Prem Watsa’s Recommended Books for 2014

Prem Watsa of Fairfax Financial Holdings (Canada)

Prem Watsa is a shrewd investor who is often called the Canadian Warren Buffett. He is an immigrant from India who arrived in Canada in 1972 and has been running Fairfax Financial Holdings since 1985. Prem Watsa was born in Hyderabad and studied chemical engineering at IIT-Chennai before emigrating to Canada. Under his leadership, Fairfax’s sales and earnings have been growing and it’s stock price has compounded at the average rate of 19 percent annually.

On understanding and managing risk, Prem Watsa has said, “this idea exists in the marketplace that you can take any risk, put it into a structure, into an asset-backed bond, and you can eliminate, get rid of the risk. … Protect yourself, you don’t know when Katrina comes in.”

Here are five books recommended by Prem Watsa at the 2014 annual meeting of Fairfax Financial Holdings on 09-Apr-2014, Wednesday at Toronto’s Roy Thomson Hall.

25 Best Quotes on Being a Manager

Twenty-Five Quotes on Being a Manager

'Being the Boss: The 3 Imperatives for Becoming a Great Leader' by Linda Hill, Kent Lineback (ISBN 142216389X)“Most ideas on management have been around for a very long time, and the skill of the manager consists in knowing them all and, rather as he might choose the appropriate golf club for a specific situation, choosing the particular ideas which are most appropriate for the position and time in which he finds himself.”
Sir John Harvey-Jones, English Businessman

“The best executive is the one who has sense enough to pick good men to do what he wants done, and self-restraint enough to keep from meddling with them while they do it.”
Theodore Roosevelt, Former President of the United States

“Sure, lots of managers talk about the importance of people, but so much of that talk is lip service. Very few managers carry through when it comes to managing their human capital in constructive ways. A lot of people think that managers are jerks, and unfortunately, as a profession, we’ve earned that reputation.”
John Reh, Business Executive

“The extraordinary manager operates on the emotional and spiritual resources of the organization, on its values, commitment, and aspirations.”
Warren Bennis, American Academic and Management Consultant

“If the role of rewards is to drive performance, managers should make performance the only lever for controlling rewards. That means it is critical to make very clear to individual contributors exactly what performance—what results, within what guidelines, parameters and deadlines—the organization needs and will therefore reward.”
Bruce Tulgan, Management Consultant

'The 7 Habits of Highly Effective People' by Stephen Covey (ISBN 1451639619)“Only when all managers are fully committed to needed change can an organization begin the process of getting the lower-level employees on board. These employees will sense any lack of a manager’s conviction by the way the manager expresses the need for change. Managers must be sincerely behind the proposed changes.”
Don Harrison, Former Anchor on CNN Headline News

“People are the key to success in any undertaking, including business. The foremost distinguishing feature of effective managers seems to be their ability to recognize talent and to surround themselves with able colleagues.”
Norman Augustine, American Aerospace Businessman

“A basic rule for managers is “Pass the pride down.” People like to create when they can earn recognition for their ideas. When a good idea surfaces, the creator’s immediate superiors should show prompt appreciation.”
James L. Hayes, Former president of the American Management Association

“The key, essential element in all good business management is emotional attitude. The rest is mechanics. As I use the term, management is not a collection of boxes with names and titles on the organizational chart. Management is a living force. It is the force that gets things done to acceptable standards—high standards, if you will. You either have it in a company or you don’t. Management must have a purpose, a dedication, and that dedication must be an emotional commitment. It must be built in as a vital part of the personality of anyone who truly is a manager.”
Harold Geneen, Former President of the ITT Corporation

“As a leader in your organization, how important is it for you and your managers to coach others? Plenty! If coaching is alive in the organization, then it’s probably doing things right. If there is little or no coaching going on, then you are unlikely to find real teamwork, real ongoing improvement, and true leadership.”
Linda Richardson, Management Consultant

'The First 90 Days: Proven Strategies for Getting Up to Speed Faster and Smarter' by Michael Watkins (ISBN 1422188612)“The achievement of stability, which is the manager’s objective, is a never-to-be attained ideal. He is like a symphony orchestra conductor, endeavoring to maintain a melodious performance in which the contributions of the various instruments are coordinated and sequenced, patterned and paced, while the orchestra members are having various personal difficulties, stage hands are moving music stands, alternating excessive heat and cold are creating audience and instrumental problems, and the sponsor of the concert is insisting on irrational changes in the program.”
Leonard Sayles, Management Consultant

“Good management consists in showing average people how to do the work of superior people.”
John D. Rockefeller, American Business Magnate and Philanthropist

“A manager’s job should be based on a task to be performed in order to attain the company’s objectives… the manager should be directed and controlled by the objectives of performance rather than by his boss… . Management means, in the last analysis, the substitution of thought for brawn and muscle, of knowledge for folklore and superstition, and of cooperation for force.”
Peter Drucker, Management Consultant

“If you are the boss and your people fight you openly when they think you’re wrong, that’s healthy. If your people fight each other openly in your presence for what they believe in, that’s healthy. But keep all conflict eyeball to eyeball.”
Robert Townsend, American Actor, Comedian, Film Director, Writer

“The secret of managing is to keep the five guys who hate you away from the guys who are undecided.”
Casey Stengel, American Major League Baseball Outfielder and Manager

'Assertiveness: How to Stand Up for Yourself and Still Win the Respect of Others' by Judy Murphy (ISBN 1495446859)“Hire the best. Pay them fairly. Communicate frequently. Provide challenges and rewards. Believe in them. Get out of their way—they’ll knock your socks off.”
Mary Ann Allison and Eric Anderson, Management Consultants

“People don’t quit companies; they quit managers. When managers talk about loyalty, what they really mean is that they can count on someone. People aren’t loyal to a company, or to the year-end results—they’re loyal to other people. And they will be loyal to managers who support their development, recognize their achievements, and understand their need to balance work and personal life. But managers will have to earn that level of performance and commitment. Make no mistake, when it comes to employee retention: the manager is absolutely pivotal.”
Barbara Moses, Career Advisor

“The worst rule of management is “If it ain’t broke, don’t fix it.” In today’s economy, if it ain’t broke, you might as well break it yourself, because it soon will be.”
Wayne Calloway, Former Chairman and CEO of PepsiCo

“Your position never gives you the right to command. It only imposes on you the duty of living your life that others can receive your orders without being humiliated.”
Dag Hammarskjold, Swedish diplomat, economist, and author

“If you ask managers what they do, they will most likely tell you that they plan, organize, coordinate and control. Then watch what they do. Don’t be surprised if you can’t relate what you see to those four words.”
Henry Mintzberg, Professor of Management Studies

'The First-Time Manager' by Loren Belker, Jim McCormick, Gary Topchik (ISBN 0814417833)“Management is more art than science. No one can say with certainty which decisions will bring the most profit, any more than they can create instructions over how to sculpt a masterpiece. You just have to feel it as it goes.”
Richard D’Aveni, Professor of Business and Strategy

“Preventing layoffs is management’s responsibility. It’s management’s primary responsibility. In a sense, it’s management’s only responsibility. Because to prevent layoffs, you have to do a lot of other things right. And you’re much more likely to do them when you’re constantly reminding yourself that jobs are at stake and that you’re responsible for the livelihood of real people who have put their trust in you.”
Jack Stack, American Entrepreneur

“Managing at any time, but more than ever today, is a symbolic activity. It involves energizing people, often large numbers of people, to do new things they previously had not thought important. Building a compelling case—to really deliver a quality product, to double investment in research and development, to step out and take risks each day (for example, make suggestions about cost-cutting when you are already afraid of losing your job)—is an emotional process at least as much as it is a rational one.”
Tom Peters, Management Consultant

“To manage is to forecast and plan, to organize, to command, to coordinate and to control.”
Henri Fayol, French Mining Engineer

“The sign of a good manager is his ability to give and take negative feedback.”
Richard Pascale, Management Consultant

How to Prepare Yourself for Future Opportunities

How to Prepare Yourself for Future Opportunities

Chance favors the prepared mind. “The prepared mind” is the characteristic of leaders who are outstanding in their talent to perceive, make sense, decide and act across a complex set of conditions. We also believe that “the prepared mind” is not a matter of chance. It is a matter of intentional preparation that requires developing eight mental skills regardless of your role.

How will you prepare for your tomorrow?

  1. You need the skill of observing because your world is more competitive. Execution-driven leaders often become so consumed by the pressures of running their projects and their organizations that they never pause to take a look at what’s going on around them. You may have mastered the core capabilities of your profession, and yet new technology might make these capabilities obsolete. List the capabilities you need to develop. Find a meaningful unifying purpose.
  2. You need the skill of reasoning because you need to reevaluate your assumptions. Data are useless without the skills to analyze them, reason, and make meaning of them. For example, are you thinking big enough? Take your situation and think bigger. Reasoning can complement problem-solving skills that you already have with a methodical approach to use with moral, ethical, organizational, or technical problems.
  3. You need the skill of imagining because you need alternatives to keep yourself sharp. Imagination is not a trait that we inherit in our genes or a blessing bestowed by the angels. It’s a skill. Be curious about everything—the world is full of amazing wonders for you to learn about. Creativity is at the heart of innovation. To improve this skill, list three combinations that would create something new and useful for you. Name one thing that you think you are too old to start. Are you really too old?
  4. You need the skill of challenging because expertise breeds conservatism. Challenging a group’s willingness to go with the first right answer can be major barrier to unleashing full creative potential. To improve the skill of challenging, list the constraints imposed on you. Who has already dealt with them? What did they do? What could you do?
  5. You need the skill of learning because new opportunities abound. Improved learning skills—concentrating, reading, and listening, remembering, using time, and more—are directly useful and will continue to pay dividends for a long time. What don’t you know that you should? List technologies, practices, or events that might provide insight. Learn about the future by studying some history. Also, list some mistakes or failures from your past. What did you learn from them?
  6. You need the skill of deciding because every decision has consequences, and no decision is a decision. Every solution brings about its own set of new problems. No leader knows enough about the future to make the most favorable decision every time, but it’s better to set a clear direction today and confront problems that crop up tomorrow. It’s not being afraid to fail; and if you do, identify it quickly and more ahead fast so no momentum is lost.
  7. You need the skill of enabling because all of us are smarter than any one of us, and “they” need the knowledge, means, and opportunity to help you reach your goals. Who needs your help, and how can they help you? Provide opportunities—delegate. Ensure that outcomes, actions and questions are properly recorded and actioned, and appropriately dealt with afterwards.
  8. You need the skill of reflecting because you learn more from understanding the reasons for your success and failure than you do from studying someone else’s best practices. Take a current problem and list possible answers. Now think like a beginner by asking dumb questions. Reflect on those questions and answers. The greatest strength of reflective leaders is their thoughtful and attentive nature, which means tremendous persistence to listen and take in information, the ability to connect the dots and garner eye-opening insights, and deep trust in their instinct, creativity, and thinking process.

Many leaders seem so besieged with their current workload that telling they prepare for the future may seem unreasonable. By preparing today to meet tomorrow’s challenges, they can set in motion a new leadership paradigm, one that will help leaders better cope with today.

Prepare your mind and then use your mind wisely. Leaders who focus on those eight basics will be prepared to encounter the unknowable challenges that lie ahead.

Books on Science Recommended by Investor Mohnish Pabrai (Pabrai Funds)

Mohnish Pabrai, Pabrai Funds and Dakshana Foundation

Mohnish Pabrai is an investor, hedge-fund manager and philanthropist. Mohnish manages Pabrai Funds and leads the Dakshana Foundation, a tutoring service in India for less-privileged members of the society to enable them to attend the elite institutions of higher learning in India.

Nine Elements of Organizational Performance

Nine Elements of Organizational Performance

  • Motivation: Inspiring and encouraging employees to perform and stay
  • Coordination and Control: Measuring and evaluating business performance and risk
  • Innovation: Generating a flow of ideas so that the organization is able to adapt
  • Leadership Team: Ensuring leaders shape and inspire the actions of others to drive better performance
  • Direction: Articulating where the organization is heading and how to get there, and aligning people
  • External Orientation: Engaging in constant two-way interactions with customers, suppliers, or other partners
  • Work Environment and Values: Shaping employee interactions and fostering a shared understanding of values
  • Capabilities: Ensuring internal skills and talent to support strategy and create competitive advantage
  • Accountability: Designing structures/reporting relationships and evaluating individual performance to ensure accountability and responsibility for business results

Charlie Munger on Three Considerations that Average Investors can Use for Better Returns

Charlie Munger, Berkshire Hathaway's Vice-Chairman and partner of Warren Buffett

In a lunch that investor Mohnish Pabrai of Pabrai Funds had with Charlie Munger, Berkshire Hathaway’s Vice-Chairman and partner of Warren Buffett, Charlie explained that an investment operation that focuses on three attributes would do exceedingly well.

  1. Carefully look at what the other great investors have done. Charlie endorses mirroring the investments of the most successful investors by learning from the 13Fs they might file. Look at what other great minds are doing.
  2. Look at the cannibals. Look thoroughly at the businesses that are buying back huge amounts of their stock. These businesses are eating themselves away, so Charlie describes them as the cannibals.
  3. Carefully study spinoffs. Joel Greenblatt of Gotham Capital has a whole book on spinoffs: “You Can Be a Stock Market Genius Too.” Overall the book discusses investment opportunities presented by circumstances that are usually not considered by the average investor: spin-offs, mergers, risk arbitrage, restructurings, rights offerings, bankruptcies, liquidations, and asset sales.

Charlie Munger believes that if an investor did just three things, the end results would be vastly better than the returns of an average investor.

Read this Motley Fool article on more of what Mohnish Pabrai learned from Warren Buffett and Charlie Munger.

Warren Buffett, the Mattress Salesman at Nebraska Furniture Mart

One of the traditions at the Berkshire Hathaway annual meetings is an hour-long light-hearted movie show. In fact, the “movie” is a collection of video clips some of which showcase commerials and skits from Berkshire Hathaway’s vast array of businesses, some featuring Buffett-comedy, surprise celebrity features, and so on, often to wild laughter among the crowd.

'Tap Dancing to Work: Warren Buffett on Practically Everything' by Warren Buffett with Carol Loomis (ISBN 1591845734) In 2013, the Berkshire Hathaway video started with a cartoon version of Dancing with the Stars with Warren Buffett and partner Charlie Munger as judges. After the judges dismissed every contestant, including Dairy Queen and the Geico Gecko, the judges themselves won the contest by dancing to the Gangnam Style. The 2013 movie also had clips of Warren Buffett and Fortune Magazine’s Carol Loomis appearing on the Daily Show with Jon Stewart to promote “Tap Dancing to Work: Warren Buffett on Practically Everything”. A humorous debate over “ketchup” vs. “catsup” from the sitcom King of Queens highlighted Berkshire Hathaway’s buyout of H.J. Heinz Company (in partnership with Brazil’s 3G Capital.)

In recent years, the “movie” has also featured Warren Buffett’s opening statement to a Committee of the U.S. House of Representatives on the Salomon Saga. “Lose money for the firm, and I will be understanding; lose a shred of reputation for the firm, and I will be ruthless,” warns Mr. Buffett at the end of that opening statement.

The security staff at the Berkshire Hathaway meetings forbid attendees from recording audio or video from the opening movie due to confidentiality and copyright restrictions. At the beginning of the movie, a voice-over or video recording from Warren Buffett assures appearances from “a number of people you recognize” and reminds that the celebrities work for free, at the request of the notoriously stingy Buffett. “Surprise, surprise.”

Over the years, the most popular clips in the movie feature a hilarious Warren Buffett attempting at diverse jobs in Berkshire’s businesses. Here’s one from Berkshire’s furniture business, Nebraska Furniture Mart.

The Warren and Charlie Show at Berkshire Hathaway’s Annual Meetings

Berkshire Hathaway Annual Meetings

Berkshire Hathaway Annual Meetings

At the Berkshire Hathaway annual shareholders meetings in Omaha, Warren Buffet and Charlie Munger sit at the center of the stage in front of a dark sea of shareholders. Warren Buffet first fields questions from the audience and a panel of journalists and stock analysts. Warren answers them and will ramble on a bit in his unique way (often with a one-liner or two mixed in) for a few minutes.

Then, Warren will look over to his partner and query, “Charlie?” Then Charlie Munger will either lean in and make a sharp, critical, pithy, often derisive comment (which usually extracts gasps or loud chuckles from the audience) or simply remark, “I have nothing to say,” which can be entertaining particularly after a long-winded digression from Warren Buffett.

Berkshire Hathaway annual shareholders meetings are normally held on the first Saturday of May in Omaha, Nebraska.

Berkshire Hathaway Annual Meetings

Berkshire Hathaway Annual Meetings

Berkshire Hathaway Annual Meetings

Recommended Reading

Conducting Behavioral Assessments: Advantages

Conducting Behavioral Assessments

Behavioral assessments ask specific questions focused on target behaviors. Behavioral assessments are interested in samples of behavior and not behavior as a sign of internal processes. The responses collected from behavioral assessments can be interpreted as samples of a person behavior that are thought to generalize to other situations that the person might be subject to.

Overall, data and information resulting from behavioral assessments may have numerous advantages over data and information derived by traditional assessments or other methods of assessments. Data derived from behavioral assessments can be used:

  • to present behavioral baseline data with which other behavioral data (gathered after the passage of time, after a particular intervention, or after some other event) can be compared
  • to make available a record of the subject’s behavioral strengths and weaknesses across a assortment of situations, circumstances, and settings that the subject can be exposed to
  • to identify and pin down environmental circumstances that act to trigger, maintain, or extinguish certain behaviors in the subject
  • to identify and target precise behavioral patterns in a subject for modification through clinical or psychological interventions
  • to produce graphic displays that can be used to encourage inventive methods of treatment or more effective clinical or psychological therapy methods

The level of training and the experience of assessors influence the validity and reliability of behavioral assessments. Also affecting the soundness of the behavioral interviews is the ability to generalize the observations to other subjects, settings, and situations.

The Best Tweets by Career Coach Marty Nemko: Life Lead Well & Career Success

Marty Nemko is an Oakland, CA-based career coach, and author.

Marty Nemko is an Oakland, CA-based career coach, and author. Marty hosts the “Work with Marty Nemko” on KALW-FM, an NPR-San Francisco station.

'How to Do Life: What they didn't teach you in school' by Marty Nemko (ISBN 1467960705) Marty Nemko blogs about career, education, men’s and boys’ issues, the life well-led, and improving the world at martynemko.blogspot.com/. A compilation of his articles and writings are at www.martynemko.com/. His YouTube channel is at www.youtube.com/user/mnemko.

Marty also published a compilation of his articles in newspapers, blogs, magazines, and on his website in book chock full of wisdom: ‘How to Do Life: What they didn’t teach you in school’.

Here are the very best of Marty Nemko’s tweets from his @MartyNemko handle.

  • “I even take care to tear-off single sheets of toilet paper. Because I’m cheap? No. Because it’ll help the environment? No. I just think wasting is wrong.”
  • “If you relentlessly pursue a big goal with laser-beam focus, you will likely like your life and be a most worthy person.”
  • “Where at all ethically possible, we must give others hope. Without it, a person figuratively or even literally dies.”
  • “Exploring what your parents did to you may provide insight but, often, your life is no better. It just legitimizes your malaise, maybe even increases your stuckness..”
  • “Facing our parents’ aging forces us to confront our own mortality. It reminds us to appreciate and live each moment wisely.”
  • “Keep it simple: Reasonable diets all distill to: Lots of vegetables and legumes, some fruit, and small portions of everything else.”
  • “Be kind where you can, tough where you should.”
  • “If you have a clearly good idea, to avoid getting talked out of it, get input only on how to better execute it.”
  • “As we age, we may accrue a creeping bitter wisdom.”
  • “Telling people I can’t lose weight may make me eat more—to prove myself right. Perhaps if I told people, “‘I’m gonna lose 20.'””
  • “There’s cost and benefit each time you criticize or suggest. Sometimes, it’s worth the price. Make the choice consciously.”
  • “That a partner ‘gets’ you, this is what above all cements love: love as accurate (but still benevolent) interpretation.”
  • “A desire to “give back” needn’t imply giving to the neediest. It could mean giving to those with the most potential to benefit.”
  • “We dun perfectionism, e.g., as causing procrastination. Yet haven’t your perfectionist efforts yielded the most good & satisfaction?”
  • “A mantra to cure procrastinators: It needn’t be perfect; it needn’t be fun; it just has to get done.”
  • “Far better than a course is self-study + a tutor to get you past your trouble spots.”
  • “Far more of life’s pleasures are in the process than in the outcome. Be in the moment.
  • “Whatever bad awaits, don’t let it spoil the present moment.”
  • “Scratch the surface of any thinking ideologue and you’ll find doubts. Ask, “Ever wondered whether the other side might be right?””
  • “Might you be wise to focus more on self-acceptance than self-improvement? That might even motivate you to self-improve.”
  • “More than a little “processing” of past bad experiences is often counterproductive.”
  • “No matter how brilliant you are, if your style is too intense, most people will dismiss you.”
  • “It’s easy to be liked: listen more than talk, praise often, and disagree rarely. The question is, is it worth the loss of integrity? “
  • “Long-winded? Constantly ask yourself, “Does the person really need & want to know this phrase?” And keep utterances to <30 sec.”
  • “I used to think most people are intrinsically motivated to work hard. But I’m finding that many if not most people need monitoring.”
  • “The key to a well-led life is maxing your contribution. Happiness, less key, is most likely found in simple pleasures.”
  • “How feeble are we that we’re swayed more by dubious flattery than by valid suggestions.”
  • “Key to being liked: While retaining integrity, do more agreeing, amplifying, empathizing. do less arguing, one-upping, yes-butting.”
  • “Why do so many people prefer a silly, manipulative, games-playing, selfish hottie over an ugly, intense, honest, kind person?”
  • “It all comes down to this: Do good.
  • “You’ll likely learn more of enduring value from an hour of wise googling than from any course.”
  • “Part of getting older may mean having to accept that we may not make as big a difference in the world as we had hoped.”
  • “For many people, before age 60, it’s business before pleasure. After 60, pleasure before business.”
  • “To boost self-esteem: accept you’re flawed like everyone, do what you’re good at, & accomplish: Even little wins boost self-esteem.”
  • “A clue to what career or avocation you should pursue is to inventory how you actually spend your discretionary time.”
  • “If you’ve been beaten up in Rounds 1-9, it’s hard to come out for Round 10.”
  • “It’s hard to change people’s work style: aggressive vs passive, hardworking vs moderate. So it may be wise to praise their status-quo.”
  • “Many people can do well in school, even get PhDs, yet are unhireable in the real world. The degree is US’s most overrated product.”
  • “A resume rarely helps—it’s too filled with chemistry-inhibiting cliche. Write & tell the “resume” that’d reveal your true story & self.”
  • “Be tough where you must be, kind where you can be.”
  • “You can do everything right and still fail, not just once, but overall in life. Luck is more important than we acknowledge.”
  • “A clue to what career you should pursue: When you’re really comfortable, what do you love to talk about?”
  • “If you want to lock in a new attitude or behavior, say and/or write that and why. Then keep paraphrasing, NOT reading it.”
  • “Before making an argument, ask a likely opponent to lay out the counterargument. Your argument can then incorporate that.”
  • “In your desire to stand out from the horde, beware of hyping yourself, your ideas, or taking inappropriately extreme positions.”
  • “Giving advice makes the recipient feel less efficacious, so weigh that against the benefit your advice will likely yield.”
  • “Unefficacious people can’t or CHOOSE TO not bounce back—it’s a good excuse to avoid facing their inefficacy yet again.”
  • Teamwork is deified. Don’t forget the pluses of individualism: more motivation, bolder/less compromised solutions, speed.”
  • “When overwhelmed, after doing any needed planning, just stay in the moment and put one foot in front of the other.”
  • “If your self-esteem is low, perhaps focus on finding work you can succeed at. Real self-esteem comes from accomplishment.”
  • “If someone smiles at you with pursed lips, they’re generally forcing the smile—either because they’re shy or don’t like you.”
  • “Wasting money on designer labels is so 20th-century. It’s a permanent loss of money in exchange an evanescent feel-good.”
  • “Don’t confuse tact with cowardice. Sometimes, it’s wise to speak up boldly.”
  • “Talking too much is a career killer. Keep all utterances to less than 45 seconds &, in dialogue, speak a bit LESS than 50% of the time.”
  • “School can give a false sense of confidence or of loserhood. Too often, school success does not predict life success.”
  • “Your goal must not be to impress but to accomplish. That usually demands bringing out the best in others.
  • “Just because you CAN prove someone wrong, doesn’t mean you should.”
  • “I fear we’ll make everything equal until everyone has nothing.”
  • “To boost motivation: what’s your next 1-second task? It feels good to get even a tiny task done, make progress, and maybe learn something.”
  • “To disagree without creating enmity: “I can see why you’d X. (explain.) And (not but) I’m wondering if Y. What do you think?””
  • “In managing & parenting, praise when you can, & when you can’t, try invoking guilt, e.g., “I know you’re better than this.””
  • “The most powerful motivator may not be fear—people go back to bad habits after a heart attack. Could it be proving themselves right?”
  • “As we age, there’s a creeping bitter wisdom we accrue.”
  • “When you think you can nail someone with your argument, take a breath & see if you can phrase it as a face-saving question.”
  • “Some people are nice as a way of compensating for their not being good.”
  • “If possible, slightly under-schedule yourself. That gives you the time to make your work higher-quality.”
  • “Ever get tired of being nice? Tempted to throw caution to the wind and say what you really think? If deserved, even yell? “
  • “Winners do not let themselves succumb to anything. They distract themselves by immersing themselves in their most engaging work.”
  • “Good conversationalists choose a topic that enables each participant to contribute. “
  • “It worked for me, it can work for you books aren’t helpful because typical readers are less smart & driven than book authors.”
  • “To broaden your horizons, mix with people other than people from your own background (professional, cultural, social, academic, racial, ethnic, etc.) Most people prefer the company of other people from similar backgrounds. Birds of a feather do flock together.”
  • “Most of us think ourselves bold, individualistic thinkers when in fact we’re tepid if not downright lemmings.”
  • “Good, simple conversation starter, “What’s doing in your life?” or “Whatcha been thinking about these days?””
  • “What skill of yours has given you the must success? Use it more.”
  • “The most valuable way to spend a dollar? A memo pad. Keep it with you at all times. Think of ideas. Write them down. Implement them.”
  • “Successful, productive people fuel themselves with their work & accomplishment, unsuccessful people through recreation.”
  • “The desire to be right usually trumps the desire for truth.”
  • “The only God resides within us: It is our our wisest attitudes and actions.”
  • “We hear stories of persistence rewarded yet for each of those, hundreds have pressed on only to end up broken and/or broke.”
  • “If the risk/reward ratio of taking an action is good, even if you may fail, it’s usually wise to follow Nike’s advice: Just do it!”
  • “Sometimes, a problem has both a rational and an irrational component. It may help to try to solve those separately.”
  • “People see counselors when they could journal on their own. People take classes when they could read on their own. Why? They’re forced to act.”
  • “Don’t give up prematurely. Your continued efforts will iterate, improve based on lessons learned from your past failures.”