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• How to Win Friends and Influence People
• Миссия выполнима. Технология счастливой жизни, Маргулан Сейсембаев
• Ikigai: The Japanese Secret to a Long and Happy Life
• Work Rules!
• High Output Management
• The Selfish Gene
• How Google Works
• The Power of Habit
• Zero to One
• Stress-Free Living
• The Lean Startup
• Mastering Fear
• Sapiens: A Brief History of Humankind
• The 21 Irrefutable Laws of Leadership
• English Collocations in Use - Advanced

How to Win Friends and Influence People

Audiobook

• Part 1: Fundamental techniques in handling people
  • Chapter 1: if you want to gather honey don’t kick over the beehive
    • As much as we thirst for approval, we dread condemnation
    • Don’t criticise, condemn or complain as it never works
  • Chapter 2: the big secret of dealing with people
    • People want to be great, people want to be important, people want to be appreciated
    • Forget flattery, give honest, sincere appreciation
  • Chapter 3: He who can do this has the whole world with him. He who cannot walks a lonely way
    • The only way to influence people is to talk in terms of what they want
    • If there is any one secret of success, it lies in the ability to get the other person’s point of view and see things from that person’s angle, as well as from your own
    • Arouse in other person an eager want
• Part 2: 6 ways to make people like you
  • Chapter 1: Do this and you’ll be welcome anywhere
    • You can make more friends in two months by becoming interested in other people than you can in 2 years by trying to get people interested in you
    • Example: a dog
    • Know birthdays of your friends
    • We are interested in others when they are interested in us
    • Become genuinely interested in other people
  • Chapter 2: Smile
  • Chapter 3: Remember people’s names and call them by their names
  • Chapter 4:
    • Ask questions that other person will enjoy answering
    • To be interesting be interested
    • Encourage people to talk about themselves
  • Chapter 5: Talk in terms of the other person’s interests
  • Chapter 6: Make the other person feel important and do it sincerely
    • Phrases like
      • I’m sorry to trouble you
      • Would you be so kind
      • Won’t you please
      • Would you mind
• Part 3:
  • Chapter 1: avoid arguments
    • Look for areas of agreement
    • Apologize for your mistakes
  • Chapter 2: don’t tell people that you’re smarter or that they are wrong
  • Chapter 3: if you’re wrong admit it
    • By fighting you never get enough but by yielding you get more than you expected
  • Chapter 4: a drop of honey. Begin in a friendly way
    • The sun can make you take off your coat quicker than the wind, and kindliness, friendly approach and appreciation can make people change their minds more readily than all the bluster and storming in the world
  • Chapter 5: begin by emphasizing things on which you agree.
    • Keep emphasizing that you are both striving for the same end and that the only difference is one of method and not of purpose
    • Get the other person saying Yes, Yes at the outset. Keep your opponent from saying No
    • Socratic method: ask questions with Yes answers
    • He who treads softly goes far
  • Chapter 6: the safety valve in handling complaint
    • Let the other person do a great deal of the talking
  • Chapter 7: how to get cooperation
    • Let the other person feel that the idea is his or hers
    • Chinese sage said: seas and rivers receive streams of water from mountains because they are below them
  • Chapter 8: try honestly to see thing from the other person’s point of view
  • chapter 9: be sympathetic with the other person’s ideas and desires
  • Chapter 10: appeal to the nobler motives
  • Chapter 11: dramatize your ideas
  • Chapter 12: throw down a challenge
• Part 4: be a leader
  • Chapter 1: begin with praise and honest appreciation
  • Chapter 2: call attention to people’s mistakes indirectly
  • Chapter 3: talk about your own mistakes before criticizing the other person
  • Chapter 4: ask questions instead of giving direct orders
  • Chapter 5: let the other person save face
  • Chapter 6: praise every slightest improvement, be lavish in your praise
  • Chapter 7: give a person a fine reputation to live up to
  • Chapter 8: use encouragement, make the fault seem easy to correct
  • Chapter 9: make the other person happy about doing the thing that you suggest

Миссия выполнима. Технология счастливой жизни, Маргулан Сейсембаев

Amazon

Как правильно читать книги

• Книги состоят из белков, жиров и углеводов

  • Белки это самая полезная часть книги - лайфхаки, советы, инструменты, которые можно применить в жизни

  • Углеводы - мысли, которые нужно обдумать и понять что автор имел в виду

  • Жиры - то, что приносит удовольствие, например интересные истории

  • Микроэлементы и витамины - анекдоты, забавные и интересные случаи, красивые цитаты

  • Клетчатка - ссылки, цифры, факты, статистика

  • Все остальное вода на основе которой все строится и все растворяется

Введение

• 20 Марта - день счастья

• Обретение счастья — это самый эффективный и быстрый способ достижения успеха

Счастье

• Счастье — это глубокое ощущение, являющееся вознаграждением от Всевышнего за выполнение нашей миссии. Оно возникает в ответ на осознание нужности этому миру

• Счастье возникает при наличии следующих обязательных компонентов, которые имеют такие же характеристики, как и оно само: здоровье, безопасность, свобода, любимые люди и дело

  • Ваше спокойствие – следствие вашего хорошего здоровья.

  • Ваша уверенность — следствие вашей безопасности.

  • Ваше вдохновение — следствие вашей свободы. Потому что там, где нет свободы, никогда не бывает вдохновения.

  • Ваша любовь — это любовь к людям, к родственникам, друзьям, коллегам и всему человечеству.

  • Ваше ощущение потока — следствие занятия любимым делом.

  • Любимое дело дает вам ощущение цели и смысла вашей жизни.

  • Ваше ощущение благополучия — следствие вашей глубокой удовлетворенности жизнью.

  • В результате ощущения благополучия у вас появляется волшебное чувство легкости и тихой радости. А это не что иное, как дар свыше, который был дан вам в качестве благословения. Благодаря этому у вас появляется глубокое чувство благодарности ко Всевышнему.

• Деньги не могут купить счастье, но они могут купить время, чтобы найти то, что сделает вас счастливыми

• Здоровье — это состояние благополучия, при котором человек не имеет болезней или травм (либо они незначительны), адекватен во всем, может легко адаптироваться и эффективно справляться с требованиями жизни и со стрессами, способен поддерживать здоровые эмоциональные отношения с окружающими, является полноценным членом общества и ведет эффективную, осмысленную жизнь

• Безопасность

  • Нужно делать системы подверженные риску антихрупкими

  • Используйте риск менеджмент

  • Существует личная, юридическая и экономическая безопасность. Соблюдение законов, ведение легитимного (признаваемого обществом) бизнеса повысит безопасность.

• Свобода — это возможность осуществления своих желаний в отсутствие каких-либо ограничений. Размер вашей свободы определяется соотношением ваших желаний с вашими возможностями и ограничениями. Чем скромнее у вас желания, чем больше возможностей и меньше ограничений, тем больше у вас свободы.

  • Физические ограничения свободы - невозможность свободного перемещения субъекта в пространстве

  • Юридические ограничения свободы - ограничение свободы за счет необходимости соблюдения законов, общепринятых правил и норм.

  • Экономические ограничения свободы — это все, что ограничивает ваши возможности в бизнесе, ваше право зарабатывать и контролировать свои финансовые ресурсы, а также тратить их по своему усмотрению.

  • Ментальные ограничения свободы — это неспособность мыслить и принимать самостоятельные решения из-за ваших внутренних (ментальных) установок.

• Любимые люди

  • Как хорошо сказал Фридрих Ницше: «По-настоящему самый близкий человек — это тот, который знает твое прошлое, верит в твое будущее, а сейчас принимает тебя таким, каков ты есть

  • Уделяйте им внимание - это время плюс энергия помноженные на любовь

    • Время

    • Энергия

    • Любовь

• Любимое дело

  • Конфуций - найди себе работу по душе, и тогда тебе не придется работать ни единого дня в жизни

• Успех: Успех — не ключ к счастью. Счастье — ключ к успеху. Если вы любите то, что вы делаете, то вам всегда будет сопутствовать успех!

  • Постарайтесь, чтобы успех не сбивал вас с истинного жизненного пути. Всегда стремитесь к счастью, и тогда с большей долей вероятности успех придет к вам!

  • Счастье — это ощущение контроля над своей жизнью

  • Хороший совет:

Беспокойство о будущем. Когда вы беспокоитесь о будущем, вы не можете наслаждаться настоящим. Соответственно, вы не можете быть здесь и сейчас: страх за будущее не дает вам покоя
Как можно избавиться от этого? В следующий раз, когда будете переживать по поводу происходящего, остановитесь на секунду и спросите себя: «Могу ли я повлиять на события?» Если да, то составьте план и сразу же возьмитесь за работу — это уничтожит ваше волнение и беспокойство. Но если вы не в силах контролировать ситуацию, переживания не улучшат положение дел. Тогда просто доверьтесь Всевышнему, отпустите ситуацию со словами «Будь что будет!» и готовьтесь к худшему сценарию. Готовность к худшему уберет беспокойство о будущем. Грусть, злость, навязчивая рефлексия иррациональны, это не лучший способ реагировать на происходящее. Научитесь принимать ситуации, которые находятся вне вашей воли, и признавать мир таким, какой он есть.

• Идеи древних греков о том, как стать счастливыми, были просты, но действенны. Приведу вам некоторые из этих идей.

  • Нас расстраивают не события, а убеждения, но только конец света действительно означает конец света. Все остальное — лишь наши страхи.

  • Контролируйте то, что можете, и игнорируйте остальное — беспокойство еще никогда не исправляло ситуацию.

  • Принимайте все, но не будьте пассивны: никто не советует сидеть сложа руки. Осознайте пределы своих возможностей — и затем действуйте.

  • Сталкиваясь с препятствиями, представляйте себя в роли человека, на которого вы хотели бы быть похожим, — как бы он поступил в такой ситуации?

  • Внедряйте в свою жизнь утренние и вечерние ритуалы — они упорядочат ваше время. Планируйте день, а потом подводите итоги.

Миссия и точка опоры

• Креационизм предпочтительнее для счастья одного конкретного человека, а наука — для человечества в целом

• Идея матрицы не отвечает на вопрос кто создал того инженера который запустил симуляцию. Религия ведь тоже не отвечает на вопрос кто создал Бога?

• Идея мультивселенной не противоречит религии

• Для того чтобы быть счастливыми и эффективными, необходимо принять следующие утверждения:

  1. Да, Большой взрыв был в реальности, и Вселенная действительно расширяется. С точки зрения креационизма это можно объяснить тем, что Большой взрыв — один из возможных способов, с помощью которых Аллах создал этот мир и Вселенную.

  2. Большой взрыв стал возможен благодаря Богу, или Аллаху. Аллах сказал: «Будь!» — и Вселенная сотворилась. Это положение подтверждается наличием причинно-следственной связи в мироздании.

  3. Все живое в мире развивается согласно теории эволюции. А лежащий в ее основе закон естественного отбора есть не что иное, как проявление закона эффективности, который установил Всевышний. Выживает лишь тот, кто эффективен в конкретной окружающей среде.

  4. Если Аллах, или Всевышний, сотворил Вселенную, то он имел замысел и создал этот мир с какой-то целью. Значит, все в этом мире имеет смысл и предназначение.

  5. Познание ограничено. Наука и наш разум подобны фонарю, который выхватывает из темноты лишь малую часть Вселенной. Да, мы можем, поменяв лампочку и добавив отражатели, немного расширить этот круг видимости.Расширять освещенный круг, однако он по-прежнему будет небольшим, по сравнению с бесконечной тьмой, окружающей нас. Используя достижения науки и прогресса, мы должны помнить, что все наши познания лишь маленькое освещенное пятнышко в огромном мире.

  6. Непознанное бесконечно. Мир бесконечен, и нам никогда не удастся познать его до конца. Это нужно осознать и научиться жить с этим. Единственный способ успешно взаимодействовать с неизведанной бесконечностью — ВЕРА. То есть твердая убежденность в своей картине мира.

  7. Вера — основа достижения любой цели. Но помните, что благоприятность, успешность или неуспешность любого вашего действия будет зависеть от расположения Аллаха, поэтому всегда действуйте по формуле: вера и уверенность, плюс надежда и упование на Господа, плюс действие с любовью. Или, если говорить кратко, — ВЕРА, НАДЕЖДА, ЛЮБОВЬ.

• Миссия есть у каждого человека на земле. Для ее выполнения человеку даны его таланты. Миссия — это не цель, а процесс служения людям. Миссии нельзя достичь, ею занимаются.

  • Моя ремарка: возможно для того чтобы стать счастливым в данных условиях и в данном обществе нужно чтобы твое мировоззрение было похоже на мировоззрение большинства людей. Например Джордано Бруно со своим продвинутым пониманием солнечной системы был сожжен обществом на костре. Возможно Вера в Бога является более успешной стратегией для достижения счастья в окружении Маргулана?

• 5 основ Икигай:

  • Начинать с малого

  • Освободить себя

  • Гармония и устойчивость

  • Радоваться мелочам

  • Быть здесь и сейчас

• страница 130 - упражнение для нахождения своей миссии, составить список всех своих дел и разметить их по 4 категориям

Управление энергией

• Считается главный ресурс в нашей жизни это время. Но на самом деле это энергия, хоть это и восстанавливаемый ресурс. Без энергии вы не можете достигать поставленных целей

• Энергия, или ваша жизненная сила, — ваша потенциальная способность совершать какие-либо действия и выполнять какую-либо работу. Это ваш самый ценный ресурс, благодаря которому вы живете и можете что-то делать и чего-то достигать. Ведь для того чтобы произвести что-то, нужна энергия

• Колесо жизненного баланса - баланс - ключ к управлению энергией

• Когда мы говорим об управлении энергией, то подразумеваем управление позитивной энергией, поскольку негативная энергия в нас присутствует всегда

• 4 подвида энергии: физическая, эмоциональная, умственная, духовная

• Нет плохих и хороших людей, есть энерго-дефицитные и энерго-профицитные. Когда у человека не достаточно энергии он ведет себя плохо (например когда голоден)

• Принципы и правила сокращения потерь энергии

  • Первое это цель, без цели нет эффективности. Если нет способов достижения цели то нет и мотивации. С повышением вашей эффективности у вас появляется больше способов достижения целей и соответственно повышается мотивация.

  • При принятии решений нужно учитывать цель, шансы ее достичь и затраты энергии

  • Принципы и правила:

    1. Всегда ставьте цель.

    2. Всегда имейте ответ на вопрос "Зачем мне это нужно?".

    3. Действуйте или ждите.

    4. Не спешите.

    5. Думайте, прежде чем делать.

    6. Не делайте того, что не приближает вас к цели.

    7. Делайте только то, что приближает вас к вашей цели.

    8. Используйте содействие, притягивайте взаимодействие и минимизируйте противодействие.

    9. Планируйте.

    10. Соизмеряйте шансы и риск.

    11. Учитывайте затраты.

    12. Держите фокус.

    13. Усиливайте сильное.

    14. Используйте внешние ресурсы.

    15. Соблюдайте тайминг.

    16. Грамотно планируйте объем.

    17. Отбросьте сожаления.

    18. Будьте уверены в себе.

    19. Избегайте сомнительного.

    20. Не бойтесь ошибок.

    21. Делайте пробы и запускайте пилотные проекты.

    22. Принимайте решения на основе данных.

    23. Будьте последовательны.

    24. Задействуйте инструменты, опробуйте техники и технологии.

  • Для успеха важен не ум, а энергия. Энергия — ресурс расходный, который все время нужно восполнять.

  • Уровни энергии

    1. Рабочие режимы:

       • долгосрочный, оптимальный, легкий рабочий уровень, 100-75% энергии;

       • краткосрочный, напряженный рабочий уровень, 75-50% энергии.

    2. Нерабочие режимы:

       • критический, нерабочий уровень, 50-25% энергии;

       • аварийный, обездвиженный уровень энергии, опасный для жизни, 25-0% энергии

• Внутренние источники энергии

  • Смысл является единственным источником внутренней энергии. Смысл — это внутренняя оценка разницы между отдаваемыми ресурсами и удовлетворяемыми потребностями.

  • Чем лучше виден прогресс самому человеку, тем меньше признания ему требуется со стороны. Чем хуже виден прогресс, тем больше признания ему нужно от других людей.

  • Главным источником внутренней энергии является смысл. Существует четыре источника смысла:

    • индивидуальное выживание;

    • размножение;

    • групповое выживание;

    • достижения высокого порядка.

  • Смысл выражается в виде стимула либо мотивации. Стимул порождается страхом, а мотивация — силой желания.

  • Сила желания определяется четырьмя факторами:

    • наличием процесса и результата;

    • открывающимися возможностями;

    • прогрессом в движении;

    • признанием достижений.

• Внешние источники восстановления энергии — места силы, ситуации и обстоятельства, благодаря которым мы получаем энергию извне.

• Правильное восстановление энергии — восполнение определенного вида энергии за счет соблюдения эффективных способов, принципов и правил

  • Для восстановления физической энергии нужны:

    • Свежий воздух: прогулки на свежем воздухе, проветривание помещения.

    • Чистая вода: пить чистую воду в течение дня.

    • Правильное и сбалансированное питание: употреблять в пищу продукты, богатые витаминами и минералами.

    • Отдых: включающий в себя ночной и короткий дневной сон.

    • Безделье: давать себе время ничего не делать.

    • Релаксация и расслабление: йога, сауна, спа, массаж, медитация.

  • Виды активностей, которые приносят эмоциональную энергию:

    • Релаксация и расслабление: йога, сауна, спа, массаж, мечтания, медитация и пр.

    • Физическая активность: спорт, фитнес, марафоны, ходьба и пр.

    • Общение с природой: пикники, походы, прогулки, путешествия, экспедиции, восхождения и пр.

    • Приятное общение: общение в приятной компании, времяпрепровождение с приятными людьми, общение по интересам и пр.

    • Развлечения: кино, компьютерные игры, театр, выставки, экскурсии и пр.

  • Для восстановления умственной энергии:

    • Деконцентрация:

      • Отдыхайте: ночной и дневной сон, безделье и пр.

      • Общайтесь с природой: пикники, походы, прогулки, путешествия, экспедиции, восхождения и т.д.

      • Медитируйте: спокойное рассеивание и успокоение мыслей.

      • Созерцайте: простое наблюдение за чем-то без лишних размышлений, например, смотрите на воду, огонь, небо.

      • Релаксируйте и расслабляйтесь: йога, сауна, спа, массаж, мечтание, музыка.

      • Выполняйте монотонные, механические действия: занятие простыми активностями, не предполагающими работы мозга.

    • Смена фокуса:

      • Развлечения

      • Физическая активность (любые виды спорта, но особенно приветствуются игровые).

      • Риск, экстрим (сплавы по реке, прыжки с парашютом, полеты на воздушном шаре, дайвинг и т.д.).

      • Хобби (все, что может вас сильно увлечь).

  • Для восстановления духовной энергии:

    • Познание или изучение мира

    • Размышления о миссии и осознание своего места в мире.

    • Филантропическая и благотворительная деятельность.

    • Разрядка.

• Фокусировка мыслей как фокусировка лучей солнца, можно прожечь что угодно

• Энергия - самая главная ценность в этом мире. Это ваша жизнь и ваш самый ценный ресурс. Управляя своей энергией, вы, по сути, управляете своей жизнью. 

• 4 логически связанных составляющих управления энергией:

  1. сокращение потерь энергии;

  2. эффективное использование существующей энергии;

  3. правильное и своевременное восполнение энергии;

  4. увеличение энергетического потенциала.

• Основные моменты:

  1. Энергия, или ваша жизненная сила, это ваша потенциальная способность совершать действия и выполнять работу. Это ваш самый ценный ресурс, благодаря которому вы живете и можете что-то делать и чего-то достигать.

  2. Бессмысленно восполнять или увеличивать количество энергии, если у вас много дыр, через которые она бесполезно утекает.

  3. Сокращение потерь энергии — это осознание потерь энергии, выявление причин, а также минимизация и устранение утечек.

  4. Эффективное использование энергии - это такое использование вашей энергии, при котором вы достигаете своих целей с наивысшими шансами и с наименьшими затратами ресурсов.

  5. Эффективное восстановление энергии — процесс правильного и своевременного получения энергии из внутренних и внешних источников с целью восполнения потерянной либо потраченной энергии.

  6. Увеличение энергетического потенциала — это процесс увеличения вашей энергии до уровня более высокого, чем тот, что соответствует вашему возрасту.

Целеполагание

1. Иерархия целей — это постановка взаимосвязанных целей на основе принципов «сверху вниз» и «от общего к частному». Она строится в виде пирамиды.

2. Все цели делятся на четыре уровня: миссия, жизненные цели, проекты и этапы, задачи.

3. Устремления людей делятся на две основные категории: что-то иметь и кем-то быть.

4. Для того чтобы человек достиг желаемого, ему следует соблюдать три принципа:

   • чтобы что-то иметь и кем-то быть — нужно что-то делать;

   • чтобы что-то получить или быстро и с большей вероятностью кем-то стать — нужно все делать эффективно;

   • чтобы что-то делать эффективно, нужно знать о правильном целеполагании и использовать его.

5. Иерархия целей устраняет хаос и беспорядок в ваших действиях и является очень важным компонентом целеполагания, выполняя функцию согласования, подчинения и взаимодействия ваших целей.

• Правильные параметры планирования:

  • Наличие человека, ответственного за достижение цели

  • Зафиксированная дата старта

  • Дедлайн цели

  • Промежуточный контроль и корректировка целей и планов

  • Встроенные стимулы и мотиваторы цели: обязательства, напарник, стоп, пари, публичность и вознаграждение

• Успешные люди — это те, кто превратили достижение успеха в привычку!

• Если вы не планируете у вас будет страх будущего

• Счастье это ощущение вы получаете в ответ на эффективное планирование своей жизни

• У умных людей больше вариантов для выбора а значит им сложнее принять решение. Они менее решительные а значит реже достигают успеха так как нужно действовать уверенно

  • Нужно разделить процесс исполнения и процесс планирования. Тщательно составить план а потом не думать в процессе исполнения

• Когда ваша голова забита делами и у вас стресс из-за страха того что вы ничего не успеете, выпишете все дела на бумагу, тогда у вас в голове останутся только эмоции. Так как эмоции подпитываются гормонами, а гормоны выделяются при подпитке чем-то, в данном случае избытком дел, то эмоции скоро сойдут на нет

• Интересная мысль про прогулку в парке - поставил цель, по пути увидел киоск, съел мороженое, дальше увидел пруд, посидел там, не дойдя до цели, пошел домой. Идея в том что не  нужно становиться заложником своей системы планирования, метрика это ваше счастья и не кол-во выполненных дел

Потоковое планирование

• Что нужно делать чтобы процесс приобрел свойства потока:

  • Выполнять только те задачи, которые важны и значимы для вас. Второстепенные, неважные или чужие задачи не могут эффективно удерживать внимание. Поэтому на первом месте всегда должны стоять дела, относящиеся к вашей миссии, и только потом — все остальное.

  • Группировать все дела в однородные кластеры и выстраивать их таким образом, чтобы минимизировать переключение вашего внимания между разнородными задачами. Учеными доказано, что любое переключение внимания сокращает вашу эффективность на 25–30%.

  • Заниматься каждой задачей в самое подходящее для ее эффективного выполнения время, следуя принципу «каждому делу свое время». Например, я выполняю все дела, связанные с принятием решений, изучением отчетов и анализом, только утром, с 9.00 до 13.00. Это самое идеальное время для такого рода деятельности.

  • Четко следовать принципу «одно дело в единицу времени». Никакой многозадачности. Многозадачность убивает поток.

  • Иметь четкие приоритеты и выполнять дела по принципу «сначала важные, потом интересные дела». Утром, пока вы полны сил, нужно выполнять важные дела. А вечером, когда вы устали, займитесь интересными делами: удовольствие от любимого дела будет подпитывать ваши силы.

  • Обеспечить визуализацию. Наглядность вашего прогресса по тому или иному делу является мощнейшим средством мотивации и вовлечения в процесс.

• Выгрузка и материализация мыслей:

  • Осознание и формулировка убивают страхи.

  • Выгрузка отделяет мысли от эмоций.

  • Описание проблемы порождает план.

  • Визуализация вашего внутреннего мира.

  • Вы немедленно получите огромное облегчение.

  • Вы почувствуете контроль над своей жизнью.

  • Вы разгребете завалы и наведете порядок в голове.

  • Вы начнете более четко мыслить и анализировать.

• Что нужно выгружать

  • что вас тревожит и беспокоит;

  • чего вы боитесь;

  • о чем переживаете;

  • что вы должны сделать;

  • что вы кому-то обещали;

  • что вы не закончили;

  • что было бы хорошо сделать;

  • что вы хотите;

  • о чем вы мечтаете;

  • что вы планируете…

  • и любые другие мысли и эмоции

• Канбан

  • Доска контроля: 2 колонки

    • Хочу сделать

    • Сделано

  • Доска исполнения: 11 колонок

• Метки

  • Внимание

  • Баланс

  • Компоненты счастья

    • Здоровье

    • Безопасность

    • Свобода

    • Любимые люди

    • Любимое дело

  • Миссия

    • Главные цели

    • Оптимизация

    • Решение проблем

    • Текущие цели

    • Отдых

    • Неизбежное зло

• Кластеризация времени

  • Нужно кластеризировать день, неделю, месяц, год чтобы улучшить фокусировку

• Контекст

  • Занимайтесь задачами которые соответствуют контексту: времени, месту, уровню энергии и т.д.

• Привычки

  • Вымещайте вредные привычки полезными, вознаграждайте себя за полезные привычки

Эффективность и результативность

• Законом развития всей нашей Вселенной является рост с наименьшими затратами энергии — это и является ЗАКОНОМ ЭФФЕКТИВНОСТИ

• Религиозные заповеди и общественная мораль направлены не увеличение эффективности общества

• Вежливость — это наиболее эффективный способ взаимодействия между людьми, повышающий шансы успешного сотрудничества и сводящий конфликты к минимуму.

• Справедливость — понятие о правильном соотношении и соответствии между затраченными и полученными ресурсами.

• Эффективность — это характеристика процесса, выражаемая в соотношении количества желаемого результата к произведенным затратам ресурсов.

• Затраты включают риски и упущенные возможности

• У корабля без цели нет попутного ветра

• Качества и характеристики процесса указывающие на эффективность

  • Цель. Нет цели — нет эффективности.

  • Свое место. Не знают своего места, своей ситуации, своих сильных и слабых сторон — нет эффективности.

  • Легкость. Все даётся тяжело, напряженно, через силу, силой воли, без куража — нет эффективности. Древнегреческий философ Эпикур как-то сказал: «Всё нужное — не трудно, все трудное — не нужно».

  • Простота. Сложно, неопнятно, загруженно — нет эффективности. Кстати, парадокс нелинейной зависимости длительности от сложности задачи звучит так — чем масштабнее и сложнее задача, тем больше шансов, что она не будет выполнена или на ее выполнение потребуется недеакватное количество времени. В этом пункте также цитируется Эпикур: "Все сложное — неправда".

  • Качество. Нет качества, много брака, много переделок, поломок — нет эффективности.

  • Быстрота. Все движется медленно, нет сноровки, прорывов, много ожиданий, очередей и т.д. — нет эффективности.

  • Точность. Все неточно, приблизительно, около, на глаз, на ощупь, приблизительно — нет эффективности.

  • Конкретность. Все расплывчато, неясно в целом, в общем, в среднем, как обычно — нет эффективности.

  • Измеримость. Цели и задачи неизмеримы, нет четких нормативов, КPI и каких-то параметров продвижения — нет эффективности.

  • Визуальность. Не видно, смутно, затянуто, закрыто, скрыто, секретно, недоступно — нет эффективности.

  • Плавность. Резко, дергано, рывками, ударами, резкими рывками — нет эффективности.

  • Ритмичность. Хаотично, беспорядочно, как попало, без внутреннего ритма, такта, цикла — нет эффективности.

  • Согласованность. Когда много бессмысленных собраний, без координации, сотрудничества и взаимопомощи — нет эффективности.

  • Преемственность. Каждый раз надо начинать с нуля, без опоры на предшественников и передачи опыта — нет эффективности.

  • Стабильность. Высокая волатильность, непритячно, без определенности, но с метаниями — нет эффективности.

  • Красота. Безобразно, утилитарно, неэстетично, неприятно, непривлекательно, без гармонии — нет эффективности.

  • Экономичность. Затратно, медленно, излишние движения, работа, транспортировка, перепроизводство — нет эффективности.

• Принципы эффективности

  1. Усиливай сильное

  2. Делайте только то, что действительно важно

  3. Избегайте сомнительного

  4. Принцип 1 или 0

  5. Процесс важнее результата

  6. Узкое горлышко

  7. Запасной план

  8. Ближе к земле

• Как делать

  1. Сначала думать, потом делать

  2. Фокус - четко знать на чем фокусироваться, и уметь отказываться от всего остального

  3. Демократура

  4. От малого к большому

  5. Не знаете - спросите

  6. Не спешите

  7. Действуйте осмотрительно

  8. Имейте резерв

  9. Не усложняйте

• Результативность это кол-во результата в единицу времени, она не учитывает затраты ресурсов, качество и т.д.

• Скорость - это параметр действия т.е. скорость действия, быстрота - это как быстро вы получаете результат, возможно даже ничего не делая. Быстрота зависит от скорости косвенно, скорость не обязательна для быстроты, поэтому быстрота важнее

• Управление временем оптимизирует результативность, т.е. кол-во выполненных задач в единицу времени. Управление энергией оптимизирует эффективность, т.е. получение результатов с минимальными затратами

Ikigai: The Japanese Secret to a Long and Happy Life

https://www.amazon.com/Ikigai-Japanese-Secret-Long-Happy/dp/0143130722

Introduction to Ikigai

• Defining Ikigai: The concept signifies "a reason for being", encapsulating the passion and purpose that motivates individuals each day.
• Centrality of Ikigai: Lies at the convergence of what one loves, what one is good at, what the world needs, and what one can be compensated for.

The Ikigai Principles

1. Start Small: Advocates for appreciating minor joys and achievements.
2. Release Yourself: Focuses on shedding unnecessary stress.
3. Harmony and Sustainability: Promotes living in balance with oneself and nature, aiming for enduring wellness.
4. The Joy of Little Things: Encourages savoring everyday pleasures.
5. Being in the Here and Now: Highlights the importance of mindfulness and present-focused living.

The Ikigai Diet

• Dietary Focus: Emphasizes vegetables, grains, and soy, with a preference for fresh and local fare.
• The 80% Rule: Suggests eating until 80% full to prevent overeating and promote longevity.

Ikigai and Longevity

• Active Lifestyle: Recommends consistent, moderate physical activity.
• Social Cohesion: Stresses the importance of strong community connections.
• Stress Reduction: Offers strategies for mitigating stress's negative impact.
• Blue Zones: Notably, three of the identified blue zones are islands, where limited resources and strong community support are prevalent, contributing to longevity.
• Community Support: The concept of Moai reflects a social support network in Okinawa, providing a range of support from social to financial, health, or spiritual, which is fundamental to their long life spans. More information can be found on Blue Zones.
• Continuous Engagement: In Japan, there is no direct translation for 'retirement' in the Western sense, reflecting a cultural inclination towards staying active and engaged throughout life.

Finding Your Ikigai

1. Self-Reflection: Involves delving into personal interests, skills, and values.
2. Experimentation: Encourages trying new activities to discover what truly fulfills.
3. Integration: Involves aligning various life aspects around one's Ikigai.

Living with Ikigai

• Everyday Ikigai: Integrating Ikigai into daily routines for a purpose-driven existence.
• Ikigai and Work: Finding meaning in professional or volunteer activities.
• Challenges and Resilience: Leveraging Ikigai as a source of motivation during tough times.

The 10 Rules of Ikigai

1. Stay active; don't retire.
2. Take it slow.
3. Don't fill your stomach.
4. Surround yourself with good friends.
5. Get in shape for your next birthday.
6. Smile.
7. Reconnect with nature.
8. Give thanks.
9. Live in the moment.
10. Follow your Ikigai.

Incorporating Ikigai in Work and Craftsmanship

• Takumi: Toyota's employment of 'takumi' craftsmen, who specialize in creating a particular type of screw, exemplifies the dedication to mastery in work.
• Cultural Appreciation in Craft: The esteemed Shakunaga Yukio porcelain, admired by Steve Jobs, is a testament to the longevity that comes from appreciating and preserving traditional techniques.
• Traditional Techniques in Modern Work: Hayao Miyazaki's commitment to using traditional techniques in animation is a celebration of 'Ikigai' in creativity and work.

Everyday Elements Contributing to Longevity

• Shikuwasa: The citrus depressa, grown in Okinawa and known locally as 'shikuwasa', is noted for its nutritional value and is a staple in the Okinawan diet.
• Radio Taiso: A daily exercise routine broadcasted on the radio, which promotes physical health among all age groups in Japan.

Conclusion: The Ikigai Way

• A Lifelong Journey: Emphasizes that discovering Ikigai is an ongoing process.
• Global Relevance: Discusses how Ikigai's principles can be adapted across cultures for a universally enriched life.

Work Rules!

https://www.amazon.sg/Work-Rules-Insights-Inside-Transform/dp/1444792385

1. Work rules for becoming a founder
   1. Choose to think of yourself as a founder
   2. Now act like one
2. Work Rules for building a great culture
   1. Think of your work as a calling with a mission that matters
   2. Give people slightly more trust, freedom and authority than you're comfortable giving them. If you're not worried then you're not giving them enough
3. Hiring
   1. Given limited resources invest HR dollars in recruiting
   2. Don't let managers make hiring decisions for their own teams
4. Finding exceptional candidates
   1. Find the best by being excruciatingly specific in describing what you're looking for
   2. Make recruiting a part of everyone's job
5. Work rules for selecting new employees
   1. Set high bar for quality
   2. Find your own candidates
   3. Assess candidates objectively
   4. Give candidates a reason to join
6. Work rules for mass empowerment
   1. Eliminate status symbols
   2. Make decisions based on data not based on managers opinions
   3. Find ways for people to shape their work and the company
7. Work rules for performance management
   1. Set goals correctly
   2. Gather peer feedback
   3. Use a calibration process to finalise ratings
   4. Split reward conversations from development conversations
8. Work rules for managing your 2 tails
   1. Help those in need
   2. Put your best people under a microscope
   3. Use surveys to find the truth, nudge people to improve
   4. Set a personal example by sharing and acting on your own feedback
9. Work rules for building a learning institution
   1. Engage in delivering practice, break lessons down into small digestible pieces
   2. Have your best people teach
   3. Invest only in courses that you can prove change peoples behaviour
10. Work rules for paying unfairly
    1. Swallow hard and pay unfairly, power law distribution of performance
    2. Celebrate accomplishment not compensation
    3. Make it easy to spread the love
    4. Reward thoughtful failure
11. Work rules for efficiency, community and innovation
    1. Make life easier for employees
    2. Find ways to say yes
    3. The bad stuff in life happens rarely, be there when it does
12. Work rules for nudging toward health, wealth and happiness
    1. Recognise the difference between what is and what aught to be
    2. Run lots of small experiments
    3. Nudge, don't shove
13. Work rules for screwing up
    1. Admit your mistake, be transparent about it
    2. Take counsel from all directions
    3. Fix whatever broke
    4. Find the moral in the mistake and teach it
14. Work rules
    1. Give your work meaning
    2. Trust your people
    3. Hire only people who are better than you
    4. Don't confuse development with managing performance
    5. Focus on the 2 tails
    6. Be frugal and generous
    7. Pay unfairly
    8. Nudge
    9. Manage the rising expectations
    10. Enjoy

---

Detailed notes:

1. Work rules for becoming a founder

• 20/70/10 performance ranking. 20% top performance, 70% - normal performance, 10% - fired
• Jack Welch - 6 sigma https://en.wikipedia.org/wiki/Six_Sigma
• Romania like North Korea
• Freedom environment attracts top talent
• Managers can't make decisions unilaterally - who to hire, fire, if quality is enough, who to promote
• Managers serve the team - clearing roadblocks and inspiring the team
• Research - no operations improvements increase productivity
• Only giving employees freedom improved performance
• Make people owners

2. Work Rules for building a great culture

• Larry and Sergei created most culture rules
• Early Google employees took initiatives e.g. opened an office in New York
• Culture eats strategy for breakfast
• 3 defining factors of culture: mission, transparency, voice
• Having workers meet with people they are helping can increase productivity 500%, it creates a sense of purpose. Find deeper meaning in their work
• Transparency. Default to open. Open source. Newly hired engineer can view all code. Hangouts On Air Q&A
• Late binding, sometimes there is benefit in delaying decisions - chrome and android, it's better to keep both as each one has its streamers, rather than choosing only one of them
• Make all calls available to everyone - Ray Dalio
• Privacy - user data is critical
• Openness and transparency if you put people first
• Voice - they cover tax for gays. Giving people voice improves decision making quality
• Google does't have servers in China because they can't sensor results, it's Google's value
• Treat your work as calling with a mission

3. Hiring

• All hires should be above average. Hiring is the single most important activity in the org
• It's been tested in baseball. Highest paying team wins often but not all the time. Moneyball - data analytics.
• Acquihiring - destroying companies, bringing people to your company. A way to hire great people who otherwise wouldn't join you. Yahoo paid 30M for Summly https://www.wired.com/2013/03/yahoo-summly/
• Many companies have the following strategy - hire average and train them to champions
• They all have average hires since they all use same processes. Most people are not good interviewers.
• Most interviewers are biased towards people like them.
• Bush met Putin, I looked him on the eye and saw his soul
• Einstein - change context of work to become great
• 90th percentile performers and they start doing work right away.
• Most companies don't invest enough on hiring. Repurpose training to hiring
• Until 2010 Google didn't pay higher. People had to take cuts when joining Google
• 2 big changes:
  • Hire more slowly. Only 10% will be best performers. A top notch engineer is worth 300 times more than an average engineer. Ex. Jeff Dean. Search index in memory
  • Only hire people who are better than you in some meaningful way
• Managers give up power of hiring, it reduces bias.
• Humility and conscientiousness are the top characteristic of a good hire

4. Finding exceptional candidates

• Self-replicating hiring machine
• 3M people apply to Google per year
• Founders started with hiring the smartest people
• Realized that the should be hiring by commitee
• Two teams for hiring: product and engineering, marketing and sales.
• Back door references. If you worked or studied at the same place. 50 pages of profile after interviews.
• Google looks for smart generalists rather than experts.
• Among 100 first employees became CEOs, philanthropists, etc.
• Best source of candidates were referrals
• Increasing referral bonus didn't increase referrals
• Referral are made for intrinsic reasons
• Best people don't apply for jobs
• Knowable universe exercise - LinkedIn
• Job boards generate a lot of candidates but few hires. Bad people list their resumes on job boards
• 1 get the best referrals by being specific
• 2 get recruiting everyone's job
• 3 don't be afraid to experiment to attract top talent

5. Work rules for selecting new employees

• Study shows the first 10 seconds predict the outcome of the interview
  • Unstructured interviews can explain 14% of job performance. R of 0.14
  • Reference checks - 7%
  • Number of years of work experience - 3%
  • Work sample test - 29% (representative work sample is hard to create)
  • Test of general cognitive ability - 26%
  • Structured interviews 26% behavioral, situational questions
  • Test of conscientiousness - 10%
• Q droid - internal service at Google for finding interview questions for a position
• Vox populi - feedback from candidates
• 4 attributes are tested during the interview process
  • General cognitive ability
  • Leadership, emergent leadership. Google is against leaders who champion themselves
  • Googleness - fun, ok with ambiguity, courage
  • Role related knowledge
• Later Google moved to balance of generalists and experts
• Each interviewer reports
  • Attribute being assessed
  • Question and answer
  • Interviewers assessment
• Constantly check that interview works
• Same as other products improve, so does the hiring machine
• Rule of 4 interviews
• Median time to hire 37 days
• Interviewers are evaluated too. They can see their assessment and whether candidate was hired
• Never compromise on quality
• Only recruiters evaluate resumes
• After screening, phone interviews
  • 3 subordinate interview
  • 4 cross-functional interview, e.g. legal to interview sales
  • 5 feedback is evaluated by committee
  • 6 rely on disinterested interviewers
• Larry personally reviews applications
• 4 to 10 hours is spent on hiring for each employee
• Top executives spent a full day on it
• Time spent is reduced over time

6. Work rules for mass empowerment

• AB testing, 1% tests
• Same for people. Upward management feedback
• Creativity needs freedom, 20% of week focus on projects they like
• The idea of 20% rather than reality, not policy
• Paul Buchheit worked on Gmail for 2.5 years. Google thought it's too far from search
• Meritocratic, bonus is based on median salary not personal
• Googlegeist - annual survey, 100 questions. Confidentially or anonymously - no personally identified
• 5 questions that correlate with people quitting
• Ethos of simplification, improve recognition of people simplifying code. Talks, education
• Partnered with people operations to make sure it's accounted for in performance reviews
• Citizenship awards for people who simplify
• Bureaucracy busters. Don't require paper receipts

7. Work rules for performance management

• Improve performance by focusing on personal growth instead of ratings and rewards
• Concerns - takes too much time, not transparent, not fair
• OKRs are public to the company
• Measuring performance
• 41 point scale. Average 3.3 and 3.4
• Tried with different parameters, tried different number of grades: 3 to 50 grades. Yearly, quarterly, real time
• (1) Consensus impossible, (2) Desire for seriousness, (3) Experimentation important
• Having more categories - with 15 categories, employees decided they had fewer superb performers. with 5 categories had 5% superb performers
• Calibration - removes sources of individual bias. Recency bias, hand out common errors to reduce bias
• Ratings are tools for fairness, pay more for more work
• Avoid defensiveness, promote learning
• Intrinsic motivation drives performance, external motivation removed internal motivation. Study about assembling puzzle
• With ratings there is incentive to gamble the system
• Performance evaluation is separate from development evaluation
• Every time you open your mouth you add value
• Promotions are reviewed by committees, fairness. Googlers nominate themselves
• Colleges and partnerships spend a lot of time on performance reviews
• Set goals correctly public ambitious
• Gather peer feedback
• For evaluation adapt calibration, meetings to review profiles
• Split reward conversations from development conversations, combining them kills learning

8. Work rules for managing your 2 tails: the best opportunities lie in best and worst employees

• Height - gaussian, bell curve, applied in cases where it doesn't fit
• Power law - letter L
• Most companies treat employees as bell curve distribution. But the tails aren't symmetrical, bad employees get fired, the worst don't even make it in the door. Human performance follows power law distribution
• Most companies undervalue and underpay their best people
• People in the bottom tail present biggest opportunity. In GM bottom 10% get fired, you either move up or move out
• Google tracks 5% of bottom performance. They let them know that they are in the bottom 5%
• Typically lack of skill, or will, not motivated. Google de-emphasize role related hiring. They believe people will figure out their place
• Google only intervent to bottom 5% people
• Put best people under microscope
• Project oxygen, what if everyone had an amazing manager. Manager quality didn't have an effect on performance
• Engineers believe that managers don't matter. In 2011 Larry and Sergei eliminated managers. Within 6 weeks were reinstated
• Manager has to be at least as technically capable as their team. No-op manager otherwise
• Engineers moved from worst to best managers and visa versa, it showed engineers performance improved
• Checklist in airplane saved lives
• Semi annual upper feedback
• Help those in need
• Put your best people under microscope
• Use surveys and checklists to surface the truth and nudge people to tell the truth
• Have people who are best train everyone else

9. Work rules for building a learning institution

• It's better to deliver less content but make sure it sticks
• Teaching scales geometrically, individual linearly
• It's better to learn from people who work today
• Googler mindfulness, improves decision making
• G to g knowledge sharing between googlers
• Presenting with charisma
• I2p intro to programming to non engineers
• Rebecca Cotton career guru
• Leadership sales gurus
• Only invest in courses that change behavior
• Stories are key to teaching
• Behavior, Results
• Experiment to measure the results, try on one group and compare to another
• 3 rules:
  1. Engage in deliberate practice, break lessons down to small digestible pieces and do them repeatedly, improve via feedback
  2. Have your best people teach
  3. Invest only course that can change people behaviour, and you can prove it

10. Work rules for paying unfairly
11. Work rules for efficiency, community and innovation
12. Work rules for nudging toward health, wealth and happiness
13. Work rules for screwing up
14. Work rules

---

The results of Google's Project Oxygen research https://rework.withgoogle.com/blog/the-evolution-of-project-oxygen/.

10 behaviours that are common among their highest performing managers:

1. Is a good coach
2. Empowers team and does not micromanage
3. Creates an inclusive team environment, showing concern for success and well-being
4. Is productive and results-oriented
5. Is a good communicator — listens and shares information
6. Supports career development and discusses performance
7. Has a clear vision/strategy for the team
8. Has key technical skills to help advise the team
9. Collaborates across Google
10. Is a strong decision maker

High Output Management

https://www.amazon.com/High-Output-Management-Andrew-Grove/dp/0679762884

https://medium.com/@iantien/top-takeaways-from-andy-grove-s-high-output-management-2e0ecfb1ea63

• Borrowing from production, high output is the defining quality of good management
• A manager's output equals the output of his organization plus the output of neighboring organizations that he influences
• Should you be a hands on or hands off manager? It depends on whether your subordinate can deliver the desired output
• Motivation and training are the two main manager's tasks

PART 1: On Organizational Output

• Chapter 1: The Basics of Production
  • Whether you're compiling code, hiring staff, convicting a criminal, or making breakfast, everything can be modeled as a repeatable production process.
  • Understanding the elements of production — inputs, outputs, timing, limiting steps, quality controls, variability — lets us create and improve the "machinery" needed to fulfill our organizational goals. We all aim to achieve the same thing: high quality results in less time with least waste.
• Chapter 2: Managing the Breakfast Factory
  • Focus on vital, measurable indicators of output
  • Train your team to select a small number of objective, quantifiable measures of output
  • Avoid measures of activity, subjective measures and unquantifiable measures
  • Your job is to identify, closely monitor and effectively manage the vital few indicators of performance over the compelling many

PART 2: On Leading Teams

• Chapter 3: MANAGERIAL LEVERAGE
  • Managers "leverage" their time by spending small amounts to have large impact through three activities:
    1. information gathering
    2. decision making
    3. "nudging" others
  • Doing it right means positive high leverage actions:
    1. delegation with supervision
    2. training
    3. influencing processes with unique skills or knowledge
  • Doing it wrong means negative high leverage actions:
    1. delaying decisions
    2. meddling,
    3. abdication
    4. unnecessary interruption
  • Managerial meddling - doing work for subordinate which makes him assume he will be helper later
  • The normal number of subordinates for a manager who only manages people is 6 to 8. It takes a manager half a day per subordinate
• Chapter 4: MEETINGS
  • Process-oriented meetings:
    • One on one are used to exchange information, discuss thorny issues, uncover problems and review important but not urgent items
    • Staff meeting - a meeting where a supervisor and all subordinates are present, used for free discussion, sharing of different points of view, and decision making
    • Operations review - meeting where people who otherwise don't interact with each other can meet. Between peers
  • Mission-oriented meetings, created ad-hoc to reach a decision
  • Spending more than 25% of time in mission-oriented meetings is a sign of mal-organization
• Chapter 5: DECISIONS
  • You need to make sure everyone supports a decision, but not necessarily agrees
  • Decisions should be made at the lowest competent level because they are the ones who will implement it
  • Peer group syndrome - people are afraid to speak up without a manager present
  • If unending loop of discussions arises then ask these 6 questions:
    • What decision is needed?
    • By when?
    • Who should be consulted?
    • Who decides?
    • Who ratifies or vetoes?
    • Who needs to be informed?
• Chapter 6: PLANNING
  • Move towards long term plans using short-term Objectives (sub-goals) and corresponding Key Results
  • Cascade "OKRs" across organizations, so one manager's key results might make up the objectives of their direct reports, and so on
  • OKRs provide clarity and alignment, but they can't be run on auto-pilot. It takes judgment and common sense to guide day-to-day priorities based on OKR hierarchies.

PART 3: On Leading Enterprises

• Chapter 7: As organizations grow speed decreases while leverage increases
  • Businesses become more complex as they grow. Duplication and redundancy increase
  • Decisions are constantly being made on whether to
    • centralize functions for consistency and greater leverage, or
    • decentralize for greater speed
• Chapter 8: HYBRID ORGANIZATIONS
  • All large organizations with a common purpose end up in hybrid organization (exception: conglomerates)
  • Function-oriented teams (e.g. "Recruiting", "Finance", "Human Resources") increase leverage,
  • Objective-oriented (e.g. "Component Business Group", "Systems Business Group") teams increase speed
  • Function-oriented teams are akin to cross-cutting concerns in software engineering, e.g. logging, monitoring, security
  • Objective-oriented teams are akin to other logical components of a software system
• Chapter 9: DUAL REPORTING
  • Invented at NASA as "matrix management" individuals in dual reporting structures have managers in both objective-oriented and function-oriented teams (e.g. A financial controller reports to both the Division Manager and the Director of Finance)
  • While this solution creates complexity, the cost of complexity is outweighed by the benefits of operating in both functional and mission-oriented teams
• Chapter 10: MODES OF CONTROL
  • Our behavior is control by 3 invisible but pervasive means:
    • Free market forces
    • Contractual obligations
    • Culture
  • Mode of control is selected based on
    • Motivation of employee (self-interested vs group interested) and
    • Environment (charaterized by CUA: Complexity, Uncertainty, Ambiguity)
  • Quadrant of modes of control:
    • If self-interest is high, and CUA factors are low - market conditions mode
    • If group motivation is high, and CUA factors are low - contractual mode
    • If group motivation is high, and CUA factors are high - culture
    • If self-interest is high, and CUA factors are high - no mode of control will work
  • It's a manager's responsibility to align team members to group interests

PART 4: On Leading People

• Chapter 11: MOTIVATE PEOPLE
  • If subordinate doesn't do their job it's either because they can't do it or they don't want to do it
  • The two most important tasks of a manager: training and motivating - lead people to self-actualuzation
  • Needs determine motivation
    • Maslow pyramid of needs, self-actualization is at the top of the pyramid, most other needs are self-limiting
    • Self-actualization can be either competence driven or achievement driven. Achievement driven is better cause it created results
• Chapter 12: TASK-RELEVANT MATURITY
  • Depending on the task-relevant maturity of an employee manager's involment should be either high with task-oriented management style, or low focused only on setting and monitoring high-level objectives.
  • Analogy with a child learning to ride a bicycle - first he rides a three-wheeler, then you advise him to switch to a two-wheeler, support him and teach the rules. Then he leaves home and goes to college.
• Chapter 13: PERFORMANCE REVIEWS
  • Having an argument in English means fighting. The proper word when fighting is not implied is a debate or discussion
  • Delivering performance review: Level, Listen and Leave yourself out
  • Types of performance reviews:
    • On the one hand, on the other hand
    • The blast
  • 5 stages of problem identified in performance review:
    • Ignoring
    • Denying
    • Accepting
    • Assuming responsibility
    • Finding a solution
  • Give written review before meeting face to face so subordinate has time to prepare
• Chapter 14: Two difficult tasks
  • Interviewing
    • If interviewee goes off track say, I'm sorry I'd like to change the subject to xyz, don't waste the time
    • 4 categories of questions:
      • Understanding their technical knowledge
      • How he used his knowledge and skills
      • Reasons for discrepancies between his knowledge skills and performance
      • His values
  • Try to talk a valued employee out of quitting
    • When someone is dedicated and loyal and feels their work is unappreciated it is the failure of the manager when they decide to leave
• Chapter 15: COMPENSATION
  • Performance based vs experience based compensation
  • Recycle high achievers who are over-promoted
  • The art of constructive confrontation - problem solving approach
• Chapter 16: TRAINING
  • Training is the highest leverage activity a manager can do to increase the output of an organization
  • If a manager spends 12 hours preparing training for 10 team members that increases their output by 1% on average, the result is 200 hours of increased output from the 10 employees (each works about 2000 hours a year)
  • Don't leave training to outsiders, do it yourself

The Selfish Gene

https://www.amazon.com/Selfish-Gene-Popular-Science/dp/0192860925

• Chapter 1: Why Are People?
  • The use of contraceptives proves that we are capable of behaving against our primal instincts, create fake meaning in life.
  • Self-deception evolved to protect the lies, not to expose them to others.
  • Examples of altruistic behavior:
    • Bees stinging enemies and losing a part of their body then dying
    • Monkeys screaming when seeing a predator, which notifies other monkeys
  • Speciesism is normal while racism is not. Killing chimpanzees is ok.
  • Group selection doesn't make sense, lions shouldn't kill antilopes because they both members of group mammals. Dawkins claims that the theory of group selection is wrong. Instead, evolution operates on genes.
• Chapter 2: The Replicators
  • From a soup of atoms molecules can randomly assemble. Even complex molecules like aminoacids. At some point replicator molecules may assemble. There is positive and negative replication. DNA is an example of negative replication.
  • Hebrew word for young woman (alma) was mistranslated into virgin in Greek: behold a virgin shall conceive and bear a son. Maiden in English can mean a young woman or virgin.
  • Evolution favors high fidelity replication i.e. with low number of errors. A paradox here is that evolution happens despite all the efforts of replicators to prevent it happening.
• Chapter 3: Immortal Coils
  • Humans are survival machines for genes. I.e. first there was just protective protein coat around replicators - a cell. Then it grew into primitive multi-celular organisms, etc. until complex organisms like primates.
  • Chromosomes are volumes in a book, genes are pages in a book. Genes interact with each other, you can't find a gene for long legs or altruism.
  • 23 pairs of chromosomes, one pair from the father another from the mother. Gene for eye color can be different in each side of chromosome, only one will be used the other is recessive and will be passed to future generations. Only if both genes inhereted from mother and father are for blue eyes, the person will have blue eyes.
  • Gene pool: all genes in the population. Sex mixes chromosomes, sex cells have only 23 chromosomes.
  • Sperm and eggs have a mix of paternal and maternal genes, each sperm or egg has a different mix. Sperm and eggs are created during meiotic division.
  • During meiotic division paternal and maternal genes crossover. Crossover may occur in the middle of a gene. The shorter a gene the more likely it's to be passed to next generation as it's less likely to be split due to crossover.
  • Cistron - a group of genes. Genes generally fit between the cistron and chromosome in scale.
  • Properties of a successful unit of natural selection - longevity, fecundity, copying fidelity.
  • Genes are analogous to members of a boat in a rowing competition. You need 8 good members to win, they cooperate, but compete with other people for a particular role in the boat. Wind is external environment.
  • Lethal genes cause the survival machine to die at some point in life. Semi-lethal genes make it more likely to die from some cause. E.g. a gene that causes old body to develop cancer would be passed on to next generations.
  • Death doesn't contradict natural selection. We could prohibit making children until the age of 40 and it would increase the average life span over time. Doing this could increase the life to several hundred years.
• Chapter 4: The Gene Machine
  • Some flies don't have crossing over, in this case the whole chromosome is a gene.
  • Limbic system is parallel. Cortex is serial. Like Macintosh user interface simulates folders and files in the UI. Cortex allows us to run simulations which creates an illusion of consciousness.
  • Stable sex ratio is 50/50, it can be calculated using game theory methods.
  • Hawk vs dove, for example 5/12 doves and 7/12 hawks.
  • ESS - Evolutionary Stable Strategy.
• Chapter 5: Aggression: Stability and the Selfish Machine
  • There is territorial defense, e.g. in tigers. The strategy is: if you are an intruder you escape if you are the owner you attack. This strategy may develop when there are no other differentiators e.g. size. People often use this strategy e.g. when occupying parking lots.
  • Stable gene set, gene set in the population form an evolutionary stable set.
  • Recessive gene kills its owner if there are two copies of it. That's why incest is taboo.
  • Birds discriminate eggs so they don't take care of other eggs by accident. Game theory shows that if they didn't do it cheaters would lay eggs and have honest birds brood over them.
• Chapter 6: Genesmanship
  • Kinship (relatedness) of twins is 1. Kinship to parents, siblings, and children is 0.5. Kinship to grandparents, grandchildren, cousins, nephews, nieces is 0.25.
  • Lions on average have 0.22 kinship for males and 0.15 kinship for females. The altruistic gene then encodes behavior assuming this number, any deviation from it is penalized by natural selection.
  • In terms of kinship parent-child relationship is same as brother-sister relationship (0.5 kinship). The certainty is higher for the parent-child relationship though, so care is manifested more.
  • If your mother is monogamous she is as good a genetic bet as you yourself (she can produce siblings for you == you producing children) some insects store sperm after the first mating, e.g. ants.
  • Altruism from uncles of mother side is higher than altruism from uncles of father side since there is less confidence the children are from the father (she might have cheated). Mother's brother effect - Maternal brother should be more altruistic than apparent father.
  • Fraternal birth order effect - the more older brothers a male has from the same mother, the greater the probability he will have a homosexual orientation.
• Chapter 7: Family Planning
  • Bearing and caring strategy. There can be no only caring strategy as it's not stable.
  • Caring for children affects the optimal number of children cause caring requires resources. Different species of birds lay different number of eggs.
  • PI - parental investment is any parental expenditure that benefits offspring.
  • Menopause is genetically explained, older woman has lower chances of their children surviving. At around 40 years old chances are 2 times lower than those of their grandchildren.
• Chapter 8: Battle of the Generations
  • Parents try to maximize the chances of their offspring survival, pick the best number of children and allocate food according to needs. Children scream to indicate they are hungry. Some children scream more to cheat and get more food at a cost of siblings. But that strategy is not winning cause this gene will be in their children and it will have reduced the capacity to replicate.
  • The stable ratio of males to females is 50/50 for organisms. A gene spends 50% of his life in a male body and 50 in female. Some genes e.g. penis length are only expressed in one sex.
  • It's more likely that a male abandons its offspring than a female cause for a female it's a much larger investment of resources.
  • Bruce effect - female rodents will lose the pregnancy if exposed to another male within 24 hours.
  • At a certain level of development of a child it's best strategy for one of parents to leave. The one who leaves first is in advantages position. It only works if a child is at the level that just one parent is enough to bring him up.
• Chapter 9: Battle of the Sexes
  • Domestic bliss strategy - she plays hard to get, he proves his fidelity and perseverance. He-man strategy - the female goes for the best genes, accepting that she will get no help from the father (elephant seals, female copulates with the best male by visible clues. Small proportion of males copulates with all females)
  • Coy fast strategies - for female Faithful filandro strategies for male
  • There will be a stable equilibrium in which there is a certain proportion of strategies.
  • The strategy of a female of asking him to do initial investment e.g. build a nest or climb a mountain or kill a dragon is stable as it ensures he will not desert after copulating. He'd have to kill another dragon if he wanted to copulate with another female.
  • Paternal care is common in water but rare on land, visa versa for maternal care. Female fish can spew her eggs and leave, male can't do this as male sperm would diffuse unlike female eggs. Then after male spews sperm on eggs he has to care of it as the female is already gone. There is a paper that shows the hypothesis is wrong.
  • Sexual selection: paradise birds select males with long tails. In the beginning it was an indicator of success, further it was increased because females used a simple rule of choosing male with long tale.
  • Chimpanzee have bones in their penis called baculum. Erection failure is an early warning of diabetes or psychological diseases. It's a warning sign for the female to not copulate. Similar to how long tails of paradise birds is a sign of good health (no diarrhea), erection is a sign of good health. That's why humans lost bone in penises since it helps females to pick better males. Handicap principle - males develop a handicap such as a long tail which is sexually selected.
  • Hoarding of animals explained by them trying to surround themselves with other animals., so they don't get eaten.
  • Gazelles jump high to show they are healthy and not an easy prey.
  • Beehives are warm inside although bees are not warm blooded, they behave like an organism. Most individuals are sterile like in bodies only testes eggs and ovaries are not sterile
  • Hairless rodents behave like social insects. Grasshoppers is a special cast of social locusts that go out and eat everything.
  • Haplodiploidy is a sex-determination system in which males develop from unfertilized eggs and are haploid, and females develop from fertilized eggs and are diploid.
  • Some ants farm fungi on leaves. Farming in other sense means that worker bees farm their genes on the queen bee.
• Chapter 10: You Scratch My Back, I'll Ride on Yours
  • Bees cheats suckers grudgers. Grudgers are tit for tat, remove ticks from head of others. Grudgers will win but some cheats will be left. Suckers are not beneficial to grudges because they cause the prosperity of cheats.
• Chapter 11: Memes: The New Replicators
  • Meme is a living structure, it occupies nerve cells in brains of humans and spreaders across them. The God meme survived not because of the advantage to Hunans but advantage to the meme. It's possible that not religion causes survival but some other factor causes religion and survival e.g. desire to have idols.
  • Don't seek immortality in gene reproduction rather in meme reproduction.
• Chapter 12: Nice Guys Finish First
  • Axelrod's tit-for-tat, 16 strategies competing with each other pairwise. Naive prober does better than tit-for-tat. Remorseful prober does even better. In the third round he ran multiple generations to see which one will outnumber others. Tit-for-tat is not an ESS, it can be evaded by other nice strategies e.g. always cooperate. If a population is already dominated by defectors it is an ESS, can't be evaded by other strategies. Tit-for-tat is not envious, it doesn't care about other people rewards, only about maximizing their reward from nature. The British and Germans developed tit-for-tat strategy when on front line in a war with each other. You don't shoot me I won't shoot you, long term game, live and let lived.
• Chapter 13: The Long Reach of the Gene
  • Bacteria and animals also play strategy games. Some bacteria can cause sepsis when individual is wounded and in normal circumstances it helps.
  • Vampire bats share blood when the bro is in need, they also play tit-for-tat.
  • Segregation distorters have unfair advantage comparing to aliel genes, for example T-genes in mice. If there are 2 of T-genes the mouse dies.
  • Rabies virus makes the host behave in a way that makes spreading the virus easy. Animal is roaming around like crazy ignoring dangers, biting others, salivating. Does hiv increase libido? Genes are replicators, bodies are vehicles.
  • A bee hive behaves like a single organism because the genes originate from the queen. The condition is that genes must have a single genetic route, for it to be considered a vehicle. That's why a pack of wolves is not an organism.
  • 3 questions:
    • Why do genes aggregate into cells - cooperation gives benefits eg multi step chemical reactions are possible.
    • Why do cells aggregate into organisms - bigger size and separation of functions helps.
    • Why do organism have a bottlenecked lifecycle. Start as single cell and a result is single cell.

How Google Works

https://www.goodreads.com/book/show/23158207-how-google-works

Google Search doesn't have any network effect. Google's culture does. Google is hiring the best of the best engineers which attracts more best engineers. Every new engineer increases the value of the company non-linearly and increases the chance more best engineers will want to join.

• If you want something done, give it to a busy person
• Knights and knaves and divas
• Base your product on strong technical insight, not on market research
  • Google Search - PageRank
  • AdWords - rank ads by how often people click on ads
  • Google News - group news by topic not source
• Focus on growth not revenue
• A fox knows everything but hedgehog knows one big thing. Good to great - all great companies are hedgehogs. Specializing is a riskier strategy.
• Hire good people, good people attract good people. Bad people attract bad people. Smart creatives are someone who is smart and creative.
• Pick the industry (early in the career) then the company (later in the career).
• Negotiation rules: PIA (have patience, information, alternatives)
• Opra Winfree rule - it's not enough to make a good argument supported by data, you need to touch people's hearts.
• Spend 80% of your time on 80% of your revenue.
• Climb, Confess, Comply mode (when pilots are in danger they first fly higher, then talk to dispatcher, then follow his recommendation)
• 2 level game theory
• Jobs reality distortion field - Jobs asked engineer if he could shave off 10 seconds from the macintosh bootup time. He said no. Then asked again but what if a person's life depended on it? He said well maybe. In a month he shaved of 20 seconds.
• Google X Venn Diagram to decide whether to pursue an idea:
  • Solves a big challenge
  • Solution that's radically different from anything else on the market
  • Feasible, achievable in not distance future
• 70/20/10 rule.
• Red flag law in the UK - after a car accident the government came up with a regulation that instructed to have a person with a red flag coming in front of every car, and 2 mile/h in the city, 4 miles/h outside.

The Power of Habit

https://www.amazon.com/Power-Habit-What-Life-Business/dp/081298160X

• Tingling in the mouth after brushing teeth is created by marketers to give people an illusion that the tooth paste works. The chemicals in the tooth paste that cause tingling don't have any purpose other than to create this illusion.
• Febreze eliminates odor. People didn't want to buy it at first. Proctor & Gamble marketers added a scent and created an association with freshness via advertisement which increased sales by multiple times.

Zero to One

https://www.amazon.com/Zero-One-Notes-Startups-Future/dp/0804139296

1. There is vertical and horizontal progress.
   • Vertical progress is a radical improvement, going from zero to one, and is achievable using technology.
   • Horizontal progress is expanding on the radical improvement, e.g. via globalisation.
   • USA makes vertical progress, China horizontal.
2. The dot com boom and burst people created dogmas:
   • Make incremental advances, small steps,
   • Be lean, don't plan far ahead,
   • Improve on the competition, don't try to create new market prematurely,
   • Focus on product, not advertising Depending on the circumstances, the company and the market conditions the opposite might be true.
3. Monopolies try to conceal they are monopolies, to avoid anti-trust laws. E.g. Google claims it has 3% in global advertising business. They support the claim by using union of factors, e.g. Google unions digital advertisement markets and non-digital. Non-monopolies try to convince investors they own entire market, e.g. a British food restaurant in Bay Area telling they own entire market. They support the claim by using intersection of factors e.g. a British food restaurant, in a specific area, themed with rock-n-roll style.
4. All successful companies are unique, they become monopolies for solving unique problems. All failed companies are same, they fail to escape the competition.
5. Competition is not always good for companies, and consumers. A monopoly has spare resources to invest in long-term visionary projects. Companies in the environment of strong competition have little spare resources. PayPal had to merge with x.com to survive the financial crisis.
6. Moats:

• Proprietary technology
• Network effects
• Economies of scale
• Brand

7. Biotech companies struggle to succeed comparing to tech companies, because the human body is a lot more complex that computer systems built by humans.
8. Power Law:
   • Only a few companies in investment portfolio justify all other failed investments. Invest only in companies that have a potential to justify all other investments.
   • Only a few decisions are most important
   • Distribution channels follow the Power Law.
9. Secrets - ask yourself a question, what thing do you know that other struggle to understand. This secret gives you an edge in achieving success.
   • Kazinskiy: goals can be easy to achieve, hard to achieve and impossible to achieve. All problems that are hard to achieve have already been solved, easy goals don't bring satisfaction - the only way to happiness is to destroy the civilization and start over.
10. Foundations are important for startups.
    • CEO should pay little to himself and be mostly incentivized by his stake in the company.
    • Founders should have worked before and know each other well.
11. PayPal mafia:
    • Spend time with people you like - you spend most time with colleagues.
    • Company should be a cult. Opposite are consulting firms like Accenture where employees has no connections to it.
12. Sales matter.
13. Machines will complement people not replace them.
14. Green Tech:
    • Engineering - your solution must be orders of magnitude better.
    • Timing - is it the right time now?
    • Monopoly - you better have a big share in a small market.
    • Team - you must have the right team.
    • Distribution - you must have distribution channels.
    • Durability - you should have a defendable position for 10-20 years into the future.
    • Secret - you must have a secret no one knows.

Stress-Free Living

https://www.amazon.com/Mayo-Clinic-Guide-Stress-Free-Living/dp/B01J2BMZD2

1. Mind has 2 states: focused and default. Focused mode is when the mind is externally directed, default mode is when the mind is internally directed.
   • A Wandering Mind is an Unhappy Mind
   • Ruminations are thoughts about past events, worries are thoughts about future events.
   • Mind can only keep around 7 items of information at a time. It has a queue of tasks or things to think about. When the queue is too long it causes "thrashing" or stress.
2. Human mind selectively attends to threat, pleasure and novelty.
   • Threat is the predominant focus.
   • The majority of modern threats are our inter-emotional battles.
   • Our minds are innately restless and irrational.
   • The new mantra of survival is "survival of the kindest". Some research shows that people look for kindness in their partners.
3. Be happy with what you have, don't compare yourself with others, compare yourself with previous version of you. What you have now many people can't even dream about.
   • A story of how Darwin lost his beetles while he was collecting samples of insects. He had 2 beetles - one in each hand. He saw another beetle not far from him and wanted to pick him. After putting one of the beetles in his mouth, the beetle stung his tongue, Darwin shoked had to throw away both beetles and lost the 3rd too. The moral is be content with what you have.
   • Acceptance - don't cling to desired outcomes, accept everything. Accept people, every person is like a key on the piano - each key sounds right if it's in the right place and in the right song. Meaning every person can be good and useful if he is in the right environment.
4. Meaning. Living without meaning is akin to a car connected to 7 horses all pulling in different directions. Meaning is what gives you direction in life and what allows you to move forward and progress.
   • "Satisfy the necessities of life – hunger with food, thirst with drink – like the butterfly that sips the flower, without destroying its fragrance or its texture".
   • Mother Teresa released a book which shocked everyone, in which she confessed that she stuggled finding meaning in life.
5. Forgiveness. People who can forgive have less stress, live longer. Anger can hurt you more than it hurts the target of your anger.
   • President Ronald Reagan was shot by an assassin. He felt anger to him but decided to forgive to relieve himself. Forgiveness started healing him before surgeon know did.
   • Realising that actions of other might b caused by their innocent ignorance will make forgiving easier.
6. Don't judge other people.
   • Weak or kind
   • Inconsiderate or upfront
   • Stingy or generous
   • Lazy or careful
   • Obstinate or confident
   • Wasteful or tasteful
7. The 4 horseman of the apocalypse: Contempt (презрение), Defensiveness, Criticism, Stonewalling.
8. P/N ration - positive to negative feedback ration. There's a research that shows that happy families have P/N ration higher than 5.
9. Volcanoes server a purpose - they prevent earthquakes, release pressure from beneath earth. Healthy argument serves a similar purpose. You ability to voice disagreement helps to keep democracy alive at home and nationally.
10. To say "no" use a sandwich of "yes", "no", "yes".
    • "I'd like to meet you, but have too much going on right now. How about next monday".
11. Apologise when appropriate - your apology should be simple. It's not a sign of weakness or timidity, it's on the contrary a sign of strength.
12. Negativity bias - the mind is biased toward negativity. This is important for survival because missing adversity can kill you while missing fortune can't.
13. Top five regrets of the dying

• "I wish I'd had the courage to live a life true to myself, not the life others expected of me."
• "I wish I hadn't worked so hard."
• "I wish I'd had the courage to express my feelings."
• "I wish I had stayed in touch with my friends."
• "I wish that I had let myself be happier."

The Lean Startup

https://www.amazon.com/Lean-Startup-Entrepreneurs-Continuous-Innovation/dp/0307887898

Key idea: ship an MVP quickly to users to get their feedback, iterate fast. This will help you to avoid wasting time on building products that no one needs.

Pros:

• Some ideas from Lean Manufacturing are interesting, e.g. the Five whys
• Some startups mentioned in the book are interesting

Cons:

• Mostly opinions and experiences of the author
• Many of the use case examples of companies in the book failed to grow
• The startup the author founded - IMVU - failed to grow
• The author is a consultant

Points:

• Learning

  • The company that the author build: https://IMVU.com
  • Launch an early low quality prototype, and MVP, to get feedback from customers to avoid building something no one needs.
  • Charge customers from day 1
  • Use low volume revenue targets as a way to drive accountability

• Experiment

  • Entrepreneurs should experiment more, do strategic planning less. This allows them to learn about problems users have and how to solve them.

• Leap

  • There are two leaps of faith: value and growth.
  • Companies should minimize feedback loop, build MVP and release it, get feedback from users.
  • Toyota has a chief engineer who oversees the entire production. New model Siena was designed for children.

• Test

  • Develop an MVP to test your ideas.
  • Food on the Table had their CEO go to customers as concierge to create groceries list etc.
  • Aardvark - social search engine for subjective questions. Hired people to replicate backend. Wizard of Oz Testing - users think they interact with a machine while in fact there is a human behind the scenes doing the work.

• Measure

  • Don't use vanity metrics - gross number of customers, revenue. It doesn't tell you if actions of the entrepreneurial team have any positive effect.
  • Grockit, an online social learning game company, used split testing to find out if their initiatives work. Ceased to exist in 2016.
  • Teams are evaluated by using validated learning, i.e. validating that new features improved core metrics, not by simply production of new features.
  • Three As of good metrics: actionable, accessible, auditable.

• Pivot or Persevere

  • Kching- platform for amateur traders, designed as a game
  • Five whys, by Sakichi Toyoda. Below is an example:
    • A new release broke a feature for customers; why, because a particular server failed; why, because of an obscure subsystem used in a wrong way; why, the engineer who used it didn't know how to use it properly; why, because he was never trained; why, his manager doesn't believe in training new engineers because he and his team are too busy. the Five whys helped identify a managerial problem which seemed like a technical problem.

Mastering Fear

"The brave man is not the one who has no fear, he's the one who triumphs over his fear" - Nelson Mandela.

Systematic desensitization - The process of systematic desensitization occurs in three steps. The first step of systematic desensitization is the identification of an anxiety inducing stimulus hierarchy. The second step is the learning of relaxation or coping techniques. When the individual has been taught these skills, he or she must use them in the third step to react towards and overcome situations in the established hierarchy of fears. The goal of this process is for the individual to learn how to cope with, and overcome the fear in each step of the hierarchy.

SEAL BUD/S - Basic Underwater Demolition - is a 24-week training course that develops the SEAL candidates' mental and physical stamina and leadership skills. Each BUD/S phase includes timed physical condition tests, with the time requirements becoming more demanding each week.

Sleep is a weapon.

You experience anxiety or stress when you know you need to do something but you don't do it due to procrastination. To get rid of anxiety or stress just starting making steps towards fixing what causes it. Jeff Bezos.

Lessons (from here):

1. Prepare More Than You Need

   • In the course of one season an oak tree will drop thousands of acorns. Why? All it takes to safely reproduce itself and continue to oak species is a single acorn. So what are all those others? Rough drafts.
   • When directors film a movie, they spend many hours and sometimes days filming a 1-minute scene over and over again. The same scene can be shot over twenty times, but eventually, only one clip is chosen.
   • Pilots run dozens or even hundreds of what-if scenarios: What to do if an engine goes out; if there's an electrical problem; if communications go down and more.

2. True Safety is an Illusion

   • Fear is awareness of danger, right? And naturally, you want to keep yourself safe, correct? Ah, but that's a trap! And within that trap is a secret, one that might be uncomfortable to hear but will liberate you if you let it: You're never safe.
   • Every great gain, for humanity as a whole or for you or me in our own lives, has come about only through risk.

3. Trust Your Gut and Jump

   • A lot of times in life people find themselves in a situation where they know what they have to do and it feels like the universe is telling them to do it, but the people around them may try to stop them. This is why it's important to trust your gut and jump when things feel right.
   • Brandon tells the story of a young mechanic named Douglas Corrigan who was inspired to fly after Charles Lindbergh flew his plane across the Atlantic. Lindbergh became an American hero and became Time magazine's first "person of the year."

Sapiens: A Brief History of Humankind

https://www.amazon.com/Sapiens-Humankind-Yuval-Noah-Harari/dp/0062316095

• Homo Sapiens (man wise) - Homo is genus, sapiens is species.

• Mix of a horse and a donkey is a mule. Mules are infertile. Animals within the same species can mate and produce fertile offspring.

• Homo Sapiens originated in East Africa around 100k years ago. Like other humans, Neanderthals originated in Africa but migrated to Eurasia long before other humans did.

• Cognitive revolution is when language was invented, around 50k years ago.

  • Gossiping is the primary utility of language and why it developed. 150 is the number of members of a group when gossiping is efficient without hierarchy.

• Agricultural revolution happened 12k years ago. Before that humans were hunter-gatherers.

  • Our brain is shaped to hunter-gatherer style of living happening for 88k out of 100k years.
  • Hunter-gatherers have to move from place to place frequently so they didn't have many possessions. A modern human has many posessions due to consumerism.
  • Wheat, rice, potato domesticated humans. I.e. they accomplished evolutionary goal of spreading their genes across globe.

• People eradicated large animals from earth like Mammoths, because they had a lot of meat. Also the climate change helped.

• Unification of humankind

  • There are different levels of existence: objective, subjective (created and belived by the mind of a single individual), inter subjective (created and believed by the society).
  • From the American Constitution: all men are created equal, they are endowed by their creator with certain unalienable rights among these are life, liberty and the persuit of happiness. This translates in biological terms to: all men evolved differently, born with certain immutable characteristics and among these are life and the pursuit of pleasure.
  • Raping a woman was considered a property violation, rapist had to pay to the father of the woman. Giving birth to a girl was considered a misfortune in China. Parents often killed girls to get another chance.
  • Equality and liberty are in contradiction with each other. Soviet Union: everyone is equal but there is no freedom.

• Money is the invention that catalysed trade.

  • First silver ingots appeared 3000 years BC.
  • Money replaces other beliefs such as belief in honor, honesty, generocity.

• First missionary religions appeared in the 1st century BC (Before Christ)/

  • Catholics believed that to atone for their sins people have to do good deeds.
  • Protestants believed that Christ already atoned for all sins, if we believe we need to do more we devalue Christ's sacrifice.
  • Christianity is a monotheistic religion but saints mirror poly gods
  • Nirvana literally means extinguishing the fire
  • There are 2 types of chaos:
    • Level 1 chaos - e.g. weather
    • Level 2 chaos - e.g. markets, they react to predictions

• Memetics - similar to how organic units spread using genes, cultural ideas spread using memes.

  • This term was coined by Richard Dawkins.
  • Postmodernists see discourses as units of culture. In this sense Postmodernism is a younger sister of memetics.

• 1500 year - the Scientific Revolution

  • Based on collecting data and creating theories from these data.
  • Scottish Widows - the first insurance company, used statistics to predict gatherings of money that would be enough to compensate for losses of husbands.
  • Science solved poverty, famine, disease, but not yet death.
  • 1768 - expedition led by James Cook.
    • His crew wes sent to Tahiti to observe transition of Venus to calculate the distance of the Earth from the Sun. The data collected in the expedition sparkled research in many fields.
    • In that expedition it was found that Scurvy is caused by lack of vitamin C.
    • Tasmanian and Australian aboriginals were exterminated by expeditions that were half scientific half imperial.
    • Truganini is the last native full-blooded aboriginal Tasmanian.
  • 1750 to 1850 is when Europe became the leader after a series of wars with Asian countries. Scientific and technological innovations is what gave European countries an edge in wars.
  • The first railroad was opened in Britain in 1830.
  • 1831 - the Royal Navy sent expedition to South America, 22 years old Charles Darwin took part in it, he was a Cambridge graduate. He created the theory of evolution there.
  • Might be a fake: when Americans were preparing for landing on the Moon they practiced in South America. They met an aboriginal who asked them to pass a message to Gods on the Moon: Don't believe anything these people are saying to you, they came to steal your land.
  • When Columbus discovered America he thought it was India so called aboriginals Indians. Religion said there is only Europe, Asia and Africa so he didn't dare to claim it was a new continent.
    • Amerigo Vespucci wrote articles claiming it was a new continent. A mapper thought Amerigo discovered it so called it in his honor.
  • Age of discovery: 1400 to 1650.
  • 1519 - the Spanish colonised Mexico. Natives carried incenses because Spanish smelled unbearable. They thought it was a sign of divine honor. Cortes was a bandit who conquered the Aztec empire.
  • 1982 - the Japanese conquered Alaskan places
  • Indoeuropean family of languages, William Jones was the first who studied them.

• Loan revolution

  • The Mississippi Bubble in France 1717, company wanted to colonize Mississippi and build New Orleans.
  • The British empire was run by private joint stock companies traded by stock exchanges. First colonies in North America were established by the London Company, Plymouth Company, Massachusetts Company, not the state. India was colonised by mercenary armies of the East British company.
  • Atlantic slave trade company

• Industrial revolution is the evolution of energy conversion

  • 1825 - steam engine was used on a train
  • Internal combustion engine
  • Nuclear power

• Consumerism - the supply exceeds demand so culture promotes consumerism.

• Individualism - state and market will take care of you, you don't need your family and community.

• Happiness

  • Evolution designed us to never be happy for a long time. The desire for pleasure drives progress, without it progress stops.
  • There is a set point of happiness for every human, it returns to that point after some turbulences caused by good or bad events.
  • The Selfish Gene - natural selection chooses what's good for the reproduction of genes, even if it's bad for them as individuals
  • Buddhism - a man standing on a beach trying to attract good waves and distract bad waves. He becomes frustrated of this fruitless exercise. It's better to relax and let them come and go. Waves are feelings in this metaphor.
  • Happiness begins within, independent of external conditions. Buddhism says it's independent of feelings

• Green fluorescent rabbit Alba

• Biological revolution - people engineering organisms by changing DNA.

  • 1996 - an ear was grown on a mouse back from cartilage tissue of cattle, Vacanti mouse.

• Human brain project.

The 21 Irrefutable Laws of Leadership

https://www.amazon.com/21-Irrefutable-Laws-Leadership-Anniversary/dp/149151311X

• Pros: interesting stories, good quotes.
• Cons: no scientific data, purely opinions of the author.

1. THE LAW OF THE LID - Leadership Ability Determines a Person's Level of Effectiveness.

2. THE LAW OF INFLUENCE - The true measure of leadership is influence – nothing more, nothing less.

3. THE LAW OF PROCESS - Leadership develops daily, not in a day.

   • Champions don't become champions in a ring, they are simply recognized there.
   • It is not the critic who counts; not the man who points out how the strong man stumbles, or where the doer of deeds could have done them better. The credit belongs to the man who is actually in the arena, whose face is marred by dust and sweat and blood; who strives valiantly; who errs, who comes short again and again, because there is no effort without error and shortcoming; but who does actually strive to do the deeds; who knows great enthusiasms, the great devotions; who spends himself in a worthy cause; who at the best knows in the end the triumph of high achievement, and who at the worst, if he fails, at least fails while daring greatly, so that his place shall never be with those cold and timid souls who neither know victory nor defeat.

4. THE LAW OF NAVIGATION - Anyone can steer the ship, but it takes a leader to chart the course.

   • A leader is one who sees more than other see, who sees farther than other see, and who sees before others do.

5. THE LAW OF ADDITION - Leaders add value by serving others.

6. THE LAW OF SOLID GROUND - Trust is the Foundation of Leadership.

7. THE LAW OF RESPECT - People naturally follow leaders stronger than themselves.

8. THE LAW OF MAGNETISM - Who you are is who you attract.

9. THE LAW OF INTUITION - Leaders evaluate everything with a leadership bias.

10. THE LAW OF EMPOWERMENT - Only secure leaders give power to others.

11. THE LAW OF CONNECTION - Leaders touch a heart before they ask for a hand.

12. THE LAW OF THE INNER CIRCLE - A leader's potential is determined by those closest to him.

13. THE LAW OF THE PICTURE - People do what people see.

14. THE LAW OF BUY-IN - People buy into the leader, then the vision.

15. THE LAW OF THE BIG MO - Momentum is a leader's best friend.

16. THE LAW OF VICTORY - Leaders find a way for the team to win.

17. THE LAW OF PRIORITIES - Leaders understand that activity is not necessarily accomplishment.

18. THE LAW OF SACRIFICE - A leader must give up to go up.

19. THE LAW OF TIMING - When to lead is as important as What to do and Where to go.

20. THE LAW OF EXPLOSIVE GROWTH - To add growth, lead followers. To multiply, lead leaders.

21. THE LAW OF LEGACY - A leader's lasting value is measured by succession.

English Collocations in Use - Advanced

https://www.amazon.com/English-Collocations-Advanced-Book-Answers-dp-1316629953/dp/1316629953

Varieties of collocations

6. Metaphor

   • foot the bill
   • heavy burden
   • run into trouble

7. Intensifying and softening adverbs

   • deeply offensive
   • spotlessly clean
   • wildly inaccurate

8. Make and verbs that mean make

   • make a contribution
   • make a habit of
   • turn a profit

9. Communicating

   • generally speaking
   • talk business
   • get a message across

10. Collocations with phrasal verbs

    • take up office
    • work up an appetite
    • see off an intruder

Topics: work and study

11. Working life

    • make a living
    • take up a post
    • move up the ladder

12. New employment

    • fit the job description
    • land a new job
    • menial tasks

13. Thoughts and ideas

    • bear in mind
    • widespread belief
    • jump to conclusions

14. Business reports

    • fierce competition
    • stimulate growth
    • hike in prices

15. Marketing

    • consumer demands
    • product development
    • market share

16. Customer services

    • fit for purpose
    • kick up a fuss
    • grounds for complaint

17. Student life

    • gifted child
    • mature student
    • thirst for knowledge

18. Writing essays, assignments and reports

    • working hypothesis
    • confront issues
    • critical analysis

Topics: leisure and lifestyle

19. Social life

    • call for a celebration
    • social whirl
    • play host to

20. Talking

    • juicy gossip
    • broach the subject
    • opening gambit

21. In the news

    • declare independence
    • reach agreement
    • bow to pressure

22. Current affairs

    • refuse point-blank
    • decline to comment
    • gauge reaction

23. Festivals and celebrations

    • date back to
    • movable feast
    • propose a toast

24. Cosmetics and fashion

    • flawless complexion
    • set the trend
    • fashion victim

25. Commuting

    • traffic gridlock
    • rail network
    • lengthy tailbacks

26. Travel and adventure

    • get itchy feet
    • off the beaten track
    • leg of the journey

27. Sport

    • keep in shape
    • reach fever pitch
    • score an own goal

28. Plans and decisions

    • toy with an idea
    • tentative suggestion
    • deciding factor

29. Film and book reviews

    • star-studded cast
    • glowing reviews
    • hold one's attention

Topics: the modern world

30. Regulations and authority

    • minimise danger
    • grant permission
    • faceless bureaucrats

31. The environment

    • dump waste
    • searing heat
    • offset carbon emissions

32. Town and country life

    • back of beyond
    • rural idyll
    • urban regeneration

33. Personal finance

    • clear one's debts
    • agreed credit limit
    • identity theft

34. The economy

    • curb inflation
    • safeguard one's interests
    • plummeting profits

35. Social issues

    • antisocial behaviour
    • dysfunctional family
    • unfit for human habitation

36. Science and technology

    • harness technology
    • cutting-edge design
    • Wi-Fi hotspots

37. Health and medicine

    • build up resistance
    • adverse reaction
    • shake off a cold

38. Criminal justice

    • custodial sentences
    • trumped-up charges
    • beyond reasonable doubt

39. War and peace

    • deploy troops
    • pre-emptive strike
    • collateral damage

Topics: people

40. Friendship

    • lifelong friends
    • platonic relationship
    • moral support

41. Youth and age

    • child prodigy
    • go through a midlife crisis
    • senior moment

42. Celebrities and heroes

    • lavish lifestyle
    • meteoric rise to fame
    • heap praise on

43. Negative opinions about people

    • bone idle
    • poison the atmosphere
    • nasty piece of work

44. References

    • act as a referee
    • accumulate experience
    • financial acumen

45. Personality and behaviour

    • stubborn streak
    • boundless energy
    • act one's age

Basic concepts

46. Space and time

    • cramped conditions
    • waste of space
    • go down in history

47. Sound

    • husky voice
    • incessant noise
    • let out a cry

48. Making things easier

    • viable options
    • simplicity itself
    • take the easy way out

49. Difficulty

    • severe blow
    • hinder progress
    • encounter difficulties

50. Quantity and size

    • finite number
    • endless supply
    • unknown quantity

51. Change

    • sweeping changes
    • would make a change
    • sudden shift

Functions

52. Stopping and starting

    • bring a halt to
    • close off a street
    • dispel rumours

53. Cause and effect

    • root cause
    • provoke an outcry
    • dire consequences

54. Describing groups and amounts

    • swarm of bees
    • flurry of activity
    • stroke of genius

55. Comparing and contrasting

    • bear little resemblance to
    • polar opposites
    • draw a comparison between

56. Making an effort

    • give it one's best shot
    • abortive attempt
    • hard slog

57. Social English

    • not lose any sleep
    • to be brutally honest
    • be on the go

58. Discussing issues

    • make a commitment
    • give a straight answer
    • miss the point

59. Negative situations and feelings

    • nasty shock
    • take exception to
    • suffer at the hands of

60. Positive situations and feelings

    • sense of achievement
    • state of euphoria
    • derive pleasure from

Example sentences and AnkiApp flashcards can be found in this file: english_collocations.csv