Lucas's bookshelf: all en-US Fri, 31 Jan 2025 17:00:04 -0800 60 Lucas's bookshelf: all 144 41 /images/layout/goodreads_logo_144.jpg <![CDATA[Hatching Twitter: A True Story of Money, Power, Friendship, and Betrayal]]> 18656827
Now Nick Bilton of the New York Times takes readers behind the scenes with a narrative that shows what happened inside Twitter as it grew at exponential speeds. This is a tale of betrayed friendships and high-stakes power struggles as the four founders—Biz Stone, Evan Williams, Jack Dorsey, and Noah Glass—went from everyday engineers to wealthy celebrities, featured on magazine covers, Oprah, The Daily Show, and Time’s list of the world’s most influential people.

Bilton’s exclusive access and exhaustive investigative reporting—drawing on hundreds of sources, documents, and internal e-mails—have enabled him to write an intimate portrait of fame, influence, and power. He also captures the zeitgeist and global influence of Twitter, which has been used to help overthrow governments in the Middle East and disrupt the very fabric of the way people communicate.]]>
299 Nick Bilton 1591846013 Lucas 0 to-read 4.01 2013 Hatching Twitter: A True Story of Money, Power, Friendship, and Betrayal
author: Nick Bilton
name: Lucas
average rating: 4.01
book published: 2013
rating: 0
read at:
date added: 2025/01/31
shelves: to-read
review:

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<![CDATA[American Kingpin: The Epic Hunt for the Criminal Mastermind Behind the Silk Road]]> 31920777 The unbelievable true story of the man who built a billion-dollar online drug empire from his bedroom—and almost got away with it.

In 2011, a twenty-six-year-old libertarian programmer named Ross Ulbricht launched the ultimate free market: the Silk Road, a clandestine Web site hosted on the Dark Web where anyone could trade anything—drugs, hacking software, forged passports, counterfeit cash, poisons—free of the government’s watchful eye.

It wasn’t long before the media got wind of the new Web site where anyone—not just teenagers and weed dealers but terrorists and black hat hackers—could buy and sell contraband detection-free. Spurred by a public outcry, the federal government launched an epic two-year manhunt for the site’s elusive proprietor, with no leads, no witnesses, and no clear jurisdiction. All the investigators knew was that whoever was running the site called himself the Dread Pirate Roberts.

The Silk Road quickly ballooned into $1.2 billion enterprise, and Ross embraced his new role as kingpin. He enlisted a loyal crew of allies in high and low places, all as addicted to the danger and thrill of running an illegal marketplace as their customers were to the heroin they sold. Through his network he got wind of the target on his back and took drastic steps to protect himself—including ordering a hit on a former employee. As Ross made plans to disappear forever, the Feds raced against the clock to catch a man they weren’t sure even existed, searching for a needle in the haystack of the global Internet.

Drawing on exclusive access to key players and two billion digital words and images Ross left behind, Vanity Fair correspondent and New York Times bestselling author Nick Bilton offers a tale filled with twists and turns, lucky breaks and unbelievable close calls. It’s a story of the boy next door’s ambition gone criminal, spurred on by the clash between the new world of libertarian-leaning, anonymous, decentralized Web advocates and the old world of government control, order, and the rule of law. Filled with unforgettable characters and capped by an astonishing climax, American Kingpin might be dismissed as too outrageous for fiction. But it’s all too real.]]>
328 Nick Bilton 1591848148 Lucas 0 to-read 4.38 2017 American Kingpin: The Epic Hunt for the Criminal Mastermind Behind the Silk Road
author: Nick Bilton
name: Lucas
average rating: 4.38
book published: 2017
rating: 0
read at:
date added: 2025/01/31
shelves: to-read
review:

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<![CDATA[The Worst-Case Scenario Book of Survival Questions]]> 12129019 Worst-Case Scenario Survival series have taught millions to prepare for the worst—but how can readers be sure they're really ready? The Worst-Case Scenario Book of Survival Questions collects hundreds of survival dilemmas and questions designed to test true survival skill and daring. Fifty percent longer than the handbooks, this challenging, interactive, and informative book is packed with survival trivia, expert tips, adventurous situations, and illustrations. Your car is careening toward a 20-foot drop into a river: do you leap from the car immediately, or wait to swim free once it begins to sink? Is it worse to be lost in the jungle during the day or in the desert at night? If you had to perform an emergency tracheotomy, where would you make the incision? In hundreds of multiple-choice quizzes, story problems, and questions, The Worst-Case Scenario Book of Survival Questions provides need-to-know answers to life's unexpected turns for the worst. Also included is a Worst-Case Scenario Aptitude Test (WCSAT), which can be scored at home to ensure optimum readiness. Don't wait until it's too late!]]> 288 Joshua Piven 0811873579 Lucas 0 to-read 3.43 2005 The Worst-Case Scenario Book of Survival Questions
author: Joshua Piven
name: Lucas
average rating: 3.43
book published: 2005
rating: 0
read at:
date added: 2024/09/24
shelves: to-read
review:

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<![CDATA[Switch: How to Change Things When Change Is Hard]]> 6570502 Why is it so hard to make lasting changes in our companies, in our communities, and in our own lives?

The primary obstacle is a conflict that's built into our brains, say Chip and Dan Heath, authors of the critically acclaimed bestseller Made to Stick. Psychologists have discovered that our minds are ruled by two different systems - the rational mind and the emotional mind - that compete for control. The rational mind wants a great beach body; the emotional mind wants that Oreo cookie. The rational mind wants to change something at work; the emotional mind loves the comfort of the existing routine. This tension can doom a change effort - but if it is overcome, change can come quickly.

In Switch, the Heaths show how everyday people - employees and managers, parents and nurses - have united both minds and, as a result, achieved dramatic results:

- The lowly medical interns who managed to defeat an entrenched, decades-old medical practice that was endangering patients (see page 242)
- The home-organizing guru who developed a simple technique for overcoming the dread of housekeeping (see page 130)
- The manager who transformed a lackadaisical customer-support team into service zealots by removing a standard tool of customer service (see page 199)

In a compelling, story-driven narrative, the Heaths bring together decades of counterintuitive research in psychology, sociology, and other fields to shed new light on how we can effect transformative change. Switch shows that successful changes follow a pattern, a pattern you can use to make the changes that matter to you, whether your interest is in changing the world or changing your waistline.]]>
305 Chip Heath 0385528752 Lucas 5 currently-reading
For things to change, somebody somewhere has to start acting differently. Maybe it's you, maybe it's your team. Picture that person (or people). Each has an emotional Elephant side and a rational Rider side. You've got to reach both. And you've also got to clear the way for them to succeed. In short, you must do three things:

1) Direct the Rider
a) Follow the bright spots. Investigate what's working and clone it. [Jerry Sternin in Vietnam, solutions-focused therapy]
b) Script the critical moves. Don't think big picture, think in terms of specific behaviors. [1% milk, four rules at the Brazilian railroad]
c) Point to the destination. Change is easier when you know where you're going and why it's worth it. ["You'll be third graders soon," "No dry holes" at BP]

2) Motivate the Elephant
a) Find the feeling. Knowing something isn't enough to cause change. Make people feel something. [Piling gloves on the table, the chemotherapy video game, Robyn Waters's demos at Target]
b) Shrink the change. Break down the change until it no longer spooks the Elephant. [The 5 minute room rescue, procurement reform]
c) Grow your people. Cultivate a sense of identity and instill the growth mindset. [Brasilata's "inventors," junior-high math kids' turnaround]

3) Shape the Path
a) Tweak the environment. When the situation changes, the behavior changes. So change the situation. [Throwing out the phone system at Rackspace, 1-click ordering, simplifying the online time sheet]
b) Build habits. When behavior is habitual, it's "free" - it doesn't tax the Rider. Look for ways to encourage habits. [Setting "action triggers," eating two bowls of soup while dieting, using checklists]
c) Rally the herd. Behavior is contagious. Help it spread. ["Fatiki" in Tanzania, "free spaces" in hospitals, seeding the tip jar]

Problem 1: People don't see the need to change.
Advice: 1) You are not going to overcome this by talking to the Rider. Instead, find the feeling. Can you do a dramatic demonstration like the Glove Shrine, or like Robyn Waters's demo at Target? 2) Create empathy. Show people the problems with not changing (think Attila the Accountant). 3) Tweak the environment so that whether people see the need to change is irrelevant. Remember, Rackspace employees didn't necessarily see the need to improve customer service, but after the call-queuing system disappeared, they had to pick up the phone.

Problem 2: I'm having the "not invented here" problem: People resist my idea because they say "We've never done it like that before."
Advice: 1) Highlight identity: Is there some aspect of your idea that's consistent with the history of your organization? (E.g., We've always been the pioneers in our industry.) Or is your idea consistent with a professional identity that people share? 2) Find a bright spot that is invented here and clone it.

Problem 3: We should be doing something, but we're getting bogged down in analysis.
Advice: 1) Don't overanalyze and play to the weaknesses of the Rider. Instead, find a feeling that will get the Elephant moving. 2) Create a destination postcard. That way, the Rider starts analyzing how to get there rather than whether anything should be done. 3) Simplify the problem by scripting the critical moves: What's your equivalent to the 1% milk campaign?

Problem 4: The environment has shifted, and we need to overcome our old patterns of behavior.
Advice: 1) Can you create a new habit so the Rider doesn't constantly have to wrestle the Elephant? 2) Set an action trigger. Preload your decision by imagining the time and place where you're going to act differently. 3) Use Natalie Elder's strategy of creating a routine for the morning that eliminates the old, bad behavior. 4) The old pattern is powerful, so make sure to script the critical moves, because ambiguity is the enemy. ALL railroad came up with four simple rules to work its way out of financial distress.

Problem 5: People simply aren't motivated to change.
Advice: 1) Is an identity conflict standing in the way? If so, you'll need to "sell" the new identity (think Brasilata's inventors). Encourage people to take a small step toward the new identity, as in the "Drive Safely" study. 2) Create a destination postcard that makes the change more attractive (like the teacher who told her first graders "You'll be third graders by the end of this year"). 3) Lower the bar to get people moving, as with the 5 minute room rescue. 4) Use social pressure to encourage change (as when Gerard Cachon posted the review times for the operations journal). 5) Can you smooth the Path so much that even an unmotivated person will slide along? Remember, even jerks in the dorm donated to the food drive when given a specific invitation and a map.

Problem 6: I'll change tomorrow.
Advice: 1) Shrink the change so you can start today. 2) If you can't start today, set an action trigger for tomorrow. 3) Make yourself accountable to someone. Let your colleagues or loved ones know what you're trying to change, so their peer pressure will help you.

Problem 7: People keep saying, "It'll never work."
Advice: 1) Find a bright spot that shows it can work. There's no situation that's 100 percent failure. Like a solutions-focused therapist, look for the flashes of success. 2) Think of Bill Parcells and the way he prods players for small victories in practice. Can you engineer a success that could change your team's attitude? 3) Some people probably do think it will work. Carve out a free space for them where they can catalyze the change without facing direct opposition.

Problem 8: I know what I should be doing, but I'm not doing it.
Advice: 1) Knowing isn't enough. You've got an Elephant problem. 2) Think of the 5 minute room rescue. Starting small can help you overcome dread. What is the most trivial thing that you can do - right at this moment - that would represent a baby step toward the goal? 3) Look for Path solutions. How can you tweak your environment so that you're "forced" to change? 4) Behavior is contagious. Get someone else involved with you so that you can reinforce each other.

Problem 9: You don't know my people. They absolutely hate change.
Advice: How many of your people are married or have a child? Whatever you're proposing is a less dramatic change. (And, by the way, reread the section on the Fundamental Attribution Error. You're committing it.)

Problem 10: People were excited at first, but then we hit some rough patches and lost momentum.
Advice: 1) Focus on building habits. When you create habits, you get the new behavior "for free" (think of the stand-up meetings), and you're less likely to backslide. 2) Motivate the Elephant by reminding people how much they've already accomplished (like putting two stamps on their car-wash cards). 3) Teach the growth mindset. Every success is going to involve rough patches. Recall the IDEO example, which warned people not to panic when the going got tough.

Problem 11: It's just too much.
Advice: 1) Shrink the change until it's not too much. Don't give the Elephant an excuse to give up. 2) Start developing the growth mindset. Progress doesn't always come easily - achieving success requires some failures along the way. Don't beat yourself up when those failures occur.

Problem 12: Everyone seems to agree that we need to change, but nothing's happening.
Advice: 1) Remember, what looks like resistance is often lack of clarity. Miner County residents really started moving when the high school students scripted the critical move of spending 10 percent more money in Miner County. 2) Don't forget the Path. Are there obstacles to change that you can remove? 3) Can you find a bright spot that can serve as a model for the right behavior? Think of the mothers in the Vietnamese village. They always wanted their kids to be better nourished, but they didn't change until two things happened: (1) They learned exactly what to do from the bright-spot moms (e.g., use brine shrimp and sweet-potato greens); (2) Seeing the success of the bright-spot moms made them hopeful and ready to move.

]]>
4.02 2010 Switch: How to Change Things When Change Is Hard
author: Chip Heath
name: Lucas
average rating: 4.02
book published: 2010
rating: 5
read at:
date added: 2023/03/10
shelves: currently-reading
review:
How to make a switch:

For things to change, somebody somewhere has to start acting differently. Maybe it's you, maybe it's your team. Picture that person (or people). Each has an emotional Elephant side and a rational Rider side. You've got to reach both. And you've also got to clear the way for them to succeed. In short, you must do three things:

1) Direct the Rider
a) Follow the bright spots. Investigate what's working and clone it. [Jerry Sternin in Vietnam, solutions-focused therapy]
b) Script the critical moves. Don't think big picture, think in terms of specific behaviors. [1% milk, four rules at the Brazilian railroad]
c) Point to the destination. Change is easier when you know where you're going and why it's worth it. ["You'll be third graders soon," "No dry holes" at BP]

2) Motivate the Elephant
a) Find the feeling. Knowing something isn't enough to cause change. Make people feel something. [Piling gloves on the table, the chemotherapy video game, Robyn Waters's demos at Target]
b) Shrink the change. Break down the change until it no longer spooks the Elephant. [The 5 minute room rescue, procurement reform]
c) Grow your people. Cultivate a sense of identity and instill the growth mindset. [Brasilata's "inventors," junior-high math kids' turnaround]

3) Shape the Path
a) Tweak the environment. When the situation changes, the behavior changes. So change the situation. [Throwing out the phone system at Rackspace, 1-click ordering, simplifying the online time sheet]
b) Build habits. When behavior is habitual, it's "free" - it doesn't tax the Rider. Look for ways to encourage habits. [Setting "action triggers," eating two bowls of soup while dieting, using checklists]
c) Rally the herd. Behavior is contagious. Help it spread. ["Fatiki" in Tanzania, "free spaces" in hospitals, seeding the tip jar]

Problem 1: People don't see the need to change.
Advice: 1) You are not going to overcome this by talking to the Rider. Instead, find the feeling. Can you do a dramatic demonstration like the Glove Shrine, or like Robyn Waters's demo at Target? 2) Create empathy. Show people the problems with not changing (think Attila the Accountant). 3) Tweak the environment so that whether people see the need to change is irrelevant. Remember, Rackspace employees didn't necessarily see the need to improve customer service, but after the call-queuing system disappeared, they had to pick up the phone.

Problem 2: I'm having the "not invented here" problem: People resist my idea because they say "We've never done it like that before."
Advice: 1) Highlight identity: Is there some aspect of your idea that's consistent with the history of your organization? (E.g., We've always been the pioneers in our industry.) Or is your idea consistent with a professional identity that people share? 2) Find a bright spot that is invented here and clone it.

Problem 3: We should be doing something, but we're getting bogged down in analysis.
Advice: 1) Don't overanalyze and play to the weaknesses of the Rider. Instead, find a feeling that will get the Elephant moving. 2) Create a destination postcard. That way, the Rider starts analyzing how to get there rather than whether anything should be done. 3) Simplify the problem by scripting the critical moves: What's your equivalent to the 1% milk campaign?

Problem 4: The environment has shifted, and we need to overcome our old patterns of behavior.
Advice: 1) Can you create a new habit so the Rider doesn't constantly have to wrestle the Elephant? 2) Set an action trigger. Preload your decision by imagining the time and place where you're going to act differently. 3) Use Natalie Elder's strategy of creating a routine for the morning that eliminates the old, bad behavior. 4) The old pattern is powerful, so make sure to script the critical moves, because ambiguity is the enemy. ALL railroad came up with four simple rules to work its way out of financial distress.

Problem 5: People simply aren't motivated to change.
Advice: 1) Is an identity conflict standing in the way? If so, you'll need to "sell" the new identity (think Brasilata's inventors). Encourage people to take a small step toward the new identity, as in the "Drive Safely" study. 2) Create a destination postcard that makes the change more attractive (like the teacher who told her first graders "You'll be third graders by the end of this year"). 3) Lower the bar to get people moving, as with the 5 minute room rescue. 4) Use social pressure to encourage change (as when Gerard Cachon posted the review times for the operations journal). 5) Can you smooth the Path so much that even an unmotivated person will slide along? Remember, even jerks in the dorm donated to the food drive when given a specific invitation and a map.

Problem 6: I'll change tomorrow.
Advice: 1) Shrink the change so you can start today. 2) If you can't start today, set an action trigger for tomorrow. 3) Make yourself accountable to someone. Let your colleagues or loved ones know what you're trying to change, so their peer pressure will help you.

Problem 7: People keep saying, "It'll never work."
Advice: 1) Find a bright spot that shows it can work. There's no situation that's 100 percent failure. Like a solutions-focused therapist, look for the flashes of success. 2) Think of Bill Parcells and the way he prods players for small victories in practice. Can you engineer a success that could change your team's attitude? 3) Some people probably do think it will work. Carve out a free space for them where they can catalyze the change without facing direct opposition.

Problem 8: I know what I should be doing, but I'm not doing it.
Advice: 1) Knowing isn't enough. You've got an Elephant problem. 2) Think of the 5 minute room rescue. Starting small can help you overcome dread. What is the most trivial thing that you can do - right at this moment - that would represent a baby step toward the goal? 3) Look for Path solutions. How can you tweak your environment so that you're "forced" to change? 4) Behavior is contagious. Get someone else involved with you so that you can reinforce each other.

Problem 9: You don't know my people. They absolutely hate change.
Advice: How many of your people are married or have a child? Whatever you're proposing is a less dramatic change. (And, by the way, reread the section on the Fundamental Attribution Error. You're committing it.)

Problem 10: People were excited at first, but then we hit some rough patches and lost momentum.
Advice: 1) Focus on building habits. When you create habits, you get the new behavior "for free" (think of the stand-up meetings), and you're less likely to backslide. 2) Motivate the Elephant by reminding people how much they've already accomplished (like putting two stamps on their car-wash cards). 3) Teach the growth mindset. Every success is going to involve rough patches. Recall the IDEO example, which warned people not to panic when the going got tough.

Problem 11: It's just too much.
Advice: 1) Shrink the change until it's not too much. Don't give the Elephant an excuse to give up. 2) Start developing the growth mindset. Progress doesn't always come easily - achieving success requires some failures along the way. Don't beat yourself up when those failures occur.

Problem 12: Everyone seems to agree that we need to change, but nothing's happening.
Advice: 1) Remember, what looks like resistance is often lack of clarity. Miner County residents really started moving when the high school students scripted the critical move of spending 10 percent more money in Miner County. 2) Don't forget the Path. Are there obstacles to change that you can remove? 3) Can you find a bright spot that can serve as a model for the right behavior? Think of the mothers in the Vietnamese village. They always wanted their kids to be better nourished, but they didn't change until two things happened: (1) They learned exactly what to do from the bright-spot moms (e.g., use brine shrimp and sweet-potato greens); (2) Seeing the success of the bright-spot moms made them hopeful and ready to move.


]]>
<![CDATA[Bobby Womack: My Autobiography - Midnight Mover]]> 16720996 315 Bobby Womack 1782191445 Lucas 3 4.18 2007 Bobby Womack: My Autobiography - Midnight Mover
author: Bobby Womack
name: Lucas
average rating: 4.18
book published: 2007
rating: 3
read at: 2019/05/04
date added: 2020/02/29
shelves:
review:

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<![CDATA[All You Need is a Good Idea!: How to Create Marketing Messages that Actually Get Results]]> 2969090 272 Jay H. Heyman 0470237910 Lucas 3 3.42 2008 All You Need is a Good Idea!: How to Create Marketing Messages that Actually Get Results
author: Jay H. Heyman
name: Lucas
average rating: 3.42
book published: 2008
rating: 3
read at:
date added: 2019/08/30
shelves:
review:

]]>
<![CDATA[Built to Sell: Turn Your Business Into One You Can Sell]]> 7445650 � The 3 biggest mistakes business owners make when selling
� The 8 steps to creating a sellable company
� How to attract multiple strategic bidders for your business
� How to maximize your valuation and get the highest possible price for your business
� The secret to getting your cash up front and avoiding a lengthy earn out Built To Sell: Turn Your Business Into One You Can Sell will show you how to start, grow and profitably exit a business.
Ěý
"John does a masterful job in Built To Sell of illuminating the qualities that business buyers look for in a company" - Bo Burlingham Editor-at-large, Inc. Magazine and bestselling author of Small Giants, The Knack, The Great Game of Business and A Stake In The Outcome.]]>
208 John Warrillow 0986480304 Lucas 5 1) Being a generalist forces you to hire generalist employees and your offering will be average at best. If you specialize, you can hire specialists and improve the quality of your work.
2) Make sure that no one client makes up more than 15 percent of your revenue.
3) Pitching a process you own puts you in control.
4) Make the business less dependent on you so you can reduce or avoid an earn out.
5) Once you've standardized your service, charge up front or use progress billing to create a positive cash flow cycle.
6) Prove that you're serious about specialization by turning down work that falls outside of your Standard Service Offering. The more people you say no to, the more referrals you'll get to people who do want your Standard Service Offering.
7) Generic, owner-dependent service businesses usually sell for no more than a small amount of cash up front and a 3-5 year earn out, which places all of the risk on the person selling the business and puts almost all of the potential rewards into the buyer's hands. You need to build a business where the majority of your proceeds get paid up front.
8) Track your conversion rate of pipeline prospects to sales as it will become essential for an acquirer to accurately estimate the size of the market opportunity.
9) Two sales reps are always better than one because they compete with each other and prove to a buyer that you have a scalable sales model (not just one good sales rep).
10) Hire people who are good at selling products, not services.
11) You can't be "kind of" a specialist. Either you specialize or you don't. Stop taking projects that fall outside of your Standard Service Offering.
12) Ignore your profit & loss statement in the year you make the switch to a Standard Service Offering and ensure that your partners and spouse are prepared to forgo a bonus in the year you make the switch. Make your cash flow statement your most important day-to-day management report in the year you make the switch.
13) You need at least two years of financial statements using the Standard Service Offering model before you sell your company.
14) Only use equity as a last resort for motivating and retaining your management team. Consider alternative forms of long-term incentive plans.
15) Find an advisor for whom you will be neither the largest nor the smallest client. Make sure they know your industry.
16) Avoid an advisor who offers to broker a discussion with a single client. You want to ensure there is competition for your business and avoid being used as a pawn for your advisor to curry favor with his or her best client.
17) Write a three-year business plan that paints a picture of what is possible for your business. Think big; remember that the company that acquires you will have more resources for you to accelerate your growth.
18) Stop using the language of a service firm and start using the language of a sellable business. Change words like clients to customers and firm to business. Rid your website and customer-facing communications of any references that reveal you used to be a generic service business.
19) Don't issue stock options to retain key employees after an acquisition. Instead, use a simple stay bonus that offers the members of your management team a cash reward if you sell your company. Pay the reward in two or more installments only to those who stay so that you ensure your key staff stays on through the transition.

To transform a service firm into a sellable company, follow this 8-step process. Before you start the process, engage a good accountant with experience in helping entrepreneurs with succession planning. Depending on your tax jurisdiction, there will be tax planning strategies your accountant can put into place now that will minimize your tax bill when you sell your business. Do not wait until you have an offer to see an accountant. Timing is critical; get an accountant to devise a tax minimization strategy before you start the 8 steps.

Step 1: Create a Standard Service Offering
The first step in building a sellable company is to find a service your clients find valuable that you can teach someone else to perform. Brainstorm all of the services that you provide today and plot them on a simple diagram with "Teachable" on one axis and "Client Value" on the other.
Often, you'll find the most teachable services are the ones that clients value the least. That's normal. Alternatively, you'll probably find the services your clients value most are the least teachable. Work through all of the services you offer and eliminate services that a client needs to buy only once. Of the remaining services, pick the one that is plotted closest to the top right corner of the diagram above, which means that clients both value it as a service and you can teach it to someone to execute. This becomes the Standard Service Offering.
Sometimes you'll find that, by combining one or more services, you can create the ideal offering. Experiment with bundling a few services together to stake out the top right corner of the diagram.
Once you've isolated the service that clients value, need often, and is teachable, document your process for executing this type of project. You'll recall the conversation when Ted helped Alex to define and document the Five-Step Logo Design Process. Define each of the steps so that you can repeat the model in the same way each time.
Once you have a Standard Service Offering, write an instruction manual to deliver it. Make sure your instructions are specific enough for someone to follow independently by using examples and fill-in-the-blank templates where possible. Test your instructions by asking someone or a team to deliver that service without your involvement.
Getting the instruction manual done right will take time. Expect it to go through many drafts. Be patient.
Next, name your Standard Service Offering. Naming your offering gives you ownership of it and helps you differentiate from potential competitors. Once you are the owner of something unique, you move from offering a commoditized service to one where you decide the terms of its use. There's a market for whatever generic service you provide and you don't want customers comparing your price to others. Instead, name your offering and each of the steps you take to deliver it to differentiate the service so that you can set the price and payment terms.
Once you've named your Standard Service Offering and each of the steps, write a short description of the features and corresponding benefits of each step. Once you have the steps to your process and the corresponding copy, revamp all of your customer communications (e.g., website, brochure) to describe your process.

Step 2: Create a Positive Cash Flow Cycle
Next, create a positive cash flow cycle by charging up front for your Standard Service Offering. This will be possible if you branded your offering properly. Depending on your service, you may not be able to charge for the entire amount in advance, but you can try. You'll be surprised at how many clients agree. It's not unheard of to have clients pay $100,000 or more up front for a Standard Service Offering that is delivered over a year. If you charge up front, you will create a positive cash flow cycle, which will give you the cash you need to operate without diluting yourself with other shareholders. Acquiring companies will also give you a higher valuation when you sell your company because they will not have to commit as much of their own capital to your company.

Step 3: Hire a Sales Team
Once you have created, packaged, and started to charge for a Standard Service Offering, you need to remove yourself from selling it. If you have others delivering the service, but you're still the rainmaker, you will not be able to sell your businesses without a long and risky earn out. Instead, you need to hire salespeople. If you have done a good job packaging a consistent service, the best salespeople will be those used to selling a product. Look for salespeople like Angie Thacker who enjoy selling first and the product second. Avoid salespeople who come from professional services companies, as they will want to re-invent your service for every client.
If at all possible, hire at least two salespeople (not just one). Salespeople are competitive and an acquirer will want to see that you have a product that can be sold by salespeople in general and not just one superstar salesperson.

Step 4: Stop Accepting Other Projects
The next step is to stop taking on projects that fall outside of your Standard Service Offering. It's tempting to accept these projects because they bolster your revenue and cash flow. If you're charging up front for your service and your salespeople are selling it, then you shouldn't have to worry about cash flow. That leaves revenue as the reason to accept these projects that fall outside of your process. The revenue may feel good at first but it comes at an unacceptable cost: your team will lose focus; realizing that you're not serious about your process, clients will see a chink in your armor and start asking for customization of their projects; and you will need to hire other people to deliver. Most importantly, when you go to present your business to an acquirer, they will see the mixture of revenue from both your Standard Service Offering and project work and determine that you're just another service business.
I've had the opportunity to speak with hundreds of business owners who have made this transition and most have told me that clients who used to ask for custom services respect the change they made to their business model. Many clients actually buy more once the service is standardized. Clients are smart; they often know you're overreaching your capabilities in accepting assignments that fall outside of your sweet spot. In most cases, they will use you for these services because they know, like, and trust you. That doesn't mean you need to accept them.
Stopping yourself from accepting projects outside of your Standard Service Offering is the toughest part of the process of creating a sellable company. You will have employees testing your resolve and clients asking for exceptions, and you will second-guess yourself on more than one occasion. This is normal; you have to be strong on this and resist the temptation. There is a point where the wind will start blowing the other way and your clients, employees, and stakeholders will finally realize that you're serious about focusing on one thing. It takes time. It will happen, and when it does and you feel like the boat has actually shifted, you will have taken a giant step in creating a sellable company.
Once you have focused on a Standard Service Offering for which you will charge up front, and you have sales reps who are capable of selling and employees who are capable of delivering without your involvement, you need to create a two-year run of increasing business and financial performance. This is often frustrating for business owners who have made the decision to sell their business. Be patient and remember that these two years dramatically increase the cash you get up front for your business and minimize your reliance on an earn out.
Expect the year that you make the switch from accepting projects to focusing on your Standard Service Offering to be a bad financial year on paper. Your cash flow should be fine if you're charging up front but your accountant will need to change the way he or she recognizes revenue by spreading it out over the life of the delivery period of your Standard Service Offering. This has an effect of lowering your revenue in the current period and allowing you to go into future months with revenue on the books.
Spend two years driving the model as far and as fast as you can. Avoid the temptation to get personally involved in selling or delivering your Standard Service Offering. Instead, when you get asked for help, diagnose the problem and fix your system so the problem doesn't recur.
Many business owners realize a tremendous uptick in their quality of life in these two years. Business improves, cash flow grows, and client headaches decrease. In fact, many business owners like this stage so much, they shelve their plans to sell their company and decide to run it in perpetuity. If this happens to you, congratulations! If you still want to sell your business, continue on to the next step.

Step 5: Launch a Long-Term Incentive Plan for Managers
You need to prove to a buyer that you have a management team who can run the business after you're gone. What's more, you need to show that the management team is locked into staying with your company after acquisition.
Avoid using equity to retain key management as it will unnecessarily complicate the sale process. Instead, create a long-term incentive plan for your key managers. Each year, take an amount equivalent to their annual bonus and put it aside in a long-term incentive account earmarked for each manager you want to retain. Allow the manager to withdraw one third of the pool each year after a three-year period. That way, a good manager must always walk away from a significant amount of money should they decide to leave your company. You can go to to find a template for a long-term incentive plan.

Step 6: Find a Broker
For those business owners who are committed to selling, the next step in the process is to find representation. If your company has less than $2 million in sales, a business broker will best serve you. If you have more than $2 million, in sales, a boutique mergers and acquisitions firm is probably your best bet. Look for a firm with experience in your industry, as they already know many of the potential buyers for your business. To find an M&A firm or business broker, ask other entrepreneurs you know who have sold their firm for a recommendation.
Make sure your broker appreciates what you have done to transform your business. If they continue to see you as the same as the commoditized service providers in your industry, move on. They need to appreciate that you have created something special and deserve to be compensated at a higher rate.
Once you have an M&A firm or broker engaged, they'll work with you to create The Book. This document describes your business and its performance to date along with a business plan for the future.
Your broker will typically charge a percentage of the proceeds of the deal in the form of a success fee.

Step 7: Tell Your Management Team
Your broker will set up management presentations for you and your team to meet with a prospective buyer. Telling your management team can be a daunting task. Think about it from their perspective and make sure there is something in it for them if the deal goes through. An acquisition can often mean significant career opportunities for your managers and that may be enough. Emphasize that, by being acquired, your managers will be more likely to hit the personal bonus targets, which will benefit them twice if you have created the long-term incentive plan as described in Step 5. You may also want to offer key employees a simple success bonus if a deal goes through. Offer to pay the success bonus in two installments, with one installment coming 60 days after the close and the other at some point in the future. An acquirer will like the fact that you put a deal-related incentive in place for your key employees to stay.

Step 8: Convert Offer(s) to a Binding Deal
Once you have completed your management presentations, you will hopefully get some offers in the form of a non-binding Letter of Intent. As you review it, keep in mind that your advisor will be trying to sell the benefits of the offer to you because: a) they'll get paid if the deal goes through; and b) they want to remind you of the hard work they have done to justify their fee.
This is normal and to be expected, but do not be swayed by it. Study the offer. It will likely contain an amount of money (or some other currency like stock) up front with another chunk tied to one or more performance targets for your business after the sale, which is often referred to as an earn out.
Treat the earn out portion as gravy. An earn out is simply a way for an acquirer to minimize their risk in buying your company. This means that you take most of the risk and they get most of the reward. Some earn outs have proven lucrative for the owners who accepted them. Most business owners who have sold a service business, however, have a nightmare story involving an overbearing parent company not delivering on what they promised in an earn out contract. As long as you get what you want for the business up front, and treat the earn out as gravy, you can walk away when things get nasty. If you feel like you have to stay to get full value for the business, then life will get uncomfortable for the duration of the earn out.
Keep in mind that the Letter of Intent is usually not a binding offer. Unless it includes a break-up fee (rare for smaller companies), they have every right to walk and you get nothing. Deals often fall through in the due diligence period, so don't be surprised if it happens to you.
The due diligence period usually lasts 60-90 days and a veteran entrepreneur I know likes to refer to it as the entrepreneur's "proctology exam." It isn't fun and the best strategy is often to just survive it. Due diligence can make you feel vulnerable and exposed. If the buyer is a professional, they will dispatch a team of MBA-types to your office who will quickly identify the weak spots in your model. That's their job. Try to keep your cool during this period. Try to present things in the best possible light but do not lie or hide the facts.
Once the due diligence period is over, there is a good chance that the offer in the Letter of Intent will be discounted. Again, don't be surprised if this happens to you. Expect it and you'll be pleasantly surprised if it doesn't happen. You'll need to go back to the math you did when reviewing the Letter in the first place. If the new discounted offer meets your target cash up front, then you can go ahead and agree. If the discounted offer falls below the threshold, walk away no matter how much the acquirer promises to help you hit your earn out.
If you accept the revised offer or the due diligence period ends, you'll have a closing meeting. Typically held at the acquirer's law firm, this is where the formalities are handled. You sign a lot of documents and, once the documents are signed, the law firm will move the cash portion of the sale from their account to yours. The deal is done.]]>
3.92 2010 Built to Sell: Turn Your Business Into One You Can Sell
author: John Warrillow
name: Lucas
average rating: 3.92
book published: 2010
rating: 5
read at:
date added: 2019/07/12
shelves:
review:
Ted's Tips:
1) Being a generalist forces you to hire generalist employees and your offering will be average at best. If you specialize, you can hire specialists and improve the quality of your work.
2) Make sure that no one client makes up more than 15 percent of your revenue.
3) Pitching a process you own puts you in control.
4) Make the business less dependent on you so you can reduce or avoid an earn out.
5) Once you've standardized your service, charge up front or use progress billing to create a positive cash flow cycle.
6) Prove that you're serious about specialization by turning down work that falls outside of your Standard Service Offering. The more people you say no to, the more referrals you'll get to people who do want your Standard Service Offering.
7) Generic, owner-dependent service businesses usually sell for no more than a small amount of cash up front and a 3-5 year earn out, which places all of the risk on the person selling the business and puts almost all of the potential rewards into the buyer's hands. You need to build a business where the majority of your proceeds get paid up front.
8) Track your conversion rate of pipeline prospects to sales as it will become essential for an acquirer to accurately estimate the size of the market opportunity.
9) Two sales reps are always better than one because they compete with each other and prove to a buyer that you have a scalable sales model (not just one good sales rep).
10) Hire people who are good at selling products, not services.
11) You can't be "kind of" a specialist. Either you specialize or you don't. Stop taking projects that fall outside of your Standard Service Offering.
12) Ignore your profit & loss statement in the year you make the switch to a Standard Service Offering and ensure that your partners and spouse are prepared to forgo a bonus in the year you make the switch. Make your cash flow statement your most important day-to-day management report in the year you make the switch.
13) You need at least two years of financial statements using the Standard Service Offering model before you sell your company.
14) Only use equity as a last resort for motivating and retaining your management team. Consider alternative forms of long-term incentive plans.
15) Find an advisor for whom you will be neither the largest nor the smallest client. Make sure they know your industry.
16) Avoid an advisor who offers to broker a discussion with a single client. You want to ensure there is competition for your business and avoid being used as a pawn for your advisor to curry favor with his or her best client.
17) Write a three-year business plan that paints a picture of what is possible for your business. Think big; remember that the company that acquires you will have more resources for you to accelerate your growth.
18) Stop using the language of a service firm and start using the language of a sellable business. Change words like clients to customers and firm to business. Rid your website and customer-facing communications of any references that reveal you used to be a generic service business.
19) Don't issue stock options to retain key employees after an acquisition. Instead, use a simple stay bonus that offers the members of your management team a cash reward if you sell your company. Pay the reward in two or more installments only to those who stay so that you ensure your key staff stays on through the transition.

To transform a service firm into a sellable company, follow this 8-step process. Before you start the process, engage a good accountant with experience in helping entrepreneurs with succession planning. Depending on your tax jurisdiction, there will be tax planning strategies your accountant can put into place now that will minimize your tax bill when you sell your business. Do not wait until you have an offer to see an accountant. Timing is critical; get an accountant to devise a tax minimization strategy before you start the 8 steps.

Step 1: Create a Standard Service Offering
The first step in building a sellable company is to find a service your clients find valuable that you can teach someone else to perform. Brainstorm all of the services that you provide today and plot them on a simple diagram with "Teachable" on one axis and "Client Value" on the other.
Often, you'll find the most teachable services are the ones that clients value the least. That's normal. Alternatively, you'll probably find the services your clients value most are the least teachable. Work through all of the services you offer and eliminate services that a client needs to buy only once. Of the remaining services, pick the one that is plotted closest to the top right corner of the diagram above, which means that clients both value it as a service and you can teach it to someone to execute. This becomes the Standard Service Offering.
Sometimes you'll find that, by combining one or more services, you can create the ideal offering. Experiment with bundling a few services together to stake out the top right corner of the diagram.
Once you've isolated the service that clients value, need often, and is teachable, document your process for executing this type of project. You'll recall the conversation when Ted helped Alex to define and document the Five-Step Logo Design Process. Define each of the steps so that you can repeat the model in the same way each time.
Once you have a Standard Service Offering, write an instruction manual to deliver it. Make sure your instructions are specific enough for someone to follow independently by using examples and fill-in-the-blank templates where possible. Test your instructions by asking someone or a team to deliver that service without your involvement.
Getting the instruction manual done right will take time. Expect it to go through many drafts. Be patient.
Next, name your Standard Service Offering. Naming your offering gives you ownership of it and helps you differentiate from potential competitors. Once you are the owner of something unique, you move from offering a commoditized service to one where you decide the terms of its use. There's a market for whatever generic service you provide and you don't want customers comparing your price to others. Instead, name your offering and each of the steps you take to deliver it to differentiate the service so that you can set the price and payment terms.
Once you've named your Standard Service Offering and each of the steps, write a short description of the features and corresponding benefits of each step. Once you have the steps to your process and the corresponding copy, revamp all of your customer communications (e.g., website, brochure) to describe your process.

Step 2: Create a Positive Cash Flow Cycle
Next, create a positive cash flow cycle by charging up front for your Standard Service Offering. This will be possible if you branded your offering properly. Depending on your service, you may not be able to charge for the entire amount in advance, but you can try. You'll be surprised at how many clients agree. It's not unheard of to have clients pay $100,000 or more up front for a Standard Service Offering that is delivered over a year. If you charge up front, you will create a positive cash flow cycle, which will give you the cash you need to operate without diluting yourself with other shareholders. Acquiring companies will also give you a higher valuation when you sell your company because they will not have to commit as much of their own capital to your company.

Step 3: Hire a Sales Team
Once you have created, packaged, and started to charge for a Standard Service Offering, you need to remove yourself from selling it. If you have others delivering the service, but you're still the rainmaker, you will not be able to sell your businesses without a long and risky earn out. Instead, you need to hire salespeople. If you have done a good job packaging a consistent service, the best salespeople will be those used to selling a product. Look for salespeople like Angie Thacker who enjoy selling first and the product second. Avoid salespeople who come from professional services companies, as they will want to re-invent your service for every client.
If at all possible, hire at least two salespeople (not just one). Salespeople are competitive and an acquirer will want to see that you have a product that can be sold by salespeople in general and not just one superstar salesperson.

Step 4: Stop Accepting Other Projects
The next step is to stop taking on projects that fall outside of your Standard Service Offering. It's tempting to accept these projects because they bolster your revenue and cash flow. If you're charging up front for your service and your salespeople are selling it, then you shouldn't have to worry about cash flow. That leaves revenue as the reason to accept these projects that fall outside of your process. The revenue may feel good at first but it comes at an unacceptable cost: your team will lose focus; realizing that you're not serious about your process, clients will see a chink in your armor and start asking for customization of their projects; and you will need to hire other people to deliver. Most importantly, when you go to present your business to an acquirer, they will see the mixture of revenue from both your Standard Service Offering and project work and determine that you're just another service business.
I've had the opportunity to speak with hundreds of business owners who have made this transition and most have told me that clients who used to ask for custom services respect the change they made to their business model. Many clients actually buy more once the service is standardized. Clients are smart; they often know you're overreaching your capabilities in accepting assignments that fall outside of your sweet spot. In most cases, they will use you for these services because they know, like, and trust you. That doesn't mean you need to accept them.
Stopping yourself from accepting projects outside of your Standard Service Offering is the toughest part of the process of creating a sellable company. You will have employees testing your resolve and clients asking for exceptions, and you will second-guess yourself on more than one occasion. This is normal; you have to be strong on this and resist the temptation. There is a point where the wind will start blowing the other way and your clients, employees, and stakeholders will finally realize that you're serious about focusing on one thing. It takes time. It will happen, and when it does and you feel like the boat has actually shifted, you will have taken a giant step in creating a sellable company.
Once you have focused on a Standard Service Offering for which you will charge up front, and you have sales reps who are capable of selling and employees who are capable of delivering without your involvement, you need to create a two-year run of increasing business and financial performance. This is often frustrating for business owners who have made the decision to sell their business. Be patient and remember that these two years dramatically increase the cash you get up front for your business and minimize your reliance on an earn out.
Expect the year that you make the switch from accepting projects to focusing on your Standard Service Offering to be a bad financial year on paper. Your cash flow should be fine if you're charging up front but your accountant will need to change the way he or she recognizes revenue by spreading it out over the life of the delivery period of your Standard Service Offering. This has an effect of lowering your revenue in the current period and allowing you to go into future months with revenue on the books.
Spend two years driving the model as far and as fast as you can. Avoid the temptation to get personally involved in selling or delivering your Standard Service Offering. Instead, when you get asked for help, diagnose the problem and fix your system so the problem doesn't recur.
Many business owners realize a tremendous uptick in their quality of life in these two years. Business improves, cash flow grows, and client headaches decrease. In fact, many business owners like this stage so much, they shelve their plans to sell their company and decide to run it in perpetuity. If this happens to you, congratulations! If you still want to sell your business, continue on to the next step.

Step 5: Launch a Long-Term Incentive Plan for Managers
You need to prove to a buyer that you have a management team who can run the business after you're gone. What's more, you need to show that the management team is locked into staying with your company after acquisition.
Avoid using equity to retain key management as it will unnecessarily complicate the sale process. Instead, create a long-term incentive plan for your key managers. Each year, take an amount equivalent to their annual bonus and put it aside in a long-term incentive account earmarked for each manager you want to retain. Allow the manager to withdraw one third of the pool each year after a three-year period. That way, a good manager must always walk away from a significant amount of money should they decide to leave your company. You can go to to find a template for a long-term incentive plan.

Step 6: Find a Broker
For those business owners who are committed to selling, the next step in the process is to find representation. If your company has less than $2 million in sales, a business broker will best serve you. If you have more than $2 million, in sales, a boutique mergers and acquisitions firm is probably your best bet. Look for a firm with experience in your industry, as they already know many of the potential buyers for your business. To find an M&A firm or business broker, ask other entrepreneurs you know who have sold their firm for a recommendation.
Make sure your broker appreciates what you have done to transform your business. If they continue to see you as the same as the commoditized service providers in your industry, move on. They need to appreciate that you have created something special and deserve to be compensated at a higher rate.
Once you have an M&A firm or broker engaged, they'll work with you to create The Book. This document describes your business and its performance to date along with a business plan for the future.
Your broker will typically charge a percentage of the proceeds of the deal in the form of a success fee.

Step 7: Tell Your Management Team
Your broker will set up management presentations for you and your team to meet with a prospective buyer. Telling your management team can be a daunting task. Think about it from their perspective and make sure there is something in it for them if the deal goes through. An acquisition can often mean significant career opportunities for your managers and that may be enough. Emphasize that, by being acquired, your managers will be more likely to hit the personal bonus targets, which will benefit them twice if you have created the long-term incentive plan as described in Step 5. You may also want to offer key employees a simple success bonus if a deal goes through. Offer to pay the success bonus in two installments, with one installment coming 60 days after the close and the other at some point in the future. An acquirer will like the fact that you put a deal-related incentive in place for your key employees to stay.

Step 8: Convert Offer(s) to a Binding Deal
Once you have completed your management presentations, you will hopefully get some offers in the form of a non-binding Letter of Intent. As you review it, keep in mind that your advisor will be trying to sell the benefits of the offer to you because: a) they'll get paid if the deal goes through; and b) they want to remind you of the hard work they have done to justify their fee.
This is normal and to be expected, but do not be swayed by it. Study the offer. It will likely contain an amount of money (or some other currency like stock) up front with another chunk tied to one or more performance targets for your business after the sale, which is often referred to as an earn out.
Treat the earn out portion as gravy. An earn out is simply a way for an acquirer to minimize their risk in buying your company. This means that you take most of the risk and they get most of the reward. Some earn outs have proven lucrative for the owners who accepted them. Most business owners who have sold a service business, however, have a nightmare story involving an overbearing parent company not delivering on what they promised in an earn out contract. As long as you get what you want for the business up front, and treat the earn out as gravy, you can walk away when things get nasty. If you feel like you have to stay to get full value for the business, then life will get uncomfortable for the duration of the earn out.
Keep in mind that the Letter of Intent is usually not a binding offer. Unless it includes a break-up fee (rare for smaller companies), they have every right to walk and you get nothing. Deals often fall through in the due diligence period, so don't be surprised if it happens to you.
The due diligence period usually lasts 60-90 days and a veteran entrepreneur I know likes to refer to it as the entrepreneur's "proctology exam." It isn't fun and the best strategy is often to just survive it. Due diligence can make you feel vulnerable and exposed. If the buyer is a professional, they will dispatch a team of MBA-types to your office who will quickly identify the weak spots in your model. That's their job. Try to keep your cool during this period. Try to present things in the best possible light but do not lie or hide the facts.
Once the due diligence period is over, there is a good chance that the offer in the Letter of Intent will be discounted. Again, don't be surprised if this happens to you. Expect it and you'll be pleasantly surprised if it doesn't happen. You'll need to go back to the math you did when reviewing the Letter in the first place. If the new discounted offer meets your target cash up front, then you can go ahead and agree. If the discounted offer falls below the threshold, walk away no matter how much the acquirer promises to help you hit your earn out.
If you accept the revised offer or the due diligence period ends, you'll have a closing meeting. Typically held at the acquirer's law firm, this is where the formalities are handled. You sign a lot of documents and, once the documents are signed, the law firm will move the cash portion of the sale from their account to yours. The deal is done.
]]>
An Invisible Thread 12902549 New York Times bestseller chronicles the lifelong friendship between a busy sales executive and a disadvantaged young boy, and how both of their lives were changed by what began as one small gesture of kindness. A straightforward tale of kindness and paying it forward in 1980s New York�.an uplifting reminder that small gestures matter-Kirkus Reviews.

Stopping was never part of the plan...

She was a successful ad sales rep in Manhattan. He was a homeless, eleven-year-old panhandler on the street. He asked for spare change; she kept walking. But then something stopped her in her tracks, and she went back. And she continued to go back, again and again. They met up nearly every week for years and built an unexpected, life-changing friendship that has today spanned almost three decades.

Whatever made me notice him on that street corner so many years ago is clearly something that cannot be extinguished, no matter how relentless the forces aligned against it. Some may call it spirit. Some may call it heart. It drew me to him, as if we were bound by some invisible, unbreakable thread. And whatever it is, it binds us still.]]>
260 Laura Schroff Lucas 3 4.06 2010 An Invisible Thread
author: Laura Schroff
name: Lucas
average rating: 4.06
book published: 2010
rating: 3
read at: 2019/04/15
date added: 2019/04/15
shelves:
review:

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<![CDATA[Decide: Work Smarter, Reduce Your Stress and Lead by Example]]> 18227216 How to make better decisions and achieve your goals What shapes a person's career and life, and defines them as a leader? Their decisions. We all want to be more productive and deliver our best results. But doing this effectively--and consistently over time--is a significant challenge. Managing it all is hard, and leading in today's hyper-paced world is even harder.

The good news is that leadership expert Steve McClatchy makes it easier. In Decide, McClatchy--who works with Fortune 1000 people every day to help them achieve outstanding levels of performance--shows you how to cut through the complexities and excuses to start realizing real gains simply by changing one thing: the way you make decisions. With McClatchy's help, you can quickly begin to:


Use the time you have each day to move your business and your life forward Make decisions that yield better results Waste less time, reduce stress and regain balance Again and again, McClatchy has helped people learn for themselves how great decision-making habits yield a lifetime of accomplishments. Follow McClatchy's no-nonsense and practical approach, and you'll soon manage--and even lead--at your highest level of personal performance.]]>
208 Steve McClatchy 1118554388 Lucas 4 3.69 2014 Decide: Work Smarter, Reduce Your Stress and Lead by Example
author: Steve McClatchy
name: Lucas
average rating: 3.69
book published: 2014
rating: 4
read at: 2019/04/09
date added: 2019/04/09
shelves:
review:

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The Underground Railroad 30555488
In Whitehead's ingenious conception, the Underground Railroad is no mere metaphor--engineers and conductors operate a secret network of tracks and tunnels beneath the Southern soil. Cora and Caesar's first stop is South Carolina, in a city that initially seems like a haven. But the city's placid surface masks an insidious scheme designed for its black denizens. And even worse: Ridgeway, the relentless slave catcher, is close on their heels. Forced to flee again, Cora embarks on a harrowing flight, state by state, seeking true freedom.

Like the protagonist of Gulliver's Travels, Cora encounters different worlds at each stage of her journey--hers is an odyssey through time as well as space. As Whitehead brilliantly re-creates the unique terrors for black people in the pre-Civil War era, his narrative seamlessly weaves the saga of America from the brutal importation of Africans to the unfulfilled promises of the present day. The Underground Railroad is at once a kinetic adventure tale of one woman's ferocious will to escape the horrors of bondage and a shattering, powerful meditation on the history we all share.]]>
320 Colson Whitehead 0385542364 Lucas 5 4.04 2016 The Underground Railroad
author: Colson Whitehead
name: Lucas
average rating: 4.04
book published: 2016
rating: 5
read at:
date added: 2019/03/27
shelves:
review:

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<![CDATA[The Incredible Origins of the Onyx Sun]]> 5985124
The Incredible Origins of the Onyx Sun is an award-winning space adventure for young adults that has earned the acclaim of Publisher's Weekly, Writer's Digest, Amazon.com, and everywhere.

The book follows Zack Goodspeed, a perfectly normal 11-year old boy, who discovers his eccentric grandfather has invented a source of unlimited power, called the Onyx Sun and harnessed that power to fuel a spaceship. Stowing away on the ship with his mischievous neighbor Angelina "Max" Maximillian, Zack is thrust into a journey that strands him on the Moon, introduces him to bold new friends, and pits him against Dr. Machvel, a rouge member of crew bent on turning the Onyx Sun into a weapon of mass destruction.

Through an imaginative storyline, the book immerses children in the possibilities they will one-day face to improve humanity through invention and technological exploration. It is a scintillating, roller-coaster ride of a story that helps kids also understand the nature of friendships, conflict, and personal growth. Publisher's Weekly applauds the book, saying "This space adventure yarn has the right stuff. The fast-paced novel keeps the reader engaged throughout. The main characters are nicely done, the plot is exciting, and there’s a clear jumping off point for a sequel, which young sci-fi fans would surely look forward to."

This debut novel by Christopher Mahoney has also won an honorable mention in the and reached the semifinals of the .

An engaging book for young readers as well as the rest of the family, The Incredible Origins of the Onyx Sun inspires all of us with visions of what life could be like as humanity spreads into the stars. More information and online secure order form at .]]>
265 Christopher Mahoney Lucas 4 3.67 2008 The Incredible Origins of the Onyx Sun
author: Christopher Mahoney
name: Lucas
average rating: 3.67
book published: 2008
rating: 4
read at: 2019/02/25
date added: 2019/03/11
shelves:
review:

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The Tattooist of Auschwitz 35523006
Imprisoned for over two and a half years, Lale witnesses horrific atrocities and barbarism—but also incredible acts of bravery and compassion. Risking his own life, he uses his privileged position to exchange jewels and money from murdered Jews for food to keep his fellow prisoners alive.

One day in July 1942, Lale, prisoner 32407, comforts a trembling young woman waiting in line to have the number 34902 tattooed onto her arm. Her name is Gita, and in that first encounter, Lale vows to somehow survive the camp and marry her.

A vivid, harrowing, and ultimately hopeful re-creation of Lale Sokolov's experiences as the man who tattooed the arms of thousands of prisoners with what would become one of the most potent symbols of the Holocaust, The Tattooist of Auschwitz is also a testament to the endurance of love and humanity under the darkest possible conditions.]]>
277 Heather Morris 1760403172 Lucas 5 4.20 2018 The Tattooist of Auschwitz
author: Heather Morris
name: Lucas
average rating: 4.20
book published: 2018
rating: 5
read at:
date added: 2019/03/03
shelves:
review:

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<![CDATA[When: The Scientific Secrets of Perfect Timing]]> 35412097
Timing, it's often assumed, is an art. In When: The Scientific Secrets of Perfect Timing, Pink shows that timing is really a science.

Drawing on a rich trove of research from psychology, biology, and economics, Pink reveals how best to live, work, and succeed. How can we use the hidden patterns of the day to build the ideal schedule? Why do certain breaks dramatically improve student test scores? How can we turn a stumbling beginning into a fresh start? Why should we avoid going to the hospital in the afternoon? Why is singing in time with other people as good for you as exercise? And what is the ideal time to quit a job, switch careers, or get married?]]>
272 Daniel H. Pink 0735210624 Lucas 0 to-read 3.77 2018 When: The Scientific Secrets of Perfect Timing
author: Daniel H. Pink
name: Lucas
average rating: 3.77
book published: 2018
rating: 0
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date added: 2019/01/30
shelves: to-read
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<![CDATA[Science Friction: Where the Known Meets the Unknown]]> 83582 "Michael Shermer has given a lot of things a lot of thought. If your perceptions have ever rubbed you the wrong way, you'll find Science Friction fascinating." —Bill Nye, The Science Guy

A scientist pretends to be a psychic for a day—and fools everyone. An athlete discovers that good-luck rituals and getting into "the zone" may, or may not, improve his performance. A son explores the possiblities of alternative and experimental medicine for his cancer-ravaged mother. And a skeptic realizes that it is time to turn the skeptical lens onto science itself.
In each of the fourteen essays in Science Friction, bestselling author Michael Shermer explores the very personal barriers and biases that plague and propel science, especially when scientists push against the unknown. What do we know and what do we not know? How does science respond to controversy, attack, and uncertainty? When does theory become accepted fact? As always, Shermer delivers a thought-provoking, fascinating, and entertaining view of life in the scientific age.

"Meaty accounts [and] entertaining discussion . . . well worth having." �The Washington Post Book World

"[Shermer's] main obsession is the truth . . . Amateur skeptics will learn from his matter-of-fact dismissals of astrology and creationism." �Psychology Today

"Extremely entertaining." �Science News]]>
336 Michael Shermer 073945630X Lucas 2 3.54 2004 Science Friction: Where the Known Meets the Unknown
author: Michael Shermer
name: Lucas
average rating: 3.54
book published: 2004
rating: 2
read at: 2019/01/14
date added: 2019/01/30
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Some interesting essays, but I put it down mid-way through and couldn't pick it back up before returning it to the library.
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<![CDATA[Ready Player One (Ready Player One, #1)]]> 9969571 Librarian's note: An alternate cover edition can be found here

IN THE YEAR 2044, reality is an ugly place. The only time teenage Wade Watts really feels alive is when he's jacked into the virtual utopia known as the OASIS. Wade's devoted his life to studying the puzzles hidden within this world's digital confines, puzzles that are based on their creator's obsession with the pop culture of decades past and that promise massive power and fortune to whoever can unlock them.

But when Wade stumbles upon the first clue, he finds himself beset by players willing to kill to take this ultimate prize. The race is on, and if Wade's going to survive, he'll have to win—and confront the real world he's always been so desperate to escape.]]>
480 Ernest Cline 030788743X Lucas 5 4.21 2011 Ready Player One (Ready Player One, #1)
author: Ernest Cline
name: Lucas
average rating: 4.21
book published: 2011
rating: 5
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date added: 2018/11/28
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<![CDATA[The Invisibles: The Untold Story of African American Slaves in the White House]]> 25862358 256 Jesse J. Holland 1493008463 Lucas 0 3.65 2016 The Invisibles: The Untold Story of African American Slaves in the White House
author: Jesse J. Holland
name: Lucas
average rating: 3.65
book published: 2016
rating: 0
read at: 2018/11/28
date added: 2018/11/28
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<![CDATA[Ask More: The Power of Questions to Open Doors, Uncover Solutions, and Spark Change]]> 30212641
Questions help us break down barriers, discover secrets, solve puzzles, and imagine new ways of doing things. But few of us know how to question in a methodical way. Emmy-award-winning journalist and media expert Frank Sesno aims to change that with Ask More .

From questions that cement relationships, to those that help us plan for the future, each chapter in Ask More explores a different type of inquiry. By the end of the book, you’ll know what to ask and when, what you should listen for, and what you can expect as the outcome. Packed with illuminating interviews, the book explains:

â—� How the Gates Foundation used strategic questions to plan its battle against malaria
� How turnaround expert Steve Miller uses diagnostic questions to get to the heart of a company’s problems
� How NPR’s Terry Gross uses empathy questions to dig deeper
â—� How journalist Anderson Cooper uses confrontational questions to hold people accountable
â—� How creative questions animated a couple of techie dreamers to brainstorm Uber

Both intriguing and inspiring, Ask More shows how questions convey interest, feed curiosity, and reveal answers that can change the course of both your professional and personal life.]]>
272 Frank Sesno 0814436714 Lucas 3 3.58 2017 Ask More: The Power of Questions to Open Doors, Uncover Solutions, and Spark Change
author: Frank Sesno
name: Lucas
average rating: 3.58
book published: 2017
rating: 3
read at: 2018/11/13
date added: 2018/11/13
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<![CDATA[Deep Work: Rules for Focused Success in a Distracted World]]> 25744928 One of the most valuable skills in our economy is becoming increasingly rare. If you master this skill, you'll achieve extraordinary results.

Deep work is the ability to focus without distraction on a cognitively demanding task. It's a skill that allows you to quickly master complicated information and produce better results in less time. Deep work will make you better at what you do and provide the sense of true fulfillment that comes from craftsmanship. In short, deep work is like a super power in our increasingly competitive twenty-first century economy. And yet, most people have lost the ability to go deep-spending their days instead in a frantic blur of e-mail and social media, not even realizing there's a better way.

In Deep Work, author and professor Cal Newport flips the narrative on impact in a connected age. Instead of arguing distraction is bad, he instead celebrates the power of its opposite. Dividing this book into two parts, he first makes the case that in almost any profession, cultivating a deep work ethic will produce massive benefits. He then presents a rigorous training regimen, presented as a series of four "rules," for transforming your mind and habits to support this skill.

A mix of cultural criticism and actionable advice, Deep Work takes the reader on a journey through memorable stories-from Carl Jung building a stone tower in the woods to focus his mind, to a social media pioneer buying a round-trip business class ticket to Tokyo to write a book free from distraction in the air-and no-nonsense advice, such as the claim that most serious professionals should quit social media and that you should practice being bored. Deep Work is an indispensable guide to anyone seeking focused success in a distracted world.]]>
296 Cal Newport 1455586692 Lucas 0 to-read 4.16 2016 Deep Work: Rules for Focused Success in a Distracted World
author: Cal Newport
name: Lucas
average rating: 4.16
book published: 2016
rating: 0
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date added: 2018/11/01
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<![CDATA[So Good They Can't Ignore You: Why Skills Trump Passion in the Quest for Work You Love]]> 13525945
Not only is the cliché flawed—preexisting passions are rare and have little to do with how most people end up loving their work—but it can also be dangerous, leading to anxiety and chronic job hopping.

After making his case against passion, Newport sets out on a quest to discover the reality of how people end up loving what they do. Spending time with organic farmers, venture capitalists, screenwriters, freelance computer programmers, and others who admitted to deriving great satisfaction from their work, Newport uncovers the strategies they used and the pitfalls they avoided in developing their compelling careers.

Matching your job to a preexisting passion does not matter, he reveals. Passion comes after you put in the hard work to become excellent at something valuable, not before. In other words, what you do for a living is much less important than how you do it.

With a title taken from the comedian Steve Martin, who once said his advice for aspiring entertainers was to "be so good they can't ignore you," Cal Newport's clearly written manifesto is mandatory reading for anyone fretting about what to do with their life, or frustrated by their current job situation and eager to find a fresh new way to take control of their livelihood. He provides an evidence-based blueprint for creating work you love.

So Good They Can't Ignore You will change the way we think about our careers, happiness, and the crafting of a remarkable life.]]>
288 Cal Newport 1455509108 Lucas 0 to-read 4.05 2012 So Good They Can't Ignore You: Why Skills Trump Passion in the Quest for Work You Love
author: Cal Newport
name: Lucas
average rating: 4.05
book published: 2012
rating: 0
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What Happened 34138013 “In the past, for reasons I try to explain, I’ve often felt I had to be careful in public, like I was up on a wire without a net. Now I’m letting my guard down.� —Hillary Rodham Clinton, from the introduction of What Happened

For the first time, Hillary Rodham Clinton reveals what she was thinking and feeling during one of the most controversial and unpredictable presidential elections in history. Now free from the constraints of running, Hillary takes you inside the intense personal experience of becoming the first woman nominated for president by a major party in an election marked by rage, sexism, exhilarating highs and infuriating lows, stranger-than-fiction twists, Russian interference, and an opponent who broke all the rules. This is her most personal memoir yet.

In these pages, she describes what it was like to run against Donald Trump, the mistakes she made, how she has coped with a shocking and devastating loss, and how she found the strength to pick herself back up afterward. With humor and candor, she tells readers what it took to get back on her feet—the rituals, relationships, and reading that got her through, and what the experience has taught her about life. She speaks about the challenges of being a strong woman in the public eye, the criticism over her voice, age, and appearance, and the double standard confronting women in politics.

She lays out how the 2016 election was marked by an unprecedented assault on our democracy by a foreign adversary. By analyzing the evidence and connecting the dots, Hillary shows just how dangerous the forces are that shaped the outcome, and why Americans need to understand them to protect our values and our democracy in the future.

The election of 2016 was unprecedented and historic. What Happened is the story of that campaign and its aftermath—both a deeply intimate account and a cautionary tale for the nation.]]>
494 Hillary Rodham Clinton 1501175564 Lucas 2 3.90 2017 What Happened
author: Hillary Rodham Clinton
name: Lucas
average rating: 3.90
book published: 2017
rating: 2
read at: 2018/10/08
date added: 2018/10/10
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<![CDATA[Mars one. Humanity's next great adventure.]]> 29057673 277 Norbert Kraft 1940363934 Lucas 0 3.93 Mars one. Humanity's next great adventure.
author: Norbert Kraft
name: Lucas
average rating: 3.93
book published:
rating: 0
read at: 2018/09/24
date added: 2018/09/24
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<![CDATA[Golden: The Miraculous Rise of Steph Curry]]> 30753685
“A revolutionary player like Curry—whose three-point shooting altered basketball in a way similar to Babe Ruth changing baseball with the home run—deserves an in-the-moment book. And in the same way so many of Curry’s outlandish shots nestle softly into the net, so Thompson’s engaging and knowing biography successfully finds the mark.� � The Washington Post

Golden is the first book to provide an all-access look at Steph Curry and the team that has fueled Dub Nation—by longtime Warriors beat reporter and Bay Area News Group sports columnist Marcus Thompson, the go-to expert on all things Golden State.

A lifelong Warriors fan turned insider Thompson is uniquely qualified to tell the definitive story of a singular talent, pulling back the curtain on the crazy work ethic and on-court intensity that make Curry great—and the emphasis on family and faith that keeps him grounded.

Combining the competitive grit and fun-loving spirit of his mother with the mild demeanor, easy charm, and sharp shooting of his father, former NBA player Dell Curry, Steph Curry derives support and strength from his close-knit kin and his commitment to Christianity. This hard-working, wholesome image however is both a blessing and curse in a League of big personalities. Thompson unravels the complicated underpinnings of the Steph Curry hate with a nuanced analysis of how class and complexion come into play when a child with an NBA pedigree becomes the face of a sport traditionally honed on inner-city black top and dominated by the less privileged.

With unprecedented access, Thompson draws from exclusive interviews with Steph Curry, his family, his teammates, Coach Steve Kerr, and the Warriors owners to bring readers inside the locker room and courtside with this remarkable athlete and man.]]>
272 Marcus Thompson 1501147838 Lucas 0 3.95 2017 Golden: The Miraculous Rise of Steph Curry
author: Marcus Thompson
name: Lucas
average rating: 3.95
book published: 2017
rating: 0
read at: 2018/09/18
date added: 2018/09/18
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<![CDATA[Proud: My Fight for an Unlikely American Dream]]> 36589118 THE FIRST FEMALE MUSLIM AMERICAN TO MEDAL AT THE OLYMPIC GAMES

NAMED ONE OF TIME'S 100 MOST INFLUENTIAL PEOPLE

Growing up in New Jersey as the only African American Muslim at school, Ibtihaj Muhammad always had to find her own way. When she discovered fencing, a sport traditionally reserved for the wealthy, she had to defy expectations and make a place for herself in a sport she grew to love.

From winning state championships to three-time All-America selections at Duke University, Ibtihaj was poised for success, but the fencing community wasn't ready to welcome her with open arms just yet. As the only woman of color and the only religious minority on Team USA's saber fencing squad, Ibtihaj had to chart her own path to success and Olympic glory.

Proud is a moving coming-of-age story from one of the nation's most influential athletes and illustrates how she rose above it all.
]]>
289 Ibtihaj Muhammad 1549113569 Lucas 4 4.22 2018 Proud: My Fight for an Unlikely American Dream
author: Ibtihaj Muhammad
name: Lucas
average rating: 4.22
book published: 2018
rating: 4
read at: 2018/09/15
date added: 2018/09/15
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<![CDATA[Innovation and Scaling for Impact: How Effective Social Enterprises Do It]]> 30072397 257 Christian Seelos 080479734X Lucas 2 3.58 Innovation and Scaling for Impact: How Effective Social Enterprises Do It
author: Christian Seelos
name: Lucas
average rating: 3.58
book published:
rating: 2
read at: 2018/09/11
date added: 2018/09/12
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Didn't finish it - read like a thesis rather than a novel.
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<![CDATA[Drop the Ball: Achieving More by Doing Less]]> 29243734 A bold and inspiring memoir and manifesto from a renowned voice in the women's leadership movement who shows women how to cultivate the single skill they really need in order to thrive: the ability to let go.

Once the poster girl for doing it all, after she had her first child, Tiffany Dufu struggled to accomplish everything she thought she needed to in order to succeed. Like so many driven and talented women who have been brought up to believe that to have it all, they must do it all, Dufu began to feel that achieving her career and personal goals was an impossibility. Eventually, she discovered the solution: letting go. In Drop the Ball, Dufu recounts how she learned to reevaluate expectations, shrink her to-do list, and meaningfully engage the assistance of others--freeing the space she needed to flourish at work and to develop deeper, more meaningful relationships at home.

Even though women are half the workforce, they still represent only eighteen per cent of the highest level leaders. The reasons are obvious: just as women reach middle management they are also starting families. Mounting responsibilities at work and home leave them with no bandwidth to do what will most lead to their success. Offering new perspective on why the women's leadership movement has stalled, and packed with actionable advice, Tiffany Dufu's Drop the Ball urges women to embrace imperfection, to expect less of themselves and more from others--only then can they focus on what they truly care about, devote the necessary energy to achieving their real goals, and create the type of rich, rewarding life we all desire.]]>
304 Tiffany Dufu 1250071739 Lucas 4 3.82 2017 Drop the Ball: Achieving More by Doing Less
author: Tiffany Dufu
name: Lucas
average rating: 3.82
book published: 2017
rating: 4
read at: 2018/09/11
date added: 2018/09/11
shelves:
review:
A bit slow at first, with a lot of time describing the problem (but perhaps good for me as a male to hear). But I found the chapters on how to actually "drop the ball" to be more useful in terms of suggesting actionable steps to help me carry the ball for my wife.
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<![CDATA[Leaders Eat Last: Why Some Teams Pull Together and Others Don't]]> 16144853 Why do only a few people get to say “I love my job�? It seems unfair that finding fulfillment at work is like winning a lottery; that only a few lucky ones get to feel valued by their organizations, to feel like they belong.

Imagine a world where almost everyone wakes up inspired to go to work, feels trusted and valued during the day, then returns home feeling fulfilled.

This is not a crazy, idealized notion. Today, in many successful organizations, great leaders are creating environments in which people naturally work together to do remarkable things.

In his travels around the world since the publication of his bestseller Start with Why, Simon Sinek noticed that some teams were able to trust each other so deeply that they would literally put their lives on the line for each other. Other teams, no matter what incentives were offered, were doomed to infighting, fragmentation and failure. Why?

The answer became clear during a conversation with a Marine Corps general.

“Officers eat last,� he said.

Sinek watched as the most junior Marines ate first while the most senior Marines took their place at the back of the line. What’s symbolic in the chow hall is deadly serious on the battlefield: great leaders sacrifice their own comfort—even their own survival—for the good of those in their care.

This principle has been true since the earliest tribes of hunters and gatherers. It’s not a management theory; it’s biology. Our brains and bodies evolved to help us find food, shelter, mates and especially safety. We’ve always lived in a dangerous world, facing predators and enemies at every turn. We thrived only when we felt safe among our group.


Our biology hasn’t changed in fifty thousand years, but our environment certainly has. Today’s workplaces tend to be full of cynicism, paranoia and self-interest. But the best organizations foster trust and cooperation because their leaders build what Sinek calls a Circle of Safety that separates the security inside the team from the challenges outside.

The Circle of Safety leads to stable, adaptive, confident teams, where everyone feels they belong and all energies are devoted to facing the common enemy and seizing big opportunities.

As he did in Start with Why, Sinek illustrates his ideas with fascinating true stories from a wide range of examples, from the military to manufacturing, from government to investment banking.

The biology is clear: when it matters most, leaders who are willing to eat last are rewarded with deeply loyal colleagues who will stop at nothing to
advance their leader’s vision and their organization’s interests. It’s amazing how well it works.
]]>
350 Simon Sinek 1591845327 Lucas 4 4.09 2014 Leaders Eat Last: Why Some Teams Pull Together and Others Don't
author: Simon Sinek
name: Lucas
average rating: 4.09
book published: 2014
rating: 4
read at: 2018/09/09
date added: 2018/09/09
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<![CDATA[Grit: The Power of Passion and Perseverance]]> 27213329
Why do some people succeed and others fail? Sharing new insights from her landmark research on grit, Angela Duckworth explains why talent is hardly a guarantor of success. Rather, other factors can be even more crucial such as identifying our passions and following through on our commitments.

Drawing on her own powerful story as the daughter of a scientist who frequently bemoaned her lack of smarts, Duckworth describes her winding path through teaching, business consulting, and neuroscience, which led to the hypothesis that what really drives success is not genius, but a special blend of passion and long-term perseverance. As a professor at the University of Pennsylvania, Duckworth created her own character lab and set out to test her theory.

Here, she takes readers into the field to visit teachers working in some of the toughest schools, cadets struggling through their first days at West Point, and young finalists in the National Spelling Bee. She also mines fascinating insights from history and shows what can be gleaned from modern experiments in peak performance. Finally, she shares what she's learned from interviewing dozens of high achievers; from JP Morgan CEO Jamie Dimon to the cartoon editor of The New Yorker to Seattle Seahawks Coach Pete Carroll.

Winningly personal, insightful, and even life-changing, Grit is a book about what goes through your head when you fall down, and how that not talent or luck makes all the difference.]]>
277 Angela Duckworth 1443442313 Lucas 4 4.07 2016 Grit: The Power of Passion and Perseverance
author: Angela Duckworth
name: Lucas
average rating: 4.07
book published: 2016
rating: 4
read at: 2018/08/28
date added: 2018/08/28
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Gone Girl 19288043 What have we done to each other?

These are the questions Nick Dunne finds himself asking on the morning of his fifth wedding anniversary when his wife Amy suddenly disappears. The police suspect Nick. Amy's friends reveal that she was afraid of him, that she kept secrets from him. He swears it isn't true. A police examination of his computer shows strange searches. He says they weren't made by him. And then there are the persistent calls on his mobile phone.

So what did happen to Nick's beautiful wife?]]>
415 Gillian Flynn 0307588378 Lucas 0 to-read 4.22 2012 Gone Girl
author: Gillian Flynn
name: Lucas
average rating: 4.22
book published: 2012
rating: 0
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date added: 2018/08/25
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<![CDATA[The Autobiography of Malcolm X]]> 26137012 Now available as an eBook for the very first time! •�ONE OF TIME’S TEN MOST IMPORTANT NONFICTION BOOKS OF THE TWENTIETH CENTURY
Ěý
With its first great victory in the landmark Supreme Court decision Brown v. Board of Education in 1954, the civil rights movement gained the powerful momentum it needed to sweep forward into its crucial decade, the 1960s. As voices of protest and change rose above the din of history and false promises, one voice sounded more urgently, more passionately, than the rest. Malcolm X—once called the most dangerous man in America—challenged the world to listen and learn the truth as he experienced it. And his enduring message is as relevant today as when he first delivered it.
Ěý
In the searing pages of this classic autobiography, originally published in 1964, Malcolm X, the Muslim leader, firebrand, and anti-integrationist, tells the extraordinary story of his life and the growth of the Black Muslim movement to veteran writer and journalist Alex Haley . In a unique collaboration, Haley worked with Malcolm X for nearly two years, interviewing, listening to, and understanding the most controversial leader of his time.
Ěý
Raised in Lansing, Michigan, Malcolm Little journeyed on a road to fame as astonishing as it was unpredictable. Drifting from childhood poverty to petty crime, Malcolm found himself in jail. It was there that he came into contact with the teachings of a little-known Black Muslim leader renamed Elijah Muhammad. The newly renamed Malcolm X devoted himself body and soul to the teachings of Elijah Muhammad and the world of Islam, becoming the Nation’s foremost spokesman. When his conscience forced him to break with Elijah Muhammad, Malcolm founded the Organization of Afro-American Unity to reach African Americans across the country with an inspiring message of pride, power, and self-determination.
Ěý
The Autobiography of Malcolm X defines American culture and the African American struggle for social and economic equality that has now become a battle for survival. Malcolm’s fascinating perspective on the lies and limitations of the American Dream, and the inherent racism in a society that denies its nonwhite citizens the opportunity to dream, gives extraordinary insight into the most urgent issues of our own time.
Ěý
The Autobiography of Malcolm X stands as the definitive statement of a movement and a man whose work was never completed but whose message is timeless. It is essential reading for anyone who wants to understand America.
Ěý
Praise for The Autobiography of Malcolm X
Ěý
“Malcolm X’s autobiography seemed to offer something different. His repeated acts of self-creation spoke to me; the blunt poetry of his words, his unadorned insistence on respect, promised a new and uncompromising order, martial in its discipline, forged through sheer force of will.�—Barack Obama, Dreams from My Father

“Extraordinary . . . a brilliant, painful, important book.��The New York Times
Ěý
“A great book . . . Its dead level honesty, its passion, its exalted purpose, will make it stand as a monument to the most painful truth.��The Nation
Ěý
“The most important book I’ll ever read, it changed the way I thought, it changed the way I acted. It has given me courage I didn’t know I had inside me. I’m one of hundreds of thousands whose lives were changed for the better.�—Spike Lee
Ěý
“This book will have a permanent place in the literature of the Afro-American struggle.�—I. F. Stone]]>
527 Malcolm X 1101967803 Lucas 0 to-read 4.61 1965 The Autobiography of Malcolm X
author: Malcolm X
name: Lucas
average rating: 4.61
book published: 1965
rating: 0
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date added: 2018/08/21
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Chokehold: Policing Black Men 29502450 With the eloquence of Ta-Nehisi Coates and the persuasive research of Michelle Alexander, a former federal prosecutor explains how the system really works, and how to disrupt it

Cops, politicians, and ordinary people are afraid of black men. The result is the Chokehold: laws and practices that treat every African American man like a thug. In this explosive new book, an African American former federal prosecutor shows that the system is working exactly the way it’s supposed to. Black men are always under watch, and police violence is widespread—all with the support of judges and politicians.

In his no-holds-barred style, Butler, whose scholarship has been featured on 60 Minutes, uses new data to demonstrate that white men commit the majority of violent crime in the United States. For example, a white woman is ten times more likely to be raped by a white male acquaintance than be the victim of a violent crime perpetrated by a black man. Butler also frankly discusses the problem of black on black violence and how to keep communities safer—without relying as much on police.

Chokehold powerfully demonstrates why current efforts to reform law enforcement will not create lasting change. Butler’s controversial recommendations about how to crash the system, and when it’s better for a black man to plead guilty—even if he’s innocent—are sure to be game-changers in the national debate about policing, criminal justice, and race relations.]]>
256 Paul Butler 1595589058 Lucas 5 4.39 2017 Chokehold: Policing Black Men
author: Paul Butler
name: Lucas
average rating: 4.39
book published: 2017
rating: 5
read at: 2018/08/19
date added: 2018/08/19
shelves:
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Mandatory reading for white people.
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<![CDATA[David and Goliath: Underdogs, Misfits, and the Art of Battling Giants]]> 15751404 The Tipping Point, Blink, and Outliers, Malcolm Gladwell has explored the ways we understand and change our world. Now he looks at the complex and surprising ways the weak can defeat the strong, the small can match up against the giant, and how our goals (often culturally determined) can make a huge difference in our ultimate sense of success. Drawing upon examples from the world of business, sports, culture, cutting-edge psychology, and an array of unforgettable characters around the world, David and Goliath is in many ways the most practical and provocative book Malcolm Gladwell has ever written.]]> 305 Malcolm Gladwell 0316204366 Lucas 3 3.97 2013 David and Goliath: Underdogs, Misfits, and the Art of Battling Giants
author: Malcolm Gladwell
name: Lucas
average rating: 3.97
book published: 2013
rating: 3
read at: 2018/08/07
date added: 2018/08/19
shelves:
review:
Not as good as many of his other books. I like many of the stories individually, but the overall message wasn't made coherently throughout the book.
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The 4-Hour Workweek 8205855
Forget the old concept of retirement and the rest of the deferred-life plan–there is no need to wait and every reason not to, especially in unpredictable economic times. Whether your dream is escaping the rat race, experiencing high-end world travel, or earning a monthly five-figure income with zero management, The 4-Hour Workweek is the blueprint.

This step-by-step guide to luxury lifestyle design
� How Tim went from $40,000 per year and 80 hours per week to $40,000 per month and 4 hours per week
� How to outsource your life to overseas virtual assistants for $5 per hour and do whatever you want
� How blue-chip escape artists travel the world without quitting their jobs
� How to eliminate 50% of your work in 48 hours using the principles of a forgotten Italian economist
� How to trade a long-haul career for short work bursts and frequent “mini-retirements�

The new expanded edition of Tim Ferriss� The 4-Hour Workweek
� More than 50 practical tips and case studies from readers (including families) who have doubled income, overcome common sticking points, and reinvented themselves using the original book as a starting point
� Real-world templates you can copy for eliminating e-mail, negotiating with bosses and clients, or getting a private chef for less than $8 a meal
� How Lifestyle Design principles can be suited to unpredictable economic times
� The latest tools and tricks, as well as high-tech shortcuts, for living like a diplomat or millionaire without being either]]>
332 Timothy Ferriss 0307591166 Lucas 5 3.90 2007 The 4-Hour Workweek
author: Timothy Ferriss
name: Lucas
average rating: 3.90
book published: 2007
rating: 5
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date added: 2018/08/16
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<![CDATA[Start with Why: How Great Leaders Inspire Everyone to Take Action]]> 7108725 Why do you do what you do?

Why are some people and organizations more innovative, more influential, and more profitable than others? Why do some command greater loyalty from customers and employees alike? Even among the successful, why are so few able to repeat their success over and over?

People like Martin Luther King Jr., Steve Jobs, and the Wright Brothers might have little in common, but they all started with why. It was their natural ability to start with why that enabled them to inspire those around them and to achieve remarkable things.

In studying the leaders who've had the greatest influence in the world, Simon Sinek discovered that they all think, act, and communicate in the exact same way—and it's the complete opposite of what everyone else does. Sinek calls this powerful idea The Golden Circle, and it provides a framework upon which organizations can be built, movements can be lead, and people can be inspired. And it all starts with WHY.

Any organization can explain what it does; some can explain how they do it; but very few can clearly articulate why. WHY is not money or profit—those are always results. WHY does your organization exist? WHY does it do the things it does? WHY do customers really buy from one company or another? WHY are people loyal to some leaders, but not others?

Starting with WHY works in big business and small business, in the nonprofit world and in politics. Those who start with WHY never manipulate, they inspire. And the people who follow them don't do so because they have to; they follow because they want to.

Drawing on a wide range of real-life stories, Sinek weaves together a clear vision of what it truly takes to lead and inspire. This book is for anyone who wants to inspire others or who wants to find someone to inspire them.]]>
256 Simon Sinek 1591842808 Lucas 0 to-read 4.10 2009 Start with Why: How Great Leaders Inspire Everyone to Take Action
author: Simon Sinek
name: Lucas
average rating: 4.10
book published: 2009
rating: 0
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date added: 2018/07/29
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<![CDATA[The 80/20 Manager: The Secret to Working Less and Achieving More]]> 17368236
In his bestselling book The 80/20 Principle , Richard Koch showed readers how to put the 80/20 Principle -- the idea that 80 percent of results come from just 20 percent of effort -- into practice in their personal lives. Now in The 80/20 Manager , he demonstrates how to apply the principle to management.

An 80/20 manager learns to focus only on the issues that really matter, achieving exceptional results, and feeling successful everyday while working less hard in fewer hours. A large number of managers -- especially in these difficult times -- feel completely overwhelmed. Their inboxes are overflowing and they constantly struggle to finish their to-do lists, leaving little time for the things that really matter. The 80/20 Manager shows a new way to look at management -- and at life -- to enjoy work and build a successful and fulfilling career.]]>
288 Richard Koch 031624306X Lucas 2 3.74 2013 The 80/20 Manager: The Secret to Working Less and Achieving More
author: Richard Koch
name: Lucas
average rating: 3.74
book published: 2013
rating: 2
read at: 2018/07/22
date added: 2018/07/29
shelves:
review:
Didn't get a lot of actionable information out of this. Seemed like a bunch of platitudes and sometimes interesting stories tied together without a coherent explanation of how they related to the 80/20 principle.
]]>
<![CDATA[Make Your Kid A Money Genius (Even If You're Not): A Parents' Guide for Kids 3 to 23]]> 30753822 The New York Times bestseller that is a must-read for any parent!

From Beth Kobliner, the author of the bestselling personal finance bible Get a Financial Life—a new, must-have guide showing parents how to teach their children (from toddlers to young adults) to manage money in a smart way.

Many of us think we can have the “money talk� when our kids are old enough to get it…which won’t be for years, right? But get this: Research shows that even preschoolers can understand basic money concepts, and a study from Cambridge University confirmed that basic money habits are formed by the age of seven. Oh, and research shows the number one influence on kids� financial behaviors is mom and dad. Clearly, we can’t afford to wait.

Make Your Kid a Money Genius (Even If You’re Not) is a jargon-free, step-by-step guide to help parents of all income levels teach their kids—from ages three to twenty-three—about money. It turns out the key to raising a money genius isn’t to teach that four quarters equal a dollar or how to pick a stock. Instead, it’s about instilling values that have been proven to make people successful—not just financially, but in life: delaying gratification, working hard, living within your means, getting a good education, and acting generously toward others. More specifically, you’ll learn why allowance isn’t the Holy Grail when teaching your kid to handle money, and why after-school jobs aren’t always the answer either. You’ll discover the right age to give your kid a credit card, and learn why doling out a wad of cash can actually be a good parenting move.

You don’t need to be a money genius to make your kid a money genius. Regardless of your comfort level with finance—or your family’s income—this charming and fun book is an essential guide for passing along enduring financial principles, making your kids wise beyond their years—and peers—when it comes to money.]]>
276 Beth Kobliner 1476766819 Lucas 4 3.77 2017 Make Your Kid A Money Genius (Even If You're Not): A Parents' Guide for Kids 3 to 23
author: Beth Kobliner
name: Lucas
average rating: 3.77
book published: 2017
rating: 4
read at: 2018/07/18
date added: 2018/07/29
shelves:
review:
Pretty good examples of how to talk with your kids about money (what topics at different ages) and how to instill money lessons that are age-appropriate. Come back to reread this when we have kids.
]]>
<![CDATA[The Opposite of Spoiled: Raising Kids Who Are Grounded, Generous, and Smart About Money]]> 22249664 256 Ron Lieber 0062247018 Lucas 5 Intro without much substance

Chapter 2: How to Start the Money Conversations
Kids will have questions about money and you should answer them honestly even if it makes you uncomfortable. Don't say "We can't afford it" if you really mean "I'm choosing not to buy that."
Encourage questions about anything, including money. Make sure children know questions are welcome by praising them for asking good questions. Rather than asking, "Did you learn anything today?" ask, "Did you ask a good question today?"
When you get a question about money that might make you uncomfortable ("Are we poor?"), ask, "Why do you ask?" in an encouraging (not suspicious/disapproving) tone. This allows you time to think through a response and helps you understand what the child is really getting at. Often the question is based on playground or lunch table talk. If your child mentions a classmate's parents earn a million dollars, have a conversation about how different families make different amounts of money but it doesn't make them better or worse. The question may also be based on fears of some sort ("Are we poor?" may be getting at a fear of moving or of not having the things a child is used to.) Ensure them that the family has enough to cover their needs (assuming this is true) and many wants. Discuss the needs-wants continuum.
This chapter also has examples of how to answer some common questions from children on money.

Chapter 3: The Allowance Debates
An allowance helps kids learn to save and spend money, a skill they don't get to practice in very many other ways as they grow up. The primary virtue of receiving an allowance is learning patience and delayed gratification.
If a child can count and is asking questions about where money comes from and what things cost, then it's time to begin an allowance. With children under 10, 50 cents to $1 a week per year of age is a good place to start (e.g., $5-10 per week for a 10 year old), with a raise each year on their birthdays. They should have enough to buy some of what they want but not so much they don't have to make tough choices. Begin with Spend, Save, and Give jars, and split weekly allowance (and any monetary gifts) among the three jars. When they're teenagers, it makes sense to consider saving in a bank; earlier than that, it may be too abstract.
Discuss the needs-wants continuum and consider letting children pay using their own money for the difference between the amount you'd willingly pay for the need and the amount they want for the "cooler"/fancier version. Determine which items are off limits even if the children want to buy them with their own "Spend" money. If kids want to buy a big purchase that costs more than their current amount saved, consider explaining the concept of debt and docking their allowance for several months after making the purchase. If kids break or lose items that need to be replaced (e.g., lunch box), they can contribute to the cost of replacing the items.
One reason not to tie allowance to chores is that chores are expected of children as members of the household. Withholding allowance doesn't actually relieve children of the responsibility to do their chores. Paying for chores makes sense for things above and beyond the normal chores expected of everyone. If there's a chore that the family would have paid to have done and a child does it instead, then compensation makes sense. Or to reward entrepreneurialism, pay children to recognize problems and solve them (e.g., seeing the leaves in the yard and offering to rake them and negotiating a price).

Chapter 4: The Smartest Ways for Kids to Spend
Explain to kids the concept of return on investment through estimating the hours of fun per dollar of any wants the kids might have. Introduce kids to the concept of coupons and let them keep half of the savings from the coupons that they use (but make sure it's on things that the family would have bought anyway). Give kids control to make their own spending choices. For example, give each a fixed amount of cash to spend on a vacation and let them choose how to spend it.

Chapter 5: Are We Raising Materialistic Kids?
Children who watch lots of television commercials are vulnerable to becoming materialistic. You can talk to your children about the explicit sales pitches that commercials use. After your children have become used to the limits on television time (e.g., 30 minutes per day), consider lifting the limits and letting them self-regulate their television. It will give them autonomy and hopefully they will learn habits that they can carry over to when they're living outside the house.
Research found that the more families spend on their children's participation in sports as a percentage of their income, the more likely the children are to perceive pressure coming from their parents. When they feel that pressure, they enjoy their sport less and are less likely to be motivated to continue. "We're happy to spend this money on something you love as long as you're having fun and it makes you feel good about yourself. But we also want you to know that you shouldn't do this to try to please us or because you think we expect you to win scholarship money, and we won't consider what we spent so far a waste if you decide that it's just not for you anymore."
Parents could try to arrange things so that, on average, their children end up in the 30th percentile of stuff. If 10 kids in a community are eventually going to get a car, then your child should have the 7th nicest out of the 10, Or if your children are in the 50th percentile on cars, then perhaps they should be the 9th out of every 10 to get a smartphone.

Chapter 6: How to Talk About Giving
Story about Jewish community deciding to pool all the money that they collectively would have spent on their children's bar and bat mitzvahs, divide it up, with each child getting a small sum and a gif, and the rest going into a single pile of money for the kids to give away to any charity they chose. The parents would have nothing to do with the selection. Instead, the teenagers would run a foundation and listen to pitches from nonprofit executives who wanted a grant from their fund. This eventually became a class project that the students managed each year. [Cool way to donate money to a school/classroom.]]]>
3.82 2015 The Opposite of Spoiled: Raising Kids Who Are Grounded, Generous, and Smart About Money
author: Ron Lieber
name: Lucas
average rating: 3.82
book published: 2015
rating: 5
read at: 2018/07/11
date added: 2018/07/29
shelves:
review:
Chapter 1: Why We Need to Talk About Money
Intro without much substance

Chapter 2: How to Start the Money Conversations
Kids will have questions about money and you should answer them honestly even if it makes you uncomfortable. Don't say "We can't afford it" if you really mean "I'm choosing not to buy that."
Encourage questions about anything, including money. Make sure children know questions are welcome by praising them for asking good questions. Rather than asking, "Did you learn anything today?" ask, "Did you ask a good question today?"
When you get a question about money that might make you uncomfortable ("Are we poor?"), ask, "Why do you ask?" in an encouraging (not suspicious/disapproving) tone. This allows you time to think through a response and helps you understand what the child is really getting at. Often the question is based on playground or lunch table talk. If your child mentions a classmate's parents earn a million dollars, have a conversation about how different families make different amounts of money but it doesn't make them better or worse. The question may also be based on fears of some sort ("Are we poor?" may be getting at a fear of moving or of not having the things a child is used to.) Ensure them that the family has enough to cover their needs (assuming this is true) and many wants. Discuss the needs-wants continuum.
This chapter also has examples of how to answer some common questions from children on money.

Chapter 3: The Allowance Debates
An allowance helps kids learn to save and spend money, a skill they don't get to practice in very many other ways as they grow up. The primary virtue of receiving an allowance is learning patience and delayed gratification.
If a child can count and is asking questions about where money comes from and what things cost, then it's time to begin an allowance. With children under 10, 50 cents to $1 a week per year of age is a good place to start (e.g., $5-10 per week for a 10 year old), with a raise each year on their birthdays. They should have enough to buy some of what they want but not so much they don't have to make tough choices. Begin with Spend, Save, and Give jars, and split weekly allowance (and any monetary gifts) among the three jars. When they're teenagers, it makes sense to consider saving in a bank; earlier than that, it may be too abstract.
Discuss the needs-wants continuum and consider letting children pay using their own money for the difference between the amount you'd willingly pay for the need and the amount they want for the "cooler"/fancier version. Determine which items are off limits even if the children want to buy them with their own "Spend" money. If kids want to buy a big purchase that costs more than their current amount saved, consider explaining the concept of debt and docking their allowance for several months after making the purchase. If kids break or lose items that need to be replaced (e.g., lunch box), they can contribute to the cost of replacing the items.
One reason not to tie allowance to chores is that chores are expected of children as members of the household. Withholding allowance doesn't actually relieve children of the responsibility to do their chores. Paying for chores makes sense for things above and beyond the normal chores expected of everyone. If there's a chore that the family would have paid to have done and a child does it instead, then compensation makes sense. Or to reward entrepreneurialism, pay children to recognize problems and solve them (e.g., seeing the leaves in the yard and offering to rake them and negotiating a price).

Chapter 4: The Smartest Ways for Kids to Spend
Explain to kids the concept of return on investment through estimating the hours of fun per dollar of any wants the kids might have. Introduce kids to the concept of coupons and let them keep half of the savings from the coupons that they use (but make sure it's on things that the family would have bought anyway). Give kids control to make their own spending choices. For example, give each a fixed amount of cash to spend on a vacation and let them choose how to spend it.

Chapter 5: Are We Raising Materialistic Kids?
Children who watch lots of television commercials are vulnerable to becoming materialistic. You can talk to your children about the explicit sales pitches that commercials use. After your children have become used to the limits on television time (e.g., 30 minutes per day), consider lifting the limits and letting them self-regulate their television. It will give them autonomy and hopefully they will learn habits that they can carry over to when they're living outside the house.
Research found that the more families spend on their children's participation in sports as a percentage of their income, the more likely the children are to perceive pressure coming from their parents. When they feel that pressure, they enjoy their sport less and are less likely to be motivated to continue. "We're happy to spend this money on something you love as long as you're having fun and it makes you feel good about yourself. But we also want you to know that you shouldn't do this to try to please us or because you think we expect you to win scholarship money, and we won't consider what we spent so far a waste if you decide that it's just not for you anymore."
Parents could try to arrange things so that, on average, their children end up in the 30th percentile of stuff. If 10 kids in a community are eventually going to get a car, then your child should have the 7th nicest out of the 10, Or if your children are in the 50th percentile on cars, then perhaps they should be the 9th out of every 10 to get a smartphone.

Chapter 6: How to Talk About Giving
Story about Jewish community deciding to pool all the money that they collectively would have spent on their children's bar and bat mitzvahs, divide it up, with each child getting a small sum and a gif, and the rest going into a single pile of money for the kids to give away to any charity they chose. The parents would have nothing to do with the selection. Instead, the teenagers would run a foundation and listen to pitches from nonprofit executives who wanted a grant from their fund. This eventually became a class project that the students managed each year. [Cool way to donate money to a school/classroom.]
]]>
<![CDATA[The Everyday Parenting Toolkit: The Kazdin Method for Easy, Step-by-Step, Lasting Change for You and Your Child]]> 15814524
Now it does. The result of thirty years of scientific research, Alan Kazdin’s The Everyday Parenting Toolkit will guide you through every developmental stage—from toddler to teenager—and make you a more relaxed, confident, and competent parent. The rigorously tested strategies in this book will not only help change your child’s behavior, they will also decrease the stress in family relations, increase your joy in parenting, and help build a more nurturing home life that can directly improve children's mental and physical health and school success.

You won’t find abstract philosophy here. You’ll see every point, every strategy, illustrated with real-life examples. From toilet training to teaching a child to accept “no� without a tantrum all the way up to struggles over cellphones and curfew; from swiftly and gently correcting problem behaviors to fostering positive character qualities like respect for others, honesty, good friendships, or altruism, The Everyday Parenting Toolkit will surprise you time and again with counterintuitive advice that works.

For years parents have been coming to Dr. Kazdin’s Parenting Center at Yale University for help with the challenges, large and small, of child rearing. With the publication of this book, every reader can gain access to that advice and to parenting know-how that transforms families.]]>
208 Alan E. Kazdin 0547985541 Lucas 5
The Kazdin Method Blueprint:

Step 1. Start by specifying the goal behaviors. What do you want your child to do?
Define what you want in specific terms. What is the behavior you want to occur, and when? What would the behavior look like if it were exactly the way you wanted it to be? If you're interested in decreasing or eliminating some behavior, remember to specify and focus on the positive opposite.
It's valuable to write out exactly in a sentence or two what you want to see in your child. It's not as obvious as it sounds. A parent said to me, "I know when my kids eats vegetables at dinner: like never!" Yes, but in specifying the behavior, what's the goal? Eating at least three forkfuls of vegetables? Eating all the vegetables you serve him every night? Do some vegetables--say, fried potatoes--not count? Being specific makes a difference once we get to shaping and consequences. Fuzzy behavioral goals in the beginning can lead to very inconsistent reinforcement, so it pays to be specific up front. You can't specify everything that will come up, but try to paint a clear verbal picture of what the behavior you want looks like.

Step 2: Antecedents: How do you get the behavior going?
User verbal prompts--clear statements, usually preceded by "please," with a positive (rather than authoritarian) tone, that specify exactly what you would like. The effectiveness of prompts is not increased by mere repetition; in fact, repetition decreases your effectiveness by making your prompts aversive.
You can use physical prompts, too, like gestures and modeling. You can, for instance, help the child with early parts of the behavior: "Let's do this together," or "Let's take turns; I can go first," or "Let's take turns and toss this coin to see who gets to go first" (a good addition of a little game or competition here).
You can also use setting events, which help set the stage for a behavior in addition to your use of prompts to specifically guide or instruct it. What is going on right before the behavior you want and leading up to that? Is there something you can control to make the behavior more likely? Well before bedtime, for instance, start some winding-down routine that is calm, quiet, leading to getting into bed. More generally, plan transitions from one activity to the next so that you're not springing abrupt changes or demands on your child if you can avoid it. Ask yourself, "If I want my child to do X soon, is what he's doing now a good or seamless transition to that?" If not, schedule something that sets a little better tone or platform for going to the next behavior.
If you feel it's likely that your child will resist what you're asking her to do, set the stage with some high-probability requests. These are requests she's likely to follow, like doing something with you, helping you, having a snack with you, anything that will not be perceived as a chore. High-probability requests can increase compliance with low-probability requests.
Give choices when you can because choice is a setting event that increases the likelihood of getting the behavior you would like. Even when there's no real choice to make--for example, homework has to be done before school tomorrow--there can still be choices along the way. "Would you like me to start the homework with you, or do you want to start on your own?" "Do you want to do the homework tonight at the kitchen table, while I'm preparing dinner, or in your room as usual?"
Finally, a challenge is a great setting event. For young children, a playful "I'll bet you can't..." can be a very effective setting event that motivates behavior and increases the likelihood of getting the behavior you wish.

Step 3: Behaviors: What can you do to get the final behaviors you want?
Think of the final behavior you want. What would you like the behavior to look like, as specified in Step 1? Write it down at the bottom of a blank sheet of paper. Now describe exactly what your child usually does right now. Write that down at the top. Think of these two lines you've written as the first and last of a list of steps. The top of the list, the first line, is what your child is doing now--say, no homework, and she won't even sit at her desk. The last line, the bottom of the list, is the final behavior that you want--forty-five minutes of homework in which the child is sitting at her desk at her desk at home, without having to be told, doing schoolwork assigned by the teacher.
Now consider shaping as inserting into the list some intermediate steps between the top of the list (nada) and the bottom (the final behavior). We want to shape the child's behavior in such a way that we systematically move from what the child does now to the next step (say, sitting down with homework in front of her for a minute), and the next (doing a few minutes of homework), and so on to the final behavior. Shaping will develop the behavior systematically and consistently so that the program will not have to be in place forever.
Avoid the trap of saying to yourself, "My child already knows how to do this final behavior, even if she refuses to do it, so shaping isn't needed." Remember that knowing that something is true about a behavior--smoking is bad for you, donating to charity to help children is good, eating spinach and broccoli is really wise, being less sarcastic with my in-laws would be good--is only weakly related to one's actual behavior. The point of departure for shaping is beginning with what a person actually does now.
If the behavior you want never occurs or is very infrequent, set up simulations in which you can get the behaviors you want under fake or pretend conditions. Make up a game (for example, the Tantrum Game) and use antecedents (prompts, modeling, setting events like playfulness and choice), shaping (ask for just a little at first), and consequences (spectacular praise). How do you decide whether to use shaping by itself or to set up simulations? As a rough guide, if the behavior does not occur once or twice a day in any form so it cannot be shaped, go to simulations for a week.
Sometimes the child has done a particular behavior (a chore, for instance, or a school assignment) in the past but has stopped or slacked off for some reason, and you just want him to start doing it again. Here is a case where the child really has done the behavior (rather than just knowing how to do it), so shaping is not needed--no need to develop the final behavior. Also, simulations aren't needed because the behavior does occur, if you could only get your child started on it again. This is where jump-starting can come in handy. You help the child with early steps, to just get started. If the behavior is doing homework and he can do that, go with him to start the first task--then you can leave or fade yourself out as he gets going on the homework. When you jump-start, you ask yourself, "What can I do positively just to prime the pump and get the behavior going?" Helping with early steps can get the sequence of behavior going, and you can also use antecedents--a challenge, a choice--and then, of course, effusively praise starting without you.
Behavior is a key step because the goal of the program is to get the behavior to occur often, regularly, and consistently. Shaping, simulations, and jump-starting are valuable aids to getting the behavior to occur so that you can reinforce it--and reinforced practice is the key to success.

Step 4: Positive consequences: What positive consequences will you use to follow the behavior?
You want to provide a reinforcing consequence for the behavior you are developing. What are the consequences you can provide regularly when the behavior occurs? Praise is the default consequence to consider--your praise and attention are likely to be very powerful. Yet praise has to be delivered in a special way if it is to be used strategically to change behavior. You need to be enthusiastic, say what exactly you are praising, and then add something nonverbal like an affectionate touch or high-five.
Points and point charts can be used. Points are provided for behavior and are used to buy agreed-upon rewards. To provide a point chart you need a medium of exchange (such as marks, stars, tallies), rewards that can be purchased by the points, and a list of what behaviors earn how many points and how many points are required to buy each reward. Points can be useful to help structure and organize your effort to change behavior, but they can be a distraction, too. The magic is not in the points at all. Even when you are awarding points, the praise and attention that come with them remain important. Keep in mind that your objective is reinforced practice, getting the behavior to occur and providing reinforcing consequences, and points are merely one of several types of consequences.

Step 5: Punishment: Is there any punishment that can be a constructive part of the program?
Punishment is not needed to change behavior in most settings. Also, remember that punishment does not teach a child what to do and only temporarily suppresses the behavior you're trying to eliminate. At the same time, I recognize that as a parent you will want to punish some behaviors that you just don't allow in your home. So, if you have to use it, make sure punishment is mild and brief. A few minutes of time out is just as effective as a longer period of time out; take away a privilege for the day or evening, not two weeks. Most critical of all, any time you punish a behavior, make sure you're reinforcing the positive opposite of that behavior more frequently. If you're not getting enough chances to reinforce the behavior you want, consider shaping or simulations.
Also, if you are going to use punishment, plan it in advance. How many minutes of time out do you give for talking back disrespectfully? Where? In your child's room? Somewhere else? And if your child does not go to time out right away, what privilege will you take away, and for how long? Also, what if you wish to use punishment while you're riding in the car or shopping, and time out is not possible? Choose a privilege in advance that you can withdraw in such situations. When they don't plan in advance, parents often select an unnecessarily harsh punishment in the heat of the moment, which greatly increases the likelihood of undesirable side effects.
There's also withholding reinforcement--not attending to misbehavior. To the extent possible, ignore and walk away from behaviors you don't like. Attention to behavior, even reprimands or other negative attention, can reinforce the very behaviors you with to eliminate. It is important to make the point that not all reinforcers that maintain behavior are positive, lovely events. When you get mad, when you yell and scream and rage at your child, you're still providing more contact, giving more (negative) attention to a behavior--all of which could unwittingly be maintaining behavior because such attention works like positive reinforcement. No child would identify your angry reaction as a reward, but it's still a reinforcer (that's why psychologists distinguish between reinforcers and rewards; they're often not always the same) because your negative response is still attention, which can sustain a behavior like oxygen feeds a fire.

Step 6: Do a quick check of context
The preceding steps address specific procedures to use in developing a behavior-change program. Yet the context, the more general background or atmosphere in which you use the tools in this book, is extremely important. Context can have a big effect on the behaviors you may want to change, and on your success in changing them. For example, if there is a major disruption in a child's routines and activities, or a stressful event such as a separation, move, change in schools or classrooms, or an illness in the family--any such event that disrupts a more stable context could easily lead to an increase in the child's misbehavior. In these cases the child's misbehaviors are a common part of adaptation and will come and go as a routine hits an unstable patch and then becomes more stable again. In these situations, focus on putting as many of the context pieces we have outlined back into place as you can. Often you can diminish behavioral problems by checking on context alone and doing what you can to reestablish a familiar routine. Remember that the list includes promoting good communication with your child; building positive family connections; promoting positive social behavior; fostering flexibility in your household; monitoring your child--knowing where he is, whom he's with, what he's doing; minimizing negative social, psychological, and biological conditions for your child; and taking care of yourself.]]>
4.21 2013 The Everyday Parenting Toolkit: The Kazdin Method for Easy, Step-by-Step, Lasting Change for You and Your Child
author: Alan E. Kazdin
name: Lucas
average rating: 4.21
book published: 2013
rating: 5
read at: 2018/07/20
date added: 2018/07/28
shelves:
review:
Definitely come back and read this when I need to change a child's behavior.

The Kazdin Method Blueprint:

Step 1. Start by specifying the goal behaviors. What do you want your child to do?
Define what you want in specific terms. What is the behavior you want to occur, and when? What would the behavior look like if it were exactly the way you wanted it to be? If you're interested in decreasing or eliminating some behavior, remember to specify and focus on the positive opposite.
It's valuable to write out exactly in a sentence or two what you want to see in your child. It's not as obvious as it sounds. A parent said to me, "I know when my kids eats vegetables at dinner: like never!" Yes, but in specifying the behavior, what's the goal? Eating at least three forkfuls of vegetables? Eating all the vegetables you serve him every night? Do some vegetables--say, fried potatoes--not count? Being specific makes a difference once we get to shaping and consequences. Fuzzy behavioral goals in the beginning can lead to very inconsistent reinforcement, so it pays to be specific up front. You can't specify everything that will come up, but try to paint a clear verbal picture of what the behavior you want looks like.

Step 2: Antecedents: How do you get the behavior going?
User verbal prompts--clear statements, usually preceded by "please," with a positive (rather than authoritarian) tone, that specify exactly what you would like. The effectiveness of prompts is not increased by mere repetition; in fact, repetition decreases your effectiveness by making your prompts aversive.
You can use physical prompts, too, like gestures and modeling. You can, for instance, help the child with early parts of the behavior: "Let's do this together," or "Let's take turns; I can go first," or "Let's take turns and toss this coin to see who gets to go first" (a good addition of a little game or competition here).
You can also use setting events, which help set the stage for a behavior in addition to your use of prompts to specifically guide or instruct it. What is going on right before the behavior you want and leading up to that? Is there something you can control to make the behavior more likely? Well before bedtime, for instance, start some winding-down routine that is calm, quiet, leading to getting into bed. More generally, plan transitions from one activity to the next so that you're not springing abrupt changes or demands on your child if you can avoid it. Ask yourself, "If I want my child to do X soon, is what he's doing now a good or seamless transition to that?" If not, schedule something that sets a little better tone or platform for going to the next behavior.
If you feel it's likely that your child will resist what you're asking her to do, set the stage with some high-probability requests. These are requests she's likely to follow, like doing something with you, helping you, having a snack with you, anything that will not be perceived as a chore. High-probability requests can increase compliance with low-probability requests.
Give choices when you can because choice is a setting event that increases the likelihood of getting the behavior you would like. Even when there's no real choice to make--for example, homework has to be done before school tomorrow--there can still be choices along the way. "Would you like me to start the homework with you, or do you want to start on your own?" "Do you want to do the homework tonight at the kitchen table, while I'm preparing dinner, or in your room as usual?"
Finally, a challenge is a great setting event. For young children, a playful "I'll bet you can't..." can be a very effective setting event that motivates behavior and increases the likelihood of getting the behavior you wish.

Step 3: Behaviors: What can you do to get the final behaviors you want?
Think of the final behavior you want. What would you like the behavior to look like, as specified in Step 1? Write it down at the bottom of a blank sheet of paper. Now describe exactly what your child usually does right now. Write that down at the top. Think of these two lines you've written as the first and last of a list of steps. The top of the list, the first line, is what your child is doing now--say, no homework, and she won't even sit at her desk. The last line, the bottom of the list, is the final behavior that you want--forty-five minutes of homework in which the child is sitting at her desk at her desk at home, without having to be told, doing schoolwork assigned by the teacher.
Now consider shaping as inserting into the list some intermediate steps between the top of the list (nada) and the bottom (the final behavior). We want to shape the child's behavior in such a way that we systematically move from what the child does now to the next step (say, sitting down with homework in front of her for a minute), and the next (doing a few minutes of homework), and so on to the final behavior. Shaping will develop the behavior systematically and consistently so that the program will not have to be in place forever.
Avoid the trap of saying to yourself, "My child already knows how to do this final behavior, even if she refuses to do it, so shaping isn't needed." Remember that knowing that something is true about a behavior--smoking is bad for you, donating to charity to help children is good, eating spinach and broccoli is really wise, being less sarcastic with my in-laws would be good--is only weakly related to one's actual behavior. The point of departure for shaping is beginning with what a person actually does now.
If the behavior you want never occurs or is very infrequent, set up simulations in which you can get the behaviors you want under fake or pretend conditions. Make up a game (for example, the Tantrum Game) and use antecedents (prompts, modeling, setting events like playfulness and choice), shaping (ask for just a little at first), and consequences (spectacular praise). How do you decide whether to use shaping by itself or to set up simulations? As a rough guide, if the behavior does not occur once or twice a day in any form so it cannot be shaped, go to simulations for a week.
Sometimes the child has done a particular behavior (a chore, for instance, or a school assignment) in the past but has stopped or slacked off for some reason, and you just want him to start doing it again. Here is a case where the child really has done the behavior (rather than just knowing how to do it), so shaping is not needed--no need to develop the final behavior. Also, simulations aren't needed because the behavior does occur, if you could only get your child started on it again. This is where jump-starting can come in handy. You help the child with early steps, to just get started. If the behavior is doing homework and he can do that, go with him to start the first task--then you can leave or fade yourself out as he gets going on the homework. When you jump-start, you ask yourself, "What can I do positively just to prime the pump and get the behavior going?" Helping with early steps can get the sequence of behavior going, and you can also use antecedents--a challenge, a choice--and then, of course, effusively praise starting without you.
Behavior is a key step because the goal of the program is to get the behavior to occur often, regularly, and consistently. Shaping, simulations, and jump-starting are valuable aids to getting the behavior to occur so that you can reinforce it--and reinforced practice is the key to success.

Step 4: Positive consequences: What positive consequences will you use to follow the behavior?
You want to provide a reinforcing consequence for the behavior you are developing. What are the consequences you can provide regularly when the behavior occurs? Praise is the default consequence to consider--your praise and attention are likely to be very powerful. Yet praise has to be delivered in a special way if it is to be used strategically to change behavior. You need to be enthusiastic, say what exactly you are praising, and then add something nonverbal like an affectionate touch or high-five.
Points and point charts can be used. Points are provided for behavior and are used to buy agreed-upon rewards. To provide a point chart you need a medium of exchange (such as marks, stars, tallies), rewards that can be purchased by the points, and a list of what behaviors earn how many points and how many points are required to buy each reward. Points can be useful to help structure and organize your effort to change behavior, but they can be a distraction, too. The magic is not in the points at all. Even when you are awarding points, the praise and attention that come with them remain important. Keep in mind that your objective is reinforced practice, getting the behavior to occur and providing reinforcing consequences, and points are merely one of several types of consequences.

Step 5: Punishment: Is there any punishment that can be a constructive part of the program?
Punishment is not needed to change behavior in most settings. Also, remember that punishment does not teach a child what to do and only temporarily suppresses the behavior you're trying to eliminate. At the same time, I recognize that as a parent you will want to punish some behaviors that you just don't allow in your home. So, if you have to use it, make sure punishment is mild and brief. A few minutes of time out is just as effective as a longer period of time out; take away a privilege for the day or evening, not two weeks. Most critical of all, any time you punish a behavior, make sure you're reinforcing the positive opposite of that behavior more frequently. If you're not getting enough chances to reinforce the behavior you want, consider shaping or simulations.
Also, if you are going to use punishment, plan it in advance. How many minutes of time out do you give for talking back disrespectfully? Where? In your child's room? Somewhere else? And if your child does not go to time out right away, what privilege will you take away, and for how long? Also, what if you wish to use punishment while you're riding in the car or shopping, and time out is not possible? Choose a privilege in advance that you can withdraw in such situations. When they don't plan in advance, parents often select an unnecessarily harsh punishment in the heat of the moment, which greatly increases the likelihood of undesirable side effects.
There's also withholding reinforcement--not attending to misbehavior. To the extent possible, ignore and walk away from behaviors you don't like. Attention to behavior, even reprimands or other negative attention, can reinforce the very behaviors you with to eliminate. It is important to make the point that not all reinforcers that maintain behavior are positive, lovely events. When you get mad, when you yell and scream and rage at your child, you're still providing more contact, giving more (negative) attention to a behavior--all of which could unwittingly be maintaining behavior because such attention works like positive reinforcement. No child would identify your angry reaction as a reward, but it's still a reinforcer (that's why psychologists distinguish between reinforcers and rewards; they're often not always the same) because your negative response is still attention, which can sustain a behavior like oxygen feeds a fire.

Step 6: Do a quick check of context
The preceding steps address specific procedures to use in developing a behavior-change program. Yet the context, the more general background or atmosphere in which you use the tools in this book, is extremely important. Context can have a big effect on the behaviors you may want to change, and on your success in changing them. For example, if there is a major disruption in a child's routines and activities, or a stressful event such as a separation, move, change in schools or classrooms, or an illness in the family--any such event that disrupts a more stable context could easily lead to an increase in the child's misbehavior. In these cases the child's misbehaviors are a common part of adaptation and will come and go as a routine hits an unstable patch and then becomes more stable again. In these situations, focus on putting as many of the context pieces we have outlined back into place as you can. Often you can diminish behavioral problems by checking on context alone and doing what you can to reestablish a familiar routine. Remember that the list includes promoting good communication with your child; building positive family connections; promoting positive social behavior; fostering flexibility in your household; monitoring your child--knowing where he is, whom he's with, what he's doing; minimizing negative social, psychological, and biological conditions for your child; and taking care of yourself.
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<![CDATA[Dude, You're Gonna Be a Dad!: How to Get (Both of You) Through the Next 9 Months]]> 11751648 226 John Pfeiffer Lucas 2 3.39 2011 Dude, You're Gonna Be a Dad!: How to Get (Both of You) Through the Next 9 Months
author: John Pfeiffer
name: Lucas
average rating: 3.39
book published: 2011
rating: 2
read at: 2018/03/21
date added: 2018/07/27
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Tinkers 4957350
At once heartbreaking and life affirming, Tinkers is an elegiac meditation on love, loss, illness, faith, and the fierce beauty of nature.]]>
192 Paul Harding 1934137197 Lucas 2 3.41 2009 Tinkers
author: Paul Harding
name: Lucas
average rating: 3.41
book published: 2009
rating: 2
read at: 2018/03/27
date added: 2018/07/27
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It was ok when I was reading it, but I didn't finish and couldn't really get into it.
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Man’s Search for Meaning 4069 Man's Search for Meaning has become one of the most influential books in America; it continues to inspire us all to find significance in the very act of living.]]> 165 Viktor E. Frankl 080701429X Lucas 0 to-read 4.39 1946 Man’s Search for Meaning
author: Viktor E. Frankl
name: Lucas
average rating: 4.39
book published: 1946
rating: 0
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date added: 2018/07/27
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Prodigal Summer 14249 Prodigal Summer weaves together three stories of human love within a larger tapestry of lives inhabiting the forested mountains and struggling small farms of southern Appalachia.

From her outpost in an isolated mountain cabin, Deanna Wolfe, a reclusive wildlife biologist, watches a den of coyotes that have recently migrated into the region. She is caught off-guard by a young hunter who invades her most private spaces and confounds her self-assured, solitary life. On a farm several miles down the mountain, Lusa Maluf Landowski, a bookish city girl turned farmer's wife, finds herself unexpectedly marooned in a strange place where she must declare or lose her attachment to the land that has become her own. And a few more miles down the road, a pair of elderly feuding neighbors tend their respective farms and wrangle about God, pesticides, and the possibilities of a future neither of them expected.

Over the course of one humid summer, these characters find their connections to one another and to the flora and fauna with whom they share a place. Prodigal Summer demonstrates a balance of narrative, drama and ideas that is characteristic of Barbara Kingsolver's finest work.]]>
444 Barbara Kingsolver 0060959037 Lucas 0 to-read 4.03 2000 Prodigal Summer
author: Barbara Kingsolver
name: Lucas
average rating: 4.03
book published: 2000
rating: 0
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date added: 2018/03/14
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<![CDATA[Bringing Up Bébé: One American Mother Discovers the Wisdom of French Parenting]]> 13152287 The secret behind France's astonishingly well-behaved children. When American journalist Pamela Druckerman has a baby in Paris, she doesn't aspire to become a "French parent." French parenting isn't a known thing, like French fashion or French cheese. Even French parents themselves insist they aren't doing anything special.

Yet, the French children Druckerman knows sleep through the night at two or three months old while those of her American friends take a year or more. French kids eat well-rounded meals that are more likely to include braised leeks than chicken nuggets. And while her American friends spend their visits resolving spats between their kids, her French friends sip coffee while the kids play.

Motherhood itself is a whole different experience in France. There's no role model, as there is in America, for the harried new mom with no life of her own. French mothers assume that even good parents aren't at the constant service of their children and that there's no need to feel guilty about this. They have an easy, calm authority with their kids that Druckerman can only envy.

Of course, French parenting wouldn't be worth talking about if it produced robotic, joyless children. In fact, French kids are just as boisterous, curious, and creative as Americans. They're just far better behaved and more in command of themselves. While some American toddlers are getting Mandarin tutors and preliteracy training, French kids are- by design-toddling around and discovering the world at their own pace.

With a notebook stashed in her diaper bag, Druckerman-a former reporter for The Wall Street Journal-sets out to learn the secrets to raising a society of good little sleepers, gourmet eaters, and reasonably relaxed parents. She discovers that French parents are extremely strict about some things and strikingly permissive about others. And she realizes that to be a different kind of parent, you don't just need a different parenting philosophy. You need a very different view of what a child actually is.

While finding her own firm non, Druckerman discovers that children-including her own-are capable of feats she'd never imagined.]]>
10 Pamela Druckerman 0449010880 Lucas 4 4.01 2012 Bringing Up Bébé: One American Mother Discovers the Wisdom of French Parenting
author: Pamela Druckerman
name: Lucas
average rating: 4.01
book published: 2012
rating: 4
read at: 2018/03/05
date added: 2018/03/14
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Leonardo da Vinci 34684622 600 Walter Isaacson 1501139150 Lucas 3 4.19 2017 Leonardo da Vinci
author: Walter Isaacson
name: Lucas
average rating: 4.19
book published: 2017
rating: 3
read at: 2018/02/25
date added: 2018/03/14
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<![CDATA[The Power of Moments: Why Certain Experiences Have Extraordinary Impact]]> 34466952
While human lives are endlessly variable, our most memorable positive moments are dominated by four elements: elevation, insight, pride, and connection. If we embrace these elements, we can conjure more moments that matter. What if a teacher could design a lesson that he knew his students would remember twenty years later? What if a manager knew how to create an experience that would delight customers? What if you had a better sense of how to create memories that matter for your children?

This book delves into some fascinating mysteries of experience: Why we tend to remember the best or worst moment of an experience, as well as the last moment, and forget the rest. Why “we feel most comfortable when things are certain, but we feel most alive when they’re not.� And why our most cherished memories are clustered into a brief period during our youth.

Readers discover how brief experiences can change lives, such as the experiment in which two strangers meet in a room, and forty-five minutes later, they leave as best friends. (What happens in that time?) Or the tale of the world’s youngest female billionaire, who credits her resilience to something her father asked the family at the dinner table. (What was that simple question?)

Many of the defining moments in our lives are the result of accident or luck—but why would we leave our most meaningful, memorable moments to chance when we can create them? The Power of Moments shows us how to be the author of richer experiences.]]>
320 Chip Heath 1501147765 Lucas 0 to-read 4.10 2017 The Power of Moments: Why Certain Experiences Have Extraordinary Impact
author: Chip Heath
name: Lucas
average rating: 4.10
book published: 2017
rating: 0
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date added: 2017/12/20
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<![CDATA[The Hate U Give (The Hate U Give, #1)]]> 32075671 An alternate cover edition of ISBN 9780062498533 can be found here.

Sixteen-year-old Starr Carter moves between two worlds: the poor neighborhood where she lives and the fancy suburban prep school she attends. The uneasy balance between these worlds is shattered when Starr witnesses the fatal shooting of her childhood best friend Khalil at the hands of a police officer. Khalil was unarmed.

Soon afterward, his death is a national headline. Some are calling him a thug, maybe even a drug dealer and a gangbanger. Protesters are taking to the streets in Khalil’s name. Some cops and the local drug lord try to intimidate Starr and her family. What everyone wants to know is: what really went down that night? And the only person alive who can answer that is Starr.

But what Starr does—or does not—say could upend her community. It could also endanger her life.

Inspired by the Black Lives Matter movement, this is a powerful and gripping YA novel about one girl's struggle for justice.]]>
454 Angie Thomas 0062498533 Lucas 0 to-read 4.46 2017 The Hate U Give (The Hate U Give, #1)
author: Angie Thomas
name: Lucas
average rating: 4.46
book published: 2017
rating: 0
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date added: 2017/12/05
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<![CDATA[Astrophysics for People in a Hurry]]> 32191710
But today, few of us have time to contemplate the cosmos. So Tyson brings the universe down to Earth succinctly and clearly, with sparkling wit, in tasty chapters consumable anytime and anywhere in your busy day.]]>
223 Neil deGrasse Tyson 0393609391 Lucas 0 to-read 4.07 2017 Astrophysics for People in a Hurry
author: Neil deGrasse Tyson
name: Lucas
average rating: 4.07
book published: 2017
rating: 0
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<![CDATA[The Radium Girls: The Dark Story of America’s Shining Women]]> 31409135 The incredible true story of the women who fought America's Undark danger

The Curies' newly discovered element of radium makes gleaming headlines across the nation as the fresh face of beauty, and wonder drug of the medical community. From body lotion to tonic water, the popular new element shines bright in the otherwise dark years of the First World War.

Meanwhile, hundreds of girls toil amidst the glowing dust of the radium-dial factories. The glittering chemical covers their bodies from head to toe; they light up the night like industrious fireflies. With such a coveted job, these "shining girls" are the luckiest alive—until they begin to fall mysteriously ill.

But the factories that once offered golden opportunities are now ignoring all claims of the gruesome side effects, and the women's cries of corruption. And as the fatal poison of the radium takes hold, the brave shining girls find themselves embroiled in one of the biggest scandals of America's early 20th century, and in a groundbreaking battle for workers' rights that will echo for centuries to come.

Written with a sparkling voice and breakneck pace, The Radium Girls fully illuminates the inspiring young women exposed to the "wonder" substance of radium, and their awe-inspiring strength in the face of almost impossible circumstances. Their courage and tenacity led to life-changing regulations, research into nuclear bombing, and ultimately saved hundreds of thousands of lives.

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479 Kate Moore 149264935X Lucas 0 to-read 4.13 2016 The Radium Girls: The Dark Story of America’s Shining Women
author: Kate Moore
name: Lucas
average rating: 4.13
book published: 2016
rating: 0
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<![CDATA[How to Be a Bawse: A Guide to Conquering Life]]> 31202835
Told in her hilarious, bold voice that’s inspired over nine million fans, and using stories from her own life to illustrate her message, Lilly proves that there are no shortcuts to success.

WARNING: This book does not include hopeful thoughts, lucky charms, and cute quotes. That’s because success, happiness, and everything else you want in life needs to be fought for—not wished for. In Lilly’s world, there are no escalators, only stairs. Get ready to climb.]]>
315 Lilly Singh 0425286460 Lucas 0 to-read 3.91 2017 How to Be a Bawse: A Guide to Conquering Life
author: Lilly Singh
name: Lucas
average rating: 3.91
book published: 2017
rating: 0
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date added: 2017/12/05
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<![CDATA[Talking as Fast as I Can: From Gilmore Girls to Gilmore Girls, and Everything in Between]]> 30253864 Talking as Fast as I Can, Lauren Graham hits pause for a moment and looks back on her life, sharing laugh-out-loud stories about growing up, starting out as an actress, and, years later, sitting in her trailer on the Parenthood set and asking herself, “Did you, um, make it?� She opens up about the challenges of being single in Hollywood (“Strangers were worried about me; that’s how long I was single!�), the time she was asked to audition her butt for a role, and her experience being a judge on Project Runway (“It’s like I had a fashion-induced blackout�).

In “What It Was Like, Part One,� Graham sits down for an epic Gilmore Girls marathon and reflects on being cast as the fast-talking Lorelai Gilmore. The essay “What It Was Like, Part Two� reveals how it felt to pick up the role again nine years later, and what doing so has meant to her.

Some more things you will learn about Lauren: She once tried to go vegan just to bond with Ellen DeGeneres, she’s aware that meeting guys at awards shows has its pitfalls (“If you’re meeting someone for the first time after three hours of hair, makeup, and styling, you’ve already set the bar too high�), and she’s a card-carrying REI shopper (“My bungee cords now earn points!�).

Including photos and excerpts from the diary Graham kept during the filming of the recent Gilmore Girls: A Year in the Life, this book is like a cozy night in, catching up with your best friend, laughing and swapping stories, and—of course—talking as fast as you can.]]>
205 Lauren Graham 0425285170 Lucas 0 to-read 3.96 2016 Talking as Fast as I Can: From Gilmore Girls to Gilmore Girls, and Everything in Between
author: Lauren Graham
name: Lucas
average rating: 3.96
book published: 2016
rating: 0
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Artemis 34928122
Well, sort of. Life on Artemis, the first and only city on the moon, is tough if you're not a rich tourist or an eccentric billionaire. So smuggling in the occasional harmless bit of contraband barely counts, right? Not when you've got debts to pay and your job as a porter barely covers the rent.

Everything changes when Jazz sees the chance to commit the perfect crime, with a reward too lucrative to turn down. But pulling off the impossible is just the start of her problems, as she learns that she's stepped square into a conspiracy for control of Artemis itself—and that now, her only chance at survival lies in a gambit even riskier than the first.]]>
305 Andy Weir 0553448129 Lucas 0 to-read 3.66 2017 Artemis
author: Andy Weir
name: Lucas
average rating: 3.66
book published: 2017
rating: 0
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date added: 2017/12/05
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<![CDATA[Fantastic Beasts and Where to Find Them: The Original Screenplay (Fantastic Beasts: The Original Screenplay, #1)]]> 29363501
When Magizoologist Newt Scamander arrives in New York, he intends his stay to be just a brief stopover. However, when his magical case is misplaced and some of Newt's fantastic beasts escape, it spells trouble for everyone�

Fantastic Beasts and Where to Find Them marks the screenwriting debut of J.K. Rowling, author of the beloved and internationally bestselling Harry Potter books. Featuring a cast of remarkable characters, this is epic, adventure-packed storytelling at its very best.

Whether an existing fan or new to the wizarding world, this is a perfect addition to any reader's bookshelf.]]>
293 J.K. Rowling 1338109065 Lucas 0 to-read 4.12 2016 Fantastic Beasts and Where to Find Them: The Original Screenplay (Fantastic Beasts: The Original Screenplay, #1)
author: J.K. Rowling
name: Lucas
average rating: 4.12
book published: 2016
rating: 0
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date added: 2017/12/05
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Before We Were Yours 32148570 Memphis, 1939. Twelve-year-old Rill Foss and her four younger siblings live a magical life aboard their family’s Mississippi River shantyboat. But when their father must rush their mother to the hospital one stormy night, Rill is left in charge—until strangers arrive in force. Wrenched from all that is familiar and thrown into a Tennessee Children’s Home Society orphanage, the Foss children are assured that they will soon be returned to their parents—but they quickly realize the dark truth. At the mercy of the facility’s cruel director, Rill fights to keep her sisters and brother together in a world of danger and uncertainty.

Aiken, South Carolina, present day. Born into wealth and privilege, Avery Stafford seems to have it all: a successful career as a federal prosecutor, a handsome fiancé, and a lavish wedding on the horizon. But when Avery returns home to help her father weather a health crisis, a chance encounter leaves her with uncomfortable questions and compels her to take a journey through her family’s long-hidden history, on a path that will ultimately lead either to devastation or to redemption.

Based on one of America’s most notorious real-life scandals—in which Georgia Tann, director of a Memphis-based adoption organization, kidnapped and sold poor children to wealthy families all over the country—Lisa Wingate’s riveting, wrenching, and ultimately uplifting tale reminds us how, even though the paths we take can lead to many places, the heart never forgets where we belong.]]>
342 Lisa Wingate 0425284689 Lucas 0 to-read 4.38 2017 Before We Were Yours
author: Lisa Wingate
name: Lucas
average rating: 4.38
book published: 2017
rating: 0
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Into the Water 33151805 The author of the #1 New York Times bestseller and global phenomenon The Girl on the Train returns with Into the Water, her addictive new novel of psychological suspense.

A single mother turns up dead at the bottom of the river that runs through town. Earlier in the summer, a vulnerable teenage girl met the same fate. They are not the first women lost to these dark waters, but their deaths disturb the river and its history, dredging up secrets long submerged.

Left behind is a lonely fifteen-year-old girl. Parentless and friendless, she now finds herself in the care of her mother's sister, a fearful stranger who has been dragged back to the place she deliberately ran from—a place to which she vowed she'd never return.

With the same propulsive writing and acute understanding of human instincts that captivated millions of readers around the world in her explosive debut thriller, The Girl on the Train, Paula Hawkins delivers an urgent, twisting, deeply satisfying read that hinges on the deceptiveness of emotion and memory, as well as the devastating ways that the past can reach a long arm into the present.

Beware a calm surface—you never know what lies beneath.]]>
386 Paula Hawkins 0735211205 Lucas 0 to-read 3.59 2017 Into the Water
author: Paula Hawkins
name: Lucas
average rating: 3.59
book published: 2017
rating: 0
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Little Fires Everywhere 34273236
In Shaker Heights, a placid, progressive suburb of Cleveland, everything is meticulously planned � from the layout of the winding roads, to the colours of the houses, to the successful lives its residents will go on to lead. And no one embodies this spirit more than Elena Richardson, whose guiding principle is playing by the rules.

Enter Mia Warren � an enigmatic artist and single mother � who arrives in this idyllic bubble with her teenage daughter Pearl, and rents a house from the Richardsons. Soon Mia and Pearl become more than just tenants: all four Richardson children are drawn to the mother–daughter pair. But Mia carries with her a mysterious past, and a disregard for the rules that threatens to upend this carefully ordered community.

When old family friends attempt to adopt a Chinese-American baby, a custody battle erupts that dramatically divides the town � and puts Mia and Elena on opposing sides. Suspicious of Mia and her motives, Elena is determined to uncover the secrets in Mia's past. But her obsession will come at an unexpected and devastating cost . . .]]>
338 Celeste Ng 0735224293 Lucas 0 to-read 4.05 2017 Little Fires Everywhere
author: Celeste Ng
name: Lucas
average rating: 4.05
book published: 2017
rating: 0
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The Remains of the Day 28921 Librarian's note: See alternate cover edition of ISBN 0571225381 here.

In the summer of 1956, Stevens, a long-serving butler at Darlington Hall, decides to take a motoring trip through the West Country. The six-day excursion becomes a journey into the past of Stevens and England, a past that takes in fascism, two world wars, and an unrealised love between the butler and his housekeeper.]]>
258 Kazuo Ishiguro Lucas 3 4.14 1989 The Remains of the Day
author: Kazuo Ishiguro
name: Lucas
average rating: 4.14
book published: 1989
rating: 3
read at: 2017/11/27
date added: 2017/12/04
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The Power 29751398 The Power the world is a recognizable place: There's a rich Nigerian boy who lounges around the family pool; a foster kid whose religious parents hide their true nature; an ambitious American politician; and a tough London girl from a tricky family. But then a vital new force takes root and flourishes, causing their lives to converge with devastating effect. Teenage girls now have immense physical power: They can cause agonizing pain and even death. With this small twist of nature, the world drastically resets.]]> 341 Naomi Alderman 0670919985 Lucas 5 3.75 2016 The Power
author: Naomi Alderman
name: Lucas
average rating: 3.75
book published: 2016
rating: 5
read at: 2017/10/20
date added: 2017/10/23
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The Marriage Plot 10964693
As Madeleine tries to understand why "it became laughable to read writers like Cheever and Updike, who wrote about the suburbia Madeleine and most of her friends had grown up in, in favor of reading the Marquis de Sade, who wrote about deflowering virgins in eighteenth century France," real life, in the form of two very different guys, intervenes. Leonard Bankhead - charismatic loner, college Darwinist, and lost Portland boy - suddenly turns up in a semiotics seminar, and soon Madeleine finds herself in a highly charged erotic and intellectual relationship with him. At the same time, her old "friend" Mitchell Grammaticus - who's been reading Christian mysticism and generally acting strange - resurfaces, obsessed with the idea that Madeleine is destined to be his mate.

Over the next year, as the members of the triangle in this amazing, spellbinding novel graduate from college and enter the real world, events force them to reevaluate everything they learned in school. Leonard and Madeleine move to a biology laboratory on Cape Cod, but can't escape the secret responsible for Leonard's seemingly inexhaustible energy and plunging moods. And Mitchell, traveling around the world to get Madeleine out of his mind, finds himself face-to-face with ultimate questions about the meaning of life, the existence of God, and the true nature of love.

Are the great love stories of the nineteenth century dead? Or can there be a new story, written for today and alive to the realities of feminism, sexual freedom, prenups, and divorce? With devastating wit and an abiding understanding of and affection for his characters, Jeffrey Eugenides revives the motivating energies of the Novel, while creating a story so contemporary and fresh that it reads like the intimate journal of our own lives.]]>
406 Jeffrey Eugenides 0374203059 Lucas 0 to-read 3.46 2011 The Marriage Plot
author: Jeffrey Eugenides
name: Lucas
average rating: 3.46
book published: 2011
rating: 0
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date added: 2017/10/18
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Lilac Girls (Lilac Girls, #1) 25893693
On the eve of a fateful war, New York socialite Caroline Ferriday has her hands full with her post at the French consulate and a new love on the horizon. But Caroline’s world is forever changed when Hitler’s army invades Poland in September 1939—and then sets its sights on France.

An ocean away from Caroline, Kasia Kuzmerick, a Polish teenager, senses her carefree youth disappearing as she sinks deeper into her role as courier for the underground resistance movement. In a tense atmosphere of watchful eyes and suspect neighbors, one false move can have dire consequences.

For ambitious young German doctor, Herta Oberheuser, an ad for a government medical position seems her ticket out of a desolate life. But, once hired, she finds herself trapped in a male-dominated realm of Nazi secrets and power.

The lives of these three women are set on a collision course when the unthinkable happens and Kasia is sent to Ravensbrück, the notorious female-only Nazi concentration camp. The tragedy and triumph of their stories cross continents—from New York to Paris, and Germany to Poland—capturing the indomitable pull of compassion to bring justice to those whom history has forgotten.

In Lilac Girls, Martha Hall Kelly has crafted a remarkable novel of unsung women and their quest for love, happiness, and second chances. It is a story that will keep readers bonded with the characters, searching for the truth, until the final pages.]]>
487 Martha Hall Kelly 1101883073 Lucas 0 to-read 4.27 2016 Lilac Girls (Lilac Girls, #1)
author: Martha Hall Kelly
name: Lucas
average rating: 4.27
book published: 2016
rating: 0
read at:
date added: 2017/10/18
shelves: to-read
review:

]]>
Britt-Marie Was Here 27406704
When Britt-Marie walks out on her cheating husband and has to fend for herself in the miserable backwater town of Borg—of which the kindest thing one can say is that it has a road going through it—she finds work as the caretaker of a soon-to-be demolished recreation center. The fastidious Britt-Marie soon finds herself being drawn into the daily doings of her fellow citizens, an odd assortment of miscreants, drunkards, layabouts. Most alarming of all, she’s given the impossible task of leading the supremely untalented children’s soccer team to victory. In this small town of misfits, can Britt-Marie find a place where she truly belongs?]]>
324 Fredrik Backman 1501142534 Lucas 0 to-read 4.05 2014 Britt-Marie Was Here
author: Fredrik Backman
name: Lucas
average rating: 4.05
book published: 2014
rating: 0
read at:
date added: 2017/10/18
shelves: to-read
review:

]]>
A Room of One’s Own 18521 A Room of One's Own is an extended essay by Virginia Woolf. First published on the 24th of October, 1929, the essay was based on a series of lectures she delivered at Newnham College and Girton College, two women's colleges at Cambridge University in October 1928. While this extended essay in fact employs a fictional narrator and narrative to explore women both as writers and characters in fiction, the manuscript for the delivery of the series of lectures, titled Women and Fiction, and hence the essay, are considered nonfiction. The essay is seen as a feminist text, and is noted in its argument for both a literal and figural space for women writers within a literary tradition dominated by patriarchy.]]> 112 Virginia Woolf Lucas 0 to-read 4.21 1929 A Room of One’s Own
author: Virginia Woolf
name: Lucas
average rating: 4.21
book published: 1929
rating: 0
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date added: 2017/10/18
shelves: to-read
review:

]]>
A Fine Balance 5211
The time is 1975. The place is an unnamed city by the sea. The government has just declared a State of Emergency, in whose upheavals four strangers--a spirited widow, a young student uprooted from his idyllic hill station, and two tailors who have fled the caste violence of their native village--will be thrust together, forced to share one cramped apartment and an uncertain future.

As the characters move from distrust to friendship and from friendship to love, A Fine Balance creates an enduring panorama of the human spirit in an inhuman state.]]>
603 Rohinton Mistry 140003065X Lucas 0 to-read 4.38 1995 A Fine Balance
author: Rohinton Mistry
name: Lucas
average rating: 4.38
book published: 1995
rating: 0
read at:
date added: 2017/10/18
shelves: to-read
review:

]]>
City of Thieves 1971304
By turns insightful and funny, thrilling and terrifying, City of Thieves is a gripping, cinematic World War II adventure and an intimate coming-of-age story with an utterly contemporary feel for how boys become men.]]>
258 David Benioff 0670018708 Lucas 5 4.28 2008 City of Thieves
author: David Benioff
name: Lucas
average rating: 4.28
book published: 2008
rating: 5
read at: 2017/04/28
date added: 2017/10/18
shelves:
review:

]]>
<![CDATA[Nonviolent Communication: A Language of Life]]> 71730
In this internationally acclaimed text, Marshall Rosenberg offers insightful stories, anecdotes, practical exercises and role-plays that will dramatically change your approach to communication for the better. Discover how the language you use can strengthen your relationships, build trust, prevent conflicts and heal pain. Revolutionary, yet simple, Nonviolent Communication offers you the most effective tools to reduce violence and create peace in your life—one interaction at a time.]]>
220 Marshall B. Rosenberg 1892005034 Lucas 5 1) observations: the concrete actions we observe that affect our well-being
2) feelings: how we feel in relation to what we observe
3) needs: the needs, values, desires, etc. that create our feelings
4) requests: the concrete actions we request in order to enrich our lives

Two parts of NVC:
1) expressing honestly through the four components
2) receiving empathetically through the four components

Observation without evaluation helps us avoid sounding like we're criticizing.
Example of observation with evaluation mixed in -> Example of observation separate from evaluation
1) You are too generous. -> When I see you give away all your lunch money to others, I think you are being too generous.
2) Doug procrastinates. -> Doug only studies for exams the night before.
3) She won't get her work in. -> I don't think she'll get her work in. OR She said, "I won't get my work in."
4) If you don't eat balanced meals, your health will be impaired. -> If you don't eat balanced meals, I fear your health may be impaired.
5) Immigrants don't take care of their property. -> I have not seen the immigrant family living at 157 Ross shovel the snow on their sidewalk.
6) Hank Smith is a poor soccer player. -> Hank Smith has not scored a goal in twenty games.
7) Jim is ugly. -> Jim's looks don't appeal to me.

Evaluations -> Observations
1) You seldom do what I want. -> The last three times I initiated an activity, you said you didn't want to do it.
2) He frequently comes over. -> He comes over at least three times a week.

Distinguishing feelings from non-feelings
Non-feelings:
1) I feel that you should know better.
2) I feel like a failure.
3) I feel as if I'm living with a wall.
4) I feel I am constantly on call.
5) I feel it is useless.
6) I feel Amy has been pretty responsible.
7) I feel my boss is being manipulative.
8) I feel inadequate as a guitar player. (see 1-3 below)
9) I feel unimportant to my coworkers.
10) I feel misunderstood.
11) I feel ignored/neglected.

Feelings:
1) I feel disappointed in myself as a guitar player.
2) I feel impatient with myself as a guitar player.
3) I feel frustrated with myself as a guitar player.

Four options for receiving a negative message:
1) blame ourselves
2) blame others
3) sense our own feelings and needs
4) sense others' feelings and needs

Example responses to "You're the most self-centered person I've ever met!"
1) "Oh, I should've been more sensitive!"
2) "You have no right to say that! I am always considering your needs. You're the one who is really self-centered."
3) When I hear you say that I am the most self-centered person you've ever met, I feel hurt, because I need some recognition of my efforts to be considerate of your preferences."
4) "Are you feeling hurt because you need more consideration for your preferences?"

Bad: "You disappointed me by not coming over last evening."
Good: "I was disappointed when you didn't come over, because I wanted to talk over some things that were bothering me."

Bad: "Their canceling the contract really irritated me!"
Good: "When they canceled the contract, I felt really irritated because I was thinking to myself that it was an awfully irresponsible thing to do."

Three stages from emotional slavery to emotional liberation
1) emotional slavery: we see ourselves responsible for others' feelings
2) obnoxious stage: we feel angry; we no longer want to be responsible for others' feelings
3) emotional liberation: we take responsibility for our intentions and actions

Good examples of acknowledging needs
1) I'm irritated when you leave company documents on the conference room floor, because I want our documents to be safely stored and accessible.
2) I feel angry when you say that, because I am wanting respect and I hear your words as an insult.
3) I feel frustrated when you come late, because I was hoping we'd be able to get some front-row seats.
4) I'm sad that you won't be coming for dinner, because I was hoping we could spend the evening together.
5) When you said you'd do it and then didn't, I felt disappointed because I want to be able to rely upon your words.
6) I'm discouraged because I would have liked to have progressed further in my work by now.
7) Sometimes when people say little things, I feel hurt because I want to be appreciated, not criticized.
8) When you received that award, I felt happy because I was hoping you'd be recognized for all the work you'd put into the project.
9) When you raise your voice, I feel scared, because I'm telling myself someone might get hurt here, and I need to know that we're all safe.
10) I'm grateful that you offered me a ride because I was needing to get home before my children arrive.

Use positive language when making requests
e.g., rather than "don't spend so much time at work," try "spend more time at home."

Making requests in clear, positive, concrete action language reveals what we really want. Vague language contributes to internal confusion.

Unclear requests -> Clear requests for positive, specific action:
1) I want you to understand me. -> I want
2) I want you to appreciate me more. -> I'd like you to tell me one thing that I did that you appreciate.
3) I'd like you to feel more confidence in yourself. -> I'd like you to take a course in assertiveness training, which I believe would increase your self-confidence.
4) I want you to stop drinking. -> I want you to tell me what needs of yours are met by drinking, and to discuss with me other ways of meeting those needs.
5) I'd like you to let me be me. -> I want you to tell me you won't leave our relationship, even if I do some things that you don't like.
6) I'd like you to be honest with me about yesterday's meeting. -> I want you to tell me how you feel about what I did and what you'd like me to do differently.
7) I want you to drive more safely. -> I would like you to drive at or below the speed limit.
8) I'd like to get to know you better. -> I'd like you to tell me if you would be willing to meet for lunch once a week.
9) I would like you to show respect for my privacy. -> I'd like you to agree to knock before you enter my office.
10) I'd like you to prepare supper more often. -> I'd like you to prepare supper every Monday night.

Requests may sound like demands when unaccompanied by the speaker's feelings and needs.

After we express ourselves vulnerably, we often want to know
1) what the listener is feeling,
2) what the listener is thinking, or
3) whether the listener would be willing to take a particular action.

Examples of not connecting empathetically with others
Advising: "I think you should..." "How come you didn't...?"
One-upping: "That's nothing: wait'll you hear what happened to me."
Educating: "This could turn into a very positive experience for you if you just..."
Consoling: "It wasn't your fault; you did the best you could."
Story-telling: "That reminds me of the time..."
Shutting down: "Cheer up. Don't feel so bad."
Sympathizing: "Oh, you poor thing..."
Interrogating: "When did this begin?"
Explaining: "I would have called but..."
Correcting: "That's not how it happened."

No matter what others are saying, we only hear what they are 1) observing, 2) feeling, 3) needing, and 4) requesting.

Clarifying questions may help us understand what the speaker is:
1) observing: "Are you reacting to how many evenings I was gone last week?"
2) feeling and the needs generating their feelings: "Are you feeling hurt because you would have liked more appreciation of your efforts than you received?"
3) requesting: "Are you wanting me to tell you my reasons for saying what I did?"

Note the preference of the above phrasing to the phrasing below, which asks for information without first sensing the speaker's reality:
1) "What did I do that you are referring to?"
2) "How are you feeling?" "Why are you feeling that way?"
3) "What are you wanting me to do about it?"

Examples of receiving empathetically:
1) A: You aren't God!
B: Are you feeling frustrated because you would like me to admit that there can be other ways of interpreting this matter?
2) A: How could you say a thing like that to me?
B: Are you feeling hurt because you would have liked me to agree to do what you requested?
3) A: I'm furious with my husband. He's never around when I need him.
B: So you're feeling furious because you would like him to be around more than he is?
4) A: I've been a nervous wreck planning for my daughter's wedding. Her fiancé's family is not helping. About every day they change their minds about the kind of wedding they would like.
B: So you're feeling nervous about how to make arrangements and would appreciate it if your future in-laws could be more aware of the complications their indecision creates for you?

Steps to expressing anger:
1) Stop. Breathe.
2) Identify our judgmental thoughts.
3) Connect with our needs.
4) Express our feelings and unmet needs.

Example of dealing with racist comment by someone in cab after hearing taxi cab dispatcher message to "pick up Mr. Fishman at the synagogue on Main Street"
A: These kikes get up early in the morning so they can screw everybody out of their money.
B: (after 20 seconds of internal fuming) Are you feeling frustrated? It appears that you might have had some bad experiences with Jewish people.
A: Yeah! Those people are disgusting. They'll do anything for money.
B: You feel distrust and the need to protect yourself when you're involved in financial affairs with them?
A: That's right!
...
B: You know, when you first started to talk, I felt a lot of anger, a lot of frustration, sadness, and discouragement, because I've had very different experiences with Jews than you've had, and I was wanting you to have much more the kind of experiences that I've had. Can you tell me what you heard me say?
A: Oh, I'm not saying they're all...
B: Excuse me, hold on, hold it. Can you tell me what you heard me say?
A: What are you talking about?
B: Let me repeat what I'm trying to say. I really want you to just hear the pain I felt when I heard your words. It's really important to me that you hear that. I was saying I felt a real sense of sadness because my experiences with Jewish people have been very different. I was just wishing that you had had some experiences that were different from the ones you were describing. Can you tell me what you heard me say?
A: You're saying I have no right to talk the way I did.
B: No, I would like you to hear me differently. I really don't want to blame you. I have no desire to blame you.

Conflict resolution steps
1) Express our own needs
2) Search for the real needs of the other person, no matter how they are expressing themselves. If they are not expressing a need, but instead an opinion, judgment, or analysis, we recognize that, and continue to seek the need behind their words, the need underneath what they are saying.
3) Verify that we both accurately recognize the other person's needs, and if not, continue to seek the need behind their words.
4) Provide as much empathy as is required for us to mutually hear each other's needs accurately.
5) Having clarified both parties' needs in the situation, propose strategies for resolving the conflict, framing them in positive action language.

Needs contain no reference to anybody taking any particular action.
Strategies, which may appear in the form of requests, desires, wants, and solutions, refer to specific actions that specific people may take.

Two questions that reveal the limitations of punishment
1) What do I want this person to do that's different from what he or she is currently doing?
2) What do I want this person's reasons to be for doing what I'm asking?

Resolving internal conflicts
When ___, I feel ___, because I am needing ___. Therefore, I now would like ___.
When I spend as much time at home with the children as I do without practicing my profession, I feel depressed and discouraged, because I am needing the fulfillment I once had in my profession. Therefore, I now would like to find part-time work in my profession.
When I imagine going to work, I feel scared, because I'm needing reassurance that the children will be well taken care of. Therefore, I now would like to plan how to provide high-quality child care while I work and how to find sufficient time to be with the children when I am not tired.

NVC clearly distinguishes three components in the expression of appreciation
1) the actions that have contributed to our well-being
2) the particular needs of ours that have been fulfilled
3) the pleasureful feelings engendered by the fulfillment of those needs

"Marshall, when you said these two things (showing me her notes), I felt very hopeful and relieved, because I've been searching for a way to make a connection with my son, and these gave me the direction I was looking for."]]>
4.32 1999 Nonviolent Communication: A Language of Life
author: Marshall B. Rosenberg
name: Lucas
average rating: 4.32
book published: 1999
rating: 5
read at: 2017/10/14
date added: 2017/10/16
shelves:
review:
The four components of Nonviolent Communication (NVC):
1) observations: the concrete actions we observe that affect our well-being
2) feelings: how we feel in relation to what we observe
3) needs: the needs, values, desires, etc. that create our feelings
4) requests: the concrete actions we request in order to enrich our lives

Two parts of NVC:
1) expressing honestly through the four components
2) receiving empathetically through the four components

Observation without evaluation helps us avoid sounding like we're criticizing.
Example of observation with evaluation mixed in -> Example of observation separate from evaluation
1) You are too generous. -> When I see you give away all your lunch money to others, I think you are being too generous.
2) Doug procrastinates. -> Doug only studies for exams the night before.
3) She won't get her work in. -> I don't think she'll get her work in. OR She said, "I won't get my work in."
4) If you don't eat balanced meals, your health will be impaired. -> If you don't eat balanced meals, I fear your health may be impaired.
5) Immigrants don't take care of their property. -> I have not seen the immigrant family living at 157 Ross shovel the snow on their sidewalk.
6) Hank Smith is a poor soccer player. -> Hank Smith has not scored a goal in twenty games.
7) Jim is ugly. -> Jim's looks don't appeal to me.

Evaluations -> Observations
1) You seldom do what I want. -> The last three times I initiated an activity, you said you didn't want to do it.
2) He frequently comes over. -> He comes over at least three times a week.

Distinguishing feelings from non-feelings
Non-feelings:
1) I feel that you should know better.
2) I feel like a failure.
3) I feel as if I'm living with a wall.
4) I feel I am constantly on call.
5) I feel it is useless.
6) I feel Amy has been pretty responsible.
7) I feel my boss is being manipulative.
8) I feel inadequate as a guitar player. (see 1-3 below)
9) I feel unimportant to my coworkers.
10) I feel misunderstood.
11) I feel ignored/neglected.

Feelings:
1) I feel disappointed in myself as a guitar player.
2) I feel impatient with myself as a guitar player.
3) I feel frustrated with myself as a guitar player.

Four options for receiving a negative message:
1) blame ourselves
2) blame others
3) sense our own feelings and needs
4) sense others' feelings and needs

Example responses to "You're the most self-centered person I've ever met!"
1) "Oh, I should've been more sensitive!"
2) "You have no right to say that! I am always considering your needs. You're the one who is really self-centered."
3) When I hear you say that I am the most self-centered person you've ever met, I feel hurt, because I need some recognition of my efforts to be considerate of your preferences."
4) "Are you feeling hurt because you need more consideration for your preferences?"

Bad: "You disappointed me by not coming over last evening."
Good: "I was disappointed when you didn't come over, because I wanted to talk over some things that were bothering me."

Bad: "Their canceling the contract really irritated me!"
Good: "When they canceled the contract, I felt really irritated because I was thinking to myself that it was an awfully irresponsible thing to do."

Three stages from emotional slavery to emotional liberation
1) emotional slavery: we see ourselves responsible for others' feelings
2) obnoxious stage: we feel angry; we no longer want to be responsible for others' feelings
3) emotional liberation: we take responsibility for our intentions and actions

Good examples of acknowledging needs
1) I'm irritated when you leave company documents on the conference room floor, because I want our documents to be safely stored and accessible.
2) I feel angry when you say that, because I am wanting respect and I hear your words as an insult.
3) I feel frustrated when you come late, because I was hoping we'd be able to get some front-row seats.
4) I'm sad that you won't be coming for dinner, because I was hoping we could spend the evening together.
5) When you said you'd do it and then didn't, I felt disappointed because I want to be able to rely upon your words.
6) I'm discouraged because I would have liked to have progressed further in my work by now.
7) Sometimes when people say little things, I feel hurt because I want to be appreciated, not criticized.
8) When you received that award, I felt happy because I was hoping you'd be recognized for all the work you'd put into the project.
9) When you raise your voice, I feel scared, because I'm telling myself someone might get hurt here, and I need to know that we're all safe.
10) I'm grateful that you offered me a ride because I was needing to get home before my children arrive.

Use positive language when making requests
e.g., rather than "don't spend so much time at work," try "spend more time at home."

Making requests in clear, positive, concrete action language reveals what we really want. Vague language contributes to internal confusion.

Unclear requests -> Clear requests for positive, specific action:
1) I want you to understand me. -> I want
2) I want you to appreciate me more. -> I'd like you to tell me one thing that I did that you appreciate.
3) I'd like you to feel more confidence in yourself. -> I'd like you to take a course in assertiveness training, which I believe would increase your self-confidence.
4) I want you to stop drinking. -> I want you to tell me what needs of yours are met by drinking, and to discuss with me other ways of meeting those needs.
5) I'd like you to let me be me. -> I want you to tell me you won't leave our relationship, even if I do some things that you don't like.
6) I'd like you to be honest with me about yesterday's meeting. -> I want you to tell me how you feel about what I did and what you'd like me to do differently.
7) I want you to drive more safely. -> I would like you to drive at or below the speed limit.
8) I'd like to get to know you better. -> I'd like you to tell me if you would be willing to meet for lunch once a week.
9) I would like you to show respect for my privacy. -> I'd like you to agree to knock before you enter my office.
10) I'd like you to prepare supper more often. -> I'd like you to prepare supper every Monday night.

Requests may sound like demands when unaccompanied by the speaker's feelings and needs.

After we express ourselves vulnerably, we often want to know
1) what the listener is feeling,
2) what the listener is thinking, or
3) whether the listener would be willing to take a particular action.

Examples of not connecting empathetically with others
Advising: "I think you should..." "How come you didn't...?"
One-upping: "That's nothing: wait'll you hear what happened to me."
Educating: "This could turn into a very positive experience for you if you just..."
Consoling: "It wasn't your fault; you did the best you could."
Story-telling: "That reminds me of the time..."
Shutting down: "Cheer up. Don't feel so bad."
Sympathizing: "Oh, you poor thing..."
Interrogating: "When did this begin?"
Explaining: "I would have called but..."
Correcting: "That's not how it happened."

No matter what others are saying, we only hear what they are 1) observing, 2) feeling, 3) needing, and 4) requesting.

Clarifying questions may help us understand what the speaker is:
1) observing: "Are you reacting to how many evenings I was gone last week?"
2) feeling and the needs generating their feelings: "Are you feeling hurt because you would have liked more appreciation of your efforts than you received?"
3) requesting: "Are you wanting me to tell you my reasons for saying what I did?"

Note the preference of the above phrasing to the phrasing below, which asks for information without first sensing the speaker's reality:
1) "What did I do that you are referring to?"
2) "How are you feeling?" "Why are you feeling that way?"
3) "What are you wanting me to do about it?"

Examples of receiving empathetically:
1) A: You aren't God!
B: Are you feeling frustrated because you would like me to admit that there can be other ways of interpreting this matter?
2) A: How could you say a thing like that to me?
B: Are you feeling hurt because you would have liked me to agree to do what you requested?
3) A: I'm furious with my husband. He's never around when I need him.
B: So you're feeling furious because you would like him to be around more than he is?
4) A: I've been a nervous wreck planning for my daughter's wedding. Her fiancé's family is not helping. About every day they change their minds about the kind of wedding they would like.
B: So you're feeling nervous about how to make arrangements and would appreciate it if your future in-laws could be more aware of the complications their indecision creates for you?

Steps to expressing anger:
1) Stop. Breathe.
2) Identify our judgmental thoughts.
3) Connect with our needs.
4) Express our feelings and unmet needs.

Example of dealing with racist comment by someone in cab after hearing taxi cab dispatcher message to "pick up Mr. Fishman at the synagogue on Main Street"
A: These kikes get up early in the morning so they can screw everybody out of their money.
B: (after 20 seconds of internal fuming) Are you feeling frustrated? It appears that you might have had some bad experiences with Jewish people.
A: Yeah! Those people are disgusting. They'll do anything for money.
B: You feel distrust and the need to protect yourself when you're involved in financial affairs with them?
A: That's right!
...
B: You know, when you first started to talk, I felt a lot of anger, a lot of frustration, sadness, and discouragement, because I've had very different experiences with Jews than you've had, and I was wanting you to have much more the kind of experiences that I've had. Can you tell me what you heard me say?
A: Oh, I'm not saying they're all...
B: Excuse me, hold on, hold it. Can you tell me what you heard me say?
A: What are you talking about?
B: Let me repeat what I'm trying to say. I really want you to just hear the pain I felt when I heard your words. It's really important to me that you hear that. I was saying I felt a real sense of sadness because my experiences with Jewish people have been very different. I was just wishing that you had had some experiences that were different from the ones you were describing. Can you tell me what you heard me say?
A: You're saying I have no right to talk the way I did.
B: No, I would like you to hear me differently. I really don't want to blame you. I have no desire to blame you.

Conflict resolution steps
1) Express our own needs
2) Search for the real needs of the other person, no matter how they are expressing themselves. If they are not expressing a need, but instead an opinion, judgment, or analysis, we recognize that, and continue to seek the need behind their words, the need underneath what they are saying.
3) Verify that we both accurately recognize the other person's needs, and if not, continue to seek the need behind their words.
4) Provide as much empathy as is required for us to mutually hear each other's needs accurately.
5) Having clarified both parties' needs in the situation, propose strategies for resolving the conflict, framing them in positive action language.

Needs contain no reference to anybody taking any particular action.
Strategies, which may appear in the form of requests, desires, wants, and solutions, refer to specific actions that specific people may take.

Two questions that reveal the limitations of punishment
1) What do I want this person to do that's different from what he or she is currently doing?
2) What do I want this person's reasons to be for doing what I'm asking?

Resolving internal conflicts
When ___, I feel ___, because I am needing ___. Therefore, I now would like ___.
When I spend as much time at home with the children as I do without practicing my profession, I feel depressed and discouraged, because I am needing the fulfillment I once had in my profession. Therefore, I now would like to find part-time work in my profession.
When I imagine going to work, I feel scared, because I'm needing reassurance that the children will be well taken care of. Therefore, I now would like to plan how to provide high-quality child care while I work and how to find sufficient time to be with the children when I am not tired.

NVC clearly distinguishes three components in the expression of appreciation
1) the actions that have contributed to our well-being
2) the particular needs of ours that have been fulfilled
3) the pleasureful feelings engendered by the fulfillment of those needs

"Marshall, when you said these two things (showing me her notes), I felt very hopeful and relieved, because I've been searching for a way to make a connection with my son, and these gave me the direction I was looking for."
]]>
<![CDATA[Her Body and Other Parties: Stories]]> 33375622 Her Body and Other Parties, Carmen Maria Machado blithely demolishes the arbitrary borders between psychological realism and science fiction, comedy and horror, fantasy and fabulism. While her work has earned her comparisons to Karen Russell and Kelly Link, she has a voice that is all her own. In this electric and provocative debut, Machado bends genre to shape startling narratives that map the realities of women's lives and the violence visited upon their bodies.

A wife refuses her husband's entreaties to remove the green ribbon from around her neck. A woman recounts her sexual encounters as a plague slowly consumes humanity. A salesclerk in a mall makes a horrifying discovery within the seams of the store's prom dresses. One woman's surgery-induced weight loss results in an unwanted houseguest. And in the bravura novella Especially Heinous, Machado reimagines every episode of Law & Order: Special Victims Unit, a show we naively assumed had shown it all, generating a phantasmagoric police procedural full of doppelgangers, ghosts, and girls with bells for eyes.

Earthy and otherworldly, antic and sexy, queer and caustic, comic and deadly serious, Her Body and Other Parties swings from horrific violence to the most exquisite sentiment. In their explosive originality, these stories enlarge the possibilities of contemporary fiction.

The husband stitch --
Inventory --
Mothers --
Especially heinous --
Real women have bodies --
Eight bites --
The resident --
Difficult at parties]]>
248 Carmen Maria Machado 155597788X Lucas 0 to-read 3.85 2017 Her Body and Other Parties: Stories
author: Carmen Maria Machado
name: Lucas
average rating: 3.85
book published: 2017
rating: 0
read at:
date added: 2017/10/14
shelves: to-read
review:

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<![CDATA[The Geography of Genius: A Search for the World's Most Creative Places from Ancient Athens to Silicon Valley]]> 25111093
Travel the world with Eric Weiner, the New York Times bestselling author of The Geography of Bliss, as he journeys from Athens to Silicon Valley—and throughout history, too—to show how creative genius flourishes in specific places at specific times.

In The Geography of Genius, acclaimed travel writer Weiner sets out to examine the connection between our surroundings and our most innovative ideas. He explores the history of places, like Vienna of 1900, Renaissance Florence, ancient Athens, Song Dynasty Hangzhou, and Silicon Valley, to show how certain urban settings are conducive to ingenuity. And, with his trademark insightful humor, he walks the same paths as the geniuses who flourished in these settings to see if the spirit of what inspired figures like Socrates, Michelangelo, and Leonardo remains. In these places, Weiner asks, “What was in the air, and can we bottle it?”]]>
368 Eric Weiner 1451691653 Lucas 1 3.75 2016 The Geography of Genius: A Search for the World's Most Creative Places from Ancient Athens to Silicon Valley
author: Eric Weiner
name: Lucas
average rating: 3.75
book published: 2016
rating: 1
read at: 2017/07/12
date added: 2017/10/13
shelves:
review:
Tried to get into it and had to put it down as there wasn't much of substance.
]]>
Dances with Marmots 19172937 This is the story of his five month journey, traveling entirely on foot and off-road through the desert areas and snowbound High Sierra Nevada of California, the Cascade ranges of Oregon and Washington to finally emerge in the Okanogan Forest of British Columbia, Canada. The diverse mix of dry Mojave desert, High Sierra snows and the characters and wildlife met along the way, provide an often humorous look at the US and its wilderness through the eyes of a New Zealander.]]> 265 George Spearing Lucas 0 to-read 4.16 2005 Dances with Marmots
author: George Spearing
name: Lucas
average rating: 4.16
book published: 2005
rating: 0
read at:
date added: 2017/07/18
shelves: to-read
review:

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The E-Myth 81955 162 Michael E. Gerber 0887303625 Lucas 0 to-read 3.85 1985 The E-Myth
author: Michael E. Gerber
name: Lucas
average rating: 3.85
book published: 1985
rating: 0
read at:
date added: 2017/07/11
shelves: to-read
review:

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The Wonder 28449257
An educated sceptic, Lib expects to expose the fast as a hoax right away. But as she gets to know the girl she becomes more and more unsure. Is Anna a fraud, or a 'living wonder'? Or is something more sinister unfolding right before Lib's eyes?

Written with all the propulsive tension that transported readers of Room, The Wonder asks what lengths we would go to for the love of a child.]]>
291 Emma Donoghue 0316393878 Lucas 3 3.60 2016 The Wonder
author: Emma Donoghue
name: Lucas
average rating: 3.60
book published: 2016
rating: 3
read at: 2017/06/28
date added: 2017/07/02
shelves:
review:

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In One Person 12758317 New York Times bestselling novel of desire, secrecy, and sexual identity, In One Person is a story of unfulfilled love—tormented, funny, and affecting—and an impassioned embrace of our sexual differences. Billy, the bisexual narrator and main character of In One Person, tells the tragicomic story (lasting more than half a century) of his life as a "sexual suspect," a phrase first used by John Irving in 1978 in his landmark novel of "terminal cases," The World According to Garp.

In One Person is a poignant tribute to Billy’s friends and lovers—a theatrical cast of characters who defy category and convention. Not least, In One Person is an intimate and unforgettable portrait of the solitariness of a bisexual man who is dedicated to making himself "worthwhile.]]>
425 John Irving 1451664125 Lucas 5 3.68 2012 In One Person
author: John Irving
name: Lucas
average rating: 3.68
book published: 2012
rating: 5
read at: 2017/05/25
date added: 2017/05/30
shelves:
review:

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<![CDATA[A Convenient Spy: Wen Ho Lee and the Politics of Nuclear Espionage]]> 791095 384 Dan Stober 0743223780 Lucas 3 3.65 2002 A Convenient Spy: Wen Ho Lee and the Politics of Nuclear Espionage
author: Dan Stober
name: Lucas
average rating: 3.65
book published: 2002
rating: 3
read at: 2017/01/24
date added: 2017/05/15
shelves:
review:

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Fates and Furies 24612118
At age twenty-two, Lotto and Mathilde are tall, glamorous, madly in love, and destined for greatness. A decade later, their marriage is still the envy of their friends, but with an electric thrill we understand that things are even more complicated and remarkable than they have seemed.]]>
390 Lauren Groff 1594634475 Lucas 5 3.55 2015 Fates and Furies
author: Lauren Groff
name: Lucas
average rating: 3.55
book published: 2015
rating: 5
read at: 2016/01/04
date added: 2017/05/15
shelves:
review:

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Between the World and Me 25489625 “This is your country, this is your world, this is your body, and you must find some way to live within the all of it.�
Ěý
In a profound work that pivots from the biggest questions about American history and ideals to the most intimate concerns of a father for his son, Ta-Nehisi Coates offers a powerful new framework for understanding our nation’s history and current crisis. Americans have built an empire on the idea of “race,� a falsehood that damages us all but falls most heavily on the bodies of black women and men—bodies exploited through slavery and segregation, and, today, threatened, locked up, and murdered out of all proportion. What is it like to inhabit a black body and find a way to live within it? And how can we all honestly reckon with this fraught history and free ourselves from its burden?
Ěý
Between the World and Me is Ta-Nehisi Coates’s attempt to answer these questions in a letter to his adolescent son. Coates shares with his son—and readers—the story of his awakening to the truth about his place in the world through a series of revelatory experiences, from Howard University to Civil War battlefields, from the South Side of Chicago to Paris, from his childhood home to the living rooms of mothers whose children’s lives were taken as American plunder. Beautifully woven from personal narrative, reimagined history, and fresh, emotionally charged reportage, Between the World and Me clearly illuminates the past, bracingly confronts our present, and offers a transcendent vision for a way forward.]]>
152 Ta-Nehisi Coates Lucas 4 4.40 2015 Between the World and Me
author: Ta-Nehisi Coates
name: Lucas
average rating: 4.40
book published: 2015
rating: 4
read at: 2016/01/04
date added: 2017/05/15
shelves:
review:

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Frog Music 18295858
The survivor, her friend Blanche Beunon, is a French burlesque dancer. Over the next three days, she will risk everything to bring Jenny's murderer to justice--if he doesn't track her down first. The story Blanche struggles to piece together is one of free-love bohemians, desperate paupers, and arrogant millionaires; of jealous men, icy women, and damaged children. It's the secret life of Jenny herself, a notorious character who breaks the law every morning by getting dressed: a charmer as slippery as the frogs she hunts.

In thrilling, cinematic style, FROG MUSIC digs up a long-forgotten, never-solved crime. Full of songs that migrated across the world, Emma Donoghue's lyrical tale of love and bloodshed among lowlifes captures the pulse of a boomtown like no other.]]>
405 Emma Donoghue 031632468X Lucas 3 3.18 2014 Frog Music
author: Emma Donoghue
name: Lucas
average rating: 3.18
book published: 2014
rating: 3
read at: 2017/05/12
date added: 2017/05/13
shelves:
review:

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1984 5470 328 George Orwell Lucas 4 4.15 1949 1984
author: George Orwell
name: Lucas
average rating: 4.15
book published: 1949
rating: 4
read at: 2017/01/01
date added: 2017/04/18
shelves:
review:

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<![CDATA[Dreams from My Father: A Story of Race and Inheritance]]> 88061 453 Barack Obama 1921351438 Lucas 3 3.93 1995 Dreams from My Father: A Story of Race and Inheritance
author: Barack Obama
name: Lucas
average rating: 3.93
book published: 1995
rating: 3
read at: 2017/04/18
date added: 2017/04/18
shelves:
review:

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Americanah 15796700 477 Chimamanda Ngozi Adichie Lucas 4 4.32 2013 Americanah
author: Chimamanda Ngozi Adichie
name: Lucas
average rating: 4.32
book published: 2013
rating: 4
read at: 2017/04/04
date added: 2017/04/04
shelves:
review:

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<![CDATA[The Pleasure of Finding Things Out: The Best Short Works of Richard P. Feynman]]> 10260
El placer de descubrir permite acceder al mundo personal, social y cientíco de Richard Feynman, por ejemplo, a sus aventuras mientras participó en el Proyecto Manhattan, cuando se divertía —y escandalizaba� descifrando las claves de cajas fuertes, o a cómo se inició, siendo un niño, en el estudio de la naturaleza (en el «placer de descubrir»), que terminaría ocupando toda su vida. Podemos, asimismo, conocer sus pioneras ideas sobre las computadoras del futuro, su opinión acerca del valor de la ciencia o la explicación, tan sencilla como profunda, que dio al desastre de la lanzadera espacial Challenger. Es este, sin duda, un libro tan fascinante como su autor.]]>
270 Richard P. Feynman Lucas 0 to-read 4.26 1999 The Pleasure of Finding Things Out: The Best Short Works of Richard P. Feynman
author: Richard P. Feynman
name: Lucas
average rating: 4.26
book published: 1999
rating: 0
read at:
date added: 2017/01/04
shelves: to-read
review:

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<![CDATA[The Boys in the Boat: Nine Americans and Their Epic Quest for Gold at the 1936 Berlin Olympics]]> 16158542
It was an unlikely quest from the start. With a team composed of the sons of loggers, shipyard workers, and farmers, the University of Washington’s eight-oar crew team was never expected to defeat the elite teams of the East Coast and Great Britain, yet they did, going on to shock the world by defeating the German team rowing for Adolf Hitler. The emotional heart of the tale lies with Joe Rantz, a teenager without family or prospects, who rows not only to regain his shattered self-regard but also to find a real place for himself in the world. Drawing on the boys� own journals and vivid memories of a once-in-a-lifetime shared dream, Brown has created an unforgettable portrait of an era, a celebration of a remarkable achievement, and a chronicle of one extraordinary young man’s personal quest.]]>
404 Daniel James Brown 067002581X Lucas 0 to-read 4.37 2013 The Boys in the Boat: Nine Americans and Their Epic Quest for Gold at the 1936 Berlin Olympics
author: Daniel James Brown
name: Lucas
average rating: 4.37
book published: 2013
rating: 0
read at:
date added: 2017/01/04
shelves: to-read
review:

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<![CDATA[Call the Midwife (The Midwife Trilogy, #1)]]> 21288872 340 Jennifer Worth 1407228048 Lucas 0 to-read 4.21 2002 Call the Midwife (The Midwife Trilogy, #1)
author: Jennifer Worth
name: Lucas
average rating: 4.21
book published: 2002
rating: 0
read at:
date added: 2017/01/04
shelves: to-read
review:

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<![CDATA[The Girls of Atomic City: The Untold Story of the Women Who Helped Win World War II]]> 15801668 The incredible story of the young women of Oak Ridge, Tennessee, who unwittingly played a crucial role in one of the most significant moments in U.S. history. The Tennessee town of Oak Ridge was created from scratch in 1942. One of the Manhattan Project’s secret cities, it didn’t appear on any maps until 1949, and yet at the height of World War II it was using more electricity than New York City and was home to more than 75,000 people, many of them young women recruited from small towns across the South. Their jobs were shrouded in mystery, but they were buoyed by a sense of shared purpose, close friendships—and a surplus of handsome scientists and Army men!

But against this vibrant wartime backdrop, a darker story was unfolding. The penalty for talking about their work—even the most innocuous details—was job loss and eviction. One woman was recruited to spy on her coworkers. They all knew something big was happening at Oak Ridge, but few could piece together the true nature of their work until the bomb "Little Boy" was dropped over Hiroshima, Japan, and the secret was out. The shocking revelation: the residents of Oak Ridge were enriching uranium for the atomic bomb.

Though the young women originally believed they would leave Oak Ridge after the war, many met husbands there, made lifelong friends, and still call the seventy-year-old town home. The reverberations from their work there—work they didn’t fully understand at the time—are still being felt today. In The Girls of Atomic City, Denise Kiernan traces the astonishing story of these unsung WWII workers through interviews with dozens of surviving women and other Oak Ridge residents. Like The Immortal Life of Henrietta Lacks, this is history and science made fresh and vibrant—a beautifully told, deeply researched story that unfolds in a suspenseful and exciting way.

]]>
373 Denise Kiernan 1451617526 Lucas 0 to-read 3.69 2013 The Girls of Atomic City: The Untold Story of the Women Who Helped Win World War II
author: Denise Kiernan
name: Lucas
average rating: 3.69
book published: 2013
rating: 0
read at:
date added: 2017/01/04
shelves: to-read
review:

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The Nightingale 21853621 In love we find out who we want to be.
In war we find out who we are.

FRANCE, 1939

In the quiet village of Carriveau, Vianne Mauriac says good-bye to her husband, Antoine, as he heads for the Front. She doesn’t believe that the Nazis will invade France…but invade they do, in droves of marching soldiers, in caravans of trucks and tanks, in planes that fill the skies and drop bombs upon the innocent. When a German captain requisitions Vianne’s home, she and her daughter must live with the enemy or lose everything. Without food or money or hope, as danger escalates all around them, she is forced to make one impossible choice after another to keep her family alive.

Vianne’s sister, Isabelle, is a rebellious eighteen-year-old, searching for purpose with all the reckless passion of youth. While thousands of Parisians march into the unknown terrors of war, she meets Gaëtan, a partisan who believes the French can fight the Nazis from within France, and she falls in love as only the young can…completely. But when he betrays her, Isabelle joins the Resistance and never looks back, risking her life time and again to save others.]]>
564 Kristin Hannah 0312577222 Lucas 0 to-read 4.63 2015 The Nightingale
author: Kristin Hannah
name: Lucas
average rating: 4.63
book published: 2015
rating: 0
read at:
date added: 2017/01/04
shelves: to-read
review:

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All the Light We Cannot See 18143977
In a mining town in Germany, Werner Pfennig, an orphan, grows up with his younger sister, enchanted by a crude radio they find that brings them news and stories from places they have never seen or imagined. Werner becomes an expert at building and fixing these crucial new instruments and is enlisted to use his talent to track down the resistance. Deftly interweaving the lives of Marie-Laure and Werner, Doerr illuminates the ways, against all odds, people try to be good to one another.

From the highly acclaimed, multiple award-winning Anthony Doerr, the stunningly beautiful instant New York Times bestseller about a blind French girl and a German boy whose paths collide in occupied France as both try to survive the devastation of World War II.

An alternate cover for this ISBN can be found here]]>
544 Anthony Doerr 1476746583 Lucas 0 to-read 4.31 2014 All the Light We Cannot See
author: Anthony Doerr
name: Lucas
average rating: 4.31
book published: 2014
rating: 0
read at:
date added: 2017/01/04
shelves: to-read
review:

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A Man Called Ove 18774964
Meet Ove. He's a curmudgeon, the kind of man who points at people he dislikes as if they were burglars caught outside his bedroom window. He has staunch principles, strict routines, and a short fuse. People call him the bitter neighbor from hell, but must Ove be bitter just because he doesn't walk around with a smile plastered to his face all the time?

Behind the cranky exterior there is a story and a sadness. So when one November morning a chatty young couple with two chatty young daughters move in next door and accidentally flatten Ove's mailbox, it is the lead-in to a comical and heartwarming tale of unkempt cats, unexpected friendship, and the ancient art of backing up a U-Haul. All of which will change one cranky old man and a local residents' association to their very foundations.]]>
337 Fredrik Backman 1476738017 Lucas 0 to-read 4.35 2012 A Man Called Ove
author: Fredrik Backman
name: Lucas
average rating: 4.35
book published: 2012
rating: 0
read at:
date added: 2017/01/04
shelves: to-read
review:

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<![CDATA[Thru-Hiking Will Break Your Heart: An Adventure on the Pacific Crest Trail]]> 25365636
In the desert of Southern California Carrot faces many challenges, both physical and emotional: pain, injury, blisters, aching cold and searing heat, dehydration, exhaustion, loneliness. In the wilderness she happens upon and becomes close with an eclectic group of strangers- people she wouldn't have chanced to meet in the “regular world� but who are brought together, here on the trail, by their one common goal: make it to Canada before the snow flies.]]>
371 Carrot Quinn Lucas 0 to-read 4.10 2015 Thru-Hiking Will Break Your Heart: An Adventure on the Pacific Crest Trail
author: Carrot Quinn
name: Lucas
average rating: 4.10
book published: 2015
rating: 0
read at:
date added: 2017/01/04
shelves: to-read
review:

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<![CDATA[Born a Crime: Stories From a South African Childhood]]> 29780253
Trevor Noah’s unlikely path from apartheid South Africa to the desk of The Daily Show began with a criminal act: his birth. Trevor was born to a white Swiss father and a black Xhosa mother at a time when such a union was punishable by five years in prison. Living proof of his parents� indiscretion, Trevor was kept mostly indoors for the earliest years of his life, bound by the extreme and often absurd measures his mother took to hide him from a government that could, at any moment, steal him away. Finally liberated by the end of South Africa’s tyrannical white rule, Trevor and his mother set forth on a grand adventure, living openly and freely and embracing the opportunities won by a centuries-long struggle.

Born a Crime is the story of a mischievous young boy who grows into a restless young man as he struggles to find himself in a world where he was never supposed to exist. It is also the story of that young man’s relationship with his fearless, rebellious, and fervently religious mother—his teammate, a woman determined to save her son from the cycle of poverty, violence, and abuse that would ultimately threaten her own life.]]>
289 Trevor Noah 0385689225 Lucas 5 4.48 2016 Born a Crime: Stories From a South African Childhood
author: Trevor Noah
name: Lucas
average rating: 4.48
book published: 2016
rating: 5
read at: 2016/12/26
date added: 2017/01/04
shelves:
review:
Loved it - humorous and insightful discussion of race relations and familial love.
]]>
<![CDATA[The 8th Habit: From Effectiveness to Greatness (The Covey Habits Series)]]> 1044141
Thói quen th� 8 giúp giải quyết các nghịch lý mà chúng ta thường gặp, chẳng hạn như:

- Con người luôn mong muốn có những mối quan h� tốt đẹp và s� bình an trong tâm hồn, nhưng cũng không muốn t� b� lối sống và các thói quen của mình.

- Các mối quan há»� được xây dá»±ng dá»±a trĂŞn sá»� tin cáş­y, nhĆ°ng hầu háşżt mọi người Ä‘á»u nghÄ© vá»� cái “tĂ´iâ€� của mình nhiá»u hơn â€� tĂ´i muốn, tĂ´i cần, tĂ´i cĂł quyá»n.

- Các nhĂ  quản trá»� muốn chi phĂ­ thấp nhĆ°ng hiệu quáş� cao, còn nhân viĂŞn của há»� thì muốn lĂ m Ă­t nhĆ°ng nháş­n nhiá»u.

- Hoạt Ä‘á»™ng của các cĂ´ng ty tuân theo các quy luáş­t kinh táş� thá»� trường; nhĆ°ng tá»� chức của há»� thì váş­n hĂ nh theo các quy luáş­t vÄn hoá.

- Xã hội vận hành theo các giá tr� được đa s� thừa nhận, nhưng hầu như chúng ta luôn l� thuộc vào những quy tắc và quy luật không th� phá v� của t� nhiên.

Thói quen th� 8 chắc chắn nâng tầm tư duy của chúng ta v� chính mình cũng như mục đích sống của bản thân và s� mạng của t� chức. Có th� nói rằng, 7 thói quen giúp bạn đạt đến Hiệu qu� và thói quen th� 8 hướng bạn tiến thẳng đến s� vĩ đại.]]>
432 Stephen R. Covey 0743287932 Lucas 1 Couldn't get into it... 4.03 2010 The 8th Habit: From Effectiveness to Greatness (The Covey Habits Series)
author: Stephen R. Covey
name: Lucas
average rating: 4.03
book published: 2010
rating: 1
read at: 2017/01/04
date added: 2017/01/04
shelves:
review:
Couldn't get into it...
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<![CDATA[The Ice Beneath Her (Flickorna och mörkret, #1)]]> 30008827 Librarian's note: Alternate cover image can be found here

For fans of Jo Nesbo and The Bridge, The Ice Beneath Her is a gripping and deeply disturbing story about love, betrayal and obsession that is impossible to put down. Fast-paced and peopled with compelling characters, it surprises at every turn as it hurtles towards an unforgettable ending with a twist you really won't see coming . . .

A young woman is found beheaded in an infamous business tycoon's marble-lined hallway.

The businessman, scandal-ridden CEO of the retail chain Clothes & More, is missing without a trace.

But who is the dead woman? And who is the brutal killer who wielded the machete?

Rewind two months earlier to meet Emma Bohman, a sales assistant for Clothes & More, whose life is turned upside down by a chance encounter with Jesper Orre. Insisting that their love affair is kept secret, he shakes Emma's world a second time when he suddenly leaves her with no explanation.

As frightening things begin to happen to Emma, she suspects Jesper is responsible. But why does he want to hurt her? And how far would he go to silence his secret lover?]]>
368 Camilla Grebe 0425284328 Lucas 0 to-read 3.70 2015 The Ice Beneath Her (Flickorna och mörkret, #1)
author: Camilla Grebe
name: Lucas
average rating: 3.70
book published: 2015
rating: 0
read at:
date added: 2016/12/27
shelves: to-read
review:

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<![CDATA[Startup Your Life: Hustle and Hack Your Way to Happiness]]> 28220632
What do you do when planning is not an option? When control is out of your reach? You isolate the small stuff, experiment constantly, and use the results to lay a more sustainable foundation for the future. You validate your idealized vision by testing it out in bite-sized increments. You see what sticks, integrate, and move forward. And inevitably, you experience a series of failures along the way, but those failures are key to your next success.

Living a start up life is about maximizing flexibility and measuring on-going results, not avoiding failure or reaching one particular end goal. It's about embracing defeat, analyzing it, and failing up. After all, it's often the stumbles that pave the way for real happiness.]]>
240 Anna Akbari 1250099161 Lucas 0 to-read 3.53 Startup Your Life: Hustle and Hack Your Way to Happiness
author: Anna Akbari
name: Lucas
average rating: 3.53
book published:
rating: 0
read at:
date added: 2016/12/27
shelves: to-read
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<![CDATA[The Element: How Finding Your Passion Changes Everything]]> 6594727
A breakthrough book about talent, passion, and achievement from one of the world's leading thinkers on creativity and self-fulfillment.]]>
320 Ken Robinson 0143116738 Lucas 0 to-read 3.94 2009 The Element: How Finding Your Passion Changes Everything
author: Ken Robinson
name: Lucas
average rating: 3.94
book published: 2009
rating: 0
read at:
date added: 2016/12/27
shelves: to-read
review:

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<![CDATA[A Whole New Mind: Why Right-Brainers Will Rule the Future]]> 99315
Drawing on research from around the world, Pink (author of To Sell Is Human: The Surprising Truth About Motivating Others) outlines the six fundamentally human abilities that are absolute essentials for professional success and personal fulfillment--and reveals how to master them. A Whole New Mind takes readers to a daring new place, and a provocative and necessary new way of thinking about a future that's already here.]]>
275 Daniel H. Pink 1594481717 Lucas 2
Graphic design basics:
1) Contrast. If the elements (type, color, size, line thickness, shape, space, etc.) are not the same, then make them very different.
2) Repetition. Repeating visual elements helps develop organization and strengthens the unity of your brochure, newsletter, or letterhead.
3) Alignment. Nothing should be placed on the page arbitrarily. Every element should have some visual connection with another element on the page.
4) Proximity. Items relating to each other should be grouped close together.

How to brainstorm:
1) Go for quantity. Good ideas emerge from lots of ideas. Set a numerical goal--say 100 ideas.
2) Encourage wild ideas. Extremism is a virtue. The right idea often flows from what initially seems outlandish.
3) Be visual. Pictures unlock creativity.
4) Defer judgment. Think creatively first and critically later.
5) One conversation at a time. Listen, be polite, and build on others' suggestions.]]>
3.92 2004 A Whole New Mind: Why Right-Brainers Will Rule the Future
author: Daniel H. Pink
name: Lucas
average rating: 3.92
book published: 2004
rating: 2
read at: 2016/09/01
date added: 2016/09/04
shelves:
review:
Didn't love it - ended up skimming and skipping sections. Some actionable takeaways:

Graphic design basics:
1) Contrast. If the elements (type, color, size, line thickness, shape, space, etc.) are not the same, then make them very different.
2) Repetition. Repeating visual elements helps develop organization and strengthens the unity of your brochure, newsletter, or letterhead.
3) Alignment. Nothing should be placed on the page arbitrarily. Every element should have some visual connection with another element on the page.
4) Proximity. Items relating to each other should be grouped close together.

How to brainstorm:
1) Go for quantity. Good ideas emerge from lots of ideas. Set a numerical goal--say 100 ideas.
2) Encourage wild ideas. Extremism is a virtue. The right idea often flows from what initially seems outlandish.
3) Be visual. Pictures unlock creativity.
4) Defer judgment. Think creatively first and critically later.
5) One conversation at a time. Listen, be polite, and build on others' suggestions.
]]>
<![CDATA[To Sell is Human: The Surprising Truth About Moving Others]]> 13593553 Drive and A Whole New Mind comes a surprising--and surprisingly useful--new book that explores the power of selling in our lives.

According to the U.S. Bureau of Labor Statistics, one in nine Americans works in sales. Every day more than fifteen million people earn their keep by persuading someone else to make a purchase.

But dig deeper and a startling truth emerges:

Yes, one in nine Americans works in sales. But so do the other eight.

Whether we’re employees pitching colleagues on a new idea, entrepreneurs enticing funders to invest, or parents and teachers cajoling children to study, we spend our days trying to move others. Like it or not, we’re all in sales now.

To SellĚýIs Human offers a fresh look at the art and science of selling. As he did in Drive and A Whole New Mind,ĚýDaniel H. Pink draws on a rich trove of social science for his counterintuitive insights. He reveals the new ABCs of moving others (it's no longer "Always Be Closing"), explains why extraverts don't make the best salespeople, and shows how giving people an "off-ramp" for their actions can matter more than actually changing their minds.

Along the way, Pink describes the six successors to the elevator pitch, the three rules for understanding another's perspective, the five frames that can make your message clearer and more persuasive, and much more. The result is a perceptive and practical book--one that will change how you see the world and transform what you do at work, at school, and at home.]]>
272 Daniel H. Pink 1594487154 Lucas 4
Part 2 is about how to move others: attunement, buoyancy, and clarity.

Attunement: effective perspective taking.
1) Increase your power by reducing it. Those in high power positions/situations are less able to empathize with others and see their perspective. When trying to move someone to do something, start your encounters with the assumption that you're in a position of lower power.
2) Use your head as much as your heart. In a social experiment, the group asked to imagine what the other side was thinking outperformed (in terms of negotiating a deal both sides were happy with) the group asked to imagine what the other side was feeling.
3) Mimic strategically. Mimicking (without being obvious about it) an opponent's mannerisms while negotiating resulted in a better deal that benefited both parties (compared to negotiations with non-mimickers). Touching others also had a positive effect (essentially makes the other party feel closer to you).

Extreme extroverts and introverts were outperformed by "ambiverts" (middle of the road in extroversion) in terms of moving others.

Discover the best way to start a conversation. "Where are you from?" Allows the speaker to answer in any number of ways ("I grew up in Berlin." "I'm with Chiba Kogyo Bank." "I live in Los Angeles, but I'm hoping to move."). Avoid "What do you do?"

Practice strategic mimicry: Watch, Wait, Wane.
Watch: Observe what the other person is doing. How is he sitting? Are his legs crossed? His arms? Does he lean back? Tilt to one side? Tap his toe? Twirl his pen? How does he speak? Fast? Slow? Does he favor particular expressions?
Wait: Once you've observed, don't spring immediately into action. Let the situation breathe. If he leans back, count to fifteen, then consider leaning back, too. If he makes an important point, repeat back the main idea verbatim--but a bit later in the conversation. Don't do this too many times, though. It's not a contest in which you're piling up points per mimic.
Wane: After you've mimicked a little, try to be less conscious of what you're doing. Remember: this is something humans (including you) do naturally, so at some point, it will begin to feel effortless.

Pull up a chair. Jeff Bezos at Amazon places an empty chair in every meeting to remind everyone who's really the most important person in the room: the customer. Try this in your own world. If you're crafting a presentation, the empty chair can represent the audience and its interests. If you're gathering material for a sales call, it can help generate possible objections and questions the other party might raise. If you're preparing a lesson plan, an empty chair can remind you to see things from your students' perspective.

Get in touch with your inner ambivert. Test you extroversion at . If you're extroverted, make fewer declarations and ask more questions. When you feel the urge to assert, hold back instead. Most of all, talk less and listen more. If you're introverted, practice your "ask" in advance, so you don't flinch from it when the moment arrives. Make a conscious effort to smile and sit up straight. Even if it's uncomfortable, speak up and state your point of view.

Have a conversation with a time traveler. Gather a few people and ask them to think of items that somebody from 300 years ago would not recognize. A traffic light, maybe. A carry-out pizza. An airport screening machine. Then divide into groups of two. Each pair selects an item. One person plays the role of somebody from the early 1700s. The other has to explain the item. This is more difficult than it sounds. For instance, to explain a Big Mac bought from a drive-through window requires understanding a variety of underlying concepts: owning an automobile, consuming what 300 years ago was a preposterous amount of meat, trusting someone you've likely never met and will never see again, and so on. This exercise immediately challenges your assumptions about the understandability of your message.

Map it.
1) Discussion map. In your next meeting, draw a diagram of where each person is sitting. Each time someone speaks, mark an X next to that person's name. If someone directs comments to a particular person rather than the whole group, draw a line from the speaker to the recipient.
2) Mood map. On a scale of 1 (negative and resistant) to 10 (positive and open), what's the mood at the beginning of the meeting. At the midpoint? At the end?

Play "Mirror, mirror." 1) Find a partner and stand face-to-face with that person for 30 seconds. 2) Turn around so that you're both back-to-back with your partner. 3) Once turned around, each person changes one aspect of his/her appearance--for example, remove earrings, add eyeglasses, untuck your shirt. (Important: don't tell people what you're going to ask them to do until they're back-to-back.) Wait 60 seconds. 4) Turn back around and see if you or your partner can tell what has changed. 5) Repeat this twice more with the same person, each time altering something new about your appearance.

Find uncommon commonalities. Assemble a group of 3 or 4 and pose this question: What do we have in common, either with another person or with everyone? Does everyone have a younger brother? Have most people visited Disney within the last year? Set a timer for 5 minutes and see how many commonalities you can come up with.

Buoyancy: how to stay afloat in a sea of rejection.
Before: interrogative self-talk. Don't use pump-up phrases like "I've got this." or "I can do it." Instead ask yourself "Can I do this?" The interrogative elicits answers and within those answers are strategies for actually carrying out the task. Also, asking yourself questions inspires thoughts about autonomous or intrinsically motivated reasons to pursue a goal. People are more likely to act and to perform well when motivations come from intrinsic choices rather than from extrinsic pressures.

During: positivity ratios. You're more likely to sell convincingly if you deliver a message positively than negatively (even if the message is bad news). Inserting mild profanity like "damn" into a speech increases the persuasiveness of the speech and listeners' perception of the speaker's intensity. "I believe in these products. I know damn well that when you buy one of these brushes you're going to have it for years." Golden ratio of positive-to-negative emotions: 3:1. Once positive emotions outnumbered negative emotions by 3 to 1--that is, for every 3 instances of feeling gratitude, interest, or contentment, they experienced only one instance of anger, guilt, or embarrassment--people generally flourished. Once the ratio hit 11:1, positive emotions began doing more harm than good. One salesman tries to begin his day with one or two sales calls that he knows will be friendly. He also seeks positive interactions throughout the day (seeing friendly customers, doing something uplifting).

After: explanatory style. People who give up easily, who become helpless even in situations where they actually can do something, explain bad events as permanent, pervasive, and personal. ("My boss is always mean." "All bosses are jerks." "I'm incompetent at my job." Contrast to: "My boss is having an awful day and I just happened to be in the line of fire when he lost it.") People with high buoyancy explain rejections as temporary, specific, or external. ("The jewelry store owner was busy with a customer and couldn't focus on brushes." "The maintenance guy hadn't carefully assessed his supplies yet." "The clothing store manager was probably having cash-flow problems in a tight economy.")

Monitor your positivity ratio: .

Tweak your explanatory style. When something bad occurs, ask yourself 3 questions and come up with an intelligent way to answer each one "no": 1) Is this permanent? (Bad response: "Yes. I've completely lost my skill for moving others." Better response: "No. I was flat today because I haven't been getting enough sleep.") 2) Is this pervasive? (Bad response: "Yes. Everyone in this industry is impossible to deal with." Better response: "No. This particular guy was a jerk.") 3) Is this personal? (Bad response: "Yes. The reason he didn't buy is that I messed up my presentation." Better response: "No. My presentation could have been better, but the real reason he passed is that he wasn't ready to buy right now.") Explain bad events as temporary, specific, and external.

Try the "enumerate and embrace" strategy. Try enumerating the nos you get during the week. Realize that you managed to stay afloat that week despite the (maybe) large number of nos. Embrace the rejections (one guy used the rejection letters from potential employers as motivation to keep following his dream).

Don't forget to go negative once in a while. Allow yourself appropriate negativity: moments of anger, hostility, disgust, and resentment that serve a purpose. For instance, if you fail at something because you didn't work hard enough, get a little angry with yourself and use that as impetus to improve.

Send yourself a rejection letter. Write a letter from a prospective client/employer's point of view rejecting your proposal and listing the reasons for turning you down. Or use the Rejection Generator Project's automatic rejection letters: .

Clarity: the capacity to help others see their situations in fresh and more revealing ways and to identify problems they didn't realize they had. Salespeople now need problem finding (rather than problem solving) skills.

Framing. The following five frames can be useful in providing clarity to those you hope to move. 1) The less frame. Framing people's options in a way that restricts their choices can help them see the choices more clearly instead of overwhelming them (think too many jam options). 2) The experience frame. People generally get more satisfaction from purchasing experiences than goods. Framing a sale in experiential terms is more likely to lead to satisfied customers and repeat business. 3) The label frame. Renaming the prisoner's dilemma the Community Game rather than the Wall Street Game made people cooperate more. Telling students that they were the neatest class in the school resulted in their being the neatest class. 4) The blemished frame. Adding a minor negative detail in an otherwise positive description of a target can give that description a more positive impact. "These boots have orthopedic soles, waterproof material, a five-year warranty, but they only come in two colors." For this to work, a) the people processing the information must be in a "low effort" state (proceeding with a little less effort, perhaps because they're busy or distracted) and b) the negative information must follow the positive information. 5) The potential frame. Emphasize potential for greatness rather than past achievements. The potential to be good at something can be preferred over actually being good at that very same thing. "Comedian Kevin Shea could be the next big thing." generated more click-throughs than "Comedian Kevin Shea is the next big thing."

Give people an off-ramp. A specific request accompanied by a clear way to get it done (food donation general request vs personally addressed appeal with map and collection site location).

Clarify others' motives with two "irrational" questions. Question 1: "On a scale of 1 to 10, with 1 meaning 'not the least bit ready' and 10 meaning 'totally ready,' how ready are you to study?" Question 2: "Why didn't you pick a lower number?"

Try a jolt of the unfamiliar. Mini jolt: Sit on the opposite end of the conference table at your next meeting. Travel home from work using a different route than normal. Instead of ordering what you usually do at your favorite restaurant, choose the 11th item from the menu. Half jolt: Spend a day immersed in an environment not typically your own. If you're a school teacher, hang out at a friend's law office. Of you're an accountant, take an afternoon and spend it with a lifeguard or park ranger. Full jolt: Travel to another country with a culture different from your own.

Become a curator. 1) Seek. Once you've defined the area in which you'd like to curate (e.g., middle school education reform, the latest skateboard fashion trends, or the virtues and vices of mortgage-backed securities), put together a list of the best sources of information. Then set aside time to scan those sources regularly. Recommended frequency: at least 15 minutes twice a day. As you scan, gather the most interesting items. 2) Sense. Here's where you add the real value, by creating meaning out of the material you've assembled. This can be as simple as making an annotated list of Web links or even regularly maintaining your own blog. Tend this list of resources every day. 3) Share. Once you've collected the good stuff and organized it in a meaningful way, you're ready to share it with your colleagues, your prospects, or your entire social network. You can do this through a regular email or your own newsletter, or by using Facebook, Twitter, or LinkedIn. As you share, you'll help others see their own situations in a new light and possibly reveal hidden problems that you can solve.

Learn how to ask better questions. 1) Produce your questions. Generate a list of questions by writing down as many as you can think of, without stopping to judge, discuss, or answer any of them. Don't edit. Just write the questions that pop into your head. Change any statements to questions. 2) Improve your questions. Go through the list of questions and categorize each one as either "closed-ended" (yes/no or one word answers) or "open-ended" (questions requiring more explanation). Then, looking over the two types of questions, think about the advantages and disadvantages of each variety. Finally, for a few closed-ended questions, create an open-ended one, and for a few open-ended questions, create a closed-ended one. 3) Prioritize your questions. Choose your three most important questions. Think about why you chose them. Then edit them one more time so they are ultra-clear. Through this process you can identify a trio of powerful questions that you can ask the person on the other side of the table. And those questions can help both of you clarify where you are and where you should be going.

Ask the 5 whys.

Part 3 is about how to pitch your idea.
1) The one-word pitch. "search" -> Google, "priceless" -> MasterCard
Pro tip: Write a 50 word pitch. Reduce it to 25 words. Then to 6 words. One of those remaining half-dozen is almost certainly your one-word pitch.
2) The question pitch. Ronald Reagan: "Are you better off now than you were four years ago?"
Pro tip: Use this if your arguments are strong. If they're weak, make a statement. Or better yet, find some new arguments.
3) The rhyming pitch. OJ Simpson defense lawyer: "If it doesn't fit, you must acquit."
Pro tip: Use an online rhyming dictionary.
4) The subject-line pitch. Email subject line should be either obviously useful ("Found the best & cheapest photocopier") or mysteriously intriguing ("A photocopy breakthrough!"), but probably not both ("The Canon IR2545 is a photocopy breakthrough"). Be ultra specific: "4 tips to improve your golf swing this afternoon" is better than "Improve your golf swing".
Pro tip: Review the subject lines of the last 20 email messages you've sent. Note how many of them appeal to either utility or curiosity. If that number is less than 10, rewrite each one that fails the test.
5) The Twitter pitch. Pitch in 140 characters or less. Ask followers questions. Provide information and links, especially if the material was fresh and new. Self-promoting tweets (with useful information) also were effective.
Pro tip: Even though Twitter allows 140 characters, limit your pitch to 120 characters so that others can pass it on. Remember, the best pitches are short, sweet, and easy to retweet.
6) The Pixar pitch. Once upon a time ___. Every day, ___. One day ___. Because of that, ___. Because of that, ___. Until finally ___.
Pro tip: Read all twenty-two of former Pixar story artist Emma Coats's story rules:

Finding Nemo example: Once upon a time there was a widowed fish named Marlin who was extremely protective of his only son, Nemo. Every day, Marlin warned Nemo of the ocean's dangers and implored him not to swim far away. One day in an act of defiance, Nemo ignores his father's warnings and swims into the open water. Because of that, he is captured by a diver and ends up as a pet in the fish tank of a dentist in Sydney. Because of that, Marlin sets off on a journey to recover Nemo, enlisting the help of other sea creatures along the way. Until finally Marlin and Nemo find each other, reunite, and learn that love depends on trust.

Non-profit example: Once upon a time there was a health crisis haunting many parts of Africa. Every day, thousands of people would die of AIDS and HIV-related illness, often because they didn't know they carried the virus. One day, we developed an inexpensive home HIV kit that allowed people to test themselves with a simple saliva swab. Because of that, more people got tested. Because of that, those with the infection sought treatment and took measures to avoid infecting others. Until finally this menacing disease slowed its spread and more people lived longer lives.

Answer three key questions.
1) What do you want them to know?
2) What do you want them to feel?
3) What do you want them to do?

Add a visual - props, pictures, video.

Experiment with pecha-kucha. This is a presentation that contains 20 slides, each of which appears on the screen for 20 seconds.

Pay attention to sequence and numbers.
1) Go first if you're the incumbent and last if you're the challenger.
2) Granular numbers are more credible than course numbers. Battery with life "up to 120 minutes" was judged better than one with life "up to 2 hours."

Ask people to describe your invisible pitch in 3 words. Recruit 10 people (friends, family, coworkers) and ask them which 3 words come to mind in response to one of these questions: What is my company about? What is my product or service about? What am I about? Make it clear you don't want physical qualities ("tall, dark, and handsome") but something deeper. Look for patterns among their answers.

Take 5. One day, wait 5 seconds before answering any question. This will hone your listening skills.

Make it personal. Radiologists found more abnormalities on images when they were accompanied by the patient's picture.

Make it purposeful. Signs in hospitals reading "Hand hygiene prevents you from catching diseases" were outperformed by those reading "Hand hygiene prevents patients from catching diseases." Health and safety messages should focus not on the self, but rather on the target group that is perceived as most vulnerable.
Three groups read materials: one about why car-sharing is good for the environment (self-transcending group), one about why car-sharing can save people money (self-interested group), and one about general car-sharing information (control group). They were then told to discard any remaining papers and could choose between trash and recycling. 50% from both the control and self-interested groups chose to recycle; 90% of self-transcending group did.
Phone bank workers doubled the number of weekly pledges that they earned and the amount of weekly donation money they raised when they were first read stories of alumni who had received scholarships funded by the money the call center raised.]]>
3.86 2012 To Sell is Human: The Surprising Truth About Moving Others
author: Daniel H. Pink
name: Lucas
average rating: 3.86
book published: 2012
rating: 4
read at: 2016/08/29
date added: 2016/09/04
shelves:
review:
The first part of the book (Chapters 1-3) make the case that everyone is a salesman (in that everyone has to influence ("move") others every day). There is little in the way of actionable takeaways here.

Part 2 is about how to move others: attunement, buoyancy, and clarity.

Attunement: effective perspective taking.
1) Increase your power by reducing it. Those in high power positions/situations are less able to empathize with others and see their perspective. When trying to move someone to do something, start your encounters with the assumption that you're in a position of lower power.
2) Use your head as much as your heart. In a social experiment, the group asked to imagine what the other side was thinking outperformed (in terms of negotiating a deal both sides were happy with) the group asked to imagine what the other side was feeling.
3) Mimic strategically. Mimicking (without being obvious about it) an opponent's mannerisms while negotiating resulted in a better deal that benefited both parties (compared to negotiations with non-mimickers). Touching others also had a positive effect (essentially makes the other party feel closer to you).

Extreme extroverts and introverts were outperformed by "ambiverts" (middle of the road in extroversion) in terms of moving others.

Discover the best way to start a conversation. "Where are you from?" Allows the speaker to answer in any number of ways ("I grew up in Berlin." "I'm with Chiba Kogyo Bank." "I live in Los Angeles, but I'm hoping to move."). Avoid "What do you do?"

Practice strategic mimicry: Watch, Wait, Wane.
Watch: Observe what the other person is doing. How is he sitting? Are his legs crossed? His arms? Does he lean back? Tilt to one side? Tap his toe? Twirl his pen? How does he speak? Fast? Slow? Does he favor particular expressions?
Wait: Once you've observed, don't spring immediately into action. Let the situation breathe. If he leans back, count to fifteen, then consider leaning back, too. If he makes an important point, repeat back the main idea verbatim--but a bit later in the conversation. Don't do this too many times, though. It's not a contest in which you're piling up points per mimic.
Wane: After you've mimicked a little, try to be less conscious of what you're doing. Remember: this is something humans (including you) do naturally, so at some point, it will begin to feel effortless.

Pull up a chair. Jeff Bezos at Amazon places an empty chair in every meeting to remind everyone who's really the most important person in the room: the customer. Try this in your own world. If you're crafting a presentation, the empty chair can represent the audience and its interests. If you're gathering material for a sales call, it can help generate possible objections and questions the other party might raise. If you're preparing a lesson plan, an empty chair can remind you to see things from your students' perspective.

Get in touch with your inner ambivert. Test you extroversion at . If you're extroverted, make fewer declarations and ask more questions. When you feel the urge to assert, hold back instead. Most of all, talk less and listen more. If you're introverted, practice your "ask" in advance, so you don't flinch from it when the moment arrives. Make a conscious effort to smile and sit up straight. Even if it's uncomfortable, speak up and state your point of view.

Have a conversation with a time traveler. Gather a few people and ask them to think of items that somebody from 300 years ago would not recognize. A traffic light, maybe. A carry-out pizza. An airport screening machine. Then divide into groups of two. Each pair selects an item. One person plays the role of somebody from the early 1700s. The other has to explain the item. This is more difficult than it sounds. For instance, to explain a Big Mac bought from a drive-through window requires understanding a variety of underlying concepts: owning an automobile, consuming what 300 years ago was a preposterous amount of meat, trusting someone you've likely never met and will never see again, and so on. This exercise immediately challenges your assumptions about the understandability of your message.

Map it.
1) Discussion map. In your next meeting, draw a diagram of where each person is sitting. Each time someone speaks, mark an X next to that person's name. If someone directs comments to a particular person rather than the whole group, draw a line from the speaker to the recipient.
2) Mood map. On a scale of 1 (negative and resistant) to 10 (positive and open), what's the mood at the beginning of the meeting. At the midpoint? At the end?

Play "Mirror, mirror." 1) Find a partner and stand face-to-face with that person for 30 seconds. 2) Turn around so that you're both back-to-back with your partner. 3) Once turned around, each person changes one aspect of his/her appearance--for example, remove earrings, add eyeglasses, untuck your shirt. (Important: don't tell people what you're going to ask them to do until they're back-to-back.) Wait 60 seconds. 4) Turn back around and see if you or your partner can tell what has changed. 5) Repeat this twice more with the same person, each time altering something new about your appearance.

Find uncommon commonalities. Assemble a group of 3 or 4 and pose this question: What do we have in common, either with another person or with everyone? Does everyone have a younger brother? Have most people visited Disney within the last year? Set a timer for 5 minutes and see how many commonalities you can come up with.

Buoyancy: how to stay afloat in a sea of rejection.
Before: interrogative self-talk. Don't use pump-up phrases like "I've got this." or "I can do it." Instead ask yourself "Can I do this?" The interrogative elicits answers and within those answers are strategies for actually carrying out the task. Also, asking yourself questions inspires thoughts about autonomous or intrinsically motivated reasons to pursue a goal. People are more likely to act and to perform well when motivations come from intrinsic choices rather than from extrinsic pressures.

During: positivity ratios. You're more likely to sell convincingly if you deliver a message positively than negatively (even if the message is bad news). Inserting mild profanity like "damn" into a speech increases the persuasiveness of the speech and listeners' perception of the speaker's intensity. "I believe in these products. I know damn well that when you buy one of these brushes you're going to have it for years." Golden ratio of positive-to-negative emotions: 3:1. Once positive emotions outnumbered negative emotions by 3 to 1--that is, for every 3 instances of feeling gratitude, interest, or contentment, they experienced only one instance of anger, guilt, or embarrassment--people generally flourished. Once the ratio hit 11:1, positive emotions began doing more harm than good. One salesman tries to begin his day with one or two sales calls that he knows will be friendly. He also seeks positive interactions throughout the day (seeing friendly customers, doing something uplifting).

After: explanatory style. People who give up easily, who become helpless even in situations where they actually can do something, explain bad events as permanent, pervasive, and personal. ("My boss is always mean." "All bosses are jerks." "I'm incompetent at my job." Contrast to: "My boss is having an awful day and I just happened to be in the line of fire when he lost it.") People with high buoyancy explain rejections as temporary, specific, or external. ("The jewelry store owner was busy with a customer and couldn't focus on brushes." "The maintenance guy hadn't carefully assessed his supplies yet." "The clothing store manager was probably having cash-flow problems in a tight economy.")

Monitor your positivity ratio: .

Tweak your explanatory style. When something bad occurs, ask yourself 3 questions and come up with an intelligent way to answer each one "no": 1) Is this permanent? (Bad response: "Yes. I've completely lost my skill for moving others." Better response: "No. I was flat today because I haven't been getting enough sleep.") 2) Is this pervasive? (Bad response: "Yes. Everyone in this industry is impossible to deal with." Better response: "No. This particular guy was a jerk.") 3) Is this personal? (Bad response: "Yes. The reason he didn't buy is that I messed up my presentation." Better response: "No. My presentation could have been better, but the real reason he passed is that he wasn't ready to buy right now.") Explain bad events as temporary, specific, and external.

Try the "enumerate and embrace" strategy. Try enumerating the nos you get during the week. Realize that you managed to stay afloat that week despite the (maybe) large number of nos. Embrace the rejections (one guy used the rejection letters from potential employers as motivation to keep following his dream).

Don't forget to go negative once in a while. Allow yourself appropriate negativity: moments of anger, hostility, disgust, and resentment that serve a purpose. For instance, if you fail at something because you didn't work hard enough, get a little angry with yourself and use that as impetus to improve.

Send yourself a rejection letter. Write a letter from a prospective client/employer's point of view rejecting your proposal and listing the reasons for turning you down. Or use the Rejection Generator Project's automatic rejection letters: .

Clarity: the capacity to help others see their situations in fresh and more revealing ways and to identify problems they didn't realize they had. Salespeople now need problem finding (rather than problem solving) skills.

Framing. The following five frames can be useful in providing clarity to those you hope to move. 1) The less frame. Framing people's options in a way that restricts their choices can help them see the choices more clearly instead of overwhelming them (think too many jam options). 2) The experience frame. People generally get more satisfaction from purchasing experiences than goods. Framing a sale in experiential terms is more likely to lead to satisfied customers and repeat business. 3) The label frame. Renaming the prisoner's dilemma the Community Game rather than the Wall Street Game made people cooperate more. Telling students that they were the neatest class in the school resulted in their being the neatest class. 4) The blemished frame. Adding a minor negative detail in an otherwise positive description of a target can give that description a more positive impact. "These boots have orthopedic soles, waterproof material, a five-year warranty, but they only come in two colors." For this to work, a) the people processing the information must be in a "low effort" state (proceeding with a little less effort, perhaps because they're busy or distracted) and b) the negative information must follow the positive information. 5) The potential frame. Emphasize potential for greatness rather than past achievements. The potential to be good at something can be preferred over actually being good at that very same thing. "Comedian Kevin Shea could be the next big thing." generated more click-throughs than "Comedian Kevin Shea is the next big thing."

Give people an off-ramp. A specific request accompanied by a clear way to get it done (food donation general request vs personally addressed appeal with map and collection site location).

Clarify others' motives with two "irrational" questions. Question 1: "On a scale of 1 to 10, with 1 meaning 'not the least bit ready' and 10 meaning 'totally ready,' how ready are you to study?" Question 2: "Why didn't you pick a lower number?"

Try a jolt of the unfamiliar. Mini jolt: Sit on the opposite end of the conference table at your next meeting. Travel home from work using a different route than normal. Instead of ordering what you usually do at your favorite restaurant, choose the 11th item from the menu. Half jolt: Spend a day immersed in an environment not typically your own. If you're a school teacher, hang out at a friend's law office. Of you're an accountant, take an afternoon and spend it with a lifeguard or park ranger. Full jolt: Travel to another country with a culture different from your own.

Become a curator. 1) Seek. Once you've defined the area in which you'd like to curate (e.g., middle school education reform, the latest skateboard fashion trends, or the virtues and vices of mortgage-backed securities), put together a list of the best sources of information. Then set aside time to scan those sources regularly. Recommended frequency: at least 15 minutes twice a day. As you scan, gather the most interesting items. 2) Sense. Here's where you add the real value, by creating meaning out of the material you've assembled. This can be as simple as making an annotated list of Web links or even regularly maintaining your own blog. Tend this list of resources every day. 3) Share. Once you've collected the good stuff and organized it in a meaningful way, you're ready to share it with your colleagues, your prospects, or your entire social network. You can do this through a regular email or your own newsletter, or by using Facebook, Twitter, or LinkedIn. As you share, you'll help others see their own situations in a new light and possibly reveal hidden problems that you can solve.

Learn how to ask better questions. 1) Produce your questions. Generate a list of questions by writing down as many as you can think of, without stopping to judge, discuss, or answer any of them. Don't edit. Just write the questions that pop into your head. Change any statements to questions. 2) Improve your questions. Go through the list of questions and categorize each one as either "closed-ended" (yes/no or one word answers) or "open-ended" (questions requiring more explanation). Then, looking over the two types of questions, think about the advantages and disadvantages of each variety. Finally, for a few closed-ended questions, create an open-ended one, and for a few open-ended questions, create a closed-ended one. 3) Prioritize your questions. Choose your three most important questions. Think about why you chose them. Then edit them one more time so they are ultra-clear. Through this process you can identify a trio of powerful questions that you can ask the person on the other side of the table. And those questions can help both of you clarify where you are and where you should be going.

Ask the 5 whys.

Part 3 is about how to pitch your idea.
1) The one-word pitch. "search" -> Google, "priceless" -> MasterCard
Pro tip: Write a 50 word pitch. Reduce it to 25 words. Then to 6 words. One of those remaining half-dozen is almost certainly your one-word pitch.
2) The question pitch. Ronald Reagan: "Are you better off now than you were four years ago?"
Pro tip: Use this if your arguments are strong. If they're weak, make a statement. Or better yet, find some new arguments.
3) The rhyming pitch. OJ Simpson defense lawyer: "If it doesn't fit, you must acquit."
Pro tip: Use an online rhyming dictionary.
4) The subject-line pitch. Email subject line should be either obviously useful ("Found the best & cheapest photocopier") or mysteriously intriguing ("A photocopy breakthrough!"), but probably not both ("The Canon IR2545 is a photocopy breakthrough"). Be ultra specific: "4 tips to improve your golf swing this afternoon" is better than "Improve your golf swing".
Pro tip: Review the subject lines of the last 20 email messages you've sent. Note how many of them appeal to either utility or curiosity. If that number is less than 10, rewrite each one that fails the test.
5) The Twitter pitch. Pitch in 140 characters or less. Ask followers questions. Provide information and links, especially if the material was fresh and new. Self-promoting tweets (with useful information) also were effective.
Pro tip: Even though Twitter allows 140 characters, limit your pitch to 120 characters so that others can pass it on. Remember, the best pitches are short, sweet, and easy to retweet.
6) The Pixar pitch. Once upon a time ___. Every day, ___. One day ___. Because of that, ___. Because of that, ___. Until finally ___.
Pro tip: Read all twenty-two of former Pixar story artist Emma Coats's story rules:

Finding Nemo example: Once upon a time there was a widowed fish named Marlin who was extremely protective of his only son, Nemo. Every day, Marlin warned Nemo of the ocean's dangers and implored him not to swim far away. One day in an act of defiance, Nemo ignores his father's warnings and swims into the open water. Because of that, he is captured by a diver and ends up as a pet in the fish tank of a dentist in Sydney. Because of that, Marlin sets off on a journey to recover Nemo, enlisting the help of other sea creatures along the way. Until finally Marlin and Nemo find each other, reunite, and learn that love depends on trust.

Non-profit example: Once upon a time there was a health crisis haunting many parts of Africa. Every day, thousands of people would die of AIDS and HIV-related illness, often because they didn't know they carried the virus. One day, we developed an inexpensive home HIV kit that allowed people to test themselves with a simple saliva swab. Because of that, more people got tested. Because of that, those with the infection sought treatment and took measures to avoid infecting others. Until finally this menacing disease slowed its spread and more people lived longer lives.

Answer three key questions.
1) What do you want them to know?
2) What do you want them to feel?
3) What do you want them to do?

Add a visual - props, pictures, video.

Experiment with pecha-kucha. This is a presentation that contains 20 slides, each of which appears on the screen for 20 seconds.

Pay attention to sequence and numbers.
1) Go first if you're the incumbent and last if you're the challenger.
2) Granular numbers are more credible than course numbers. Battery with life "up to 120 minutes" was judged better than one with life "up to 2 hours."

Ask people to describe your invisible pitch in 3 words. Recruit 10 people (friends, family, coworkers) and ask them which 3 words come to mind in response to one of these questions: What is my company about? What is my product or service about? What am I about? Make it clear you don't want physical qualities ("tall, dark, and handsome") but something deeper. Look for patterns among their answers.

Take 5. One day, wait 5 seconds before answering any question. This will hone your listening skills.

Make it personal. Radiologists found more abnormalities on images when they were accompanied by the patient's picture.

Make it purposeful. Signs in hospitals reading "Hand hygiene prevents you from catching diseases" were outperformed by those reading "Hand hygiene prevents patients from catching diseases." Health and safety messages should focus not on the self, but rather on the target group that is perceived as most vulnerable.
Three groups read materials: one about why car-sharing is good for the environment (self-transcending group), one about why car-sharing can save people money (self-interested group), and one about general car-sharing information (control group). They were then told to discard any remaining papers and could choose between trash and recycling. 50% from both the control and self-interested groups chose to recycle; 90% of self-transcending group did.
Phone bank workers doubled the number of weekly pledges that they earned and the amount of weekly donation money they raised when they were first read stories of alumni who had received scholarships funded by the money the call center raised.
]]>
<![CDATA[Built to Last: Successful Habits of Visionary Companies (Good to Great, 2)]]> 4122 368 Jim Collins 0060566108 Lucas 5
18 visionary companies in this study:
3M
American Express
Boeing
Citicorp
Ford
General Electric
Hewlett-Packard
IBM
Johnson & Johnson
Marriott
Merck
Motorola
Nordstrom
Philip Morris
Procter & Gamble
Sony
Wal-Mart
Walt Disney

12 Myths Shattered

Myth 1: It takes a great idea to start a great company.
Reality: Starting a company with a "great idea" might be a bad idea. Few of the visionary companies began life with a great idea. In fact, some began life without any specific idea and a few even began with outright failures. Furthermore, regardless of the founding concept, the visionary companies were significantly less likely to have early entrepreneurial success than the comparison companies in our study. Like the parable of the tortoise and the hare, visionary companies often get off to a slow start, but win the long race.

Myth 2: Visionary companies require great and charismatic visionary leaders.
Reality: A charismatic visionary leader is absolutely not required for a visionary company and, in fact, can be detrimental to a company's long-term prospects. Some of the most significant CEOs in the history of visionary companies did not fit the model of the high-profile, charismatic leader - indeed, some explicitly shied away from that model. Like the founders of the US at the Constitutional Convention, they concentrated more on architecting an enduring institution than on being a great individual leader. They sought to be clock builders, not time tellers. And they have been more this way more than CEOs at the comparison companies.

Myth 3: The most successful companies exist first and foremost to maximize profits.
Reality: Contrary to business school doctrine, "maximizing shareholder wealth" or "profit maximization" has not been the driving force or primary objective through the history of the visionary companies. Visionary companies pursue a cluster of objectives, of which making money is only one - and not necessarily the primary one. Yes, they seek profits, but they're equally guided by a core ideology - core values and sense of purpose beyond just making money. Yet, paradoxically, the visionary companies make more money than the more purely profit-driven comparison companies.

Myth 4: Visionary companies share a common subset of "correct" core values.
Reality: There is no "right" set of core values for being a visionary company. Indeed, two companies can have radically different ideologies, yet both be visionary. Core values in a visionary company don't even have to be "enlightened" or "humanistic," although they often are. The crucial variable is not the content of a company's ideology, but how deeply it believes its ideology and how consistently it lives, breathes, and expresses it in all that it does. Visionary companies do not ask, "What should we value?" They ask, "What do we actually value deep down to our toes?"

Myth 5: The only constant is change.
Reality: A visionary company almost religiously preserves its core ideology - changing it seldom, if ever. Core values in a visionary company form a rock-solid foundation and do not drift with the trends and fashions of the day; in some cases, the core values have remained intact for well over one hundred years. And the basic purpose of a visionary company - its reason for being - can serve as a guiding beacon for centuries, like an enduring star on the horizon. Yet, while keeping the core ideologies tightly fixed, visionary companies display a powerful drive for progress that enables them to change and adapt without compromising their cherished core ideals.

Myth 6: Blue-chip companies play it safe.
Reality: Visionary companies may appear straitlaced and conservative to outsiders, but they're not afraid to make bold commitments to "Big Hairy Audacious Goals" (BHAGs). Like climbing a big mountain or going to the moon, a BHAG may be daunting and perhaps risky, but the adventure, excitement, and challenge of it grabs people in the gut, gets their juices flowing, and creates immense forward momentum. Visionary companies have judiciously used BHAGs to stimulate progress and blast past the comparison companies at crucial times in history.

Myth 7: Visionary companies are great places to work, for everyone.
Reality: Only those that "fit" extremeley well with the core ideology and demanding standards of a visionary company will find it a great place to work. If you go to work at a visionary company, you will either fit and flourish - probably couldn't be happier - or you will likely be expunged like a virus. It's binary. There's no middle ground. It's almost cult-like. Visionary companies are so clear about what they stand for and what they're trying to achieve that they simply don't have room for those unwilling or unable to fit their exacting standards.

Myth 8: Highly successful companies make their best moves by brilliant and complex strategic planning.
Reality: Visionary companies make some of their best moves by experimentation, trial and error, opportunism, and - quite literally - accident. What looks in retrospect like brilliant foresight and preplanning was often the result of "Let's just try a lot of stuff and keep what works." In this sense, visionary companies mimic the biological evolution of species. We found the concepts in Charles Darwin's Origin of Species to be more helpful for replicating the success of certain visionary companies than any textbook on corporate strategic planning.

Myth 9: Companies should hire outside CEOs to stimulate fundamental change.
Reality: In seventeen hundred years of combined life spans across the visionary companies, we found only four individual incidents of going outside for a CEO - and those in only two companies. Home-grown management rules at the visionary companies to a far greater degree than at the comparison companies (by a factor of six). Time and again, they have dashed to bits the conventional wisdom that significant change and fresh ideas cannot come from insiders.

Myth 10: The most successful companies focus primarily on beating the competition.
Reality: Visionary companies focus primarily on beating themselves. Success and beating the competitors comes to the visionary companies not so much as the end goal, but as a residual result of relentlessly asking the question "How can we improve ourselves to do better tomorrow than we did today?" And they have asked this question day in and day out - as a disciplined way of life - in some cases for over 150 years. No matter how much they achieve - no matter how far in front of their competition they pull - they never think they've done "good enough."

Myth 11: You can't have your cake and eat it too.
Reality: Visionary companies do not brutalize themselves with the "Tyranny of the OR" - the purely rational view that says you can have either A OR B, but not both. They reject having to make a choice between stability OR progress; cult-like cultures OR individual autonomy; home-grown managers OR fundamental change; conservative practices OR BHAGs; making money OR living according to values and purpose. Instead, they embrace the "Genius of the AND" - the paradoxical view that allows them to pursue both A AND B at the same time.

Myth 12: Companies become visionary primarily through "vision statements."
Reality: The visionary companies attained their stature not so much because they made visionary pronouncements (although they often did make such pronouncements). Nor did they rise to greatness because they wrote one of the vision, values, purpose, mission, or aspiration statements that have become popular in management today (although they wrote such statements more frequently than the comparison companies and decades before it became fashionable). Creating a statement can be a helpful step in building a visionary company, but it is only one of thousands of steps in a never-ending process of expressing the fundamental characteristics we identified across the visionary companies.

One of the most important steps you can take in building a visionary company is not an action, but a shift in perspective. The success of visionary companies - at least in part - comes from underlying processes and fundamental dynamic embedded in the organization and not primarily the result of a single great idea or some great, all-knowing, godlike visionary who made great decisions, had great charisma, and led with great authority. Think more in terms of being an organizational visionary and building the characteristics of a visionary company.

Profitability is a necessary condition for existence and a means to more important ends, but it is not the end in itself for many of the visionary companies. Profit is like oxygen, food, water, and blood for the body; they are not the point of life, but without them, there is no life.

One way to keep core ideology at the top of people's minds: write a series of essays (emails, memos, blog posts) to employees about "who and why we are." In thirty one essays, a Motorola executive discussed the importance of creativity, renewal, total customer satisfaction, quality, ethics, innovation, and similar topics; not once did he write about maximizing profits, nor did he imply this was the underlying purpose - the "why" of it all.

A key step in building a visionary company is to articulate a core ideology (core values plus purpose). Core values are the organization's essential and enduring tenets - a small set of general guiding principles; not to be confused with specific cultural or operational practices; not to be compromised for financial gain or short-term expediency. Purpose is the organization's fundamental reasons for existence beyond just making money - a perpetual guiding star on the horizon; not to be confused with specific goals or business strategies.

The single most important point to take away from this book is the critical importance of creating tangible mechanisms aligned to preserve the core and stimulate progress. This is the essence of clock building.

5 specific methods to preserve the core and stimulate progress:
BHAGs: Commitment to challenging, audacious - and often risky - goals and projects toward which a visionary company channels its efforts (stimulates progress)
Cult-like Cultures: Great places to work only for those who buy into the core ideology; those that don't fit with the ideology are ejected like a virus (preserves the core)
Try a Lot of Stuff and Keep What Works: High levels of action and experimentation - often unplanned and undirected - that produce new and unexpected paths of progress and enables visionary companies to mimic the biological evolution of species (stimulates progress)
Home-grown Management: Promotion from within, bringing to senior levels only those who've spent significant time steeped in the core ideology of the company (preserves the core)
Good Enough Never Is: A continual process of relentless self-improvement with the aim of doing better and better, forever into the future (stimulates progress)

-A BHAG should be so clear and compelling that it requires little or no explanation. Remember, a BHAG is a goal - like climbing a mountain or going to the moon - not a "statement." If it doesn't get people's juices going, then it's just not a BHAG.
-A BHAG should fall well outside the comfort zone. People in the organization should have reason to believe they can pull it off, yet it should require heroic effort and perhaps even a little luck - as with the IBM 360 and Boeing 707.
-A BHAG should be so bold and exciting in its own right that it would continue to stimulate progress even if the organization's leaders disappeared before it had been completed - as happened at Citibank and Wal-Mart.
-A BHAG has the inherent danger that, once achieved, an organization can stall and drift into the "we've arrived" syndrome, as happened at Ford in the 1920s. A company should be prepared to prevent this by having follow-on BHAGs. It should also complement BHAGs with other methods of stimulating progress.
-Finally, and most important of all, a BHAG should be consistent with a company's core ideology.

Cult-like cultures reflect the process of building an organization that fervently preserves its core ideology in specific, concrete ways. The visionary companies translate their ideologies into tangible mechanisms aligned to send a consistent set of reinforcing signals. They indoctrinate people, impose tightness of fit, and create a sense of belonging to something speacial through such practical, concrete items as:
-Orientation and ongoing training programs that have ideological as well as practical content, teaching such things as values, norms, history, and tradition
-Internal "universities" and training centers
-On-the-job socialization by peers and immediate supervisors
-Rigorous up-through-the-ranks policies - hiring young, promoting from within, and shaping the employee's mindset from a young age
-Exposure to a pervasive mythology of "heroic deeds" and corporate exemplars (for example, customer heroics letters, marble statues)
-Unique language and terminology (such as "cast members" at Disney, "Motorolans") that reinforce a frame of reference and the sense of belonging to a special, elite group
-Corporate songs, cheers, affirmations, or pledges that reinforce psychological commitment
-Tight screening processes, either during hiring or within the first few years
-Incentive and advancement criteria explicitly linked to fit with the corporate ideology
-Awards, contests, and public recognition that reward those who display great effort consistent with the ideology; tangible and visible penalties for those who break ideological boundaries
-Tolerance for honest mistakes that do not breach the company's ideology ("non-sins"); severe penalties or termination for breaching the ideology ("sins")
-"Buy-in" mechanisms (financial, time investment)
-Celebrations that reinforce successes, belonging, and specialness
-Plant and office layout that reinforces norms and ideals
-Constant verbal and written emphasis on corporate values, heritage, and the sense of being part of something special

1) "Give it a try and quick!" For 3M, unlike Norton, the modus operandi became: When in doubt, vary, change, solve the problem, seize the opportunity, experiment, try something new (consistent, of course, with the core ideology) - even if you can't predict precisely how things will turn out. Do something. If one thing fails, try another. Fix. Try. Do. Adjust. Move. Act. No matter what, don't sit still. Vigorous action - especially in response to unexpected opportunities or specific customer problems - creates variation. Had McKnight not asked why Okie sent his cryptic letter requesting grit samples, or had Dick Drew not impulsively promised a solution for two-tone paint jobs, or had Spence Silver not done the experiment that textbooks said could not work, or had Art Fry not tried to solve his church choirbook problem, then 3M wouldn't be a visionary company.
2) "Accept that mistakes will be made." Since you can't tell ahead of time which variations will prove to be favorable, you have to accept mistakes and failures as an integral part of the evolutionary process. Had 3M nailed Okie and Drew to the wall (or fired them) for the failed car wax business, then 3M probably wouldn't have invented Scotch tape. Remember Darwin's key phrase: "Multiply, vary, let the strongest live, and the weakest die." In order to have healthy evolution, you have to try enough experiments (multiply) of different types (vary), keep the ones that work (let the strongest live), and discard the ones that don't (let the weakest die). In other words, you cannot have a vibrant self-mutilating system - you cannont have a 3M - without lots of failed experiments. As former 3M CEO Lewis Lehr put it: "The secret, if there is one, is to dump the flops as soon as they are recognized....But even the flops are valuable in certain ways....You can learn from success, but you have to work at it; it's a lot easier to learn from a failure." Keep in mind J&J's paradoxical perspective that failures and mistakes have been an essential price to pay in creating a healthy branching tree that has not once posted a loss in 107 years. At the same time, keep in mind a lesson from the chapter on cult-like cultures: A visionary company tolerates mistakes, but not "sins," that is, breaches of the core ideology.
3) "Take small steps." Of course, it's easier to tolerate failed experiments when they are just that - experiments, not massive corporate failures. If you want to create a major strategic shift in a company, you might try becoming an "incrimental revolutionary" and harnessing the power of small, visible successes to influence overall corporate strategy. Indeed, if you really want to do something revolutionary, it might be best to ask simply for permission to "do an experiment." Recall Americal Express's incremental steps in financial services that eventually became the primary strategic pillar of the company, and how William Dalliba used small experiments to incrementally revolutionize the company into travel services. Keep in mind the image of "twigs and branches." Or consider the image of "seeds and fruit" used by Sony to convey the concept of small, idiosyncratic problems as the starting point of great big opportunities.
4) "Give people the room they need." 3M provided greater operational autonomy and maintained a more decentralized structure than Norton - a key step that enabled unplanned variation. When you give people a lot of room to act, you can't predict precisely what they'll do - and this is good. 3M had no idea what Silver, Fry, and Nicholsen would do with their 15% "discretionary time." In fact, the visionary companies decentralized more and provided greater operational autonomy than the comparison companies in 12 of 18 cases. Allow people to be persistent. Although the Post-it clan had trouble convincing other 3Mers that their weird sticky little notes had merit, no one ever told them to stop working on it.
5) Mechanisms - build that ticking clock! The beauty of the 3M story is that McKnight, Carlton, and others translated the previous four points into tangible mechanisms working in alignment to stimulate evolutionary progress.

It is extremely difficult to become and remain a highly visionary company by hiring top management from outside the organization.

-What mechanisms of discontent can you create that would obliterate complacency and bring about change and improvement from within, yet are consistent with your core ideology? How can you give these mechanisms sharp teeth?
-What are you doing to invest in the future while doing well today? Does your company adopt innovative new methods and technologies before the rest of the industry?
-How do you respond to downturns? Does your company continue to build for the long-term even during difficult times?
-Do people in your company understand that comfort is not the objective - that life in a visionary company is not supposed to be easy? Does your company reject doing well as an end goal, replacing it with the never-ending discipline of working to do better tomorrow than it did today?]]>
4.06 1994 Built to Last: Successful Habits of Visionary Companies (Good to Great, 2)
author: Jim Collins
name: Lucas
average rating: 4.06
book published: 1994
rating: 5
read at:
date added: 2016/08/29
shelves:
review:
Visionary companies are premier institutions - the crown jewels - in their industries, widely admired by their peers and having a long track record of making a significant impact on the world around them. The key point is that a visionary company is an organization - an institution. All individual leaders, no matter how charismatic or visionary, eventually die; and all visionary products and services - all "great ideas" - eventually become obsolete. Indeed, entire markets can become obsolete and disappear. Yet visionary companies prosper over long periods of time, through multiple product life cycles and multiple generations of active leaders.

18 visionary companies in this study:
3M
American Express
Boeing
Citicorp
Ford
General Electric
Hewlett-Packard
IBM
Johnson & Johnson
Marriott
Merck
Motorola
Nordstrom
Philip Morris
Procter & Gamble
Sony
Wal-Mart
Walt Disney

12 Myths Shattered

Myth 1: It takes a great idea to start a great company.
Reality: Starting a company with a "great idea" might be a bad idea. Few of the visionary companies began life with a great idea. In fact, some began life without any specific idea and a few even began with outright failures. Furthermore, regardless of the founding concept, the visionary companies were significantly less likely to have early entrepreneurial success than the comparison companies in our study. Like the parable of the tortoise and the hare, visionary companies often get off to a slow start, but win the long race.

Myth 2: Visionary companies require great and charismatic visionary leaders.
Reality: A charismatic visionary leader is absolutely not required for a visionary company and, in fact, can be detrimental to a company's long-term prospects. Some of the most significant CEOs in the history of visionary companies did not fit the model of the high-profile, charismatic leader - indeed, some explicitly shied away from that model. Like the founders of the US at the Constitutional Convention, they concentrated more on architecting an enduring institution than on being a great individual leader. They sought to be clock builders, not time tellers. And they have been more this way more than CEOs at the comparison companies.

Myth 3: The most successful companies exist first and foremost to maximize profits.
Reality: Contrary to business school doctrine, "maximizing shareholder wealth" or "profit maximization" has not been the driving force or primary objective through the history of the visionary companies. Visionary companies pursue a cluster of objectives, of which making money is only one - and not necessarily the primary one. Yes, they seek profits, but they're equally guided by a core ideology - core values and sense of purpose beyond just making money. Yet, paradoxically, the visionary companies make more money than the more purely profit-driven comparison companies.

Myth 4: Visionary companies share a common subset of "correct" core values.
Reality: There is no "right" set of core values for being a visionary company. Indeed, two companies can have radically different ideologies, yet both be visionary. Core values in a visionary company don't even have to be "enlightened" or "humanistic," although they often are. The crucial variable is not the content of a company's ideology, but how deeply it believes its ideology and how consistently it lives, breathes, and expresses it in all that it does. Visionary companies do not ask, "What should we value?" They ask, "What do we actually value deep down to our toes?"

Myth 5: The only constant is change.
Reality: A visionary company almost religiously preserves its core ideology - changing it seldom, if ever. Core values in a visionary company form a rock-solid foundation and do not drift with the trends and fashions of the day; in some cases, the core values have remained intact for well over one hundred years. And the basic purpose of a visionary company - its reason for being - can serve as a guiding beacon for centuries, like an enduring star on the horizon. Yet, while keeping the core ideologies tightly fixed, visionary companies display a powerful drive for progress that enables them to change and adapt without compromising their cherished core ideals.

Myth 6: Blue-chip companies play it safe.
Reality: Visionary companies may appear straitlaced and conservative to outsiders, but they're not afraid to make bold commitments to "Big Hairy Audacious Goals" (BHAGs). Like climbing a big mountain or going to the moon, a BHAG may be daunting and perhaps risky, but the adventure, excitement, and challenge of it grabs people in the gut, gets their juices flowing, and creates immense forward momentum. Visionary companies have judiciously used BHAGs to stimulate progress and blast past the comparison companies at crucial times in history.

Myth 7: Visionary companies are great places to work, for everyone.
Reality: Only those that "fit" extremeley well with the core ideology and demanding standards of a visionary company will find it a great place to work. If you go to work at a visionary company, you will either fit and flourish - probably couldn't be happier - or you will likely be expunged like a virus. It's binary. There's no middle ground. It's almost cult-like. Visionary companies are so clear about what they stand for and what they're trying to achieve that they simply don't have room for those unwilling or unable to fit their exacting standards.

Myth 8: Highly successful companies make their best moves by brilliant and complex strategic planning.
Reality: Visionary companies make some of their best moves by experimentation, trial and error, opportunism, and - quite literally - accident. What looks in retrospect like brilliant foresight and preplanning was often the result of "Let's just try a lot of stuff and keep what works." In this sense, visionary companies mimic the biological evolution of species. We found the concepts in Charles Darwin's Origin of Species to be more helpful for replicating the success of certain visionary companies than any textbook on corporate strategic planning.

Myth 9: Companies should hire outside CEOs to stimulate fundamental change.
Reality: In seventeen hundred years of combined life spans across the visionary companies, we found only four individual incidents of going outside for a CEO - and those in only two companies. Home-grown management rules at the visionary companies to a far greater degree than at the comparison companies (by a factor of six). Time and again, they have dashed to bits the conventional wisdom that significant change and fresh ideas cannot come from insiders.

Myth 10: The most successful companies focus primarily on beating the competition.
Reality: Visionary companies focus primarily on beating themselves. Success and beating the competitors comes to the visionary companies not so much as the end goal, but as a residual result of relentlessly asking the question "How can we improve ourselves to do better tomorrow than we did today?" And they have asked this question day in and day out - as a disciplined way of life - in some cases for over 150 years. No matter how much they achieve - no matter how far in front of their competition they pull - they never think they've done "good enough."

Myth 11: You can't have your cake and eat it too.
Reality: Visionary companies do not brutalize themselves with the "Tyranny of the OR" - the purely rational view that says you can have either A OR B, but not both. They reject having to make a choice between stability OR progress; cult-like cultures OR individual autonomy; home-grown managers OR fundamental change; conservative practices OR BHAGs; making money OR living according to values and purpose. Instead, they embrace the "Genius of the AND" - the paradoxical view that allows them to pursue both A AND B at the same time.

Myth 12: Companies become visionary primarily through "vision statements."
Reality: The visionary companies attained their stature not so much because they made visionary pronouncements (although they often did make such pronouncements). Nor did they rise to greatness because they wrote one of the vision, values, purpose, mission, or aspiration statements that have become popular in management today (although they wrote such statements more frequently than the comparison companies and decades before it became fashionable). Creating a statement can be a helpful step in building a visionary company, but it is only one of thousands of steps in a never-ending process of expressing the fundamental characteristics we identified across the visionary companies.

One of the most important steps you can take in building a visionary company is not an action, but a shift in perspective. The success of visionary companies - at least in part - comes from underlying processes and fundamental dynamic embedded in the organization and not primarily the result of a single great idea or some great, all-knowing, godlike visionary who made great decisions, had great charisma, and led with great authority. Think more in terms of being an organizational visionary and building the characteristics of a visionary company.

Profitability is a necessary condition for existence and a means to more important ends, but it is not the end in itself for many of the visionary companies. Profit is like oxygen, food, water, and blood for the body; they are not the point of life, but without them, there is no life.

One way to keep core ideology at the top of people's minds: write a series of essays (emails, memos, blog posts) to employees about "who and why we are." In thirty one essays, a Motorola executive discussed the importance of creativity, renewal, total customer satisfaction, quality, ethics, innovation, and similar topics; not once did he write about maximizing profits, nor did he imply this was the underlying purpose - the "why" of it all.

A key step in building a visionary company is to articulate a core ideology (core values plus purpose). Core values are the organization's essential and enduring tenets - a small set of general guiding principles; not to be confused with specific cultural or operational practices; not to be compromised for financial gain or short-term expediency. Purpose is the organization's fundamental reasons for existence beyond just making money - a perpetual guiding star on the horizon; not to be confused with specific goals or business strategies.

The single most important point to take away from this book is the critical importance of creating tangible mechanisms aligned to preserve the core and stimulate progress. This is the essence of clock building.

5 specific methods to preserve the core and stimulate progress:
BHAGs: Commitment to challenging, audacious - and often risky - goals and projects toward which a visionary company channels its efforts (stimulates progress)
Cult-like Cultures: Great places to work only for those who buy into the core ideology; those that don't fit with the ideology are ejected like a virus (preserves the core)
Try a Lot of Stuff and Keep What Works: High levels of action and experimentation - often unplanned and undirected - that produce new and unexpected paths of progress and enables visionary companies to mimic the biological evolution of species (stimulates progress)
Home-grown Management: Promotion from within, bringing to senior levels only those who've spent significant time steeped in the core ideology of the company (preserves the core)
Good Enough Never Is: A continual process of relentless self-improvement with the aim of doing better and better, forever into the future (stimulates progress)

-A BHAG should be so clear and compelling that it requires little or no explanation. Remember, a BHAG is a goal - like climbing a mountain or going to the moon - not a "statement." If it doesn't get people's juices going, then it's just not a BHAG.
-A BHAG should fall well outside the comfort zone. People in the organization should have reason to believe they can pull it off, yet it should require heroic effort and perhaps even a little luck - as with the IBM 360 and Boeing 707.
-A BHAG should be so bold and exciting in its own right that it would continue to stimulate progress even if the organization's leaders disappeared before it had been completed - as happened at Citibank and Wal-Mart.
-A BHAG has the inherent danger that, once achieved, an organization can stall and drift into the "we've arrived" syndrome, as happened at Ford in the 1920s. A company should be prepared to prevent this by having follow-on BHAGs. It should also complement BHAGs with other methods of stimulating progress.
-Finally, and most important of all, a BHAG should be consistent with a company's core ideology.

Cult-like cultures reflect the process of building an organization that fervently preserves its core ideology in specific, concrete ways. The visionary companies translate their ideologies into tangible mechanisms aligned to send a consistent set of reinforcing signals. They indoctrinate people, impose tightness of fit, and create a sense of belonging to something speacial through such practical, concrete items as:
-Orientation and ongoing training programs that have ideological as well as practical content, teaching such things as values, norms, history, and tradition
-Internal "universities" and training centers
-On-the-job socialization by peers and immediate supervisors
-Rigorous up-through-the-ranks policies - hiring young, promoting from within, and shaping the employee's mindset from a young age
-Exposure to a pervasive mythology of "heroic deeds" and corporate exemplars (for example, customer heroics letters, marble statues)
-Unique language and terminology (such as "cast members" at Disney, "Motorolans") that reinforce a frame of reference and the sense of belonging to a special, elite group
-Corporate songs, cheers, affirmations, or pledges that reinforce psychological commitment
-Tight screening processes, either during hiring or within the first few years
-Incentive and advancement criteria explicitly linked to fit with the corporate ideology
-Awards, contests, and public recognition that reward those who display great effort consistent with the ideology; tangible and visible penalties for those who break ideological boundaries
-Tolerance for honest mistakes that do not breach the company's ideology ("non-sins"); severe penalties or termination for breaching the ideology ("sins")
-"Buy-in" mechanisms (financial, time investment)
-Celebrations that reinforce successes, belonging, and specialness
-Plant and office layout that reinforces norms and ideals
-Constant verbal and written emphasis on corporate values, heritage, and the sense of being part of something special

1) "Give it a try and quick!" For 3M, unlike Norton, the modus operandi became: When in doubt, vary, change, solve the problem, seize the opportunity, experiment, try something new (consistent, of course, with the core ideology) - even if you can't predict precisely how things will turn out. Do something. If one thing fails, try another. Fix. Try. Do. Adjust. Move. Act. No matter what, don't sit still. Vigorous action - especially in response to unexpected opportunities or specific customer problems - creates variation. Had McKnight not asked why Okie sent his cryptic letter requesting grit samples, or had Dick Drew not impulsively promised a solution for two-tone paint jobs, or had Spence Silver not done the experiment that textbooks said could not work, or had Art Fry not tried to solve his church choirbook problem, then 3M wouldn't be a visionary company.
2) "Accept that mistakes will be made." Since you can't tell ahead of time which variations will prove to be favorable, you have to accept mistakes and failures as an integral part of the evolutionary process. Had 3M nailed Okie and Drew to the wall (or fired them) for the failed car wax business, then 3M probably wouldn't have invented Scotch tape. Remember Darwin's key phrase: "Multiply, vary, let the strongest live, and the weakest die." In order to have healthy evolution, you have to try enough experiments (multiply) of different types (vary), keep the ones that work (let the strongest live), and discard the ones that don't (let the weakest die). In other words, you cannot have a vibrant self-mutilating system - you cannont have a 3M - without lots of failed experiments. As former 3M CEO Lewis Lehr put it: "The secret, if there is one, is to dump the flops as soon as they are recognized....But even the flops are valuable in certain ways....You can learn from success, but you have to work at it; it's a lot easier to learn from a failure." Keep in mind J&J's paradoxical perspective that failures and mistakes have been an essential price to pay in creating a healthy branching tree that has not once posted a loss in 107 years. At the same time, keep in mind a lesson from the chapter on cult-like cultures: A visionary company tolerates mistakes, but not "sins," that is, breaches of the core ideology.
3) "Take small steps." Of course, it's easier to tolerate failed experiments when they are just that - experiments, not massive corporate failures. If you want to create a major strategic shift in a company, you might try becoming an "incrimental revolutionary" and harnessing the power of small, visible successes to influence overall corporate strategy. Indeed, if you really want to do something revolutionary, it might be best to ask simply for permission to "do an experiment." Recall Americal Express's incremental steps in financial services that eventually became the primary strategic pillar of the company, and how William Dalliba used small experiments to incrementally revolutionize the company into travel services. Keep in mind the image of "twigs and branches." Or consider the image of "seeds and fruit" used by Sony to convey the concept of small, idiosyncratic problems as the starting point of great big opportunities.
4) "Give people the room they need." 3M provided greater operational autonomy and maintained a more decentralized structure than Norton - a key step that enabled unplanned variation. When you give people a lot of room to act, you can't predict precisely what they'll do - and this is good. 3M had no idea what Silver, Fry, and Nicholsen would do with their 15% "discretionary time." In fact, the visionary companies decentralized more and provided greater operational autonomy than the comparison companies in 12 of 18 cases. Allow people to be persistent. Although the Post-it clan had trouble convincing other 3Mers that their weird sticky little notes had merit, no one ever told them to stop working on it.
5) Mechanisms - build that ticking clock! The beauty of the 3M story is that McKnight, Carlton, and others translated the previous four points into tangible mechanisms working in alignment to stimulate evolutionary progress.

It is extremely difficult to become and remain a highly visionary company by hiring top management from outside the organization.

-What mechanisms of discontent can you create that would obliterate complacency and bring about change and improvement from within, yet are consistent with your core ideology? How can you give these mechanisms sharp teeth?
-What are you doing to invest in the future while doing well today? Does your company adopt innovative new methods and technologies before the rest of the industry?
-How do you respond to downturns? Does your company continue to build for the long-term even during difficult times?
-Do people in your company understand that comfort is not the objective - that life in a visionary company is not supposed to be easy? Does your company reject doing well as an end goal, replacing it with the never-ending discipline of working to do better tomorrow than it did today?
]]>
<![CDATA[The 7 Habits of Highly Effective People: Powerful Lessons in Personal Change]]> 36072 372 Stephen R. Covey 0743269519 Lucas 5
Effectiveness lies in the P/PC Balance. P: production of desired results, the golden eggs. PC: production capability, the ability or asset that produces the golden eggs.

The net effect of opening the "gate of change" to the first three habits - the habits of Private Victory - will be significantly increased self-confidence. You will come to know yourself in a deeper, more meaningful way - your nature, your deepest values, and your unique contribution capacity. As you live your values, your sense of identity, integrity, control, and inner-directedness will infuse you with both exhilaration and peace. You will define yourself from within, rather than by people's opinions or by comparisons to others. "Wrong" and "right" will have little to do with being found out.

Ironically, you'll find that as you care less about what others think of you, you will care more about what others think of themselves and their worlds, including their relationships with you. You'll no longer build your emotional life on other people's weaknesses. In addition, you'll find it easier and more desirable to change because there is something - some core deep within - that is essentially changeless.

As you open yourself to the next three habits - the habits of Public Victory - you will discover and unleash both the desire and the resources to heal and rebuild important relationships that have deteriorated, or even broken. Good relationships will improve - become deeper, more solid, more creative, and more adventuresome.

The seventh habit, if deeply internalized, will renew the first siz and will make you truly independent and capable of effective interdependence. Through it, you can charge your own batteries.

7 Habits:
1) Be proactive
2) Begin with the end in mind
3) Put first things first
4) Think win/win
5) Seek first to understand...then to be understood
6) Synergize
7) Sharpen the saw

Application suggestions for "Be proactive"
1) For a full day, listen to your language and to the language of the people around you. How often do you use and hear reactive phrases such as "If only," "I can't," or "I have to"?
2) Identify an experience you might encounter in the near future where, based on past experience, you would probably behave reactively. Review the situation in the context of your Circle of Influence. How could you respond proactively? Take several moments and create the experience vividly in your mind, picturing yourself responding in a proactive manner. Remind yourself of the gap between stimulus and response. Make a commitment to yourself to exercise your freedom to choose.
3) Select a problem from your work or personal life that is frustrating to you. Determine whether it is a direct, indirect, or no control problem. Identify the first step you can take in your Circle of Influence to solve it and then take that step.
4) Try the thirty-day test of proactivity. Be aware of the change in your Circle of Influence.

Application suggestions for "Begin with the end in mind"
1) Imagine four people are speaking at your funeral: a family member, a friend, a coworker, and someone from church or some other community service organization. What would you want them to say about your character, your contributions, and your achievements?
2) Take a few moments and write down your roles as you now see them. Are you satisfied with that mirror image of your life?
3) Set up time to completely separate yourself from daily activities and to begin work on your personal mission statement.
4) Go through the chart in Appendix A showing different centers and circle all those you can identify with. Do they form a pattern for the behavior in your life? Are you comfortable with the implications of your analysis?
5) Start a collection of notes, quotes, and ideas you may want to use as resource material in writing your personal mission statement.
6) Identify a project you will be facing in the near future and apply the principle of mental creation. Write down the results you desire and what steps will lead to those results.
7) Share the principles of Habit 2 with your family or work group and suggest that together you begin the process of developing a family or group mission statement.

Application suggestions for "Put first things first"
1) Identify a Quadrant II activity (important but not urgent) you know has been neglected in your life - one that, if done well, would have a significant impact in your life, either personally or professionally. Write it down and commit to implement it.
2) Draw a time management matrix and try to estimate what percentage of your time you spend in each quadrant (important/not important vs urgent/not urgent). Then log your time for three days in fifteen-minute intervals. How accurate was your estimate? Are you satisfied with the way you spend your time? What do you need to change?
3) Make a list of responsibilities you could delegate and the people you could delegate to or train to be responsible in these areas. Determine what is needed to start the process of delegation or training.
4) Organize your next week. Start by writing down your roles and goals for the week, then transfer the goals to a specific action plan. At the end of the week, evaluate how well your plan translated your deep values and purposes into your daily life and the degree of integrity you were able to maintain to those values and purposes.
5) Commit yourself to start organizing on a weekly basis and set up a regular time to do it.
6) Either convert your current planning tool into a fourth generation tool or secure such a tool. (The key is not to prioritize what's on your schedule, but to schedule your priorities.)
7) Go through "A Quadrant II Day at the Office" (Appendix B) for a more in-depth understanding of the impact of a Quadrant II paradigm.

Application suggestions for "Think win-win"
1) Think about an upcoming interaction wherein you will be attempting to reach an agreement or negotiate a solution. Commit to maintain a balance between courage and consideration.
2) Make a list of obstacles that keep you from applying the Win/Win paradigm more frequently. Determine what could be done within your Circle of Influence to eliminate some of those obstacles.
3) Select a specific relationship where you would like to develop a Win/Win agreement. Try to put yourself in the other person's place, and write down explicitly how you think that person sees the solution. Then list, from your own perspective, what results would constitute a Win for you. Approach the other person and ask if he or she would be willing to communicate until you reach a point of agreement and mutually beneficial solution.
4) Identify three key relationships in your life. Give some indication of what you feel the balance is in each of the Emotional Bank Accounts. Write down some specific ways you could make deposits in each account.
5) Deeply consider your own scripting. Is it Win/Lose? How does that scripting affect your interactions with other people? Can you identify the main source of that script? Determine whether or not those scripts serve well in your current reality.
6) Try to identify a model of Win/Win thinking who, even in hard situations, really seeks mutual benefit. Determine now to more closely watch and learn from this person's example.

Application suggestions for "Seek first to understand...then to be understood"
1) Select a relationship in which you sense the Emotional Bank Account is in the red. Try to understand and write down the situation from the other person's point of view. In your next interaction, listen for understanding, comparing what you are hearing with what you wrote down. How valid were your assumptions? Did you really understand that individual's perspective?
2) Share the concept of empathy with someone close to you. Tell him or her you want to work on really listening to others and ask for feedback in a week. How did you do? How did it make that person feel?
3) The next time you have an opportunity to watch people communicate, cover your ears for a few minutes and just watch. What emotions are being communicated that may not come across in words alone?
4) Next time you catch yourself inappropriately using one of the autobiographical responses - probing, evaluating, advising, or interpreting - try to turn the situation into a deposit by acknowledgment and apology. ("I'm sorry, I just realized I'm not really trying to understand. Could we start again?")
5) Base your next presentation on empathy. Describe the other point of view as well as or better than its proponents; then seek to have your point understood from their frame of reference.

Application suggestions for "Synergize"
1) Think about a person who typically sees things differently than you do. Consider ways in which those differences might be used as stepping-stones to third alternative solutions. Perhaps you could seek out his or her views on a current project or problem, valuing the different views you are likely to hear.
2) Make a list of people who irritate you. Do they represent different views that could lead to synergy if you had greater intrinsic security and valued the difference?
3) Identify a situation in which you desire greater teamwork and synergy. What conditions would need to exist to support synergy? What can you do to create those conditions?
4) The next time you have a disagreement or confrontation with someone, attempt to understand the concerns underlying that person's situation. Address those concerns in a creative and mutually beneficial way.

Application suggestions for "Sharpen the saw"
1) Make a list of activities that would help you keep in good physical shape, that would fit your life-style and that you could enjoy over time.
2) Select one of the activities and list it as a goal in your personal role area for the coming week. At the end of the week evaluate your performance. If you didn't make your goal, was it because you subordinated it to a genuinely higher value? Or did you fail to act with integrity to your values?
3) Make a similar list of renewing activities in your spiritual and mental dimensions. In your social-emotional area, list relationships you would like to improve or specific circumstances in which Public Victory would bring greater effectiveness. Select one item in each area to list as a goal for the week. Implement and evaluate.
4) Commit to write down specific "sharpen the saw" activities in all four dimensions every week, to do them, and to evaluate your performance and results.

Balanced renewal is optimally synergetic. The things you do to sharpen the saw in any one dimension have positive impact in other dimensions because they are so highly interrelated. Your physical health affects your mental health; your spiritual strength affects your social/emotional strength. As you improve in one dimension, you increase your ability in other dimensions as well.

The Seven Habits of Highly Effective People create optimum synergy among these dimensions. Renewal in any dimension increases your ability to live at least one of the Seven Habits. And although the habits are sequential, improvement in one habit synergetically increases your ability to live the rest.

The more proactive you are (Habit 1), the more effectively you can exercise personal leadership (Habit 2) and management (Habit 3) in your life. The more effectively you manage your life (Habit 3), the more Quadrant II renewing activities you can do (Habit 7). The more you seek first to understand (Habit 5), the more effectively you can go for synergetic Win/Win solutions (Habits 4 and 6). The more you improve in any of the habits that lead to independence (Habits 1, 2, and 3), the more effective you will be in interdependent situations (Habits 4, 5, and 6). And renewal (Habit 7) is the process of renewing all the habits.

As you renew your physical dimension, you reinforce your personal vision (Habit 1), the paradigm of your own self-awareness and free will, of proactivity, of knowing that you are free to act instead of being acted upon, to choose your own response to any stimulus. This is probably the greatest benefit of physical exercise. Each Daily Private Victory makes a deposit in your personal intrinsic security account.

As you renew your spiritual dimension, you reinforce your personal leadership (Habit 2). You increase your ability to live out of your imagination and conscience instead of only your memory, to deeply understand your innermost paradigms and values, to create within yourself a center of correct principles, to define your own unique mission in life, to rescript yourself to live your life in harmony with correct principles and to draw upon your personal sources of strength. The rich private life you create in spiritual renewal makes tremendous deposits in your personal security account.

As you renew your mental dimension, you reinforce your personal management (Habit 3). As you plan, you force your mind to recognize high leverage Quadrant II activities, priority goals, and activities to maximize the use of your time and energy, and you organize and execute your activities around your priorities. As you become involved in continuing education, you increse your knowledge base and you increase your options. Your economic security does not lie in your job; it lies in your own power to produce - to think, to learn, to create, to adapt. That's true financial independence. It's not having wealth; it's having the power to produce wealth. It's intrinsic.

The Daily Private Victory - a mimimum of one hour a day in renewal of the physical, mental, and spiritual dimensions - is the key to the development of the Seven Habits and it's completely within your Circle of Influence. It is the Quadrant II focus time necessary to integrate these habits into your life, to become principle-centered.

It's also the foundation for the Daily Public Victory. It's the source of intrinsic security you need to sharpen the saw in the social/emotional dimension. It gives you the personal strength to focus on your Circle of Influence in interdependent situation - to look at others through the Abundance Mentality paradigm, to genuinely value their differences and to be happy for their success. It gives you the foundation to work for genuine understanding and for synergetic Win/Win solutions, to practice Habits 4, 5, and 6 in an interdependent reality.]]>
4.16 1989 The 7 Habits of Highly Effective People: Powerful Lessons in Personal Change
author: Stephen R. Covey
name: Lucas
average rating: 4.16
book published: 1989
rating: 5
read at: 2011/08/06
date added: 2016/08/16
shelves:
review:
A habit is the intersection of knowledge, skill, and desire. Knowledge is the theoretical paradigm, the what to do and the why. Skill is the how to do. And desire is the motivation, the want to do.

Effectiveness lies in the P/PC Balance. P: production of desired results, the golden eggs. PC: production capability, the ability or asset that produces the golden eggs.

The net effect of opening the "gate of change" to the first three habits - the habits of Private Victory - will be significantly increased self-confidence. You will come to know yourself in a deeper, more meaningful way - your nature, your deepest values, and your unique contribution capacity. As you live your values, your sense of identity, integrity, control, and inner-directedness will infuse you with both exhilaration and peace. You will define yourself from within, rather than by people's opinions or by comparisons to others. "Wrong" and "right" will have little to do with being found out.

Ironically, you'll find that as you care less about what others think of you, you will care more about what others think of themselves and their worlds, including their relationships with you. You'll no longer build your emotional life on other people's weaknesses. In addition, you'll find it easier and more desirable to change because there is something - some core deep within - that is essentially changeless.

As you open yourself to the next three habits - the habits of Public Victory - you will discover and unleash both the desire and the resources to heal and rebuild important relationships that have deteriorated, or even broken. Good relationships will improve - become deeper, more solid, more creative, and more adventuresome.

The seventh habit, if deeply internalized, will renew the first siz and will make you truly independent and capable of effective interdependence. Through it, you can charge your own batteries.

7 Habits:
1) Be proactive
2) Begin with the end in mind
3) Put first things first
4) Think win/win
5) Seek first to understand...then to be understood
6) Synergize
7) Sharpen the saw

Application suggestions for "Be proactive"
1) For a full day, listen to your language and to the language of the people around you. How often do you use and hear reactive phrases such as "If only," "I can't," or "I have to"?
2) Identify an experience you might encounter in the near future where, based on past experience, you would probably behave reactively. Review the situation in the context of your Circle of Influence. How could you respond proactively? Take several moments and create the experience vividly in your mind, picturing yourself responding in a proactive manner. Remind yourself of the gap between stimulus and response. Make a commitment to yourself to exercise your freedom to choose.
3) Select a problem from your work or personal life that is frustrating to you. Determine whether it is a direct, indirect, or no control problem. Identify the first step you can take in your Circle of Influence to solve it and then take that step.
4) Try the thirty-day test of proactivity. Be aware of the change in your Circle of Influence.

Application suggestions for "Begin with the end in mind"
1) Imagine four people are speaking at your funeral: a family member, a friend, a coworker, and someone from church or some other community service organization. What would you want them to say about your character, your contributions, and your achievements?
2) Take a few moments and write down your roles as you now see them. Are you satisfied with that mirror image of your life?
3) Set up time to completely separate yourself from daily activities and to begin work on your personal mission statement.
4) Go through the chart in Appendix A showing different centers and circle all those you can identify with. Do they form a pattern for the behavior in your life? Are you comfortable with the implications of your analysis?
5) Start a collection of notes, quotes, and ideas you may want to use as resource material in writing your personal mission statement.
6) Identify a project you will be facing in the near future and apply the principle of mental creation. Write down the results you desire and what steps will lead to those results.
7) Share the principles of Habit 2 with your family or work group and suggest that together you begin the process of developing a family or group mission statement.

Application suggestions for "Put first things first"
1) Identify a Quadrant II activity (important but not urgent) you know has been neglected in your life - one that, if done well, would have a significant impact in your life, either personally or professionally. Write it down and commit to implement it.
2) Draw a time management matrix and try to estimate what percentage of your time you spend in each quadrant (important/not important vs urgent/not urgent). Then log your time for three days in fifteen-minute intervals. How accurate was your estimate? Are you satisfied with the way you spend your time? What do you need to change?
3) Make a list of responsibilities you could delegate and the people you could delegate to or train to be responsible in these areas. Determine what is needed to start the process of delegation or training.
4) Organize your next week. Start by writing down your roles and goals for the week, then transfer the goals to a specific action plan. At the end of the week, evaluate how well your plan translated your deep values and purposes into your daily life and the degree of integrity you were able to maintain to those values and purposes.
5) Commit yourself to start organizing on a weekly basis and set up a regular time to do it.
6) Either convert your current planning tool into a fourth generation tool or secure such a tool. (The key is not to prioritize what's on your schedule, but to schedule your priorities.)
7) Go through "A Quadrant II Day at the Office" (Appendix B) for a more in-depth understanding of the impact of a Quadrant II paradigm.

Application suggestions for "Think win-win"
1) Think about an upcoming interaction wherein you will be attempting to reach an agreement or negotiate a solution. Commit to maintain a balance between courage and consideration.
2) Make a list of obstacles that keep you from applying the Win/Win paradigm more frequently. Determine what could be done within your Circle of Influence to eliminate some of those obstacles.
3) Select a specific relationship where you would like to develop a Win/Win agreement. Try to put yourself in the other person's place, and write down explicitly how you think that person sees the solution. Then list, from your own perspective, what results would constitute a Win for you. Approach the other person and ask if he or she would be willing to communicate until you reach a point of agreement and mutually beneficial solution.
4) Identify three key relationships in your life. Give some indication of what you feel the balance is in each of the Emotional Bank Accounts. Write down some specific ways you could make deposits in each account.
5) Deeply consider your own scripting. Is it Win/Lose? How does that scripting affect your interactions with other people? Can you identify the main source of that script? Determine whether or not those scripts serve well in your current reality.
6) Try to identify a model of Win/Win thinking who, even in hard situations, really seeks mutual benefit. Determine now to more closely watch and learn from this person's example.

Application suggestions for "Seek first to understand...then to be understood"
1) Select a relationship in which you sense the Emotional Bank Account is in the red. Try to understand and write down the situation from the other person's point of view. In your next interaction, listen for understanding, comparing what you are hearing with what you wrote down. How valid were your assumptions? Did you really understand that individual's perspective?
2) Share the concept of empathy with someone close to you. Tell him or her you want to work on really listening to others and ask for feedback in a week. How did you do? How did it make that person feel?
3) The next time you have an opportunity to watch people communicate, cover your ears for a few minutes and just watch. What emotions are being communicated that may not come across in words alone?
4) Next time you catch yourself inappropriately using one of the autobiographical responses - probing, evaluating, advising, or interpreting - try to turn the situation into a deposit by acknowledgment and apology. ("I'm sorry, I just realized I'm not really trying to understand. Could we start again?")
5) Base your next presentation on empathy. Describe the other point of view as well as or better than its proponents; then seek to have your point understood from their frame of reference.

Application suggestions for "Synergize"
1) Think about a person who typically sees things differently than you do. Consider ways in which those differences might be used as stepping-stones to third alternative solutions. Perhaps you could seek out his or her views on a current project or problem, valuing the different views you are likely to hear.
2) Make a list of people who irritate you. Do they represent different views that could lead to synergy if you had greater intrinsic security and valued the difference?
3) Identify a situation in which you desire greater teamwork and synergy. What conditions would need to exist to support synergy? What can you do to create those conditions?
4) The next time you have a disagreement or confrontation with someone, attempt to understand the concerns underlying that person's situation. Address those concerns in a creative and mutually beneficial way.

Application suggestions for "Sharpen the saw"
1) Make a list of activities that would help you keep in good physical shape, that would fit your life-style and that you could enjoy over time.
2) Select one of the activities and list it as a goal in your personal role area for the coming week. At the end of the week evaluate your performance. If you didn't make your goal, was it because you subordinated it to a genuinely higher value? Or did you fail to act with integrity to your values?
3) Make a similar list of renewing activities in your spiritual and mental dimensions. In your social-emotional area, list relationships you would like to improve or specific circumstances in which Public Victory would bring greater effectiveness. Select one item in each area to list as a goal for the week. Implement and evaluate.
4) Commit to write down specific "sharpen the saw" activities in all four dimensions every week, to do them, and to evaluate your performance and results.

Balanced renewal is optimally synergetic. The things you do to sharpen the saw in any one dimension have positive impact in other dimensions because they are so highly interrelated. Your physical health affects your mental health; your spiritual strength affects your social/emotional strength. As you improve in one dimension, you increase your ability in other dimensions as well.

The Seven Habits of Highly Effective People create optimum synergy among these dimensions. Renewal in any dimension increases your ability to live at least one of the Seven Habits. And although the habits are sequential, improvement in one habit synergetically increases your ability to live the rest.

The more proactive you are (Habit 1), the more effectively you can exercise personal leadership (Habit 2) and management (Habit 3) in your life. The more effectively you manage your life (Habit 3), the more Quadrant II renewing activities you can do (Habit 7). The more you seek first to understand (Habit 5), the more effectively you can go for synergetic Win/Win solutions (Habits 4 and 6). The more you improve in any of the habits that lead to independence (Habits 1, 2, and 3), the more effective you will be in interdependent situations (Habits 4, 5, and 6). And renewal (Habit 7) is the process of renewing all the habits.

As you renew your physical dimension, you reinforce your personal vision (Habit 1), the paradigm of your own self-awareness and free will, of proactivity, of knowing that you are free to act instead of being acted upon, to choose your own response to any stimulus. This is probably the greatest benefit of physical exercise. Each Daily Private Victory makes a deposit in your personal intrinsic security account.

As you renew your spiritual dimension, you reinforce your personal leadership (Habit 2). You increase your ability to live out of your imagination and conscience instead of only your memory, to deeply understand your innermost paradigms and values, to create within yourself a center of correct principles, to define your own unique mission in life, to rescript yourself to live your life in harmony with correct principles and to draw upon your personal sources of strength. The rich private life you create in spiritual renewal makes tremendous deposits in your personal security account.

As you renew your mental dimension, you reinforce your personal management (Habit 3). As you plan, you force your mind to recognize high leverage Quadrant II activities, priority goals, and activities to maximize the use of your time and energy, and you organize and execute your activities around your priorities. As you become involved in continuing education, you increse your knowledge base and you increase your options. Your economic security does not lie in your job; it lies in your own power to produce - to think, to learn, to create, to adapt. That's true financial independence. It's not having wealth; it's having the power to produce wealth. It's intrinsic.

The Daily Private Victory - a mimimum of one hour a day in renewal of the physical, mental, and spiritual dimensions - is the key to the development of the Seven Habits and it's completely within your Circle of Influence. It is the Quadrant II focus time necessary to integrate these habits into your life, to become principle-centered.

It's also the foundation for the Daily Public Victory. It's the source of intrinsic security you need to sharpen the saw in the social/emotional dimension. It gives you the personal strength to focus on your Circle of Influence in interdependent situation - to look at others through the Abundance Mentality paradigm, to genuinely value their differences and to be happy for their success. It gives you the foundation to work for genuine understanding and for synergetic Win/Win solutions, to practice Habits 4, 5, and 6 in an interdependent reality.
]]>
<![CDATA[The Power of Habit: Why We Do What We Do in Life and Business]]> 12609433
Marketers at Procter & Gamble study videos of people making their beds. They are desperately trying to figure out how to sell a new product called Febreze, on track to be one of the biggest flops in company history. Suddenly, one of them detects a nearly imperceptible pattern—and with a slight shift in advertising, Febreze goes on to earn a billion dollars a year.

An untested CEO takes over one of the largest companies in America. His first order of business is attacking a single pattern among his employees—how they approach worker safety—and soon the firm, Alcoa, becomes the top performer in the Dow Jones.

What do all these people have in common? They achieved success by focusing on the patterns that shape every aspect of our lives.

They succeeded by transforming habits.

In The Power of Habit, award-winning New York Times business reporter Charles Duhigg takes us to the thrilling edge of scientific discoveries that explain why habits exist and how they can be changed. With penetrating intelligence and an ability to distill vast amounts of information into engrossing narratives, Duhigg brings to life a whole new understanding of human nature and its potential for transformation.

Along the way we learn why some people and companies struggle to change, despite years of trying, while others seem to remake themselves overnight. We visit laboratories where neuroscientists explore how habits work and where, exactly, they reside in our brains. We discover how the right habits were crucial to the success of Olympic swimmer Michael Phelps, Starbucks CEO Howard Schultz, and civil-rights hero Martin Luther King, Jr. We go inside Procter & Gamble, Target superstores, Rick Warren’s Saddleback Church, NFL locker rooms, and the nation’s largest hospitals and see how implementing so-called keystone habits can earn billions and mean the difference between failure and success, life and death.

At its core, The Power of Habit contains an exhilarating argument: The key to exercising regularly, losing weight, raising exceptional children, becoming more productive, building revolutionary companies and social movements, and achieving success is understanding how habits work.

Habits aren’t destiny. As Charles Duhigg shows, by harnessing this new science, we can transform our businesses, our communities, and our lives.]]>
375 Charles Duhigg 1400069289 Lucas 5 4.13 2012 The Power of Habit: Why We Do What We Do in Life and Business
author: Charles Duhigg
name: Lucas
average rating: 4.13
book published: 2012
rating: 5
read at: 2016/08/16
date added: 2016/08/16
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<![CDATA[The 30 Day MBA: Learn the Essential Top Business School Concepts, Skills and Language Whilst Keeping Your Job and Your Cash]]> 6366295 336 Colin Barrow 0749454121 Lucas 2 Couldn't get into it. 3.56 2009 The 30 Day MBA: Learn the Essential Top Business School Concepts, Skills and Language Whilst Keeping Your Job and Your Cash
author: Colin Barrow
name: Lucas
average rating: 3.56
book published: 2009
rating: 2
read at:
date added: 2016/05/03
shelves:
review:
Couldn't get into it.
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<![CDATA[Magical Worlds of The Wizard of Ads: Tools and Techniques for Profitable Persuasion (The Wizard of Ads Series, Volume 3)]]> 1145439 240 Roy H. Williams 1885167520 Lucas 0 to-read 4.64 Magical Worlds of The Wizard of Ads: Tools and Techniques for Profitable Persuasion (The Wizard of Ads Series, Volume 3)
author: Roy H. Williams
name: Lucas
average rating: 4.64
book published:
rating: 0
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date added: 2015/10/07
shelves: to-read
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<![CDATA[The Pirate Inside: Building a Challenger Brand Culture Within Yourself and Your Organization]]> 723895 352 Adam Morgan 0470860820 Lucas 0 to-read 3.74 2004 The Pirate Inside: Building a Challenger Brand Culture Within Yourself and Your Organization
author: Adam Morgan
name: Lucas
average rating: 3.74
book published: 2004
rating: 0
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date added: 2015/09/25
shelves: to-read
review:

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<![CDATA[A Walk for Sunshine: A 2,160 Mile Expedition for Charity on the Appalachian Trail]]> 10726319 304 Jeff Alt 096794824X Lucas 4 3.89 2000 A Walk for Sunshine: A 2,160 Mile Expedition for Charity on the Appalachian Trail
author: Jeff Alt
name: Lucas
average rating: 3.89
book published: 2000
rating: 4
read at: 2011/09/12
date added: 2015/09/09
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<![CDATA[Trail Life: Ray Jardine's Lightweight Backpacking]]> 6333172 399 Ray Jardine 0963235974 Lucas 0 to-read 4.16 1992 Trail Life: Ray Jardine's Lightweight Backpacking
author: Ray Jardine
name: Lucas
average rating: 4.16
book published: 1992
rating: 0
read at:
date added: 2015/01/05
shelves: to-read
review:

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The Age of Innocence 53835 The Age of Innocence is Edith Wharton’s masterful portrait of desire and betrayal during the sumptuous Golden Age of Old New York, a time when society people “dreaded scandal more than disease.�

This is Newland Archer’s world as he prepares to marry the beautiful but conventional May Welland. But when the mysterious Countess Ellen Olenska returns to New York after a disastrous marriage, Archer falls deeply in love with her. Torn between duty and passion, Archer struggles to make a decision that will either courageously define his life—or mercilessly destroy it.]]>
293 Edith Wharton 159308143X Lucas 0 to-read 3.96 1920 The Age of Innocence
author: Edith Wharton
name: Lucas
average rating: 3.96
book published: 1920
rating: 0
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date added: 2015/01/01
shelves: to-read
review:

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