weaknesses
2.      The 6 Steps to Achieve Outstanding Performance
3.      Stand Out

Strengths Before Weaknesses

Less than half of surveyed Americans think that they should build on their strengths, preferring to overcome their weaknesses instead.

However, this may be one of the worst things you can do if you want to be successful.

Because life is just too short to focus on your weaknesses.

No matter what, you will always have a few of those.

Hell, even Richard Feynman sucked at art history and music!

The point is to spend as much of your time as you can to strengthen your strengths.

And shut down your weaknesses altogether.

The 6 Steps to Achieve Outstanding Performance

To put your strengths to work, you need to follow these 6 steps:

#1: Bust the myths which hinder your growth.
#2: Get clear, i.e., capture, clarify, and confirm your strengths by checking them against the four SIGNs (success, instinct, growth, and needs).
#3: FREE your strengths, by focusing and releasing them, and then by educating yourself in the field and expanding upon them.
#4: STOP your weaknesses. Literally: first stop doing them, and then team up with someone whose strengths are your weaknesses, and whose weaknesses are your strengths; once you do that, offer up to swap the tasks and finally, start perceiving your weakness with some fresh eyes.
#5: Speak up. Arrange a meeting with your boss and inform him of your strengths.
#6: Build strong habits. You’re in this for the long run. Constantly repeat this process.

Stand Out

Now, that you’ve mastered your strengths, it’s time to make the next step.

Discover your strength role and start excelling.

Time to stand out!

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“Go Put Your Strengths to Work Quotes”

The strengths movement says that all we learn from mistakes are the characteristics of mistakes. If we want to learn about our successes, we must study successes. Click To Tweet

The radical idea at the core of the strengths movement is that excellence is not the opposite of failure, and that, as such, you will learn little about excellence from studying failure. Click To Tweet

Your strengths are defined by your actual activities. They are things you do, and more specifically, things you do near perfectly. Click To Tweet

Start with your own life, and to paraphrase Mahatma Gandhi, be the change you want to see in your team. Click To Tweet

Your teammates need to know where they can rely on you the most. The most responsible thing you can do is tell them. Click To Tweet

Our Critical Review

“Go Put Your Strengths to Work” is Marcus Buckingham’s attempt to complete his tentative strength’s trilogy, but he doesn’t do a fairly good job.

True, the first two books set a very high standard – we, for one, featured them both in our list of top 15 management books in history – but this one feels just too repetitive and simplified.

And, in our opinion, it refers too often to the book’s website (http://simplystrengths.com/), on whose SET tests (now, supposedly, outdated) it relies just too much for its own benefit.

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Death by Meeting PDF Summary

Death by Meeting PDFA Leadership Fable… About Solving the Most Painful Problem in Business

Ready for another business fable?

Well, who isn’t?

Especially if it is by Patrick Lencioni, one of the masters of the genre.

In “Death by Meeting” he tries to find a solution to “the most painful problem in business”:

Uninspiring, boring, time-wasting meetings.

Who Should Read “Death by Meeting”? And Why?

Meetings are a puzzling paradox,” states Will Peterson, one of the characters in 2Death by Meeting,” while presenting his model. “On one hand, they are critical. Meetings are the activity at the center of every organization. On the other hand, they are painful. Frustratingly long and seemingly pointless.

Needless to add, “Death by Meeting” tries to transcend this paradox.

And it should probably be consulted by every manager who wants to add some drama and context to the meetings in his company.

Patrick M. LencioniAbout Patrick M. Lencioni

Patrick Lencioni is an American author, motivational speaker, and the President of The Table Group.

One of the “10 new gurus you should know” according to CNN Money, Lencioni has so far written about a dozen books which explore different aspects of business management, mostly team dynamics and obstacles to success.

He is most famous as the author of “The Five Dysfunctions of a Team” and “The Advantage.”

Find out more at https://www.tablegroup.com.

“Death by Meeting PDF Summary”

“Death by Meeting” may be subtitled “A Leadership Fable,” but that only describes half of it.

Literally.

Since the book itself is divided into two very distinct parts: “The Fable” and “The Model.”

As is obvious from the titles, the first part narrates Lencioni’s story and encompasses about four-fifths of the book, providing the framework for the second part, which, in no more than 40 pages, extracts the lessons learned in the form of an applicable – and supposedly “groundbreaking” – meetings model.

Appropriately, we’ll explore the model in our “Key Lessons” section.

In this one, we’ll merely summarize Lencioni’s fable.

It concerns Casey McDaniel, the founder and CEO of Yip Software, a likable, but not at all an inspiring guy.

After winning a golf scholarship in his youth, Casey enrolled at the University of Arizona and studied electrical engineering and computers.

He wasn’t a very good student, but he was a great golfer, resulting not only in him joining the PGA tour shortly after graduating but also in winning a few tournaments and a couple of complimenting epithets.

Unfortunately, that was it for Casey, since, early on, he contracted a case of the dreaded yips, which led to him leaving the tour and inventing a virtual golf game.

The game proved a tremendous success, so Casey started Yip Software, which, by the time our fable starts, had managed to release eight mildly popular games.

Their problem?

No violence.

A personal preference of Casey himself who didn’t want his four children to grow up in a world of violent games.

Unfortunately, he seems to have had no problems with his employees withering out in a corporate world of boring meetings, made even more tedious after a passionate conference or an exciting presentation by some of Yip’s competitors!

One day Casey hires an HR manager named Michelle.

For the first time in the history of Yip, Michelle organized a meeting with an agenda. And her preparations included a study on the morale of Yip’s workers.

Her conclusions?

There is no such thing in the company.

The reason?

According to Casey, the lack of a why, a motto, a mission; apparently, in his opinion, his employees needed a new cause to rally around, and they needed it fast.

According to Tim Carter, the CFO, the reason for the low morale was much more tangible: the lack of bonuses and similar financial incentives.

To this, Connor, the head of marketing, replies something which shakes Casey to the core of his existence. “I would like to make more money,” he says, “but I have accepted my fate.”

Fate?

Are all of his employees so resigned?

Soon, Casey sees no option but to sell his company to Playsoft, a rival company, and the second biggest video game market in the country.

In return, J.T. Harrison, the head of business development at Playsoft, promises Casey that he’ll get to keep his job and his team.

But Playsoft’s stocks take a plunge, and J.T. starts visiting Yip much more often, in an apparent attempt to supervise Casey’s managing more closely.

One of the first things he realizes: Yip’s meetings are as demoralizing as a modest income or a last-minute loss!

After attending one of them, he writes a mail to Casey, stating:

I have rarely seen such an unproductive, uninspired meeting in my career.

Casey fears that J.T. is angling for his job and doesn’t know where to turn for advice.

He’ll get one from an unlikely source: Will Peterson, Yip’s new administrative assistant, a brilliant guy with a psychological problem for which he takes regular medications.

However, one day he just doesn’t, and he suddenly bursts into a string of expletives during another one of Casey’s endless, pointless meetings.

Afterward, he secretly reads his CEO’s emails and finds the one sent by J.T.

So, he goes over to Casey and tells him straight away: meetings matter; yours don’t.

Casey is all ears.

And Will proposes a groundbreaking meetings model to shake things up.

Its main premise: most of the meetings are useless or wrongly conducted, lacking drama and context.

Fortunately,

There is nothing inherent about meetings that makes them bad, and so it is entirely possible to transform them into compelling, productive and fun activities.

Only four kinds of meetings are meaningful: check-in, tactical, strategic and quarterly review.

Key Lessons from “Death by Meeting”

1.      The Daily Check-In Meeting
2.      Weekly Tactical Meeting
3.      Monthly Strategic Meeting
4.      Quarterly Review

The Daily Check-In Meeting

Think of the daily check-in meeting as a football huddle!

Meaning: it should be short and conducted while standing up.

The only reason why it exists?

To help the participants quickly review their intentions and plans for the day.

And that’s it.

Weekly Tactical Meeting

Once a week, you need to organize a 45 to 90 minutes long tactical meeting.

This one should be a highly structured one, and it should include at least four parts.

First, the lightning round, during which everyone has a minute to state his or her priorities. Then, the review portion, when, obviously, everyone’s performance is reviewed against the four most important metrics.

Only after this part, you’ll be able to move on to setting an agenda and a challenge for the next week, which comprise the last two segments of the weekly tactical meeting.

Monthly Strategic Meeting

The strategy of a company should change and be updated much less regularly than its tactics, which means that a monthly strategic meeting should be just enough.

However, don’t be stingy with the time you dedicate to each of the important discussion topics during the monthly strategic meeting.

In fact, that’s exactly why you have it once a month!

Quarterly Review

Regardless of the bad reputation of quarterly reviews, dividing the work year into four quarters makes a lot of sense on so many levels, so don’t try to get rid of them.

Instead, just optimize them.

Every quarterly review should address four topics, four separate reviews: a review of strategy, a review of the team, a review of personnel, and a review of the operating environment.

Only then it can be successful!

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“Death by Meeting Quotes”

No matter what kind of organization I work with – regardless of size, industry or geography – the same general experience drives people crazy when it comes to meetings. Click To Tweet

Bad meetings, and what they indicate and provoke in an organization, generate real human suffering in the form of anger, lethargy and cynicism. Click To Tweet

The issues you’re supposed to be talking about here are what puts bread on your tables and keeps you all employed. How much more could be at stake? Click To Tweet

Think about your favorite movies. You can probably remember the opening scenes. Something about them got your attention and hooked you. And that’s what you have to do in your meetings. Give people a reason to care. Click To Tweet

There is nothing inherent about meetings that makes them bad, and so it is entirely possible to transform them into compelling, productive and fun activities. Click To Tweet

Our Critical Review

If you’ve read “The Five Dysfunctions of a Team,” you already know that Patrick Lencioni knows full well how to write an engaging business fable.

However, we feel that “Death by Meeting” doesn’t live up to the high standard he had set with his previous books.

For one, the fable is about four times as long as the model, even though the former is merely the framework for the latter.

So much so that you can easily do away with the first 200 pages and lose nothing.

There is, nevertheless, some good advice in the last 40.

So, read only those.

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Business-Dō PDF Summary – Hiroshi Mikitani

Business-Dō PDFThe Way to Successful Leadership

You can translate this book’s title – “Business-Dō” – into “The Dao of Business.”

Its author?

A billionaire.

Need anything more?

Who Should Read “Business-Dō”? And Why?

If you want to be successful in your business, read this book.

It offers 10 principles you’ll certainly want to follow.

And 78 more as a bonus.

Hiroshi MikitaniAbout Hiroshi Mikitani

Hiroshi Mikitani is a Japanese billionaire businessman.

He is the founder and CEO of Rakuten, Inc., the president of Crimson Group, and a board member of Lyft.

He is also the chairman of Tokyo Philharmonic Orchestra and the football club Vissel Kobe.

He is worth $4 billion.

“Business-Dō PDF Summary”

In case you didn’t know by now, Hiroshi Mikitani is one of the 500 richest people in the world, worth around 4 billion dollars – most of it earned via Rakuten, Inc., the largest e-commerce company in Japan.

When he founded it back in 1996, there was no Alibaba or even Google; and Amazon.com was barely launched.

22 years later, Rakuten is one of the largest Internet companies in terms of revenue in the world, earning more than, say, Groupon or Airbnb!

So, in a nutshell, Mikitani – affectively nicknamed “Mickey” while at Harvard – knows his stuff.

And in “Business-Dō,” he shares the 88 signposts of his “dō,” which is the Japanese translation of the far more famous “dao,” a Chinese word for “route,” “way,” “path” or “road.”

Speaking of paths, Hiroshi “Mickey” Mikitani has pretty straightforward advice on what the nature of your own should be:

It’s not impossible to overtake others on the same route, but it’s extremely difficult. In order to overtake your rivals, it’s better to seek out a new path.

Now that you’ve got that straightened out, it’s time that you move on to the “Business-Dō” principles!

As we said above, there are 88 of them, but ten represent the core of Mikitani’s philosophy.

We’ll look at the other 78 in our “Key Lessons” section.

Here are the 10 core principles:

#1. All concepts are relative

If you choose to seek out a new path, there will always be many people around you telling you day in day out that you shouldn’t do it.

That’s because most people are conventional; in fact, that’s the very definition of conventionality.

So, when there are thousands who tell you it cannot be done, do what a famous poem by Edgar Albert Guest advices, “just buckle in with a bit of a grin… and go to it!”

#2. Believe in the power of the moonshot

As Mikitani says:

NASA made it to the moon because the moon was the goal. It wasn’t simply the result of gradual technical improvements.

In other words, you can achieve the impossible.

Because the minute you set it as a goal – it becomes possible.

#3. Learn the difference between a group and a team

We know it’s a cliché, but, then again, there’s a reason why it’s a cliché.

No business has ever succeeded because of an individual, no matter how exceptional; they all owe their success to a collection of human beings.

#4. Think about your mindset, skills, and knowledge

Daydreaming is not enough. You need to start working hard to achieve it. And the process doesn’t end with 10,000 hours of practice.

In fact, you should try acquiring new skills as long as you live.

#5. Question yourself

Humility is the essence of virtuous leadership. Keep your ego in check by simply being aware that sometimes you are not that smart as you are lucky.

#6. A brand is a flag

A reputation can either make or break your company.

In other words, people will like to work with your company if they like working with you; and vice versa.

So, build a reputation in accordance with your purpose and values.

Your employers and customers will recognize this.

#7. The Internet transformation continues

Sometimes, you’ll make a mistake.

As Elsa sang – let it go!

There’s no point in looking back. The past is past – and the future awaits you.

And even though you can’t predict it, you can certainly do something to make the most of it, to synchronize some circumstances with your wants and needs

#8. The Internet will curate the world’s knowledge and data, but the human touch will stay be key

No matter what you do, don’t forget to add some human touch to it.

Providing it not only differentiates you from your competition, but it also gets you closer to your customers.

#9. Taking action leads to deeper thinking

It’s important that you develop some bias for action. Because while theory is good, practice makes perfect.

Make a mistake once; you won’t repeat it the second time!

There’s a reason why “trial and error” is the fundamental method of problem-solving!

#10. Continuously improve by fraction; it’s the key to what others call “good luck”

The Japanese call it kaizen.

And it means improving continuously – slowly, but surely.

Step by step, you’ll get to where you want to be.

Key Lessons from “Business-Dō”

1.      Improve and Develop (Lessons #11-#26)
2.      It’s All About Relationships (Lessons #27-#40)
3.      Get Your Organization Moving (Lessons #41-#56)
4.      Win Every Battle (Lessons #57-#80)
5.      Nurture a Global Mindset (Lessons #81-#88)

Improve and Develop (Lessons #11-#26)

#11. Push yourself to the limit – the way an athlete does.
#12. Combine intuition and creativity with logic and rationality.
#13. Write your obituary.
#14. Practice seeing yourself as others see you.
#15. Never stop learning. Ever.
#16. Many small successes = one big success.
#17. Be and stay curious.
#18. Find a partner and play some intellectual “catch” with him/her.
#19. Set clear goals.
#20. Information comes from everywhere: be attentive.
#21. Don’t rationalize your behavior as others do.
#22. Set measurable goals – and check your progress.
#23. Aim to understand the framework.
#24. Set new goals – once you reach the old ones.
#25. Fix your weaknesses – once you identify them.
#26. Exercise, both physically and mentally.

It’s All About Relationships (Lessons #27-#40)

#27. Always add value.
#28. Put yourself in other people’s shoes.
#29. Discover the whys of your ideas and actions.
#30. Risk – but don’t gamble.
#31. Seek out the best practices.
#32. When someone disagrees with you – listen!
#33. Co-opetition = competition and/or cooperation
#34. Teach.
#35. Develop win-win relationships.
#36. Move fast.
#37. Report, contact, and consult.
#38. Analyze from every angle.
#39. Be an entrepreneur all the way – know as much as you can!
#40. Be courageous!

Get Your Organization Moving (Lessons #41-#56)

#41. You need KPIs – because numbers give clarity.
#42. Allocate resources carefully.
#43. Lead by teaching.
#44. Save time by removing 90% of your meetings (see #49).
#45. Encourage competition – but only if it is healthy.
#46. Celebrate your successes with your employees!
#47. Be efficient: seek out barriers (“bottlenecks”) and remove them!
#48. Create your own turning point: reinvent ahead!
#49. Meet with your team briefly every morning to set goals and direction.
#50. Think like a manager.
#51. See what works and scale it.
#52. Earn trust with your employees.
#53. Establish symbolic rituals.
#54. Combine pressure and excitement.
#55. Velocity and agility are not the same.
#56. Improve transparency by dividing teams into small groups.

Win Every Battle (Lessons #57-#80)

#57. Plan for the future.
#58. Hypothesize and then test, learn, and repeat.
#59. Get things done.
#60. Examine things from every angle.
#61. Keep your eyes on what lies ahead.
#62. Factorize.
#63. Lean operations generate innovation and growth.
#64. Think about both vertical and horizontal competition.
#65. Follow the Mikitani curve: add extra 0.5% when you think you’ve done your best.
#66. Identify your mission.
#67. Don’t do something.
#68. Wrestle.
#69. Master the timeline.
#70. Pay attention to the details.
#71. Fail forward.
#72. Examine data and find trends and patterns.
#73. Think about value chains.
#74. Match your competitors – and then make one more step forward.
#75. No business is special.
#76. Use all your assets – and, thus, boost your profits!
#77. Strategize, but execute as well.
#78. Don’t follow: find your own path.
#79. Cut costs.
#80. Create shikumi.

Nurture a Global Mindset (Lessons #81-#88)

#81. Communicate.
#82. Cross borders.
#83. Seek firsthand information.
#84. Think global: The Internet will eliminate national borders.
#85. Learn from the world’s best practices.
#86. Thinking globally results in local success as well.
#87. Thoroughly and humbly analyze past successes.
#88. Even if you don’t get there first, it’s never too late to start and do it better!

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“Business-Dō Quotes”

Dreams are for the young. This is a beautiful saying. But it’s wrong. Dreams are the very fuel that moves our society forward. Click To Tweet

Understanding who you are is the first step to success. Know your weak points, and think about how you can continue to grow. Click To Tweet

Abstract action will lead only to abstract results. You won’t get anywhere if you don’t have a clear destination. Click To Tweet

We work to earn an income. However, a purely financial reward is not enough to bring out our true strengths. Click To Tweet

There are only two types of people in this world: those who seek ways of achieving things, and those who make excuses for not being able to do things. Click To Tweet

Our Critical Review

To be honest, we expected a lot more: “Business-Dō” is just too repetitive beyond its 10 core principles.

But its author is a billionaire – so who are we to judge?

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The Evolution of Cooperation PDF Summary

The Evolution of Cooperation PDFThe Way to Successful Leadership

It can be said with some confidence that developing into a self-motivated and compassionate leader requires mental resilience.

Not all individuals can cope with the burden that derives from such responsible decision-making.

In this book summary, we try to use the Prisoner’s Dilemma matrix to encapsulate the author’s main findings.

Who Should Read “The Evolution of Cooperation”? And Why?

People are social creatures, and as such we are compelled to get together with other individuals who share the same moral values. Getting to know the other, is, in fact, understanding yourself.

Cooperation is neither modern nor stylish term. It originates from the ancient gatherings of the Stone Age, where groups tried to improve their chances of survival by collectivizing their efforts.

A movement with one accord is proving to be harder than we imagined.

The Evolution of Cooperation” gives some thoughts on this problematic, and that’s why it’s perfect for managers and leaders in the making.

About Robert Axelrod

Robert AxelrodRobert Marshall Axelrod is a renowned American political scientist born on May 27, 1943. Currently, he is a professor at the University of Michigan and the author of several books.

In 1964, Axelrod obtained his B.A. in mathematics from the University of Chicago, and five years later he received his Ph.D. from Yale University.

“The Evolution of Cooperation PDF Summary”

Truly, we couldn’t help but notice that cooperation emerges in various forms, depending on the environmental factors.

Robert loves to use real-live vivid examples to give a brief explanation on how collaboration or alliance can change.

Have you ever been heartbroken because the partner didn’t appreciate your efforts? Do you have a hard time when it comes to aligning personal agenda with company’s objectives? Is it worth it to show compassion and kindness to those who are not willing to repay the favor?

The discrimination of others may be among the most important of abilities because it allows one to handle interactions with many individuals without having to treat them all the same, thus making possible the rewarding of cooperation from one individual and the punishing of defection from another

What advice would you give to other people? Or if you want to take the matter even further – How should a country react to Blitzkrieg – a hostile invasion without a declaration of war?

To drive this point home further, it’s best if you learn the ropes of Prisoner’s Dilemma matrix. It’s a simple 2 row and 2 column visual graphic that forms four equal adjoining boxes.

Evidently, each of these boxes represents a different case or scenario that illustrate an outcome inherent in such circumstances:

  • Box 1: Cooperation column and cooperation row – The first box manifests the highest form of cooperation, and in doing so – each player receives 3 points for its efforts.
  • Box 2: Defection column and cooperation row – The second box entirely differs from the first one on the ground that unity is not always the best solution. The column player decides to abandon the coalition, but the row participants strive for cooperation. In doing so, the row player receives zero points, and then defecting column player win the game by accumulating 5 points.
  • Box 3: Cooperation column and defection row – This box, in fact, represent the inversive process of the previous box. The column player now is pressing for cooperation and the row player chooses to seize the momentum and defect.
    The winner is the row player with 5 points, and the column player goes home empty-handed.
  • Box 4: Defection column and defection row – In the last case scenario where both players decide to defect and go on their own, each of the participants receives P – which stands for punishment. They both get one point.

As the process exhibits, the game awards the players based on their decision during the show. However, the worst part is that the participants can manipulate the system.

For instance, if the game is played once, both players will logically choose defection to accrue the benefits of one-time play.

If the play is extended to several rounds, the decision-making becomes more rational. If the participants settle upon the idea of embracing cooperation, they will maximize their points!

So, the ground to make split second-decisions shifts due to the intensity and continuance of the game. Taking advantage of cooperative strategy breaks the chains of ego-centric approach.

This logic indicates that both of the players would want to amplify the beneficial side of the deal until the game reaches its end.

Investors know that every penny that is not included in the endless cash flow process loses its value. The same logic goes for Prisoner’s Dilemma because participants prefer immediate payoffs over future ones. Nonetheless, the value of the reward is not calculated in such manner.

By taking all these elements into account, a person might be thrown off balance. So, what’s the best strategy an iterated Prisoner’s Dilemma of infinite time?

To get the big picture, researchers organized a contest and invited renowned figures from all spheres of influence including psychology, math, sociology, to give their contribution to the project.

All of them were obligated to propose computer programs that can overshadow the other one. Out of 14 candidates, Tit for Tat was announced the winner. A professor from the University of Toronto – Anatol Rapoport was the inventor of the program.

Tit for Tat is a simple, and technologically advanced program that functions in a highly unique fashion. It starts with cooperation, as the main move that symbolizes a good fighting spirit.

Next up, the program emulates the movements of other computer applications, making it literally impossible to outsmart it.

What accounts for TIT FOR TAT’s robust success is its combination of being nice, retaliatory, forgiving, and clear.

The 20th century will always remain in history as the bloodiest era of human progress. Let’s jump into World War I and examine the activity at the Western Front where troops from both sides used this cooperative push to gain some momentum.

Staying in trenches for months and fighting the opposing side fiercely for few inches of the territory was their daily routine. What came as a surprise that German or Allied soldiers would walk right into the enemy’s shooting range, but the soldiers would ceasefire.

A new world – driven by the endless fire of cooperation and mutual understanding.

Key Lessons from “The Evolution of Cooperation”

1.      The horrors and miracles of World War I
2.      Tit for Tat came out on top
3.      Anticipate the flow of the game

The horrors and miracles of World War I

Even in war times, the cooperation emerged in a spontaneous manner. Along the entire Western, Front soldiers refused to take part in massive killings and strived for reconciliation.

This serves as a proof that cooperation is a powerful strategy that is widely underestimated.

Tit for Tat came out on top

As it turns out, Tit for Tat won the game by a mile – and earned 504 points in a 200 move tournament. It would be ignorant to criticize other programs because pretty much all of them proved its effectiveness onto the battlefield.

Anticipate the flow of the game

The inability to judge the course of the contest makes the participant more aversive towards cooperation and more eager to embrace defection.

In general, everyone would agree that indefinite time-frame is a down-to-earth scenario.

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“The Evolution of Cooperation Quotes”

Based upon the tournament results and the formal propositions, four simple suggestions are offered for individual choice: do not be envious of the other player’s success; do not be the first to defect; reciprocate both cooperation and… Click To Tweet Reciprocity is certainly not a good basis for a morality of aspiration. Yet it is more than just the morality of egoism. Click To Tweet It is not an exaggeration to say that reciprocity is a way of life in the Senate. Click To Tweet If the other player is not likely to be seen again, defecting right away is better than being nice. Click To Tweet For cooperation to prove stable, the future must have a sufficiently large shadow. Click To Tweet

Our Critical Review

Even though this book was firstly published in 1984, it’s preserved its glow and status over the years. As an evergreen topic, no one can take away its worth.

We had the honors of indulging in such amazing reading-time and advise you to do the same.

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