Dave

“All I want to know is where I’m going to die so I’ll never go there.” – Charlie Munger Inversion is one of the few things that has had the most impact on the way I go about thinking about things. Instead of focusing on what I want, I’ve found it to be just as […]

There is a growing amount of uncertainty in my line of work (more about that here if you’re interested). Naturally clients have been asking more questions like, “Why is this happening?”, and “What’s going on?” Initially in my career I would never have admitted to a client that the answer to their burning question is

Don’t ever stop putting forward ideas. Ideas are currency. Keep the idea muscle in top shape. Don’t try to be liked by everybody. Half the people are going to hate you either way. If you show ambition, people will despise you for it, but if you show no ambition, the other half will hate you.

There are few things you do throughout the day which nobody else can do as well as you. Spend time doing those things and try to offload everything else. When you know the few things which have the biggest impact you should focus on those exclusively. Ricardo’s Law of Comparative Advantage says so. Example: I’m

From The Effective Executive: To make strength productive is the unique purpose of organization. It cannot, of course, overcome the weaknesses with which each of us is abundantly endowed. But it can make them irrelevant. Its task is to use the strength of each man as a building block for joint performance. Everybody is good

Why. It’s the explanations people seek. It’s the reason things get done. It’s the motivation people need to take action. It’s everything. Carl Braun (of CF Braun & Co) came up with what I think is the best business rule ever: You will be fired if you ask somebody to do something and you don’t

The short answer is yes. Robin Dreeke is the lead instructor at the FBI’s CounterIntelligence Training Center in all behavioral and interpersonal skills training. He knows a thing or two about a thing or two related to building rapport. To sum his book up in one sentence: It’s not about you, it’s about them. If

“I very frequently get the question: ‘What’s going to change in the next 10 years?’ And that is a very interesting question; it’s a very common one. I almost never get the question: ‘What’s not going to change in the next 10 years?’ And I submit to you that that second question is actually the

The effective executive focuses on contribution. He looks up from his work and outward toward goals. He asks: “What can I contribute that will significantly affect the performance and the results of the institution I serve?” His stress is on responsibility. – Peter Drucker Focusing on contribution has been the single thing that has helped me the most in my