How to Win Friends and Influence People – Dale Carnegie
Think and Grow Rich – Napoleon Hill
Influence – Robert B. Cialdini PhD
Who Moved My Cheese? – Spencer Johnson
The 48 Laws of Power – Robert Greene
Outliers: The Story of Success – Malcom Gladwell
Awaken the Giant Within – Anthony Robbins
Good to Great – Jim Collins
Secrets of Closing the Sale – Zig Ziglar
Getting to Yes – Roger Fisher
Purple Cow – Seth Godin
What Every BODY is Saying – Joe Navarro
The Psychology of Selling – Brian Tracy
Get Anyone to Do Anything – Devid J. Lieberman Ph.D.
The Effective Executive – Peter Drucker
See You At The Top – Zig Ziglar
The Richest Man in Babylon – George S. Clason
CenturyLink Home Internet
AT&T Wireless Tethering
Unleashing the Idea Virus
Growth requires us to leave our comfort zone. Being outside our comfort zone is uncomfortable, sometimes painful. A meaningful life includes growth – lots of it. Does this mean that a meaningful life will be a painful life? Hopefully the benefits of growth outweigh the pain.
You need to create an elevator pitch that cleanly encapsulates your essence for the people who ask, “what do you do?” This should be developed far in advance of it being needed. It is a work in progress that will evolve and grow with changes in your interests and abilities. It will also evolve as you become aware of more effective ways to communicate your essence. I suggest you create your elevator pitch or essence statement today. Post it. Refer to it when you need a refresher. Keep it short. A single paragraph is plenty. If you want to put in footnotes for your version that’s fine. But keep them out of the public version so you don’t clutter things. You want to be crystal clear in their minds. No dreams. No questions. Just an essence.
A man flying in a hot air balloon suddenly realizes he’s lost. He reduces height and spots a man down below. He lowers the balloon further and shouts to get directions, “Excuse me, can you tell me where I am?”
The man below says: “Yes. You’re in a hot air balloon, hovering 30 feet above this field.”
“You must work in Information Technology,” says the balloonist.
“I do” replies the man. “How did you know?”
“Well,” says the balloonist, “everything you have told me is technically correct, but it’s of no use to anyone.”
The man below replies, “You must work in management.”
“I do,” replies the balloonist, “But how’d you know?”
“Well”, says the man, “you don’t know where you are or where you’re going, but you expect me to be able to help. You’re in the same position you were before we met, but now it’s my fault.”
During a recent Facebook conversation, I said:
Ask any manager in a high skilled workforce their biggest obstacle to growth and it won’t be a lack of demand or a slow economy. It will be a shortage of qualified and competent workers to build the products and supply the services that people want. There is also a shortage of entrepreneurs, partly because of the concentration of wealth at the top of the ladder and partly because people are not a risky as Benjamin Franklin and those who went before. We all just want jobs rather than meaningful lives.
And then he said:
So encourage people to join a labor union and claw their way to a mfg job currently done in China. What do you consider high skilled? NFL? Pilot? Waterplant operator? Dr? Actor? Farmer? Programer? Hacker? Police? Plumber? What kind of skill do i need to be in such demand.
To which I said:
The Tao that can be trodden is not the enduring andunchanging Tao. The name that can be named is not the enduring and unchanging name.(Conceived of as) having no name, it is the Originator of heaven and earth; (conceived of as) having a name, it is the Mother of all things.
By which I meant:
The skill that can be named is limited, and is therefore not the skill that is in high demand. When you apply a name to something you are constraining its potential.
I will now attempt to illuminate The Skill In High Demand without naming it. I will do this in much the same way a skilled sculptor chisels a form with meaning out of a generic block of wood, or marble. I will illuminate what it is by removing what it is not and observing the resulting form that remains.
The Skill In High Demand:
- is not arriving at work the same time (or even on time) each day
- is not following directions or taking orders
- is not applying textbook learning
- cannot be listed on a resumé
- is difficult to learn or maintain
- does not have a job title
- is not always dismissed at 5 PM or on weekends
- does not always leave at noon for lunch
- is not being bored with your job
One reason programmers dislike meetings so much is that they’re on a different type of schedule from other people. Meetings cost them more.
There are two types of schedule, which I’ll call the manager’s schedule and the maker’s schedule. The manager’s schedule is for bosses. It’s embodied in the traditional appointment book, with each day cut into one hour intervals. You can block off several hours for a single task if you need to, but by default you change what you’re doing every hour.
When you use time that way, it’s merely a practical problem to meet with someone. Find an open slot in your schedule, book them, and you’re done.
Most powerful people are on the manager’s schedule. It’s the schedule of command. But there’s another way of using time that’s common among people who make things, like programmers and writers. They generally prefer to use time in units of half a day at least. You can’t write or program well in units of an hour. That’s barely enough time to get started.
I wonder what the world would be like if we all tried to sleep on a manager’s schedule – an hour here and an hour there, with meetings randomly scheduled throughout both day and night. Sleep is a psychological process that requires more than just an hour here and an hour there. Some people would say the creative process is the similar. Maybe there are cycles to the creative mental process that are similar to sleep cycles. Certain brain activity that occurs (or is more likely to occur) at different points in time of the uninterrupted (natural) creative process.
via Maker’s Schedule, Manager’s Schedule.
I was reading this book on critical thinking called “Beyond Feelings: A Guide to Critical Thinking” and came across this story.
Sally looks up from her composition and asks her roommates, “How do you spell embarrass?”
Nancy says, “I’m not sure. I think it has a double r and a double s. Oh, I really don’t know.”
Marie smiles her smug smile. “I guess spelling isn’t your cup of tea, Nancy. The correct spelling is e-m-b-a-r-a-s-s. Only one r.”
By this time Sally has already opened her dictionary. “Might as well check to be sure,” she says. “Let’s see … here it is, embarrass. Double r and double s. You were right, Nancy.”
Let’s consider what happened more closely. Marie knew the answer, but she was wrong. Nancy didn’t know, but she was right. Confusing.
The confusion arises because the feelings that accompany knowing can be present when we don’t know. Marie had those feelings. She no longer wondered or experienced any confusion; she was sure of the answer. Yet she was mistaken.