Issue 34

What the Romans Didn’t Know: Overcoming Personal Constraints to Achieve Higher Performance and Fulfillment
May 9, 2007 - By: Flip Flippen
34 Do you really think Tiger Woods logs practice hours just to maintain what comes easiest to him? Flip Flippen says forget about discovering your strengths, instead it's your weaknesses hold you back from achieving your personal best. Here, he provides a method to identifying your w ...


With Books Falling From the Sky: A Discourse on Literacy
May 9, 2007 - By: Roxanne Coady
34 49% percent of the adult population of the United States reads below a sixth-grade level and has difficulty navigating such common demands as reading job applications, ATM screens, and outpatient care instructions. In this evocative manifesto, Roxanne Coady calls for change and suggests how you can improve the lives of others thro ...


The Low-Information Diet: How to Eliminate E-Mail Overload & Triple Productivity in 24 Hours
May 9, 2007 - By: Timothy Ferriss
34 It’s Monday morning and your To-Do list for the day is lengthy. You turn on your computer, log into your inbox, and…spend the next six hours starting, stopping and backtracking, your To-Do list untouched. Tim Ferriss offers immediate solutions to improve your productivity and quiet the con ...


Turning the Generational Dial: A Plea to Boomers, Gen X and Gen Y
May 9, 2007 - By: Carol Orsborn
34 Carol Orsborn argues that instead of participating in a complicated generational tug-of-war of who is more relevant, Gen X and Gen Y must learn from Boomers because these following generations will also face the same elongated lifespans and increased vitality…and buying power. ...



Issue 33

What Must Starbucks Do?
April 5, 2007 - By: John Moore
33 In response to Howard Schulz’s memo citing his concern over the direction Starbucks is headed, John Moore, a former long-time marketer at Starbucks, enlists the ‘Starbucks Board of Customers’ (i.e. readers of Moore’s blog and Starbucks customers) to propose which changes the company must make to maintain (reclaim?) its integrity. ...


Growing Great New Managers
April 5, 2007 - By: Erika Andersen
33 We’ve all seen it: a successful employee promoted to manager is given no training and essentially pushed into the deep end and told to swim? According to Andersen, this approach to creating new managers is epidemic. Using an accessible gardening metaphor, Andersen, founder of Proteus International, contends that new managers must have a support system avail ...


Manifesto to Accelerate: 15 Truths
April 5, 2007 - By: Dan Coughlin
33 Executive coach, Dan Coughlin, asserts that great businesses are defined by their ability to accelerate, which he defines as the ability to increase the rate of achieving desired outcomes in a sustainable manner. These 15 applicable truths will enable you to take your company or career from 0 to 60 while optimizing your passion for your work. ...


Few and Far Between: Black Swans and the Impossibility of Prediction
April 5, 2007 - By: Nassim Nicholas Taleb
33 Taleb, author of The Black Swan, contributes this thought-provoking essay on what we know about what we don’t know. A ‘black swan’ is an improbable, dynamic event that, once it occurs, we rationalize to make it seem predictable (e.g. 9/11). Taleb discusses that while these black swans are actually impossi ...


Managers Ignite! Now is the Time to Take Back Your Company, Your Career, Your Life
April 5, 2007 - By: Vince Thompson
33 Managers are under an extreme amount of stress and often their success is dependent upon the work of others. This pressure is driving managers to leave their jobs, or at least keep their options open. Vince Thompson advises: not so fast—there are ways to ignite your power as a manager and take your job ...


Executive Hubris: How to Check Your Ego and Avoid Ruining Your Company and Your Career
April 5, 2007 - By: Mathew Hayward
33 Hayward lays it out plainly: “If you are going to have a successful career and life, you are going to have to learn to check your ego.” Using examples such as Buffett and Welch to show that CEOs don’t have to have huge egos to succeed (and Dean Kamen of Segway as an example of hubris at work), ...




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