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ddall

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I wanted to share this with the community. This appears to have originated on another forum, (wickedfire) by a member known as Eliquid. I take no credit for this whatsoever, simply passing along the information. I will copy it here for the benefit of other INSIDERS:

Direct link:
http://www.wickedfire.com/enlighten...oks-business-advice-marketing-money-help.html

Another member of that forum compiled this info into a PDF:
http://www.ticovista.com/dev/eliquid-4k-post-wickedfire-vol-i.pdf

------
I thought long and hard what my 4k post should be. I could have done the long standing porn threads but I already have a few of those.

I could have done an epic case study, but I have also done those here on Wickedfire too.

Then it hit me, post something that could actually help inspire people to be sucsessful. I don't "read" much, you will mostly find me listening to audio books instead or getting the "summery" and cliffnotes of great books written by other people. Why read all of the book unless I just need to when I can get the "meat" of them and do just as well in my limited time?

With that in mind, I present to you some of the best tips, clips, and ideas from a collection of books that focus on:

a. business
b. investing
c. marketing
d. motivation and productivity
e. technology


Some of this might not apply to you and some might seem "common sense" to some of you, but all of these tips and clips have actually been used by me and shown to be useful in some fashion for me. As with anything, your milage will vary. I got a lot of these from sivers.org


Business:

The Lean Startup - by Eric Ries- Startup success is not a consequence of good genes or being in the right place at the right time. Startup success can be engineered by following the right process, which means it can be learned, which means it can be taught.
- An extremely fast cycle time, a focus on what customers want (without asking them), and a scientific approach to making decisions.
- Startups exist to learn how to build a sustainable business. This learning can be validated scientifically by running frequent experiments.
- Planning and forecasting are only accurate when based on a long, stable operating history and a relatively static environment. Startups have neither.
- The goal of a startup is to figure out the right thing to build - the thing customers want and will pay for - as quickly as possible.
- Learn to see every startup in any industry as a grand experiment. The question is not “Can this product be built?” In the modern economy, almost any product that can be imagined can be built. The more pertinent questions are “Should this product be built?” and “Can we build a sustainable business around this set of products and services?” To answer those questions, we need a method for systematically breaking down a business plan into its component parts and testing each part empirically.
- “Until we could figure out how to sell and make the product, it wasn’t worth spending any engineering time on.”
- What differentiates the success stories from the failures is that the successful entrepreneurs had the foresight, the ability, and the tools to discover which parts of their plans were working brilliantly and which were misguided, and adapt their strategies accordingly.
- The lesson of the MVP is that any additional work beyond what was required to start learning is waste, no matter how important it might have seemed at the time.
- As you consider building your own minimum viable product, let this simple rule suffice: remove any feature, process, or effort that does not contribute directly to the learning you seek.
- Five dollars bought us a hundred clicks - every day. From a marketing point of view this was not very significant, but for learning it was priceless. Every single day we were able to measure our product’s performance with a brand new set of customers. Also, each time we revised the product, we got a brand new report card on how we were doing the very next day.
- Use a system called the Five Whys to make incremental investments and evolve a startup’s processes gradually. The core idea of Five Whys is to tie investments directly to the prevention of the most problematic symptoms. The system takes its name from the investigative method of asking the question “Why?” five times to understand what has happened (the root cause).

One Simple Idea - by Stephen Key ( offline hustle for licensee your idea to big companies, patents, etc )- Did you know you can licensee ideas to big companies? This is known as open innovation and costs companies less in their own R&D.
- Take your hustle offline and come up with an idea for an existing or non-existing product and get a provisional patent application. You can come up with an idea, the patent, and the process for less then $500 in 30 days.
- The best companies are those ranked 3-4th in their market and you show them how your idea can make them 2nd or 1st.
- Here is an example: “What if a combination lock had letters, instead of numbers, so you could spell out your secret code?” He now has a successful product, Wordlock, which is sold in tens of thousands of stores around the world.
- always have a nondisclosure agreement signed
- learn how manufacturing is actually done. 1 good basic resource is howstuffismade.org
- Only in the United States, patent protection is granted to the “first to invent,” meaning the first who conceived of and practiced the invention. In almost all other countries, entitlement to a patent is established by the “first to file,” which is awarded based on the date of the application, regardless of the date of the actual invention.
- The number one rule of this game is first to market wins. So if you don’t get your idea to market quickly, someone else probably will.
The Obsolete Employee - by Michael Russer ( book about outsourcing, freelancing )- You are hiring an independent contractor who is an expert at what they do (rather than a jack of all trades). Make sure you hire specialists and avoid those that offer many different types of services.
- List several projects that, if completed, would make a big impact on your business.
- Precisely spell out what you want done, how it is to be done, and the desired measurable outcome once it is done.
- Do not make the mistake of dumping more and broader scope of work on them, as time goes on.
- Start with the small steps of hiring VAs for specific, measurable tasks. After you have two or more working with you and everything is going smoothly, consider hiring an executive level VA to grow your virtual team beyond that point.
Hiring Smart - by Pierre Mornell ( hiring the right people )
- Every applicant you interview, tell them you feel they are not "top notch" or the right person for this job no matter what. The ones that reject your comment and try to sell themselves are the ones you want to keep.
- Curiosity is a valuable asset in an employee. It demonstrates a desire to gratify the mind with new discoveries, to learn about novel and extraordinary things.
- Microsoft assumes that the best candidates are not looking for new jobs. In fact, candidates who approach Microsoft are actually less attractive to the company.
- Be the first to talk in the interview and ask all your questions upfront, then let the interviewee speak. This forces you to listen and also gives you a chance to watch their mannerisms and if they remember everything you said.
- Call references at what you assume will be their lunchtime - you want to reach an assistant or voice mail. Jones is a candidate for (the position) in our company. Your name has been given as a reference. Please call me back if the candidate was outstanding.” If the candidate is outstanding or excellent, I guarantee that eight out of ten people will respond quickly and want to help. Take such a response as a green light.
- Give conflicting opinions early in the interview. Then see if the candidate agrees with both opinions throughout the interview.
- 65 percent of executive candidates lie about their academic credentials. Forty-three percent lie about their job responsibilities. Forty-two percent lie about previous compensation.

The Profit Zone - by Adrian Slywotzky ( increasing profit in your business )
- The devout pursuit of market share may be the single greatest creator of no-profit zones in the economy.
- The curse of growth arises when a business grows by stretching its business design to serve customers that the business design was not intended to serve.
- Value migrates toward activities that are more important to customers - activities where profit is possible.
- Which customers I choose depends on which customers will allow me to make a profit.
- Customer priorities are the things that are so important to customers that they will pay a premium for them or, when they can’t get them, they will switch suppliers.
- build a PRODUCT PYRAMID PROFIT. The profit is concentrated at the top of the product pyramid. Build a “firewall” brand at the bottom of the pyramid: a strong, low-priced brand that is produced at a profit, however slim. The purpose of this brand is to deter competitor entry, thereby protecting the enormous profit margins at the top of the pyramid. When a firewall brand isn’t built, competitors have the opportunity to come in at the bottom and then work their way toward the top, where the profits are. Witness the history of the U.S. automotive market from 1965 to 1995. Japanese competitors first occupied the base with cars designed to be profitable, even at low price levels. They then moved up (Honda’s Acura, Toyota’s Lexus, Nissan’s Infiniti) to where the higher profits were.​
 
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ddall

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Start Small, Stay Small - by Rob Walling and Mike Taber- The genius of niches is they are too small for large competitors, allowing a nimble entrepreneur the breathing room to focus on an under-served audience.
- Choose a niche market and focus so tightly that your product becomes the best in class, members of that niche will have no choice but to use your product.
- The product with a sizeable market and low competition wins even with bad marketing, a bad aesthetic, and poor functionality. In the same market, the product with better marketing wins. In the same market with equal marketing, the product with the better design aesthetic wins. Functionality, code quality, and documentation are all a distant fourth.
- The faster you fail and learn from your mistakes, the faster you will improve.
- One of the biggest adjustments is accepting that time is your most precious commodity.
- “Dollarize”: showing your prospect how your price is less expensive than your competition due to the amount of money they will save in the long run.
- Putting a value on your time is a foundational step in becoming an entrepreneur, and it’s one many entrepreneurs never take. Skipping this step can result in late nights performing menial tasks you should be outsourcing.
- Business Idea Center | Entrepreneur.com - Business idea search engine. I found the best ideas searching on Category->Online Businesses
- SAMBA Blog: Hamster Burial Kits & 998 Other Business Ideas - A list of 999 product ideas. Only a portion are software/website ideas, but even the physical product ideas get your mind thinking about specific niches.
- Master List of Over 400 Business Ideas That You Can Start from Home - Over 400 home business ideas. More of a generator of niche ideas than product ideas.
- Y Combinator: Startup Ideas We'd Like to Fund - Startup ideas YCombinator would like to fund.
- A Startup A Day | Each day I'll post an idea for a new Web 2.0 startup - by far my favorite web app idea blog. I’ve come very close to pursuing several of his ideas exactly as he’s written them.
- Brad Ideas | Crazy ideas, inventions, essays and links from Brad Templeton.<p>Computers, Transportation, Civil Rights, Photography and more. - crazy ideas from Brad Templeton
- ideaisqueen.com: The Leading Idea is Queen Site on the Net - I’ve seen quite a few ideas that would work for a Micropreneur on this blog.
- Idea Tagging - Another solid idea blog.
- Springwise | New business ideas, trends and innovation - Covers innovations in products and business models. Think about applying the innovations they mention to a niche from your list.
- trendwatching.com: Consumer trends and insights from around the world - A high-level look at emerging consumer trends.
- CoolBusinessIdeas.com | New Business Ideas, Innovations And Opportunities Around The World - Another list of business ideas that are already being implemented by someone.
- Although common wisdom is to focus on traffic, the best internet marketers realize that increasing conversion rates for existing website visitors can yield a better return on investment.
- You shouldn’t plan to sell to a customer on their first visit.
- Your number one goal, even beyond selling your product, is turning browsers into prospects.
- Text is a terrible selling tool; audio, video and images are always better.
- The #1 goal of your home page is to convince your visitors to click a link. That’s all you have to do to convince them not to leave is click a single link. Half of all home page visitors leave without clicking a single link. The solution? A simple home page with very few options, and large, clickable buttons.
- Core strategies like building an audience, search engine optimization and participating in niche communities have far more impact on your bottom line than most of the new media tools you read about
- Google alerts is one of the most under-used tools in online marketing. Create an alert for all variations of your product names.
- Nearly anything I try to automate is easier to outsource first, and then automate down the line once the volume warrants it.
E-Myth Revisited - by Michael Gerber
- It's easy to spot a business in infancy : the owner and business are one and the same. Infancy ends when the owner realizes the business cannot continue to run the way it has been, that to survive it will have to change. This is where most business failures occur.
- If your business depends on you, you don't own a business - you have a job. (and you're working for a lunatic). The purpose of going into business is to get free of a job so you can create jobs for other people.
- Survey the world and ask, "Where is the opportunity?"
- a business Acts the way the customer needs it to act, not the Entrepreneur.
- Within the customer is a continuing parade of changing wants, begging to be satisfied. Find out what those wants are, and what they will be in the future.
- The primary purpose of your business is to serve your life (not vice-versa)
- Innovation, Quantification, Orchestration are the backbone of a business - the Business Development Process.
- Your strategic objective is a very clear statement of what your business has to ultimately do for you to achieve your primary aim.
- You may think your plan depends on highly skilled people. It doesn't. You don't need such people. You can't afford them. They will become the bane of your existence. What you need is a mangement system.
- When it comes to marketing, what you want is unimportant. It's what your customer wants that matters.​
 

ddall

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Investing/Money:

Fail-Safe Investing - by Harry Browne ( a safe approach to investing ) I would use this as my main portfolio and use 2nd and 3rd ones for other methods.- Its main point is the “Permanent Portfolio” - a beautiful simple idea to have 25% of your savings each in investments that do well during boom (stocks), bust (bonds), inflation (gold), deflation (cash). Then just rebalance when they get too far out of 25% each. No predicting the future. No worrying about the news. Just 25% each and rebalance.
- STOCKS take advantage of prosperity. They tend to do poorly during periods of inflation, deflation, and tight money, but over time those periods don't undo the gains that stocks achieve during periods of prosperity.
- BONDS also take advantage of prosperity. In addition, they profit when interest rates collapse during a deflation. You should expect bonds to do poorly during times of inflation and tight money.
- GOLD not only does well during times of intense inflation, it does very well. In the 1970s, gold rose twenty times over as the inflation rate soared to its peak of 15% in 1980. Gold generally does poorly during times of prosperity, tight money, and deflation.
- CASH is most profitable during a period of tight money. Not only is it a liquid asset that can give you purchasing power when your income and investments might be ailing, but the rise in interest rates increases the return on your dollars. Cash also becomes more valuable during a deflation as prices fall. Cash is essentially neutral during a time of prosperity, and it is a loser during times of inflation.
- If any of the four investments has become worth less than 15%, or more than 35%, of the portfolio's overall value, you need to restore the original percentages.
- The portfolio can't guarantee a profit every year; no portfolio can. It won't outperform the hotshot advisor in his best year. And it won't outperform the best investment of the year. But it can give you the confidence that no crisis will destroy you, the assurance that your savings are secure and growing in all circumstances, and the knowledge that you're no longer vulnerable to the mistakes in judgment that you or the best advisor could so easily make.
- Split the 25% stock-market portion among three mutual funds.
- For the bond portion, you don't want to have to monitor credit risk, so buy only U.S. Treasury bonds. So long as the U.S. government has the ability to tax people or print money to pay its bills, there is virtually no credit risk.
- Put the 25% in the Treasury bond issue that currently has the longest time until it matures. That will be close to 30 years. Ten years later, the bond will have only 20 years to maturity; at that time replace it with a new 30-year bond.
- Buy bullion coins - coins whose only value is the gold bullion they contain. They sell for about 3-5% more per ounce than gold bullion. That means a one-ounce coin will sell for about $310-$315 if the price of gold is $300 an ounce.
- The cash portion should be kept in a money market fund investing only in short-term U.S. Treasury securities, so that you don't have to evaluate credit risk. These securities are safer than bank accounts and other debt instruments. If your cash budget is large enough, divide your holdings between two or three funds - for further protection against the unthinkable.
How to Get Rich - by Felix Dennis
- If you are unwilling to fail, sometimes publicly, and even catastrophically, you stand very little chance of ever getting rich.
- I am convinced the fear of failing in the eyes of the world is the single biggest impediment to amassing wealth. Trust me on this.
- Salary begins to have an attraction and addictiveness all of its own. A regular paycheck and crack cocaine have that in common. Working too long for other people can blunt your desire to take risks. The ability to live with and embrace risk is what sets apart the financial winners and losers in the world.
- The original is not the greatest. If you want to be rich, watch your rivals closely and never be ashamed to emulate a winning strategy. They may josh you a little for doing it, but that's a price well worth paying.
- Success is the ability to go from one failure to another, unrepentant and with no loss of enthusiasm.
- Ownership is the only thing that counts.
- Time is the only thing we cannot replace, apart from our health and our lives. I resent wasting a moment of it.
- sell early (real money rarely comes from horsing around running an asset-laden business if you're an entrepreneur. you're not a manager, remember? whenever the chance comes to sell an asset at the top of its value, do so. things do not keep increasing in value forever. get out while the going is good and move on to the next venture.)
- You must cut yourself loose from naysayers and negative influences. They drain confidence and optimism from you. Often including your parents, lover, husband, or wife, and friends. They fear you're placing yourself in harm's way - and to them that's not a good thing. They fear that if you should succeed, you will expose their own timidity to the light of day.
- Deliberately employ men and women who are smarter than you - and listen to them.​
 

ddall

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The Investor's Manifesto - by William J. Bernstein- Investors who can earn an 8 percent annualized return will multiply their wealth tenfold over the course of 30 years. If they have half a brain, they will care little that many days, or even years, along the way their portfolios will suffer significant losses.
- Using historical returns to estimate future ones is an extremely dangerous exercise. It is even more dangerous to base financial planning decisions on the post-1925 database, a common zinger committed by many researchers and finance writers.
- The single most reliable indicator of fraud is the promise of high return with low risk.
- Do not trust historical data - especially recent data - to estimate the future returns of stocks and bonds. Instead, rely on interest and dividend payouts and their growth/failure rates.
- r = D/P + g which is the Gordon Equation: Return = Dividend Yield + Growth.
- Always favor expected returns calculated from the Gordon Equation over past returns, no matter how long of a period they cover. This goes double whenever the markets are gripped by the euphoria of a bubble, as occurred in the late 1990s, or are in the throes of a panic, as happened in 2008-2009. If one of life’s secrets is to be keep your head when all those around you are losing theirs, then the Gordon Equation is the collar that will keep it there.
- Understand four things: save as much as you can, make sure you have enough liquid taxable assets for emergencies, diversify widely, and do so with passive or index funds.
- Always remember the textbook definition of investment: the deferral of current consumption for future consumption. If you cannot defer current consumption, you will die poor, even if you are possessed of Warren-Buffett-like investment acumen.
- By buying and holding the entire market through a passively managed or indexed mutual fund, you guarantee that you will own all of the winning companies and thus get all of the market return. True, you will own all of the losers as well, but that is not as important; the most that can vanish with any one stock is 100 percent of its purchase value, whereas the winners can easily make 1,000 percent, and exceptionally 10,000 percent, inside of a decade or two. Miss just one or two of these winning stocks, and your entire portfolio will suffer.
- REITs. How much? Probably no more than 10 percent of the equity allocation: 6 percent overall of a 60/40 portfolio, for example.
- Why folks bought IPOs: It is so much more fun taking a chance on finding the next Amazon.com or Microsoft than owning a doggy industrial company. In short, IPOs are the investment equivalent of a lottery ticket, with high entertainment value and low investment returns.
- The more public visibility a company has, and the more well-known and entertaining its story, the lower its future returns are likely to be.
- The reason that “guru” is such a popular word is because “charlatan” is so hard to spell.
- Dare to be dull.
- Do not invest with any mutual fund family that is owned by a publicly traded parent company.
- Fidelity offers very low-priced, passively managed funds. They are so low-priced, in fact, that they serve as loss leaders, designed to get you into the store to buy its more expensive funds. As long as you keep to the discount rack, you should do well there.
- The commission and spread costs incurred by ETFs will quickly erode their minuscule expense advantage.
- I do not trust most of the ETF providers to support these products over the very long term; all except Vanguard are publicly traded entities.
- I normally recommend a healthy dollop of short-term Treasury notes in place of cash, but Treasury yields are currently so low that it is better to put the funds in a money market account until short-term Treasury yields rise above 3 to 4 percent.
- Rebalance your portfolio approximately once every few years; more than once per year is probably too often. In taxable portfolios, do so even less frequently.
- One more advantage of an indexed/passive approach to investing. When an index fund does terribly, it is because that asset class has done terribly, which usually means that it has gotten cheaper. In turn, this usually means that its expected future returns have gone up, and that the investor can buy some more of the fund with a reasonably clean conscience. On the other hand, when an actively managed fund does terribly, the possibility that the poor performance is due to the manager’s lack of skill gnaws at your self-confidence: Should you really be buying more of a fund run by a possibly incompetent manager? Did you make the wrong choice in the first place? Quite often, such poor performance is due to some combination of bad luck and poor asset-class performance. This may lead to the wrong decision: firing the fund manager just as his or her asset class is about to turn around or his or her luck is about to change. In short, indexing your investments means never having to say you’re sorry.
The Smartest Investment Book You'll Ever Read - by Daniel R. Solin
- "Smart" Investing = investing for market returns by investing in all the stocks and bonds in broad market indexes.
- Investing for market returns is easier than investing hyperactively because: you don't have to pay any attention to the financial media. you don't have to sift through mountains of conflicting information from self-styled experts. it's less expensive .the results are demonstrably superior. most investors do not need any advisor or broker : you can deal directly with brand-name mutual fund families. it should only take you 90 minutes or so per year
- There is ample data indicating that, over the long term, simply achieving market returns will beat 95% of all professionally managed investment portfolios.
- Your cash requirements should amount to 6-12 months of living expenses.
- Rebalance your portfolio twice a year to keep your portfolio either aligned with your original asset allocation or to a new asset allocation that meets your changed investment objectives or risk tolerance.
- Smart investors pay no attention to the predictions made in the financial media, and never use them as a basis for their investment decisions.
- There is strong academic evidence that tilting a portfolio optimially toward value and small-cap equities will, over long holding periods, outperform the broader equity markets by as much as 1-2% per year.
- But I do not believe this is worth it for investors with less than $1M to invest, when you consider the cost of advisors' fees.
- It is reasonable to expect your portfolio to achieve annualized returns from 7-11% over the long term. Attempting to achieve returns higher than 11% involves speculating.​
 
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ddall

continuous self-improvement
Read Fastlane!
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Dec 5, 2013
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Marketing:

The Culting of Brands - by Douglas Atkin ( how to use cult branding for your own needs )- 1. Focus on the person
- 2. Get the right membership. (Well-socialized people who will engage new prospects.)
- 3. Create opportunities for meeting and interaction between members and nonmembers.
- 4. Let reps focus on interaction. Remove distractions.
- 5. Love-bomb new members.
- Recruit socially attractive people. The cult doesn't want losers. Get the best staff to recruit others like themselves.
- The more cult members are around eachother, the stickier the bond.
- Keep tabs on membership and prospects, placing extra focus on recent recruits.
- The membership runs the program themselves. Not corporation to customer, but customer to customer. A big difference.
- A sense of responsibility among members for the welfare of eachother and the group as a whole
- Critically important is whether the cult feels an equal sense of responsibility toward its members. Is their investment reciprocated?
- For all the benefits of belonging, the member has paid a price. If that commitment is not matched by an equivalent reward, including the feeling that the leadership is as committed and has paid an equal price, then the results can be disasterous for the cult.
- Ownership must be shared with its membership for it to thrive.
- A member who feels they have helped model the brand will likely be an evangelist for it.

How We Decide - by Jonah Lehrer- An expert is a person who has made all the mistakes that can be made in a very narrow field.
- It's not the quantity of practice, it's the quality. The most effective way to get better is to focus on your mistakes. In other words, you need to consciously consider the errors being internalized.
- Our brains completely misinterpret what's actually going on. We trust our feelings and perceive patterns, but the patterns don't actually exist.
- Since the market is a random walk with an upward slope, the best solution is to pick a low-cost index fund and wait. Patiently. Don't fixate on what might have been or obsess over someone else's profits. The investor who does nothing to his stock portfolio - who doesn't buy or sell a single stock - outperforms the average "active" investor by nearly 10 percent. Wall Street has always searched for the secret algorithm of financial success, but the secret is, there is no secret.
- Performance choking is actually triggered by a specific mental mistake: thinking too much.
- Novice putters hit better shots when they consciously reflect on their actions.
- The placebo effect depended entirely on the prefrontal cortex, the center of reflective, deliberate thought. When people were told that they'd just received pain-relieving cream, their frontal lobes responded by inhibiting the activity of their emotional brain areas (like the insula) that normally respond to pain. Because people expected to experience less pain, they ended up experiencing less pain.
- Each of the students select a portfolio of stock investments. Then he divided the students into two groups. The first group could see only the changes in the prices of their stocks. They had no idea why the share prices rose or fell and had to make their trading decisions based on an extremely limited amount of data. In contrast, the second group was given access to a steady stream of financial information. They could watch CNBC, read the Wall Street journal, and consult experts for the latest analysis of market trends. So which group did better? To Andreassen's surprise, the group with less information ended up earning more than twice as much as the well-informed group. Being exposed to extra news was distracting, and the high-information students quickly became focused on the latest rumors and INSIDERS gossip. (Herbert Simon said it best: "A wealth of information creates a poverty of attention.") As a result of all the extra input, these students engaged in far more buying and selling than the low-information group. They were convinced that all their knowledge allowed them to anticipate the market. But they were wrong.
- Use your conscious mind to acquire all the information you need for making a decision. But don't try to analyze the information with your conscious mind. Instead, go on holiday while your unconscious mind digests it. Whatever your intuition then tells you is almost certainly going to be the best choice.
- The reason these emotions are so intelligent is that they've managed to turn mistakes into educational events. You are constantly benefiting from experience, even if you're not consciously aware of the benefits. The brain always learns the same way, accumulating wisdom through error. There are no shortcuts to this painstaking process; becoming an expert just takes time and practice. But once you've developed expertise in a particular area - once you've made the requisite mistakes - it's important to trust your emotions when making decisions in that domain. It is feelings, after all, and not the prefrontal cortex, that capture the wisdom of experience.
Influence - by Robert Cialdini
- When we ask someone to do us a favor we will be more successful if we provide a reason. The word “because” triggers an automatic compliance response.
- The rule says that we should try to repay, in kind, what another person has provided us.
- Compared to the two other approaches, the strategy of starting with an extreme demand and then retreating to the more moderate one produced the most money for the person using it.
- A sample of Bloomington, Indiana, residents surveyed, asked to predict what they would say if asked to spend three hours collecting money for the American Cancer Society. Of course, not wanting to seem uncharitable to the survey taker or to themselves, many of these people said that they would volunteer. The consequence of this sly commitment procedure was a 700 percent increase in volunteers when, a few days later, a representative of the American Cancer Society did call.
- The more public the better. Whenever one takes a stand that is visible to others, there arises a drive to maintain that stand in order to look like a consistent person.
- You root for your own sex, your own culture, your own locality - and what you want to prove is that you are better than the other person. Whomever you root for represents you; and when he wins, you win.
- Something that, on its own merits, held little appeal for me had become decidedly more attractive merely because it would soon become unavailable.
- People seem to be more motivated by the thought of losing something than by the thought of gaining something of equal value. For instance, homeowners told how much money they could lose from inadequate insulation are more likely to insulate their homes than those told how much money they could save.
- Convince customers of an item’s scarcity and thereby increase its immediate value in their eyes. When increasing scarcity - or anything else - interferes with our prior access to some item, we will react against the interference by wanting and trying to possess the item more than before.
- Customers who heard of the impending scarcity via “exclusive” information purchased six times the amount.
- The drop from abundance to scarcity produced a decidedly more positive reaction to the cookies than did constant scarcity.
Tribes - by Seth Godin
- Great leaders create movements by empowering the tribe to communicate. They establish the foundation for people to make connections, as opposed to commanding people to follow them.
- IMPROVING A TRIBE: It only takes two things to turn a group of people into a tribe: - A shared interest - A way to communicate
- The most powerful way to enable is to be statueworthy : by getting out front, by making a point, by challenging convention, and by speaking up.
- The first thing a leader can focus on is the act of tightening the tribe. It's tempting to make the tribe bigger, to get more members, to spread the word. This pales, however, when juxtaposed with the effects of a tighter tribe. A tribe that communicates more quickly, with alacrity and emotion, is a tribe that thrives.
- If you're not uncomfortable in your work as a leader, it's almost certain you're not reaching your potential as a leader.
- Others will scoff and move on, wondering what the obsession is all about. That's what makes a tribe, of course. There are INSIDERS and outsiders.
- Leaders who set out to give are more productive than leaders who set out to get.
- Leadership almost always involves thinking and acting like the underdog. That's because leaders work to change things, and the people who are winning rarely do.
- If you hear my idea but don't believe it, that's not your fault - it's mine.
- People want to be sure you heard what they said. They're less focused on whether or not you do what they said.
- Tribes grow when people recruit other people. That's how ideas spread as well. The tribe doesn't do it for you, of course. They do it for eachother.
- People don't believe what you tell them. They rarely believe what you show them. Then often believe what their friends tell them. They always believe what they tell themselves. What leaders do : give people stories they can tell themselves. Stories about the future and about change.​
 

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CrowdSourcing - by Jeff Howe- People will work late into the night on one creative endeavor or another in the hope that their community - be it fellow designers, scientists, or computer hackers - acknowledge their contribution in the form of kudos and, just maybe, some measure of fame.
- Threadless (Community driven T-shirt portal) isn't really in the T-shirt business. It sells community.
- Breaking labor into little units, or modules, is one of the hallmarks of crowdsourcing.
- The Diversity Trumps Ability Theorem - Given certain conditions, a randomly selected collection of problem solvers outperforms a collection of the best individual problem solvers.
- The group is smarter than its smartest individual. The mistakes cancel one another out, and correct answers, like cream, rise to the surface.
- People react with great hostility to the idea that crowdsourcing equals cost savings. No one wants to feel exploited.
- If you are inviting the crowd to the party, you might as well ask them to help with the planning and cleanup. The crowd likes to be involved.
- Pioneers - they are the ones with arrows in their backs.
- Don't try to control the discussion, just provide the room in which it takes place.
- The 1:10:89 Rule - For every given 100 people, 1 will actually create something, 10 will vote on what he created and the remaining 89% will merely consume.

The Wisdom of Crowds - by James Surowiecki
- We assume that the key to solving problems or making good decisions is finding that one right person who will have the answer. The argument of this book is that chasing the expert is a mistake, and a costly one at that. We should stop hunting and ask the crowd instead. Chances are, it knows. (Crowd includes the geniuses as well as everyone else.)
- What makes a system successful is its ability to generate lots of losers and then to recognize them as such and kill them off. Sometimes the messiest approach is the wisest.
- Generating a diverse set of possible solutions isn't enough. The crowd also has to be able to distinguish the good solutions from the bad.
- Grouping only smart people together doesn't work that well, because the smart people tend to resemble eachother in what they can do. The group knows less than it otherwise might. Adding in a few people who know less, but have different skills, actually improves the group's performance.
- Groups that are too much alike find it harder to keep learning, because each member is bringing less and less to the table. They spend too much time exploiting, and not enough time exploring.
- "Social proof" : the tendency to assume that if lots of people are doing something or believe something, there must be a good reason why.
- Encouraging people to make incorrect guesses actually made the group as a whole smarter.
- The closer a person is to a problem, the more likely he or she is to have a good solution to it.
- The benefits of being trusting and of being trustworthy are potentially immense, because a successful market system teaches people to recognize those benefits.
- If you talk a lot in a group, people will tend to think of you as influential almost by default. Talkative people are not necessarily well liked, but they are listened to.
- People want to save, and do not need a massive push to do so. What they do need is a way to make saving easier and spending harder. One way of doing this is to make enrollment in retirement plans automatic, rather than asking people to sign up for them. If people have to take action to opt out of a retirement plan rather than having to take action to opt in, they are significantly more likely to stay in the plan and more likely to save. Inertia is a powerful tool.
- The idea of the wisdom of crowds is not that a group will always give you the right answer, but that on average it will consistently come up with a better answer than any individual could provide. That's why the fact that only a fraction of investors consistently do better than the market remains the most powerful piece of evidence that the market is efficient.​
 

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Motivation and Productivity and Self Help Type:

Seeking Wisdom - by Peter Bevelin- Master the best that other people have ever figured out. Don't just try to dream it all up yourself. Nobody's that smart.
- The advice we give others is the advice that we ourselves need.
- Stay away from garages on big highways. Such mechanics know they'll never see you again. Go to a neighborhood garage, where word-of-mouth serves as advertising.
- Reputation matters. It pays to be nice when others are watching.
- If people don't have to pay for a benefit, they often overuse it.
- Reward individual performance, not effort or length in organization.
- Convince people by asking questions that illuminate consequences.
- To say you are wrong is saying you are wiser today than yesterday.
- When you find yourself in a hole, stop digging.
- In investing, it's a mistake to try to make it back the way you lost it.
- Make yourself do the thing you have to do when it ought to be done whether you like it or not.
- Talk to a man about himself and he will listen for hours.
- If you always tell people why, they'll understand it better, they'll consider it more important, and they'll be more likely to comply.
- It is not stress that harms us but distress.
- Auction: What you won was the right to pay more for something than everyone else thought it was worth.
- Nobody can forecast interest or currency rates, the GDP, turning points in the economy, the stock market, etc. Massive amounts of information don't help.
- It's easy to be a prophet. You make twenty-five predictions and the ones that come true are the ones you talk about.
- If you could make money based on what has worked the past 20 years, all of the richest people would be librarians.
- "If you can't explain it simply, you don't understand it well enough." - Einstein
- In hiring, look for three things: intelligence, energy, and character. If they don't have the last one, the first two will kill you.
- The art of being wise is the art of knowing what to overlook.
- After 25 years, I have not learned how to solve difficult business problems. What we have learned to avoid them.
- To do two things at once is to do neither.
- The best business to own is one that over an extended period can employ large amounts of incremental capital at very high rates of return.
- Instead of verifying a statement, it is sometimes better to prove it false. A single piece of evidence in favor of a statement does not prove its truth - it only supports it. But a single piece of evidence against it will show that it is false. Albert Einstein said: "No number of experiments can prove me right; a single experiment can prove me wrong."
- A lot of success comes from knowing what you really want to avoid
- Where do I have an edge over others?
Little Bets - by Peter Sims- Examples of the fact that much success or creativity comes from trying many things, failing fast, getting feedback, trying more things, and deliberate practice. Stories from Pixar, Chris Rock, Silicon Valley, Frank Gehry.
- Ingenious ideas almost never spring into people’s minds fully formed; they emerge through a rigorous experimental discovery process.
- Amazon’s strategy of developing ideas in new markets to “planting seeds” or “going down blind alleys.” They learn and uncover opportunities as they go. Many efforts turn out to be dead ends, Bezos has said, “But every once in a while, you go down an alley and it opens up into this huge, broad avenue.”
- You have to catch people making mistakes and make it so that it’s cool. You have to make it undesirable to play it safe.
- When software teams worked on longer-term projects, they were inefficient and took unnecessary paths. However, when job tasks were broken down into particular problems to be solved, which were manageable and could be tackled within one or two weeks, developers were more creative and effective. The practice of smallifying problems.
- One of the great benefits of the agile approach is that it is also a good method for failing fast. If you can launch ten features in the same time it takes a competitor to launch one, you’ll have ten times the amount of experience to draw from in figuring out what has failed the test of customer acceptance and what has succeeded.
Brain Rules - by John Medina
- Researchers studied two elderly populations that had led different lifestyles, one sedentary and one active. Cognitive scores were profoundly influenced. Exercise positively affected executive function, spatial tasks, reaction times and quantitative skills.
- The brain is not capable of multi-tasking. We can talk and breathe, but when it comes to higher level tasks, we just can’t do it. Driving while talking on a cell phone is like driving drunk. The brain is a sequential processor and large fractions of a second are consumed every time the brain switches tasks. This is why cell-phone talkers are a half-second slower to hit the brakes and get in more wrecks.
- The brain cannot multi-task. It is a myth. The brain focuses attention on concepts sequentially, one at a time. Switching takes time.
- Learning occurs best when new information is incorporated gradually into the memory store rather than jammed in all at once.
- Students given a series of math problems that all had a shortcut that was not revealed to them. Only 20% found the shortcut if answers had to be given same-day. But if asked after sleep, 60% found the shortcut. No matter how many times the experiment is run, the sleep group consistently outperforms the non-sleep group about to 3 to 1.
- Stress damages virtually every kind of cognition that exists. It damages memory and executive function. It can hurt your motor skills. When you are stressed out over a long period of time it disrupts your immune response. You get sicker more often. It disrupts your ability to sleep. You get depressed.
- The emotional stability of the home is the single greatest predictor of academic success. If you want your kid to get into Harvard, go home and love your spouse.
- We are incredible at remembering pictures. Hear a piece of information, and three days later you'll remember 10% of it. Add a picture and you'll remember 65%.

Outliers: The Story of Success - by Malcolm Gladwell
- The striking thing about Ericsson’s study is that he and his colleagues couldn’t find any “naturals,” musicians who floated effortlessly to the top while practicing a fraction of the time their peers did. Nor could they find any “grinds,” people who worked harder than everyone else, yet just didn’t have what it takes to break the top ranks. Their research suggestes that once a musician has enough ability to get into a top music school, the thing that distinguishes one performer from another is how hard he or she works. That’s it. And what’s more, the people at the very top don’t work just harder or even much harder than everyone else. They work much, much harder.
- A basketball player only has to be tall enough - and the same is true of intelligence. Past a certain point, height stops mattering so much.
- No one - not rock stars, not professional athletes, not software billionaires, and not even geniuses - ever makes it alone. They had a skill that they had been working on for years that was suddenly very valuable.
- Success is not a random act. It arises out of a predictable and powerful set of circumstances and opportunities,
 
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Here Comes Everybody - by Clay Shirky- People respond to incentives. If you give them more of a reason to do something, they will do more of it, and if you make it easier to do more of something they are already inclined to do, they will also do more of it.
- If everyone can do something, it is no longer rare enough to pay for, even if it is vital.
- Imbalance drives large social systems rather than damaging them. Only 2% of users ever contribute, yet that is enough to create profound value for millions of users.
- Let the community do as much as they possibly can, but where they can't do the work on their own, add technological fixes.
- Tie several few-person networks together into a network of networks.
- It's not how many people you know - it's how many kinds.
- A service business does best not by trying to do things on behalf of its users, but by providing a platform for them to do things for one another.
- With low-enough barriers to participate, people are not just willing but eager to join together to try things, even if most of those things end up not working.
- The number of people who are willing to start something is MUCH smaller than the number of people willing to contribute once someone else starts something.
- People are basically good, when they are in circumstances that reward goodness while restraining impulses to defect.

Never Eat Alone - by Keith Ferrazzi and Tahl Raz- The people who had reached professional heights unknown to my father and mother helped each other. They found one another jobs, they invested time and money in one another’s ideas, and they made sure their kids got help getting into the best schools, got the right internships, and ultimately got the best jobs. Before my eyes, I saw proof that success breeds success and, indeed, the rich do get richer. Their web of friends and associates was the most potent club
- I learned that real networking was about finding ways to make other people more successful. It was about working hard to give more than you get.
- Until you become as willing to ask for help as you are to give it, you are only working half the equation.
- You can’t amass a network of connections without introducing such connections to others with equal fervor.
- Reaching out to others is not a numbers game. Your goal is to make genuine connections with people you can count on.
- An inner truth about the skill of reaching out to others: Those who are best at it don’t network - they make friends.
- The deepest principle in human nature is the craving to be appreciated.
- If I’m meeting someone whom I don’t know that well, I might invite someone I do know just to make sure the meeting does not become a waste.
- Setting goals ahead of time is what turns a casual conference attendance into a mission.
- Giving speeches is one of the easiest and most effective ways to get yourself, your business, and your ideas seen, heard of, and remembered.
- Before the event, I’ll scout out a nice nearby restaurant and send out pre-invites to a private dinner that I’ll host alongside the scheduled affair.
- Take the initiative and be the first person to say hello. This demonstrates confidence and immediately shows your interest in the other person. When the conversation starts, don’t interrupt.
- Becoming an expert was the easy part. I simply did what experts do: I taught, wrote, and spoke about my expertise.

Talent Is Overrated - by Geoff Colvin
- IQ is a decent predictor of performance on an unfamiliar task, but once a person has been at a job for a few years, IQ predicts little or nothing about performance.
- The differences between expert performers and normal adults reflect a life-long period of deliberate effort to improve performance in a specific domain.
- While the best methods of development are constantly changing, they’re always built around a central principle: They’re meant to stretch the individual beyond his or her current abilities.
- Great performers isolate remarkably specific aspects of what they do and focus on just those things until they are improved; then it’s on to the next aspect.
- Practicing without feedback is like bowling through a curtain that hangs down to knee level. You can work on technique all you like, but if you can’t see the effects, two things will happen: You won’t get any better, and you’ll stop caring.
- 4-5 hours a day seems to be the upper limit of deliberate practice, and this is frequently accomplished in sessions lasting no more than 60-90 minutes.
- The best performers set goals that are not about the outcome but about the process of reaching the outcome.
- If you know too much about a situation, a business, a field of study, then you can’t have the flash of insight that is available only to someone unburdened by a lifetime of immersion in the domain.
- Too much experience within a field may restrict creativity because you know so well how things should be done that you are unable to escape to come up with new ideas.

Making a Good Brain Great - by Daniel G. Amen
- Early childhood experiences do not just create a background for development and learning, they directly affect the way the brain is wired.
- I recommend the following cocktail for most adults:
- Acetyl-L-carnitine - 500 mg once a day
- Alpha-lipoic acid - 100 mg once a day
- Fish oil - 1,000 mg twice a day
- Phosphatidylserine - 100 mg twice a day
- Super multiple vitamin with high-dose B vitamins
- Vitamin E (mixed tocopherols) - 100 mg twice a day
- Vitamin C - 250 mg twice a day
- A glass of wine once a week or once a month, but not daily - may reduce dementia by up to 70 percent.
- Strive to eat fewer than eighteen hundred calories a day,
- The more fish in a person’s diet, the longer the person was able to maintain their memory. Once or twice a week is a good policy. High-quality, purified fish oil is another option.
- It is hard to get enough omega-3 fatty acids into our diet.
- Cardiovascular health is enhanced in weekly fish eaters when compared to those who ate fish only infrequently. Don’t forget: Whatever is good for your heart is also good for your brain!
- Doing the things you have always done is not helpful for the brain, even if those things are fairly complicated.
- Dedicate yourself to new learning. Put fifteen minutes in your day into learning something new. Einstein said that if someone spent fifteen minutes a day learning something new, in a year he would be an expert.
- Table tennis is the best brain sport ever. It is highly aerobic, uses both the upper and lower body, is great for eye-hand coordination and reflexes, and causes you to use many different areas of the brain at once as you are tracking the ball, planning shots and strategies, and figuring out spins. It is like aerobic chess.
- In a study of approximately 7,500 students at a university, music majors had the highest reading scores of any students on campus. Learning a musical instrument, at any age, can be helpful in developing and activating temporal lobe neurons.​
 

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The Talent Code - by Daniel Coyle- Deep practice is built on a paradox: struggling in certain targeted ways - operating at the edges of your ability, where you make mistakes - makes you smarter.
- Group A studied the paper for four sessions. Group B studied only once but was tested three times. A week later both groups were tested, and Group B scored 50 percent higher than Group A. They'd studied one-fourth as much yet learned far more.
- Capture failure and turn it into skill. The trick is to choose a goal just beyond your present abilities.
- We'll define talent in its strictest sense: the possession of repeatable skills that don't depend on physical size.
- Deep practice is assisted by the attainment of a primal state, one where we are attentive, hungry, and focused, even desperate.
- Expertise is the result of around ten thousand hours of committed practice.
- The great Renaissance artists had one thing in common: they all spent thousands of hours inside a deep-practice hothouse, firing and optimizing circuits, correcting errors, competing, and improving skills.
- Thinking that talent comes from genes and environment is like thinking that cookies come from sugar, flour, and butter.
- Causing skill to evaporate: just stop a skilled person from systematically firing his or her circuit for a mere thirty days.
- Deep practice is not simply about struggling; it's about seeking out a particular struggle, which involves a cycle of distinct actions.
- Tests compared new musicians who saw themselves as in it for the long term, versus just trying it. With the same amount of practice, the long-term-commitment group outperformed the short-term-commitment group by 400 percent.

Hackers & Painters - by Paul Graham- Nerds were being trained to get the right answers, the popular kids were being trained to please.
- When you tread water, you lift yourself up by pushing water down. Likewise, in any social hierarchy, people unsure of their own position will try to emphasize it by maltreating those they think rank below. I've read that this is why poor whites in the United States are the group most hostile to blacks.
- When a piece of code is being hacked by three or four different people, no one of whom really owns it, it will end up being like a common-room. It will tend to feel bleak and abandoned, and accumulate cruft. The right way to collaborate, I think, is to divide projects into sharply defined modules, each with a definite owner, and with interfaces between them that are as carefully designed.
- Looking at things from other people's point of view is practically the secret of success.
- One way to tell how good people are at empathy is to watch them explain a technical matter to someone without a technical background.
- No one gets in trouble for saying that 2 + 2 is 5, or that people in Pittsburgh are ten feet tall. Such obviously false statements might be treated as jokes, or at worst as evidence of insanity, but they are not likely to make anyone mad. The statements that make people mad are the ones they worry might be believed. I suspect the statements that make people maddest are those they worry might be true.
- There seems a clear correlation between intelligence and willingness to consider shocking ideas. This isn't just because smart people actively work to find holes in conventional thinking. Conventions also have less hold over them to start with.
- Training yourself to think unthinkable thoughts has advantages beyond the thoughts themselves. It's like stretching. When you stretch before running, you put your body into positions much more extreme than any it will assume during the run. If you can think things so outside the box that they'd make people's hair stand on end, you'll have no trouble with the small trips outside the box that people call innovative.
- Argue with idiots, and you become an idiot.
- With the rise of industrialization there are fewer and fewer craftsmen. One of the biggest remaining groups is computer programmers.
- Someone who really devoted himself to work could generate ten or even a hundred times as much wealth as an average employee. A programmer, for example, instead of chugging along maintaining and updating an existing piece of software, could write a whole new piece of software, and with it create a new source of revenue. Companies are not set up to reward people who want to do this.
- A big company is like a giant galley driven by a thousand rowers. Two things keep the speed of the galley down. One is that individual rowers don't see any result from working harder. The other is that, in a group of a thousand people, the average rower is likely to be pretty average. If you took ten people at random out of the big galley and put them in a boat by themselves, they could probably go faster. When you take the ten best rowers out of the big galley and put them in a boat together. They will have all the extra motivation that comes from being in a small group. But more importantly, by selecting that small a group you can get the best rowers. Each one will be in the top 1%. It's a much better deal for them to average their work together with a small group of their peers than to average it with everyone. That's the real point of startups. Ideally, you are getting together with a group of other people who also want to work a lot harder, and get paid a lot more, than they would in a big company.

The Time Paradox - by Philip Zimbardo and John Boyd
- Future-oriented people tend to be more successful professionally and academically, to eat well, to exercise regularly, and to schedule preventative doctor's exams. But they are the least likely to help others in need.
- Present-oriented people tend to be willing to help others, but appear less willing or able to help themselves. They're more likely to engage in risky sexual behavior, to gamble, to use drugs and alcohol than future-oriented people are. They are also less likely to exercise, eat well, and engage in preventative health such as flossing and getting regular exams. They are the least likely to be successful.
- How we think and feel today influences how we remember yesterday.
- It's not the events of the past that most strongly influence our lives. Our attitude toward events in the past matter more than the events themselves.
- Becoming future-oriented involves turning away from the comforts of present existence and instant pleasure, the youthful temptation to play all day.
- Unlike their Hedonistic peers who live in their bodies, the Futures live in their minds, envisioning other selves, scenarios, rewards, and successes.
- When you want to achieve something and you believe that you can, you work harder.
- Futures are competitive when negotiating deals or arguing.
- Mentally rehearse reaching goals. Focus on the outcome. Rehearse the individual steps, step-by-step.
- Depressed people look not to the future but to the past to relieve their depression. They feel that rehashing and rehearsing the causes of their symptoms will somehow help to solve their problems. This quickly deteriorates into a vicious downward spiral that exacerbates the severity and length of depression.
- An obsessive focus on the past makes people less able to think about the future. Maintaining past-negative attitudes by thinking and talking about them repeatedly is not a good strategy. Put the past to rest and build on it the vision of a better future.
- Women on Dr. Phil's show: had never consciously chosen to be fat, but then had chosen what they ate from a purely present-oriented perspective, without regard for consequences.
- Men who have not established a convoy of buddies (a reliable group of friends) by early adulthood may never do so, and may go through life with few or no close friends.
- Couples with mismatched time perspectives will be prone to miscommunication and misunderstanding.
- "To achieve great things, two things are needed: a plan, and not quite enough time." - Leonard Bernstein​
 

ddall

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Ha! that was me and I didn't even know it was here!
Hey man, @eliquid wanted to thank you. Some of your content from long ago got me on the path to where I am now. Thank you for breaking those books down, I ended up reading 90% of them. Since then have yu expanded your library of favourites?
 

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