The document discusses several rules and principles for evaluating numerical claims and statistics presented to us. It emphasizes the importance of checking the context, source and possible biases in numbers. Some key rules mentioned are avoiding taking numbers at face value, understanding what is actually being counted, looking for comparisons to put claims in context, and checking how data was collected and potential missing information. Transparency is important and misleading visuals can distort messages. Maintaining an open and curious mindset is emphasized as the "golden rule".
17 FROM 17: THE BEST BUSINESS BOOKS OF 2017Kevin Duncan
This year's highlights of the popular blog greatesthitsblog.com.
Author and business advisor Kevin Duncan reads business books extensively and summarises them so you don't have to.
the art of creativity: asking provocative questionsJoyce Hostyn
Since we live in the world our questions create, "the most interesting thing you can do in life... is to call into question the rules of the game.” Questions make the impossible possible, help the unknown become known, and transform paradigms. To transform yourself, transform your organization, or transform the world learn the art of asking provocative questions.
As part of our book reading club in eBay, I did a talk about one of my favourites book "The Art of Thinking Clearly". Here are some snapshots from the book in my own words.
Product Gamification presentation delivered by Asif Rajani, during the Warsaw Venture Cafe at Varso Tower on 30/September/2021.
Source:
Actionable Gamification: Beyond Points, Badges, and Leaderboards
By Yu-kai Chou
17 FROM 17: THE BEST BUSINESS BOOKS OF 2017Kevin Duncan
This year's highlights of the popular blog greatesthitsblog.com.
Author and business advisor Kevin Duncan reads business books extensively and summarises them so you don't have to.
the art of creativity: asking provocative questionsJoyce Hostyn
Since we live in the world our questions create, "the most interesting thing you can do in life... is to call into question the rules of the game.” Questions make the impossible possible, help the unknown become known, and transform paradigms. To transform yourself, transform your organization, or transform the world learn the art of asking provocative questions.
As part of our book reading club in eBay, I did a talk about one of my favourites book "The Art of Thinking Clearly". Here are some snapshots from the book in my own words.
Product Gamification presentation delivered by Asif Rajani, during the Warsaw Venture Cafe at Varso Tower on 30/September/2021.
Source:
Actionable Gamification: Beyond Points, Badges, and Leaderboards
By Yu-kai Chou
Strategy, Decision Making and Leadership for the 21st Century (Not the 20th Century) -- Keynote by Next Jump Co-CEOs, Charlie Kim and Meghan Messenger, for Next Jump Leadership Academy to PACE US Air Force, June 7, 2017.
Strategy Execution is more important then ever. This ebook will help you identify the 7 most common strategy execution hurdles (execution villains) and shows you how to combat them.
We make decisions every day driven by cognitive biases designed to save time and energy. These mental shortcuts serve us well. Marketers have used this knowledge to build successful marketing strategies for many years. This knowledge can also be used to build engaging products. Behavioral design provides a model for thinking about forming habits and motivating users. Identifying these user stories are critical to build lasting products. They link core user needs with business outcomes. These ideas drive products such as Facebook, Instagram, and Twitter. In this talk, we’ll explore using behavioral design to build an engagement loop and better backlog. Iʼll share how to integrate these ideas into an Agile development process.
No other system is as complex and adaptable as the human brain. Studying the brains of creative geniuses like da Vinci yields insights into how visionaries respond to complexity and create world-changing innovations. Exceptional imagination and performance comes from the ability to access different ways of thinking, to see the interconnectedness of everything, and to reach different states of consciousness. In this talk we explore how we might apply an understanding of the neurobiology of genius to both organizational structures and behavior. When the ‘neurobiology’ of the organization has been seeded and guided just so, workplaces of extraordinary creativity and adaptability emerge. Dan invites attendees to imagine ways to apply these ideas to the evolution of their enterprises, networks, and even themselves.
Velocity is one of the most commonly used – and abused – agile team metrics. Teams (and their stakeholders) often focus on “improving velocity” without either a proper consideration for root causes that impact velocity, or a holistic view.
Join Andy in an interactive discussion that explores how we can remove the perverse incentives and provide healthier ways for teams to gain meaningful insights on the outcomes of their experiments.
We all know we're living in a period of massive, accelerating change. Yet how we think, how we work and what we produce as an advertising industry has changed remarkably little. This talk at the ICA in Toronto is a (hopefully practical) call for the industry to reclaim its progressive, and truly radical, roots.
What Is Insight? The Five Principles of Effective Insight DefinitionJonathan Dalton
As customer experiences take center stage so does the need for more profound and compelling insight definition. Insights form the cornerstone of the design and innovation process, a lighthouse for what you should do next, and a catalyst for creating new value for your customers. Learn how to master the critical process of insight definition with THRIVE's latest Yellow Paper.
Culture Feasts on Innovation: Here's What you Can Do About ItReuven Gorsht
You can have the best talent, best ideas, best processes, abundance of cash.
If your culture does not align, being successful with innovating starts looking as if it’s a matter of luck.
Top 5 Soft Skills: What Successful People Know that Every Employee Needs to K...BizLibrary
In this program, you’ll learn about the top 5 soft skills that are most predictive of employee, leadership and organizational success in today’s highly complex and rapidly changing environment. You’ll also gain quick tips to help jump-start your development efforts for each soft skill.
www.bizlibrary.com
What is an Insight? A disturbance in discourse...Flamingo
Our widely held beliefs of our understanding of insight are holding us back. Andy Davidson, Head of UK Practice at Flamingo explains all in this presentation.
Presented at APG's Noisy Thinking event on What is an Insight?
Building Innovation Habits
If innovation is not happening regularly in your organization, you need to re-think what you are doing to promote and enable innovation. The natural tendency is for leaders to start with a focus on motivating. When companies announce new innovation strategies, too many people see these actions as the “flavour of the month”. Without the skills and systems to make innovation happen little changes. A better solution is to first, focus on building systems to make innovation easier, then culture and lastly, business strategy.
A lot of new advances in behavioural science has shown motivation and willpower it a notoriously unsuccessful way to build habits. The state of the art is quite simple. Habits are built on behaviour. You need to make behaviour possible then reinforce the behaviour to create habits.
What is important, useful, new, or counterintuitive about your idea?
-------------------------------------------------------------------------------
Businesses almost always focus on motivating employees first. When the task is difficult like making innovation happen, the step should be making things easier. Then there is room to work on motivation.
Managers also need to be aware of the waves of willingness and learn to take hard action when willingness, so things will continue when willingness is low.
Why do managers need to know about it? How can your idea be applied today?
-------------------------------------------------------------------------------
Behaviour happens when people are willing, able and ready. Until you are getting the right behaviours, it doesn’t make sense to work on building habits. Why: Habits are essentially reinforced behaviours. If your company is willing and able to innovate (The right behaviours are possible), focus on triggering behaviours and reinforcing behaviours to build habits. If not (and most companies are here), follow this simple 4-step process: Step 1 Identify / Step 2 Facilitate / Step 3 Trigger / Step 4 Reinforcement
A presentation on the much confusing area of insight development specifically in relation to the area of marketing communications.
What is an insight, why useful and how can they be created
This is just a short little presentation on how to create an insight. Its a bit of a black box the whole insight thing. But I think you can train yourself to deliver them
Next Jump's Head of Engineering, Tom Fuller, shares lessons in building a culture of feedback. The #1 thing a leader should not be doing is lying, hiding, and faking. How do you reduce your LHF levels for yourself, and team? Feedback.
Strategy, Decision Making and Leadership for the 21st Century (Not the 20th Century) -- Keynote by Next Jump Co-CEOs, Charlie Kim and Meghan Messenger, for Next Jump Leadership Academy to PACE US Air Force, June 7, 2017.
Strategy Execution is more important then ever. This ebook will help you identify the 7 most common strategy execution hurdles (execution villains) and shows you how to combat them.
We make decisions every day driven by cognitive biases designed to save time and energy. These mental shortcuts serve us well. Marketers have used this knowledge to build successful marketing strategies for many years. This knowledge can also be used to build engaging products. Behavioral design provides a model for thinking about forming habits and motivating users. Identifying these user stories are critical to build lasting products. They link core user needs with business outcomes. These ideas drive products such as Facebook, Instagram, and Twitter. In this talk, we’ll explore using behavioral design to build an engagement loop and better backlog. Iʼll share how to integrate these ideas into an Agile development process.
No other system is as complex and adaptable as the human brain. Studying the brains of creative geniuses like da Vinci yields insights into how visionaries respond to complexity and create world-changing innovations. Exceptional imagination and performance comes from the ability to access different ways of thinking, to see the interconnectedness of everything, and to reach different states of consciousness. In this talk we explore how we might apply an understanding of the neurobiology of genius to both organizational structures and behavior. When the ‘neurobiology’ of the organization has been seeded and guided just so, workplaces of extraordinary creativity and adaptability emerge. Dan invites attendees to imagine ways to apply these ideas to the evolution of their enterprises, networks, and even themselves.
Velocity is one of the most commonly used – and abused – agile team metrics. Teams (and their stakeholders) often focus on “improving velocity” without either a proper consideration for root causes that impact velocity, or a holistic view.
Join Andy in an interactive discussion that explores how we can remove the perverse incentives and provide healthier ways for teams to gain meaningful insights on the outcomes of their experiments.
We all know we're living in a period of massive, accelerating change. Yet how we think, how we work and what we produce as an advertising industry has changed remarkably little. This talk at the ICA in Toronto is a (hopefully practical) call for the industry to reclaim its progressive, and truly radical, roots.
What Is Insight? The Five Principles of Effective Insight DefinitionJonathan Dalton
As customer experiences take center stage so does the need for more profound and compelling insight definition. Insights form the cornerstone of the design and innovation process, a lighthouse for what you should do next, and a catalyst for creating new value for your customers. Learn how to master the critical process of insight definition with THRIVE's latest Yellow Paper.
Culture Feasts on Innovation: Here's What you Can Do About ItReuven Gorsht
You can have the best talent, best ideas, best processes, abundance of cash.
If your culture does not align, being successful with innovating starts looking as if it’s a matter of luck.
Top 5 Soft Skills: What Successful People Know that Every Employee Needs to K...BizLibrary
In this program, you’ll learn about the top 5 soft skills that are most predictive of employee, leadership and organizational success in today’s highly complex and rapidly changing environment. You’ll also gain quick tips to help jump-start your development efforts for each soft skill.
www.bizlibrary.com
What is an Insight? A disturbance in discourse...Flamingo
Our widely held beliefs of our understanding of insight are holding us back. Andy Davidson, Head of UK Practice at Flamingo explains all in this presentation.
Presented at APG's Noisy Thinking event on What is an Insight?
Building Innovation Habits
If innovation is not happening regularly in your organization, you need to re-think what you are doing to promote and enable innovation. The natural tendency is for leaders to start with a focus on motivating. When companies announce new innovation strategies, too many people see these actions as the “flavour of the month”. Without the skills and systems to make innovation happen little changes. A better solution is to first, focus on building systems to make innovation easier, then culture and lastly, business strategy.
A lot of new advances in behavioural science has shown motivation and willpower it a notoriously unsuccessful way to build habits. The state of the art is quite simple. Habits are built on behaviour. You need to make behaviour possible then reinforce the behaviour to create habits.
What is important, useful, new, or counterintuitive about your idea?
-------------------------------------------------------------------------------
Businesses almost always focus on motivating employees first. When the task is difficult like making innovation happen, the step should be making things easier. Then there is room to work on motivation.
Managers also need to be aware of the waves of willingness and learn to take hard action when willingness, so things will continue when willingness is low.
Why do managers need to know about it? How can your idea be applied today?
-------------------------------------------------------------------------------
Behaviour happens when people are willing, able and ready. Until you are getting the right behaviours, it doesn’t make sense to work on building habits. Why: Habits are essentially reinforced behaviours. If your company is willing and able to innovate (The right behaviours are possible), focus on triggering behaviours and reinforcing behaviours to build habits. If not (and most companies are here), follow this simple 4-step process: Step 1 Identify / Step 2 Facilitate / Step 3 Trigger / Step 4 Reinforcement
A presentation on the much confusing area of insight development specifically in relation to the area of marketing communications.
What is an insight, why useful and how can they be created
This is just a short little presentation on how to create an insight. Its a bit of a black box the whole insight thing. But I think you can train yourself to deliver them
Next Jump's Head of Engineering, Tom Fuller, shares lessons in building a culture of feedback. The #1 thing a leader should not be doing is lying, hiding, and faking. How do you reduce your LHF levels for yourself, and team? Feedback.
Ringling College of Art & Design: Content and Social MediaAutumn Sullivan
Had a wonderful conversation with students from Ringling College of Art & Design. What is, and what isn't, content, tips on strategy and creation, and how social media marketing works (and how it doesn't).
Discover the Real Brand You.
Design thinking to uncover your brand values.
Use Gallop Strength Finder to find your skills and strengths.
Ace linked in to tell compelling brand stories
We hear it every day: Everything is changing. Social media, globalization, climate change are just a few of the powerful and complex forces at work in our every day lives. Not only are people more connected than ever with constant access to a world of opinion mixed with fact, but they’re also feeling less confident, lacking control over everything from home to work to politics. So, the world is complex and facing major challenges, competition is fierce, and brands mean more. So what?
Couldn’t make it to SxSW Interactive this year? Don’t worry, the Social Media Club of Fort Worth has you covered! For our April speaker event, several SMCFW members who attended SxSW served as the presenters. Each speaker took five minutes to give their own mini presentation and talk to the group about their favorite SxSW session, speaker or conference experience.
Agent Quest Best Possible Advice for Launching Your Real Estate Career from T...Royal LePage Wolstencroft
You are about to embark on an AGENT QUEST! You’ve chosen an AWESOME industry and I personally welcome you and wish you endless success as YOU choose to define that. Enclosed in this free ezine is THE BEST ADVICE from some of Real Estate’s TOP industry leaders from all over North America; different markets; different roles and different brands but you’ll notice some similar themes and decades of experience and wisdom. It is my personal mission to empower newer agents and my hope is that the wisdom shared here will help streamline your business and move you forward seamlessly!
“Your brand is a story unfolding across all customer touch points.”
– Jonah Sachs
Succeeding in today’s job market requires a compelling personal story and a strategy behind it. Blue Ocean Strategy is about creating and capturing uncontested market space, thereby making the competition irrelevant.
In the workshop, Mo Moubarak presents ways to actively cultivate a sales mindset and utilize personal branding as a tool for creating your own Blue Ocean.
What makes some companies stand out when others blend with the crowd?
What is a brand vision and how does it work for individuals?
Who is your target audience?
How to remain authentic while creating a personal portrait?
Social media is full of clutter and the information on how to be effective is contradictory. Too often brands focus on saying what they think they should or, worse, jump to a sales pitch. No one wants to talk to a robot. Find out how to humanize your brand on social media and really engage your audience by telling your unique story.
Ideas4all runs an innovative proposal.
Ideas 4all encourages everyone with ideas to participate at the Big Bang Challege Competition .
You could have the posibility to start your own projet with a little help
from Ideas4all.
25.000$ for the best idea
Ideas4all´s team
Things I will tell my kids if they become entrepreneursLaurent Haug
The lessons I learned in 20 years as an entrepreneur. Partly inspired by Sam Altman's excellent course on How to start a startup, available on http://startupclass.samaltman.com
Feedback on laurenthaug at gmail dot com
Winning isn't everything--but wanting to win is. Winning is a state of mind that embraces everything you do. Winning isn't everything, but the will to win is everything. “A winner is someone who recognizes his God-given talents, works his tail off to develop them into skills, and uses these skills to accomplish his goals. Winning is not everything, but the effort to win is. Winning isn't everything, it's the only thing
Your business, content, and digital strategy - learn how to leverage success from one to build the others and repeat the cycle for measurable success. This presentation (from a lecture given at UArts in Feb '17) includes tactical tips and tools focused on digital strategies including SEO, content production, and content marketing.
All the components of this classic training scheme updated. Includes current statistics of office life, and suggested remedies for coping with work pressure.
Some fast data showing why introverts are very much on the rise and making a big difference to companies. Plus introducing ambiverts - a blend of introvert and extravert. A 5 minute speech given at 100%Open Union event.
The Excellence Book: 50 Ways To Be Your BestKevin Duncan
BE AS EXCELLENT AS YOU CAN BE
The book draws together 50 ingenious thoughts to improve your attitude, your approach to life and work, the questions you ask, the decisions you make, and even your timing.
Attitude, approach, timing, questions and decisions are all covered, with ten provocative thoughts in each area.
MAKING INTERNATIONAL BUSINESS WORK: OUTLINE
Commercial success through increased cultural understanding
Diversity of thinking and respect for other peoples’ perspectives are critical virtues for the leadership of global corporations, and the successful interaction of businesspeople across cultures. Misunderstanding between team members of different nationalities, or with customers from different cultures, can cause extreme problems in business.
This course is all about success through increased cultural understanding. It is a great help to anyone who:
• Works with colleagues from a range of countries and cultural backgrounds
• Deals with clients or colleagues in a range of other countries and cultures
• Needs to solve cross-border commercial issues swiftly and effectively
It is a distillation of all the best wisdom on the topic – the best writing, the most interesting interaction models, and the most informative anecdotes.
In the morning, we cover:
• What is culture?
• How do national traits affect individual behaviour?
• How do corporate cultures do the same?
• What are the cultural characteristics of different nationalities?
• How can they be used to deal effectively other cultures?
• How can different characteristics be deployed in multi-cultural teams?
• How does all this affect approaches to communication, decision-making, meeting etiquette, negotiation styles, scheduling, and trust?
In the afternoon, we address the specific issues of the attendees.
• In a team with multiple cultures, we examine what they all are, and explain the worldviews of all the nationalities present. Poignant examples lead to greater realization of the attitudes of others.
• Where attendees regularly deal with other cultures, we examine their characteristics to create greater understanding and increase the likelihood of harmonious business relations.
• All of this is applied to group work on the multi-cultural team or on specific clients.
To achieve this, I need a full rundown on the cultural backgrounds of all the attendees (and/or their clients) in advance, so that I can prepare the correct blend of tailor-made examples to match their specific needs.
Kevin Duncan has travelled to over 70 countries, and worked with people from dozens of different nationalities.
WHY PEOPLE BULLSHIT AND WHAT TO DO ABOUT ITKevin Duncan
A quick analysis of this strange phenomenon, with some suggestions about how to cope with people who bullshit.
bulldictionary.com
Buy the book: http://amzn.to/2doeOTI
TICK ACHIEVE 2015 WITH LATEST WORK STATISTICSKevin Duncan
Consolidated stats of what people have to cope with in the world of work, plus suggested remedies from Tick Achieve: How to get stuff done. 6,000 trained so far.
How To Have a Point Of View and Develop a Persuasive Line of ArgumentKevin Duncan
To be effective in business, you need a clear point of view, and a clear line of argument that ensures that people agree with you. This highly popular training scheme and talk uses material from Kevin's books -The Diagrams Book and The Ideas Book - to explain how.
Kevin's 12 best charts that win business and get pitching approaches right. The Diagrams Book has sold 20,000 copies: http://amzn.to/13BexSJ For training or speaking contact Kevin: kevinduncanexpertadvice@gmail.com
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
An introduction to the cryptocurrency investment platform Binance Savings.Any kyc Account
Learn how to use Binance Savings to expand your bitcoin holdings. Discover how to maximize your earnings on one of the most reliable cryptocurrency exchange platforms, as well as how to earn interest on your cryptocurrency holdings and the various savings choices available.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
1. 21 FROM 21
THE BEST BUSINESS BOOKS OF 2021
greatesthitsblog.com
2. A library of over 450 books
A blog
A series of printed books
One-page summaries
One-sentence summaries
Training programmes
Motivational speeches
A fertile source of new ideas
greatesthitsblog.com
3. You can make sense of a
complex world by carrying out
quick plausibility tests,
understanding how numbers
are reported and separating
experts from pseudo-experts.
greatesthitsblog.com
4. • We live in a world of information overload. Facts and figures on absolutely
everything are at our fingertips, but are too often biased, distorted or outright lies.
In a world where anyone can become an expert at the click of a button, being able
to see through the tricks played with statistics is more necessary than ever before.
• We need to ask ourselves: (a) Can we really know that? and (b) How do they
know that? Doing this effectively allows us to evaluate numbers, words, and the
world generally.
• Statistics are not facts. They are interpretations, because people gather statistics.
Sometimes the numbers are simply wrong Always ask yourself whether a claim is
broadly plausible. Look at how the numbers were collected, interpreted and
presented graphically.
• There are three ways of calculating an average, and they often yield different
numbers. People with statistical acumen usually avoid the word average in favour
of the more precise:
1. Mean: add up all the observations or reports and divide by the number of
observations or reports.
2. Median: the middle number in a set of numbers (half of the observations are
above it, and half below)
3. Mode: the value that occurs most often.
• Many graphs mislead and distort with a variety of tricks, including not labelling the
axes, truncating the vertical axis, and messing around with scale. They can be
made to tell almost any story.
• How numbers are collected is essential to whether they tell an accurate story.
greatesthitsblog.com
6. • Email reduces productivity, makes us miserable and has a mind of its
own, so let’s get rid of it.
• In 2019 the average worker was sending and receiving 126 business
emails a day – about one every four minutes.
• The Hyperactive Hive Mind is a workflow centred around ongoing
conversation fuelled by unstructured messages delivered through digital
communication tools like email and instant messenger services.
• Constant interruptions have a switching cost and leave attention
residue, making it harder to concentrate on the next thing. The best
workflows minimize mid-task context switches and minimize the sense
of communication overload.
• The Attention Capital Principle states that the productivity of the
knowledge sector can be significantly increased if we identify workflows
that better optimize the human brain’s ability to sustainably add value to
information.
• The Process Principle states that introducing smart production
processes to knowledge work can dramatically increase performance
and make the work less draining.
• The Protocol Principle states that designing rules that optimize when
and how coordination occurs in the workplace is a pain in the short term
but can result in significantly more productive operation in the long term.
• The Specialization Principle states that in the knowledge sector, working
on fewer things, but doing each thing with more quality and
accountability, can be the foundation for significantly more productivity.
greatesthitsblog.com
7. CATALYST
Using personal chemistry to
convert contacts into contracts
works better than spreadsheets
and pestering.
ems.
greatesthitsblog.com
8. CATALYST
• This book is all about prospecting for and winning new business. Good business
developers know how to create chemistry with the people they meet. They catalyse a
positive reaction from strangers when they connect.
• Diligent farmers are the best model for business developers to adopt. They nurture other
peoples’ interests and then reap the benefit when the appropriate time comes.
• By contrast, sales dogs and spreadsheet bureaucrats generate a lot of online and
meeting activity but don’t do as well. Interestingly, 80% of sales require five follow-up
calls after the meeting but 44% of sales representatives give up after one follow-up.
• Stop trying to control your networking universe. It works best when you let it be its
natural state: random. Show up and keep showing up because you never know who you
will meet and what might happen.
• It’s all about developing chemistry – how you make them feel.
• Beware of charmers at networking events who want a contact or a sale but are only
interested in themselves. They are called ANTHONYs:
All about me
Not interested in you
That reminds me of something I did that is a lot more interesting than what you did
Happy to talk over you
Over your shoulder is someone far more useful to me (scanning the room)
Never follow up or say thank you if you help them
You are now, apparently, one of 500 of their closest friends
• Being helpful is the aim. Help the prospect identify their real needs, expand them, and
create new ones. Approaches to a prospect should be completely customised every time
– do not cut and paste from previous efforts.
greatesthitsblog.com
9. It is
Although arguments appear
to be tearing us apart, conflict
can bring us together if
approached in the right way.
greatesthitsblog.com
10. The author’s rules for productive argument are:
1. First, connect: Before getting to the content of the disagreement, establish a
relationship of trust.
2. Let go of the rope: To disagree well, you have to give up on trying to control what
the other person thinks or feels.
3. Give face: Disagreements become toxic when they become status battles. The
skilful disagreer makes every effort to make their adversary feel good about
themselves.
4. Check your weirdness: Behind many disagreements is a clash of cultures that
seems strange to each other. Don’t assume that you are the normal one.
5. Get curious: The rush to judgement stops us listening and learning. Instead of
trying to win the argument, try and be interested – and interesting.
6. Make wrong strong: Mistakes can be positive if you apologize rapidly and
authentically. They enable you to show humility, which can strengthen the
relationship and ease the conversation.
7. Disrupt the script: Hostile arguments get locked into simple and predictable
patterns. To make the disagreement more productive, introduce novelty and
variation. Be surprising.
8. Share constraints: Disagreement benefits from a set of agreed norms and
boundaries that support self-expression. Rules create freedom.
9. Only get mad on purpose: No amount of theorising can fully prepare for the
emotional experience of a disagreement. Sometimes your worst adversary is
yourself.
10. Golden rule: Be real: All rules are subordinate to the golden rule: make an
honest human connection. greatesthitsblog.com
11. Conscious leaders can operate
in a way that is beneficial to
purpose, pragmatism and
profit.
greatesthitsblog.com
12. • This is all about elevating humanity through business. The author is the CEO of Whole
Foods Market, and here he proposes a road map for values-based leadership:
Vision & Virtue Conscious leaders:
1. Put purpose first – not just profit, but the value that can be contributed to the world.
2. Lead with love – an opportunity to serve and uplift people and communities. This is
servant leadership. Types of love can include generosity gratitude, appreciation, care,
competition and forgiveness.
3. Always act with integrity – holding themselves to the highest standards. Types of
integrity include telling the truth, acting with honour and integrity, being authentic,
having the courage to do the right thing, and being trustworthy.
Mindset & Strategy
1. Find win-win-win solutions – both parties win, and the community. This could be in
many contexts, including family, city, state, nation, humans and animals generally, or
the state of the biosphere.
2. Innovate and create value – build cultures that nurture and liberate the creative spirit.
Create the right incentives, encourage healthy competition, start a conspiracy (make
innovators think they are in on a secret), embrace the edges, and celebrate innovation
as it happens.
3. Think long term – about the impact of their actions and choices. Pre-mortems guess
what will go wrong before it does. Ask: what really matters? What risks are worth
taking?
People & Culture
1. Constantly evolve the team – are sensitive to the culture around them.
2. Regularly revitalise – renewing their own physical, mental, emotional and spiritual
energy.
3. Continually learn and grow – personally and professionally. greatesthitsblog.com
13. There’s a myth that creativity is
something that you have to be
born with but this isn’t the case
– anyone can be creative.
greatesthitsblog.com
14. • You might think that creativity is some mysterious, rare gift – one that only a few
possess. That’s not true. It’s a skill that anyone can acquire.
• Creativity is simply new ways of thinking about things. It is not the sole preserve
of the arts. It can be seen in every area of life.
• Your unconscious works on stuff all the time, without you being conscious of it,
and even when you think it isn’t. If you put the work in on a problem before
going to bed, an idea will usually present itself the following morning.
• Our intelligent unconscious is astoundingly powerful. It allows us to perform
most of our tasks in life without requiring us to concentrate on them. Put simply,
you can’t ask your unconscious a question and expect a direct answer – a neat,
tidy little verbal message - because the language of the unconscious is not
verbal.
• In Hare Brain, Tortoise Mind, author Guy Claxton talks about two different ways
of thinking:
1. Hare Brain: figuring matters out, weighing up the pros and cons,
constructing arguments and solving problems. Quick and purposeful.
2. Tortoise Mind: proceeds more slowly, less purposeful and clear-cut, more
playful, leisurely or dreamy. Meditative and pondering.
• Crucially the Tortoise Mind, for all its apparent aimlessness, is just as ‘intelligent’
as the much faster Hare Brain.
greatesthitsblog.com
15. Not everything has to be so
hard – you can make it easier
to do what matters most.
greatesthitsblog.com
16. • You can make it easier to focus by creating an effortless state, concentrating on
effortless action and getting the highest return on the least effort.
• In an exhausting approach, you think that anything worth doing takes
tremendous effort, you try too hard, overcomplicate, overengineer, overthink and
overdo, and so what you get is burnout and none of the results you want.
• In an effortless approach, you realise that the most essential things can be the
easiest ones, you find the easier path, and get the right results without burning
out.
• To achieve this, start with:
– Invert: what if this could be easy?
– Enjoy: what if this could be fun?
– Release: let go and enjoy the relief
– Rest: consider the art of doing nothing
– Notice: see things clearly for what they are
• Effortless action involves:
– Define: what ‘done’ looks like
– Start: work out the first obvious action
– Simplify: start with zero and take it from there
– Progress: have the courage to be rubbish
– Pace: slow is smooth, smooth is fast
• For effortless results:
– Learn: leverage the best of what others know
– Lift: harness the strength of other people’s views and efforts
– Automate: do it once and never again
– Trust: the engine of high-leverage teams
– Prevent: solve the problem before it happens
– Now: what happens next matters most greatesthitsblog.com
17. Figuring out how to get all the
benefits of cheap, reliable
power without greenhouse gas
emissions (through investment
and innovation) is the single
most important thing we must
do to avoid a climate disaster.
greatesthitsblog.com
18. • There are two numbers you need to know about climate change. The first is 51
billion. The other is zero. 51 billion is how many tons of greenhouse gases the
world typically adds to the atmosphere every year. Zero is what we need to aim
for (to stop the warming and avoid the worst effects of climate change).
• There is no scenario in which we keep adding carbon to the atmosphere and the
world stops getting hotter. And the hotter it gets, the harder it will be for humans
to survive, much less thrive. 1/5 of carbon dioxide emitted today will still be there
in 10,000 years.
• It is estimated that Covid reduced emissions to 48 or 49 billion tons of carbon – a
reduction of around 5%. But consider what it took to achieve this 5%. A million
people have died, and tens of millions have been put out of work. Not a situation
that people would want to continue or repeat.
• The author acknowledges he is an ‘imperfect messenger’ and that he can easily
be seen as just ‘another rich guy with an opinion’. He came to focus on climate
change in an indirect way – through the problem of energy poverty, which was
highlighted work at the Gates Foundation. Their motto is ‘Everyone deserves the
chance to live a healthy and productive life’.
• Here lies a major tension. Is it fair to tell someone from a poor area of India that
their children can’t have lights to study by (because they can’t afford green
energy), or that thousands could die in heat waves because installing air
conditioners is bad for the environment?
• Gates asserts: it would be immoral and impractical to try to stop people who are
lower down on the economic ladder from climbing up.
• We need to accomplish something gigantic we have never done before, much
faster than we have ever done anything similar. Figuring out how to get all the
benefits of cheap, reliable electricity without greenhouse gas emissions is the
single most important thing we must do to avoid a climate disaster. greatesthitsblog.com
19. With the right approach it is
possible to evaluate
confidently the claims that
surround us.
greatesthitsblog.com
20. • The book contains ten rules for thinking differently about numbers, plus one golden
rule. They are:
• Search your feelings: how does this make me feel, and why? Check your emotional
reaction.
• Ponder your personal experience: take the worm’s eye view (personal) as well as
the bird’s eye view (statistical).
• Avoid premature enumeration: don’t take numbers at face value – establish what is
really being counted.
• Step back and enjoy the view: ask yourself: is that a big number? Put the claim into
context and look for comparisons.
• Get the back story: look behind the statistics to find out where they came from.
• Ask who is missing: not all data is comprehensive. Would our view be different if we
knew more?
• Demand transparency when the computer says no: what algorithm was used and
how accurate and helpful is it? Without intelligent openness big datasets cannot be
trusted.
• Don’t take statistical bedrock for granted: most official statistics can be trusted, but
many others can’t.
• Remember that misinformation can be beautiful too: beware misleading graphs and
charts – they can be designed to prove pretty much anything, so check that you
understand what the axes actually mean. The smarter they are, the more
suspicious you should be.
• Keep an open mind: how might I be mistaken, and have the facts changes since?
• +. The golden rule. Be curious: look deeper and ask questions. greatesthitsblog.com
21. Long hours, excessive
workloads and functioning with
a lack of sleep should be marks
of stupidity, not badges of
honour.
greatesthitsblog.com
22. • This book is a direct attack on the chaos, anxiety and stress that hamper billions of
workers every day. The answer to better productivity isn’t more hours – it’s less waste
and fewer things that induce distraction and persistent stress. It’s time to stop
celebrating ‘crazy’ and start celebrating ‘calm’.
• Things that don’t work include 80-hour weeks, packed schedules, endless meetings,
an overflowing inbox, unrealistic deadlines, Sunday afternoon emails, being stuck at
the office, having no time to think, and throwing all-nighters.
• You can still operate a perfectly successful business in 8-hour days, 40-hour weeks,
with plenty of time to yourself, comfortably paced days, no weekend work, no rushing,
realistic deadlines, no knee-jerk reactions, a great night’s sleep, ample autonomy, and
the ability to work from anywhere.
• There are two primary reasons why ‘crazy’ has become ‘the new normal’:
• 1. The workday is being sliced into tiny, fleeting work moments by an onslaught of
physical and visual distractions.
• 2. An unhealthy obsession with growth at any cost sets towering, unrealistic
expectations that stress people out.
• The authors are advocates of calm, which means protecting people’s time and
attention, working 40 hours a week, reasonable expectations, ample time off, and
meetings as a last resort.
• The business world is obsessed with fighting and winning. It’s a zero-sum world in
which they conquer market share rather than earn it, capture customers rather than
serve them. They target customers, pick their battles and make a killing.
greatesthitsblog.com
24. • A net positive company improves the lives of everyone it touches, takes ownership
of all the social and environmental impacts its business model creates, and partners
with competitors, civil society and governments to drive transformative change that
no single group or enterprise could deliver alone.
• Our current economic system has two fundamental weaknesses: it’s based on
unlimited growth on a finite planet, and it benefits a small number of people, not
everyone. The ultimate question is: Is the world better off because your business is
in it? Fundamental principles include:
• You break the world, you own it (just like an item in a shop)
• You need to care, and be courageous
• Unlock the company’s soul (discover organizational and employee purpose and
passion – go back to their roots to understand original purpose)
• Blow up boundaries (by thinking big and setting aggressive net positive goals – if a
goal is not making you uncomfortable, it’s not aggressive enough. Achievable and
Realistic elements of SMART objectives are therefore not good enough because
they lack ambition.)
• Be an open book (by building trust and transparency)
• Create partnerships with synergies and multiplier effects: 1+1=11 (Companies
should not be one-upping their competitors on shared challenges – they should be
precompetitive so that the whole category wins)
• Embrace the elephants (manage issues that no one wants to talk about, such as
paying taxes, corruption, overpaying executives, human rights, lobbying etc.)
• Put the values into action – deep in the organization and brands
• Be even more responsible for broader impacts (do more good), challenge
consumption and growth, rethink measures of success such as GDP, improve
social contracts, defend the pillars of society and pursue a higher moral ground)
greatesthitsblog.com
25. Noise causes flaws in human
judgement and if ignored it can
come at a great cost to
individuals and organizations.
greatesthitsblog.com
26. • Noise produces errors in many fields including medicine, law, public health,
economic forecasting, forensic science, child protection. Classic examples include
judges giving wildly different punishments for identical crimes.
• Using the analogy of shots hitting a target, closely grouped shots could be spot on,
or consistently biased if off-centre, albeit still in a tight cluster. Widely spaced shots
are subject to noise.
• Respected professionals in many fields maintain an illusion of agreement when in
fact a noise audit can reveal a large variance in estimates (43% in insurance for
example). Meanwhile, the bosses believe that this is only likely to be about 10%.
• A singular decision is a recurrent decision that is made only once. Your mind is
essentially a measuring instrument.
• Level noise is variability in the average level of judgement.
• Pattern noise is variability in responses to particular cases. Part of this is occasion
noise (being influenced by the context).
• This can be offset by assuming that your first estimate is wrong and providing an
alternative estimate. Seeking an outside view from someone will also help. Both
approaches can increase decision hygiene.
• Rules simplify life and reduce noise. Meanwhile, standards allow people to adjust to
the particulars of a situation. Helpful questions include:
- Was an easier question substituted for the real one?
- Was any important factor or piece of evidence ignored?
- Was an outside view sought?
- Did dissenters express their views?
- Is bias at play?
- Does anyone stand to gain from this decision?
- Were alternatives fully considered? greatesthitsblog.com
27. Diverse thinking is far more
powerful than when everyone
agrees with each other.
greatesthitsblog.com
28. • Collective blindness occurs when everyone thinks the same - a phenomenon often
referred to as an echo chamber.
• Rebels think differently to clones, and constructive dissent leads to more intelligent
innovation. A series of intelligent people can become unintelligent if they all think alike.
• A team of intelligent rebels fair well so long as they overlap a little, discuss things
robustly, and pool perspectives that are germane and synergistic. They do not agree for
the sake of it or parrot each other’s views. They challenge, augment, diverge and cross-
pollinate. Diverse groups of problem solvers consistently outperform groups of the best
and the brightest.
• With perspective blindness, we are oblivious to our own blind spots. We perceive and
interpret the world through frames of reference, but we can’t see those frames.
• Homophily describes those who tend to associate and bond with others like themselves.
This leads to a form of perpetual sameness in thinking and action - a form of
homogeneity.
• In total, geniuses are less like to experience innovation than networkers, because they
don’t share ideas as much.
• When it comes to evolution, we tend to think that big brains lead to great ideas, but
really it is the other way round – clever innovation has made our brains bigger. Our
species is constructed on diversity – recombinations and discoveries that sweep
through our networks, building the collective brain.
• When it comes to work environments, the lean condition is minimalist, but it doesn’t lead
to good productivity. An enriched condition with plants and prints on the wall increases
performance by 15%. Even better, in the personalised condition whereby people can
design their own set up, they work 30% better than those in the lean condition.
• In the clone fallacy, we think in linear ways about complex, multi-dimensional
challenges, and it doesn’t work well.
greatesthitsblog.com
29. Being a good boss and
coping with people at work
is all about understanding
their psychological type.
greatesthitsblog.com
30. • This book is subtitled (surrounded by) lazy employees (or, how to deal with idiots at
work). Once again the author draws on the four-colour behavioural model made famous
in Surrounded By Idiots and Surrounded By Psychopaths. The differences between
types can be summarized by an anecdote when each type walks into an elevator:
• Blue person: calculates the weight of everyone in the lift in relation to the maximum
permitted load
• Red person: goes straight in and presses the button repeatedly
• Green person: Uses the ‘open the door’ button so everyone can get in
• Yellow person: sees the journey as a great opportunity to chat
• The book includes a range of tactics to understand and outsmart vexatious bosses and
flaky employees such as a controlling micro-manager or a ‘nice’ boss that is actually a
professional backstabber.
• Good bosses need to distinguish clearly between two roles:
1. Leader: achieves results through others
2. Specialist: achieves results themselves
• You can immediately see that any boss who does it all themselves will be ineffective.
Boss is what you are. Leader is what you do. The boss is the person you must follow –
the leader is the person you want to follow.
• Task-oriented people are more interested in concrete tasks than in relationships, and
vice versa. Effective leadership is partly task-oriented and partly commitment-oriented.
You need people with high will and high skill (competence and commitment).
• Behaviours are one thing - personality is something else.
• A good boss says: “I need your help.”
• A powerful question to staff who are always asking for permission is: “If you hadn’t been
able to ask me, what would you have done?”
• A good boss finds the right balance between instruction and support, including
education, challenging, delegating, and being present.
greatesthitsblog.com
31. Life will always throw you
curveballs but it’s how you
respond that counts.
greatesthitsblog.com
32. • At some point we all face the unexpected, but if you understand your own
psychology and deploy the right strategy, you can turn any setback into
something better.
• Most difficulties are less to do with other people and more to do with the way you
react. This is linked to your colour type based on the DISC model: Dominance =
red, Inspiration = yellow, Stability = green, Compliance = blue (see summaries of
his other books). You need to see the warning signs and stop making excuses.
• We all have a tendency to focus on the negative because of our innate survival
instinct, and we can escalate a minor problem into a serious crisis in just a few
minutes.
• Self-awareness will lead you down the right path. You need to dare to notice what
doesn’t work, make changes, and adapt with a new attitude.
• Knowledge is not power – it is potential power. What you are capable of is
irrelevant, and so is what you know. The only thing that matters is what you
actually do. You have three basic responsibilities:
1. Everything you do: your decisions, your actions and how you do them
2. Everything you don’t do: what you refrain from, willpower and resisting
temptation
3. Your reaction to everything that happens: your attitude to events that you
can’t influence, and using restraint when you would rather react (possibly
inappropriately)
• Being grumpy and constantly complaining is referred to by lecturer Jorgen Oom
as sawing sawdust – there’s nothing left to saw. Ironically, what we complain
about is usually something that we have the power to change, and yet we don’t
do anything. greatesthitsblog.com
33. The most intelligent
people can still be
remarkably stupid when
they fall into the
intelligence trap.
greatesthitsblog.com
34. • We assume that smarter people are less prone to error, but greater education and
expertise can often amplify our mistakes while rendering us blind to our biases. This is
the intelligence trap.
• Intelligent and educated people are less likely to learn from their mistakes or take advice
from others. When they do err, they build elaborate arguments to justify their reasoning,
becoming more and more dogmatic in their views. They also have a bigger bias blind
spot, so they are less able to recognise holes in their logic. There are three broad
reasons:
1. Lack of creative or practical intelligence for dealing with life in general.
2. Using biased intuitive judgments to make decisions.
3. Using their intelligence to dismiss any contradictory evidence (‘earned dogmatism’).
• Dysrationalia is the inability to think and behave rationally despite having adequate
intelligence. Arthur Conan Doyle developed the Sherlock Holmes character whilst
genuinely believing in fairies.
• Confirmation bias, or myside bias, refers to the many kinds of tactics we use to support
our viewpoint and diminish alternatives.
• In linear sequential unmasking, forensic analysts make their judgements ‘blind’, without
any knowledge of previous diagnoses, thus avoiding bias.
• The intelligence trap has 4 potential forms:
1. We may lack the necessary tacit knowledge and counter-factual thinking that are essential
for executing a plan and pre-empting consequences.
2. We may suffer from dysrationalia, motivated reasoning and the bias blind spot – building
‘logic tight compartments’ around our beliefs.
3. We may place too much confidence in our judgement due to earned dogmatism, fail to
note our limitations and over-reach our abilities.
4. We use our expertise to employ entrenched automatic behaviours that render us oblivious
to obvious warning signs that disaster is looming. greatesthitsblog.com
35. You can develop critical
thinking habits to
recognise and combat the
pervasive false
information that deceives
individuals and harms
society.
greatesthitsblog.com
36. • Bullshit is the foundation of contaminated thinking and bad decisions that leads to
health consequences, financial losses, legal consequences, broken relationships,
and wasted time and resources.
• No matter how smart we believe ourselves to be, we’re all susceptible to bullshit, and
we all engage in it. While we may brush it off as harmless marketing and sales speak
or as humorous, embellished claims, it’s actually very dangerous and insidious.
• The author offers a Bullshit Flies Index to classify 3 different types:
1 fly: Harmless. Innocuous, mildly offensive, unlikely to cause harm. eg. Making
up the weather
2 flies: Bad. Harmful potential by failing to conform to standards of moral conduct,
unpleasant, unwelcome. eg. Making up numbers
3 flies: Dangerous. Able and likely to cause harm, injury, or problems with adverse
consequences. eg. Lethal advice
• Bullibility is a combination of bull and gullible. This is the degree to which an
individual is blind to bullshit – accepting it as fact and failing to infer that the
bullshitter has no regard for the truth. Versions of this include personal (who we are),
contextual (the situations we face), cognitive (how we think), emotional (how we
feel), and motivational (preference for bullshit over truth and facts).
• Reasons for the prevalence of bullshit include an obligation to provide an opinion,
social expectations to know everything, the desire for attention, fame or wealth, the
need to belong, and the ease of passing it on.
• Tactics of the bullshit artist include completely disregarding all evidence that
disproves the claim, focusing attention on unreliable anecdotal evidence that
supports the claim, pseudo-profundity, exaggerating levels of credibility,
unsubstantiated character building and assassination, and appeal to interpersonal
relationships. greatesthitsblog.com
37. 70% of global emissions come
from the same hundred
companies, but they have
taken no responsibility
themselves - instead, they
have waged a 39-year
campaign to blame individuals
for climate change. The result
has been disastrous for the
planet, and it’s time to fight
back.
greatesthitsblog.com
38. • The overwhelmingly largest carbon footprint is the fossil fuel industry.
• The author draws the battle lines between the people and the polluters – these fossil
fuel companies, right-wing plutocrats, and petro-states – and outlines a plan for forcing
governments and corporations to wake up and make real change.
• There are immensely powerful vested interests aligned in defence of the fossil fuel
status quo.
• Fossil fuel interests and those doing their bidding have a single goal – ‘inaction’
(thereby thwarting the systemic action that could eat into their profits).
• In the set-up, Mann highlights a recently unearthed internal document from an Exxon
Mobil senior scientist that warned of climate change issues caused by their activities as
early as the 1970s.
• Ignoring these responsibilities and instead emphasising individual responsibility over
collective action or government regulation continues a pattern set by many other guilty
industries. The tobacco industry had their own research showing a direct link between
cigarettes and lung cancer as early as the 1950s, and the gun lobby invented the
slogan “Guns don’t kill people. People kill people.” as early as the 1920s.
• In 2009, following the unprecedented disaster of Hurricane Katrina and Al Gore’s wildly
successful documentary An Inconvenient Truth, it seemed the world was waking up and
ready to act on climate. The forces of denial, however, would intercede and
manufacture a fake ‘scandal’ in the weeks leading up to the United Nations Climate
Change Conference in Copenhagen – subsequently known as ‘Climategate’.
Thousands of emails between climate scientists were stolen from a university computer
server in the UK. Bits and pieces of emails were disingenuously rearranged and taken
out of context – leading to claims of proof that climate change was an elaborate hoax.
• These inactivists have since been forced into retreat from ‘hard’ climate denial and
moved to ‘softer’ denial: downplaying, deflecting, dividing, delaying, and despair-
mongering.
greatesthitsblog.com
39. If you don’t admit you don’t
know what’s happening, you
can never find out, and if you
don’t find out, you can never
change it.
greatesthitsblog.com
40. Feeling (feel good)
Fluency (be recognisable)
• The most important step in changing anything is admitting that you don’t know. That’s
the power of ignorance. Great problems solvers are not afraid to say: “I don’t know.”
From that start point, they can investigate with an open mind, and often come up with
some ingenious approaches. The author looks at 8 areas:
1. What you don’t know you don’t know.
2. We can’t know what hasn’t happened.
3. Ignorance is a secret weapon.
4. Simple is smart. Complicated is stupid.
5. The power of an open mind.
6. Ignorance we can fix. Stupid we can’t.
7. Real ignorance beats fast knowledge.
8. Thinking we know is a trap.
• People who feel secure have no need to take chances, but people who feel insecure
have to take chances.
• People will judge what they need based on what their competition has.
• Semiotics is language without words. In the 1960s, Margaret Calvert designed the UK’s
road signage system. She tested them by driving them at some airmen at 100mph – the
context in which they would be seen. She made the complicated simple: motorways
would be white on blue, A roads, white on green (with yellow numbers), and B roads
black on white. Triangles for warnings; circles for commands; squares for information.
• In publishing, there is something called publication bias or the Woozle Effect (named
after the Winnie-the-Pooh story in which they believe they are following a Woozle, when
they are following their own footsteps). Once a journalist cites something, another takes
it as fact, and it snowballs from there, but it might not be true.
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41. Success is not achieved
by the genius of any one
leader, but through
commitment to a set of
well-defined and
rigorously executed
principles and practices.
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42. Feeling (feel good)
Fluency (be recognisable)
• This book contains insights, stories and secrets from inside Amazon.
• Since the early days, the company has stood by 4 core principles: obsess over
customers, it’s all about the long term, we will continue to learn from both our
successes and failures, and operational excellence. These led to a series of 14
leadership principles.
1. Customer obsession: start with the customer and work backwards.
2. Ownership: leaders act on behalf of the whole company.
3. Invent and simplify: look for new ideas from everywhere.
4. Are right, a lot: leaders have strong judgment and good instincts.
5. Learn and be curious: you never stop learning.
6. Hire and develop the best: raise the performance bar with every hire.
7. Insist on the highest standards: relentlessly.
8. Think big: thinking small is a self-fulfilling prophecy.
9. Bias for action: speed matters in business.
10. Frugality: accomplish more with less.
11. Earn trust: listen attentively and speak candidly.
12. Dive deep: operate at all levels and stay connected.
13. Have backbone; disagree and commit - discuss, then commit wholly.
14. Deliver results: be accountable.
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43. You can fight the biases
that distort decision-
making by learning to
recognize them and
using a range of
techniques.
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44. Feeling (feel good)
Fluency (be recognisable)
• This book asks the reader: When was the last time you listened to someone, or
someone really listened to you? As a society we have forgotten how to listen.
• Modern life is noisy and frenetic, and technology provides constant distraction (some
people are now officially addicted to distraction.) So we tune things out or listen
selectively – even to those we love most. We have become scared of other people’s
points of view, and of silence. People are uncomfortable with gaps in conversation.
It’s called dead air.
• At work, we are taught to lead the conversation. On social media we shape our
personal narratives. At parties we talk over one another. So do politicians. No one is
listening.
• Listening is about curiosity and patience – asking the right questions in the right way.
It has the potential to transform our relationships, improve our self-knowledge, and
increase our creativity and happiness.
• We listen best when we are in sync with the other person.
• We use assumptions as earplugs, thinking that we know what the other person is
going to say. The closeness-communication bias means that we overestimate our
ability to know what those closest to us are trying to say.
• We think faster than we speak, so there is a speech-thought differential.
• None of us is ‘woke’ or fully awake to the realities of people who are unlike us. One
can only speak for one’s self.
• Listening to opposing views makes us more entrenched, not more open-minded.
Many people now show the traits of hyperpartisanship. Good listeners have negative
capability – the ability to handle uncertainty without becoming irritable. Look for
evidence that you might be wrong.
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45. • Be inquisitive
• Make the time
• Understand the lines of argument
• Have a point of view
• Inform your work
• Enjoy the debate
• Ask Kevin to speak or train
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