- May I be an enemy to no one and the friend of what abides eternally.
- May I never quarrel with those nearest me, and be reconciled quickly if I should.
- May I never plot evil against others, and if anyone plot evil against me,
- may I escape unharmed and without the need to hurt anyone else.
- May I love, seek and attain only what is good.
- May I desire happiness for all and harbor envy for none.
- May I never find joy in the misfortune of one who has wronged me.
- May I never wait for the rebuke of others, but always rebuke myself until I make reparation.
- May I gain no victory that harms me or my opponent.
- May I reconcile friends who are mad at each other.
- May I, insofar as I can, give all necessary help to my friends and to all who are in need.
- May I never fail a friend in trouble.
- May I be able to soften the pain of the
- grief stricken and give them comforting words.
- May I respect myself.
- May I always maintain control of my emotions.
- May I habituate myself to be gentle, and never angry with others because of circumstances.
- May I never discuss the wicked or what they have done, but know good people and follow in their footsteps.
Saturday, October 23, 2010
A prayer
A prayer by Eusebius of Caesarea, (c. 263–339 AD) one of the Church fathers and the author of the first "Church History"
Sunday, September 12, 2010
PC tips comfort
- Get your heat levels right. There’s nothing worse than being too hot or too cold while surfing the Web or trying to relax at home. If it’s cold outside, a great tip is to turn your heating on before you go out. That way when you get home from school or work, your house is warm and immediately inviting to you. If it’s summer time it’s a good idea to have a fan in your room or office to keep the air circulating so it doesn’t get too stuffy.
- Air freshener. Computers generate a lot of heat, which leads to a lot of hot air. This doesn’t smell too good. Keep a can of air freshener in your office and use it regularly. I also like to burn scented candles as they help me to relax. Cinnamon is nice. Be careful not to burn candles too close to your computer equipment, though!
- Get a good chair. It’s important that your chair is not only comfortable, but also ergonomic and functional. By ergonomic I mean a chair that encourages good posture so you don’t develop back problems later in life. Swivel chairs are good if you move around a lot in your workspace so you don’t necessarily have to get up from the chair.
- Clothes. There’s nothing more comfortable than an oversized hoodie and fuzzy slippers. Buy a hoodie a size larger than what you normally wear and you’ll be amazed at how snug and warm it feels. Also buy big fuzzy slippers that look like bear’s feet. My girlfriend got me some for Christmas with claws on and I can tell you I never take them off at home — they’re just sooo comfortable!
- Buy a big mug. Get yourself a big mug for your tea or coffee. I have a huge one with Scooby Doo on it that I bought for myself because I was tired of boring old standard mugs. For some reason it’s a lot more comforting to drink coffee from my own mug.
Saturday, September 11, 2010
Sunday, May 30, 2010
The modern business plan
From Seth
- Truth
- Assertions
- Alternatives
- People
- Money
Truth can take as long as you need to tell it. It can include spreadsheets, market share analysis and anything I need to know about how the world works.
The assertions section is your chance to describe how you're going to change things. We will do X, and then Y will happen. We will build Z with this much money in this much time. We will present Q to the market and the market will respond by taking this action.
This is the heart of the modern business plan. The only reason to launch a project is to change something, and I want to know what you're going to do and what impact it's going to have.
Of course, this section will be incorrect. You will make assertions that won't pan out. You'll miss budgets and deadlines and sales. So the alternatives section tells me what you'll do if that happens. How much flexibility does your product or team have? If your assertions don't pan out, is it over?
The people section rightly highlights the key element... who is on your team, who is going to join your team. 'Who' doesn't mean their resume, who means their attitudes and abilities and track record in shipping.
And the last section is all about money. How much do you need, how will you spend it, what does cash flow look like, P&Ls, balance sheets, margins and exit strategies.
Your local VC might not like this format, but I'm betting it will help your team think through the hard issues more clearly.
Thursday, April 08, 2010
gnomikologikon.gr: The Greek Quotations site
A favorite of mine "ΓΝΩΜΙΚΟΛΟΓΙΚΟΝ", the site with Greek quotations, Proverbs, ancient Greek sayings etc has been transfered to a new address and obviously to a new host: www.gnomikologikon.gr
It contains also some very useful tips for the Greek grammar
Friday, November 06, 2009
100 fundamental service rules for Restaurants
1. Do not let anyone enter the restaurant without a warm greeting.
2. Do not make a singleton feel bad. Do not say, “Are you waiting for someone?” Ask for a reservation. Ask if he or she would like to sit at the bar.
3. Never refuse to seat three guests because a fourth has not yet arrived.
4. If a table is not ready within a reasonable length of time, offer a free drink and/or amuse-bouche. The guests may be tired and hungry and thirsty, and they did everything right.
5. Tables should be level without anyone asking. Fix it before guests are seated.
6. Do not lead the witness with, “Bottled water or just tap?” Both are fine. Remain neutral.
7. Do not announce your name. No jokes, no flirting, no cuteness.
8. Do not interrupt a conversation. For any reason. Especially not to recite specials. Wait for the right moment.
9. Do not recite the specials too fast or robotically or dramatically. It is not a soliloquy. This is not an audition.
10. Do not inject your personal favorites when explaining the specials.
11. Do not hustle the lobsters. That is, do not say, “We only have two lobsters left.” Even if there are only two lobsters left.
12. Do not touch the rim of a water glass. Or any other glass.
13. Handle wine glasses by their stems and silverware by the handles.
14. When you ask, “How’s everything?” or “How was the meal?” listen to the answer and fix whatever is not right.
15. Never say “I don’t know” to any question without following with, “I’ll find out.”
16. If someone requests more sauce or gravy or cheese, bring a side dish of same. No pouring. Let them help themselves.
17. Do not take an empty plate from one guest while others are still eating the same course. Wait, wait, wait.
18. Know before approaching a table who has ordered what. Do not ask, “Who’s having the shrimp?”
19. Offer guests butter and/or olive oil with their bread.
20. Never refuse to substitute one vegetable for another.
21. Never serve anything that looks creepy or runny or wrong.
22. If someone is unsure about a wine choice, help him. That might mean sending someone else to the table or offering a taste or two.
23. If someone likes a wine, steam the label off the bottle and give it to the guest with the bill. It has the year, the vintner, the importer, etc.
24. Never use the same glass for a second drink.
25. Make sure the glasses are clean. Inspect them before placing them on the table.
26. Never assume people want their white wine in an ice bucket. Inquire.
27. For red wine, ask if the guests want to pour their own or prefer the waiter to pour.
28. Do not put your hands all over the spout of a wine bottle while removing the cork.
29. Do not pop a champagne cork. Remove it quietly, gracefully. The less noise the better.
30. Never let the wine bottle touch the glass into which you are pouring. No one wants to drink the dust or dirt from the bottle.
31. Never remove a plate full of food without asking what went wrong. Obviously, something went wrong.
32. Never touch a customer. No excuses. Do not do it. Do not brush them, move them, wipe them or dust them.
33. Do not bang into chairs or tables when passing by.
34. Do not have a personal conversation with another server within earshot of customers.
35. Do not eat or drink in plain view of guests.
36. Never reek from perfume or cigarettes. People want to smell the food and beverage.
37. Do not drink alcohol on the job, even if invited by the guests. “Not when I’m on duty” will suffice.
38.Do not call a guy a “dude.”
39. Do not call a woman “lady.”
40. Never say, “Good choice,” implying that other choices are bad.
41. Saying, “No problem” is a problem. It has a tone of insincerity or sarcasm. “My pleasure” or “You’re welcome” will do.
42. Do not compliment a guest’s attire or hairdo or makeup. You are insulting someone else.
43. Never mention what your favorite dessert is. It’s irrelevant.
44. Do not discuss your own eating habits, be you vegan or lactose intolerant or diabetic.
45. Do not curse, no matter how young or hip the guests.
46. Never acknowledge any one guest over and above any other. All guests are equal.
47. Do not gossip about co-workers or guests within earshot of guests.
48. Do not ask what someone is eating or drinking when they ask for more; remember or consult the order.
49. Never mention the tip, unless asked.
50. Do not turn on the charm when it’s tip time. Be consistent throughout.
51. If there is a service charge, alert your guests when you present the bill. It’s not a secret or a trick.
52. Know your menu inside and out. If you serve Balsam Farm candy-striped beets, know something about Balsam Farm and candy-striped beets.
53. Do not let guests double-order unintentionally; remind the guest who orders ratatouille that zucchini comes with the entree.
54. If there is a prix fixe, let guests know about it. Do not force anyone to ask for the “special” menu.
55. Do not serve an amuse-bouche without detailing the ingredients. Allergies are a serious matter; peanut oil can kill. (This would also be a good time to ask if anyone has any allergies.)
56. Do not ignore a table because it is not your table. Stop, look, listen, lend a hand. (Whether tips are pooled or not.)
57. Bring the pepper mill with the appetizer. Do not make people wait or beg for a condiment.
58. Do not bring judgment with the ketchup. Or mustard. Or hot sauce. Or whatever condiment is requested.
59. Do not leave place settings that are not being used.
60. Bring all the appetizers at the same time, or do not bring the appetizers. Same with entrees and desserts.
61. Do not stand behind someone who is ordering. Make eye contact. Thank him or her.
62. Do not fill the water glass every two minutes, or after each sip. You’ll make people nervous.
62(a). Do not let a glass sit empty for too long.
63. Never blame the chef or the busboy or the hostess or the weather for anything that goes wrong. Just make it right.
64. Specials, spoken and printed, should always have prices.
65. Always remove used silverware and replace it with new.
66. Do not return to the guest anything that falls on the floor — be it napkin, spoon, menu or soy sauce.
67. Never stack the plates on the table. They make a racket. Shhhhhh.
68. Do not reach across one guest to serve another.
69. If a guest is having trouble making a decision, help out. If someone wants to know your life story, keep it short. If someone wants to meet the chef, make an effort.
70. Never deliver a hot plate without warning the guest. And never ask a guest to pass along that hot plate.
71. Do not race around the dining room as if there is a fire in the kitchen or a medical emergency. (Unless there is a fire in the kitchen or a medical emergency.)
72. Do not serve salad on a freezing cold plate; it usually advertises the fact that it has not been freshly prepared.
73. Do not bring soup without a spoon. Few things are more frustrating than a bowl of hot soup with no spoon.
74. Let the guests know the restaurant is out of something before the guests read the menu and order the missing dish.
75. Do not ask if someone is finished when others are still eating that course.
76. Do not ask if a guest is finished the very second the guest is finished. Let guests digest, savor, reflect.
77. Do not disappear.
78. Do not ask, “Are you still working on that?” Dining is not work — until questions like this are asked.
79. When someone orders a drink “straight up,” determine if he wants it “neat” — right out of the bottle — or chilled. Up is up, but “straight up” is debatable.
80. Never insist that a guest settle up at the bar before sitting down; transfer the tab.
81. Know what the bar has in stock before each meal.
82. If you drip or spill something, clean it up, replace it, offer to pay for whatever damage you may have caused. Refrain from touching the wet spots on the guest.
83. Ask if your guest wants his coffee with dessert or after. Same with an after-dinner drink.
84. Do not refill a coffee cup compulsively. Ask if the guest desires a refill.
84(a). Do not let an empty coffee cup sit too long before asking if a refill is desired.
85. Never bring a check until someone asks for it. Then give it to the person who asked for it.
86. If a few people signal for the check, find a neutral place on the table to leave it.
87. Do not stop your excellent service after the check is presented or paid.
88. Do not ask if a guest needs change. Just bring the change.
89. Never patronize a guest who has a complaint or suggestion; listen, take it seriously, address it.
90. If someone is getting agitated or effusive on a cellphone, politely suggest he keep it down or move away from other guests.
91. If someone complains about the music, do something about it, without upsetting the ambiance. (The music is not for the staff — it’s for the customers.)
92. Never play a radio station with commercials or news or talking of any kind.
93. Do not play brass — no brassy Broadway songs, brass bands, marching bands, or big bands that feature brass, except a muted flugelhorn.
94. Do not play an entire CD of any artist. If someone doesn’t like Frightened Rabbit or Michael Buble, you have just ruined a meal.
95. Never hover long enough to make people feel they are being watched or hurried, especially when they are figuring out the tip or signing for the check.
96. Do not say anything after a tip — be it good, bad, indifferent — except, “Thank you very much.”
97. If a guest goes gaga over a particular dish, get the recipe for him or her.
98. Do not wear too much makeup or jewelry. You know you have too much jewelry when it jingles and/or draws comments.
99. Do not show frustration. Your only mission is to serve. Be patient. It is not easy.
100. Guests, like servers, come in all packages. Show a “good table” your appreciation with a free glass of port, a plate of biscotti or something else management approves.
2. Do not make a singleton feel bad. Do not say, “Are you waiting for someone?” Ask for a reservation. Ask if he or she would like to sit at the bar.
3. Never refuse to seat three guests because a fourth has not yet arrived.
4. If a table is not ready within a reasonable length of time, offer a free drink and/or amuse-bouche. The guests may be tired and hungry and thirsty, and they did everything right.
5. Tables should be level without anyone asking. Fix it before guests are seated.
6. Do not lead the witness with, “Bottled water or just tap?” Both are fine. Remain neutral.
7. Do not announce your name. No jokes, no flirting, no cuteness.
8. Do not interrupt a conversation. For any reason. Especially not to recite specials. Wait for the right moment.
9. Do not recite the specials too fast or robotically or dramatically. It is not a soliloquy. This is not an audition.
10. Do not inject your personal favorites when explaining the specials.
11. Do not hustle the lobsters. That is, do not say, “We only have two lobsters left.” Even if there are only two lobsters left.
12. Do not touch the rim of a water glass. Or any other glass.
13. Handle wine glasses by their stems and silverware by the handles.
14. When you ask, “How’s everything?” or “How was the meal?” listen to the answer and fix whatever is not right.
15. Never say “I don’t know” to any question without following with, “I’ll find out.”
16. If someone requests more sauce or gravy or cheese, bring a side dish of same. No pouring. Let them help themselves.
17. Do not take an empty plate from one guest while others are still eating the same course. Wait, wait, wait.
18. Know before approaching a table who has ordered what. Do not ask, “Who’s having the shrimp?”
19. Offer guests butter and/or olive oil with their bread.
20. Never refuse to substitute one vegetable for another.
21. Never serve anything that looks creepy or runny or wrong.
22. If someone is unsure about a wine choice, help him. That might mean sending someone else to the table or offering a taste or two.
23. If someone likes a wine, steam the label off the bottle and give it to the guest with the bill. It has the year, the vintner, the importer, etc.
24. Never use the same glass for a second drink.
25. Make sure the glasses are clean. Inspect them before placing them on the table.
26. Never assume people want their white wine in an ice bucket. Inquire.
27. For red wine, ask if the guests want to pour their own or prefer the waiter to pour.
28. Do not put your hands all over the spout of a wine bottle while removing the cork.
29. Do not pop a champagne cork. Remove it quietly, gracefully. The less noise the better.
30. Never let the wine bottle touch the glass into which you are pouring. No one wants to drink the dust or dirt from the bottle.
31. Never remove a plate full of food without asking what went wrong. Obviously, something went wrong.
32. Never touch a customer. No excuses. Do not do it. Do not brush them, move them, wipe them or dust them.
33. Do not bang into chairs or tables when passing by.
34. Do not have a personal conversation with another server within earshot of customers.
35. Do not eat or drink in plain view of guests.
36. Never reek from perfume or cigarettes. People want to smell the food and beverage.
37. Do not drink alcohol on the job, even if invited by the guests. “Not when I’m on duty” will suffice.
38.Do not call a guy a “dude.”
39. Do not call a woman “lady.”
40. Never say, “Good choice,” implying that other choices are bad.
41. Saying, “No problem” is a problem. It has a tone of insincerity or sarcasm. “My pleasure” or “You’re welcome” will do.
42. Do not compliment a guest’s attire or hairdo or makeup. You are insulting someone else.
43. Never mention what your favorite dessert is. It’s irrelevant.
44. Do not discuss your own eating habits, be you vegan or lactose intolerant or diabetic.
45. Do not curse, no matter how young or hip the guests.
46. Never acknowledge any one guest over and above any other. All guests are equal.
47. Do not gossip about co-workers or guests within earshot of guests.
48. Do not ask what someone is eating or drinking when they ask for more; remember or consult the order.
49. Never mention the tip, unless asked.
50. Do not turn on the charm when it’s tip time. Be consistent throughout.
51. If there is a service charge, alert your guests when you present the bill. It’s not a secret or a trick.
52. Know your menu inside and out. If you serve Balsam Farm candy-striped beets, know something about Balsam Farm and candy-striped beets.
53. Do not let guests double-order unintentionally; remind the guest who orders ratatouille that zucchini comes with the entree.
54. If there is a prix fixe, let guests know about it. Do not force anyone to ask for the “special” menu.
55. Do not serve an amuse-bouche without detailing the ingredients. Allergies are a serious matter; peanut oil can kill. (This would also be a good time to ask if anyone has any allergies.)
56. Do not ignore a table because it is not your table. Stop, look, listen, lend a hand. (Whether tips are pooled or not.)
57. Bring the pepper mill with the appetizer. Do not make people wait or beg for a condiment.
58. Do not bring judgment with the ketchup. Or mustard. Or hot sauce. Or whatever condiment is requested.
59. Do not leave place settings that are not being used.
60. Bring all the appetizers at the same time, or do not bring the appetizers. Same with entrees and desserts.
61. Do not stand behind someone who is ordering. Make eye contact. Thank him or her.
62. Do not fill the water glass every two minutes, or after each sip. You’ll make people nervous.
62(a). Do not let a glass sit empty for too long.
63. Never blame the chef or the busboy or the hostess or the weather for anything that goes wrong. Just make it right.
64. Specials, spoken and printed, should always have prices.
65. Always remove used silverware and replace it with new.
66. Do not return to the guest anything that falls on the floor — be it napkin, spoon, menu or soy sauce.
67. Never stack the plates on the table. They make a racket. Shhhhhh.
68. Do not reach across one guest to serve another.
69. If a guest is having trouble making a decision, help out. If someone wants to know your life story, keep it short. If someone wants to meet the chef, make an effort.
70. Never deliver a hot plate without warning the guest. And never ask a guest to pass along that hot plate.
71. Do not race around the dining room as if there is a fire in the kitchen or a medical emergency. (Unless there is a fire in the kitchen or a medical emergency.)
72. Do not serve salad on a freezing cold plate; it usually advertises the fact that it has not been freshly prepared.
73. Do not bring soup without a spoon. Few things are more frustrating than a bowl of hot soup with no spoon.
74. Let the guests know the restaurant is out of something before the guests read the menu and order the missing dish.
75. Do not ask if someone is finished when others are still eating that course.
76. Do not ask if a guest is finished the very second the guest is finished. Let guests digest, savor, reflect.
77. Do not disappear.
78. Do not ask, “Are you still working on that?” Dining is not work — until questions like this are asked.
79. When someone orders a drink “straight up,” determine if he wants it “neat” — right out of the bottle — or chilled. Up is up, but “straight up” is debatable.
80. Never insist that a guest settle up at the bar before sitting down; transfer the tab.
81. Know what the bar has in stock before each meal.
82. If you drip or spill something, clean it up, replace it, offer to pay for whatever damage you may have caused. Refrain from touching the wet spots on the guest.
83. Ask if your guest wants his coffee with dessert or after. Same with an after-dinner drink.
84. Do not refill a coffee cup compulsively. Ask if the guest desires a refill.
84(a). Do not let an empty coffee cup sit too long before asking if a refill is desired.
85. Never bring a check until someone asks for it. Then give it to the person who asked for it.
86. If a few people signal for the check, find a neutral place on the table to leave it.
87. Do not stop your excellent service after the check is presented or paid.
88. Do not ask if a guest needs change. Just bring the change.
89. Never patronize a guest who has a complaint or suggestion; listen, take it seriously, address it.
90. If someone is getting agitated or effusive on a cellphone, politely suggest he keep it down or move away from other guests.
91. If someone complains about the music, do something about it, without upsetting the ambiance. (The music is not for the staff — it’s for the customers.)
92. Never play a radio station with commercials or news or talking of any kind.
93. Do not play brass — no brassy Broadway songs, brass bands, marching bands, or big bands that feature brass, except a muted flugelhorn.
94. Do not play an entire CD of any artist. If someone doesn’t like Frightened Rabbit or Michael Buble, you have just ruined a meal.
95. Never hover long enough to make people feel they are being watched or hurried, especially when they are figuring out the tip or signing for the check.
96. Do not say anything after a tip — be it good, bad, indifferent — except, “Thank you very much.”
97. If a guest goes gaga over a particular dish, get the recipe for him or her.
98. Do not wear too much makeup or jewelry. You know you have too much jewelry when it jingles and/or draws comments.
99. Do not show frustration. Your only mission is to serve. Be patient. It is not easy.
100. Guests, like servers, come in all packages. Show a “good table” your appreciation with a free glass of port, a plate of biscotti or something else management approves.
Friday, September 25, 2009
Magnus Mills, "This much I know
From the excellent column in Guardian the "This much I know" input by Magnus Mills, bus driver and novelist. Delicious!
Despite what you'd think, it's an easier job since we got one-man buses. Some of the conductors were nightmares. At least now we have some control over our destiny.
Tube stations have luxurious staff toilets which bus drivers, who have none of our own, must ask permission to use. It's a disgrace. So we use the toilets in William Hill's, who are friendlier.
No experience compares to driving along Oxford Street and the concentration required. People keep walking in front of the bus and look quite angry if you keep going. You don't want to constantly hit the brake when there's standing passengers. Mums shoving their buggies out into the road are the worst - usually on mobiles, talking to someone other than their child.
When The Restraint of Beasts was published [1998, Booker Prize shortlisted] I packed in driving buses. I thought I was going to live the life of a writer, sitting in pubs drinking Guinness. But I like having a day job, too. I can only write, it turns out, when I have no apparent spare time.
If you don't want to eat junk food while you're driving, it's important to have a good breakfast. I've had the same caff breakfast for three years. Toast, marmalade, poached egg, hash browns, black pudding, two mugs of tea. But if I could survive on a tablet, I would. Then I could spend an hour in perfect peace, not thinking about getting fuelled up.
Every bus shelter has a poster for a film on it. Most have an actor posing with a gun, and often it's pointing at people waiting for a bus.
I don't like repeating a word on a page, let alone in a paragraph. But there's one word I didn't realise I used twice in a paragraph in The Restraint of Beasts. I'm getting it changed before another reprint. But it's my secret which word.
Most schoolkids don't show their passes. Ken Livingstone made a great mistake letting them travel free. There's a whole generation growing up who think it's a right rather than a concession, and it's us who have to deal with it.
It was very breezy up on Mount Fuji, and very remote. Striding through the soft ash feels like bouncing on the moon.
The travelling public won't understand, but we're never told over the radio to travel faster. We only get messages to slow down, to stop for one or two minutes. It's about maintenance of headway. No drivers would personally choose to be late, because then you get more passengers to deal with. But we're only admonished by inspectors for earliness.
There was a bloke who said he was going to get his knife out and stab me because I wouldn't let him travel with an open can of alcohol. The next day he was at the same bus stop and he was very apologetic and said he didn't carry a knife and that the alcohol had mixed with his medication. He's now one of my best mates whenever he gets on the bus.
If you live in the immediate vicinity of a fire station, like I have, you don't suffer crime of any sort. Firemen have a lot of time on their hands and run outside if there's any trouble.
I try to be more tolerant nowadays. I think Ian Paisley set a good example. If he can be tolerant to Martin McGuinness, I can be tolerant in the morning to someone who swims in the wrong direction in a swimming-pool lane.
I'm only really interested in the position of the bus in front of me and the one behind.
Friday, June 19, 2009
The career manifesto
by Micahel Wade
The Career Manifesto
1. Unless you’re working in a coal mine, an emergency ward, or their equivalent, spare us the sad stories about your tough job. The biggest risk most of us face in the course of a day is a paper cut.
2. Yes, your boss is an idiot at times. So what? (Do you think your associates sit around and marvel at your deep thoughts?) If you cannot give your boss basic loyalty, either report the weasel to the proper authorities or be gone.
3. You are paid to take meaningful actions, not superficial ones. Don’t brag about that memo you sent out or how hard you work. Tell us what you achieved.
4. Although your title may be the same, the job that you were hired to do three years ago is probably not the job you have now. When you are just coasting and not thinking several steps ahead of your responsibilities, you are in dinosaur territory and a meteor is coming.
5. If you suspect that you’re working in a madhouse, you probably are. Even sociopaths have jobs. Don’t delude yourself by thinking you’ll change what the organization regards as a “turkey farm.” Flee.
6. Your technical skills may impress the other geeks, but if you can’t get along with your co-workers, you’re a litigation breeder. Don’t be surprised if management regards you as an expensive risk.
7. If you have a problem with co-workers, have the guts to tell them, preferably in words of one syllable.
8. Don’t believe what the organization says it does. Its practices are its real policies. Study what is rewarded and what is punished and you’ll have a better clue as to what’s going on.
9. Don’t expect to be perfect. Focus on doing right instead of being right. It will simplify the world enormously.
10.If you plan on showing them what you’re capable of only after you get promoted, you need to reverse your thinking.
The Career Manifesto
1. Unless you’re working in a coal mine, an emergency ward, or their equivalent, spare us the sad stories about your tough job. The biggest risk most of us face in the course of a day is a paper cut.
2. Yes, your boss is an idiot at times. So what? (Do you think your associates sit around and marvel at your deep thoughts?) If you cannot give your boss basic loyalty, either report the weasel to the proper authorities or be gone.
3. You are paid to take meaningful actions, not superficial ones. Don’t brag about that memo you sent out or how hard you work. Tell us what you achieved.
4. Although your title may be the same, the job that you were hired to do three years ago is probably not the job you have now. When you are just coasting and not thinking several steps ahead of your responsibilities, you are in dinosaur territory and a meteor is coming.
5. If you suspect that you’re working in a madhouse, you probably are. Even sociopaths have jobs. Don’t delude yourself by thinking you’ll change what the organization regards as a “turkey farm.” Flee.
6. Your technical skills may impress the other geeks, but if you can’t get along with your co-workers, you’re a litigation breeder. Don’t be surprised if management regards you as an expensive risk.
7. If you have a problem with co-workers, have the guts to tell them, preferably in words of one syllable.
8. Don’t believe what the organization says it does. Its practices are its real policies. Study what is rewarded and what is punished and you’ll have a better clue as to what’s going on.
9. Don’t expect to be perfect. Focus on doing right instead of being right. It will simplify the world enormously.
10.If you plan on showing them what you’re capable of only after you get promoted, you need to reverse your thinking.
Friday, May 08, 2009
Jorge Luis Borges | the just
The Just
by Jorge Luis Borges
A man who cultivates his garden, as Voltaire wished.
He who is grateful for the existence of music.
He who takes pleasure in tracing an etymology.
Two workmen playing, in a café in the South,
aaaa silent game of chess.
The potter, contemplating a color and a form.
The typographer who sets this page well,
aaathough it may not please him.
A woman and a man, who read the last tercets
aaaof a certain canto.
He who strokes a sleeping animal.
He who justifies, or wishes to, a wrong done him.
He who is grateful for the existence of a Stevenson.
He who prefers others to be right.
These people, unaware, are saving the world.
Sunday, May 03, 2009
25 Best Business Books
From Business Pundit
While many corporate leaders will cite Sun Tzu’s The Art of War and Niccolò Machiavelli’s The Prince as invaluable business tomes, we stuck with books written for a business-minded readership.
While many corporate leaders will cite Sun Tzu’s The Art of War and Niccolò Machiavelli’s The Prince as invaluable business tomes, we stuck with books written for a business-minded readership.
25. The Wealth of Nations
by Adam Smith
1991
First published in 1776, this broad-ranging exploration of commercial and economic first principles laid the philosophical foundations for modern capitalism and the free-market economy. Smith’s central thesis is that capital can best be used to create both individual and national wealth in conditions of minimal government interference. He believed that free-market competition advances both the vitality of commercial activity and the ultimate good of all a nation’s citizens.
24. The Functions of the Executive
by Chester I. Barnard
1968
This collection of Barnard’s lectures on management, though dated in its language, remains relevant, notably in his promotion of clear, short communication channels and managerial morality. A successful executive himself as well as a theorist, Barnard broadened the managerial role from one that assesses, controls, and supervises, to one that nurtures the organization’s values and goals, and translates them into action, thereby defining a purpose and moral code that pervades the organization.
23. The Principles of Scientific Management
by Frederick Winslow Taylor
1911
In its day, this book advanced management as a discrete field requiring formal training, and systematized human work into rigorously measured, optimizable processes.
Arguing that the “inefficiency in almost all of our daily acts” can be remedied by “systematic management, rather than in searching for some unusual or extraordinary man,” Taylor aimed to determine the best practices for every job. His principles influenced working methods and managerial attitudes for most of the 20th century, particularly in mass-production industries—companies that emphasize quantity over quality.
22. The Human Side of Enterprise
Douglas McGregor
1960
Psychologist McGregor revolutionized human relations management by distinguishing the two ways managers view employees and consequently manage them, ultimately producing the accordant behavior in them. Theory X assumes that workers are inherently lazy and need to be motivated and supervised; Theory Y assumes that people are self-motivated and self-directed. “McGregor’s fundamental principles,” says author Gary Hamel, “underlie the work of modern management thinkers from Drucker to Deming to Peters, and the employment practices of the world’s most progressive and successful companies.”
21. Strategy and Structure: Chapters in the History of the Industrial Enterprise
by Alfred D. Chandler
1962
A business historian, Chandler was one of the first scholars to systematically examine the corporate structure of large companies. Considered a theoretical masterpiece, this book—namely, its now-debated conclusion that strategy should drive structure—played a leading role in the profitable decentralization of leading corporations in the 1960s and 1970s.
20. Organizational Culture and Leadership
by Edgar H. Stein
1992
19. The Wisdom of Crowds: Why the Many Are Smarter Than the Few and How Collective Wisdom Shapes Business, Economies, Societies and Nations
by James Surowieki
2004
First developed in his “Financial Page” column of The New Yorker, Surowieki’s ideas contradict the long-held distrust of masses and groupthink: “Large groups of people are smarter than an elite few, no matter how brilliant—better at solving problems, fostering innovation, coming to wise decisions, even predicting the future.” The author animates his rigorous argument with pertinent anecdotes and case studies from business, social psychology, sports, and everyday life. Author Po Bronson insists, “This book should be in every thinking businessperson’s library. Without exception.”
18. The World Is Flat: A Brief History of the Twenty-first Century
by Thomas L Friedman
2005
New York Times columnist Thomas Friedman presents this timely, indispensable update on globalization, its successes and shortcomings, with the same urgent curiosity, panache, and illumination that has earned him three Pulitzer Prizes. With his incomparable ability to elucidate complex foreign policy and economic issues, Friedman explains how the flattening of the world happened at the beginning of the 21st century, and what globalization—both an opportunity and a threat—means to countries, companies, communities, and individuals. In his 2006 hardcover update, with 100 pages of revised and expanded material, Friedman makes specific recommendations about the technical and creative training he believes will be needed to compete in the New Middle class.
17. Barbarians at the Gate: The Fall of RJR Nabisco
by Bryan Burrough and John Helyar
1990
This narrative has been called one of the most influential business books ever, as the definitive account of the largest takeover in Wall Street history at that time: the landmark leveraged buyout of the RJR Nabisco Corporation for $25 billion in 1988. Cinematic and gripping, yet remarkably judicious, this book by two skilled journalists has sold more than 500,000 copies and inspired an HBO movie. Its graphic portrayal of how financial operations at the highest levels are conducted is considered must-reading for those who want to know how the world really works.
16. My Years with General Motors
by Alfred P. Sloan, Jr.
1963
Sloan’s “as told to” opus still stands as the most cogent expression of the managerial philosophy that dominated American business for most of the 20th century. With insightful authority, this fabled CEO chronicles General Motors’ resurrection, under his leadership, from a nearly bankrupt enterprise in the early 1900s to the world’s greatest industrial corporation when he retired in 1956.
Particularly striking is this book’s unintentional expression of a value system: a relentless commitment to the engineering worldview of efficiency as paramount. Sloan’s simultaneous decentralization of manufacturing and centralization of corporate policy and financial controls became the basis for an organizational model that dominated American industry for more than half a century.
15. The Fifth Discipline: The Art & Practice of the Learning Organization
by Peter M. Senge
1990
Based on 15 years of experience putting the ideas into practice, this bestselling classic popularized the concept of the learning organization, a holistic approach that prioritizes learning—new and expansive patterns of thinking—as both an individual and a group experience. Senge argues that “changing individuals so that they produce results they care about [and] accomplish things that are important to them” faster than the competiton does is, in the long run, the only sustainable competitive advantage.
Because the learning organization requires managers to surrender their traditional spheres of power and control, and because it demands trust, involvement, and the allowance for experimentation and failure, it has rarely been converted into a reality. Nevertheless, Senge’s ideas have affected the rewards and remuneration strategies of many companies.
14. The E-Myth Revisited: Why Most Small Business Don’t Work and What to Do about It
by Michael E. Gerber
1985
This underground bestseller dispels the commonplace assumptions surrounding starting and running a successful small business. Two of Gerber’s most incisive observations are that (1) many entrepreneurs know considerably more about producing what they sell than about operating their business, and (2) the entrepreneur must “work on your business, not in your business.” This book intelligently and comprehensively charts an approach to systematizing a new business so that it grows beyond the capacities of its creator.
13. The Tipping Point: How Little Things Can Make a Big Difference
by Malcolm Gladwell
2000
Drawing on a fascinating array of research findings and real-world examples, Gladwell presents a concise, elegant, erudite analysis of mass behavioral change that is strikingly counterintuitive. Regarded among marketing and sales professionals as one of the best books on the economics of popular culture, this entertaining read is, says author Jeffrey Toobin, “one of those rare books that changes the way you think about, well, everything.”
12. Competing for the Future
by Gary Hamel and C.K. Prahalad
1994
This definitive book on contemporary business strategy criticizes the narrow mechanistic view of strategy and calls for an approach that is multifaceted, emotional as well as analytical, and concerned with meaning, purpose, and passion. The authors say their work “provides would-be revolutionaries with the tools and concepts they need to challenge the protectors of the past.” They argue that too many leaders, stuck in the day-to-day details of running their businesses, fail to prepare their companies for the future, and that crafting a strategic architecture around a company’s core competencies is the solution.
11. Good to Great: Why Some Companies Make the Leap…and Others Don’t
by Jim Collins
2001
Measuring sustained results over a period of 15 years, Collins identifies, from an original list of 1435, 11 well-established companies that made the leap from being “good” to being “great.”
Applicable to entrepreneurs as well as corporations, this carefully researched book singles out what Collins calls Level 5 Leadership—“a paradoxical blend of personal humility and professional will”—as the critical factor in those transformations. Such natural leaders “channel their ego needs away from themselves and into the larger goal of building a great company,” which begins with getting the right people—those with discipline and resolve—in the right positions. Challenging the conventional notion of the outgoing, high-profile CEO, an effective leader moves with selfless determination, inspiring average performers to become great producers.
10. Out of the Crisis
by W. Edwards Deming
1982
This classic on quality management reflects Deming’s experience introducing statistical methods for quality measurement and improvement to Japan in the 1960s. Aiming to transform the U.S. style of management and governmental relations with industry, the author blends statistics and common sense to challenge American business practices at almost every point, launching the quality revolution here. Citing poor management, not lazy workers, as responsible for most quality problems, this book, in simple, direct language, offers a theory of management based on Deming’s notable 14 Points of Management, and explains how to apply them to boost quality.
9. Reengineering the Corporation: A Manifesto for Business Revolution
by Michael Hammer and James Champy
1993
8. Built to Last: Successful Habits of Visionary Companies
by James C. Collins and Jerry I. Porras
1994
Drawing on six years of innovative research, Collins and Porras identify 18 exceptional, long-lasting companies and directly compare each with one of its top competitors, over time. With entertaining case histories, they discredit the longstanding beliefs that a successful business is founded by a charismatic, visionary leader and begins with a great product. Rather, they argue, enduring organizations demonstrate core values and a core purpose that remain fixed, while their business strategies and practices adapt endlessly to a changing world. Organized into a coherent framework of practical concepts that can be applied by managers and entrepreneurs at all levels, this book provides a master blueprint for building a great and enduring company.
7. The Practice of Management
by Peter F. Drucker
1954
Considered the foremost management and business thinker of the 20th century, Drucker was the first to depict management as a distinct function, a separate responsibility in the workplace: the work of getting work done through and with other people. This still-relevant book holds that management was one of the major social innovations of the last century, and it poses three now-classic business questions: What is our business? Who is our customer? What does our customer consider valuable?
6. Competitive Strategy: Techniques for Analyzing Industries and Competitors
by Michael E. Porter
1980
Now in its 63rd printing in English, with translations in 19 languages, this modern classic filled a void in management thinking, transforming the theory, practice, and teaching of business strategy. Strikingly accessible, Porter’s analysis of industries captures the complexity of industry competition in three generic strategies and five competitive forces that have been internalized and applied by managers, investment analysts, consultants, students, and scholars throughout the world.
This seminal book changed conventional thinking around strategy, offering a method whereby a company can examine not just its particular industry but its place in it, that is, its essential differentiation from its competitors that can be sold to the customer.
5. The 7 Habits of Highly Effective People: Powerful Lessons in Personal Change
by Stephen R. Covey
1989
Having developed the concept of this groundbreaking, long-term bestseller by studying literature going back more than 200 years, Covey bases his approach on relatively immutable personal human values. Unlike many a self-improvement author, however, he doesn’t promise a quick fix; rather, he calls for a paradigm shift—a revolutionary change in one’s perceptions and interpretations of how the world works. And with different thinking comes different actions that will profoundly affect one’s productivity and effectiveness.
Be proactive. Begin with an end in mind. Put first things first. Think win/win. Seek first to understand. Synergize. Renewal. With penetrating insights and cogent anecdotes, Covey presents a highly structured, holistically integrated methodology for creating balance, and hence success, in one’s personal and professional lives.
4. The One-Minute Manager
by Kenneth H. Blanchard and Spencer Johnson
1981
Millions of managers in Fortune 500 companies and small businesses around the globe have followed the timeless principles of this first mega-bestselling business book, presented as a parable. Concisely elegant, this narrative reveals three practical management secrets: One-Minute Goals, One-Minute Praisings, and One-Minute Reprimands—a concept that has spawned numerous “One-Minute” titles, for endeavors from parenting to golfing.
3. How to Win Friends & Influence People
by Dale Carnegie
1937
Having sold more than 15 million copies, this seminal self-improvement book continues to guide managers in the universal challenge of face-to-face communication.
A master of human nature, Carnegie advises that “[w]hen dealing with people, remember you are not dealing with creatures of logic, but with creatures of emotion, creatures bristling with prejudice, and motivated by pride and vanity.” He argues that success is only 15% professional knowledge; the remaining 85% is “the ability to express ideas, to assume leadership, and to arouse enthusiasm among people.”
2. The Innovator’s Dilemma: When New Technologies Cause Great Firms to Fail
by Clayton M. Christensen
1997
Examining a variety of leading well-managed companies that have failed to capitalize on innovative technologies, Christensen explains, with striking clarity and style, how to manage breakthrough products successfully when customers may not be ready for them.
His argument that overdependence on customer needs, or on the most profitable products, can damage a company’s success challenges the marketing and customer service books that put customer focus at the top of the corporate agenda. Considered a paradigmatic marketing visionary, Christensen highlights the problems inherent in what appears to be sound decision making, and rigorously demonstrates that companies will fall behind if they fail to adapt or adopt new technologies that will meet customers’ unstated or future needs.
1. In Search of Excellence: Lessons from America’s Best-Run Companies
by Thomas J. Peters and Robert H. Waterman, Jr.
1982
Highly influential when global competition, largely from Japan, had brought Western business to a low, this quintessential business book describes eight enduring management principles that made the forty-three companies surveyed “excellent.” The authors focus exclusively on big companies, namely big manufacturers, but ironically condemn the excesses of modern management practice and advocate a return to simpler virtues. They have since come to feel that their ideas are better embodied in smaller companies.
Through lively case studies, this very readable classic forces a look at the fundamentals, at “first principles” that give a company its soul: Attention to customers, an abiding concern for people (productivity through people), the celebration of trial and error. A driving force in the subsequent deluge of business books, this trailblazer established customer service as a key form of differentiation and advantage, and launched the author-as-consultant/speaker/celebrity phenomenon.
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