The gaze should be large and broad. This is the twofold gaze "Perception and Sight". Perception is strong and sight weak. In strategy it is important to see distant things as if they were close and to take a distanced view of close things.
Chapter 2 The Water BookKitabı okudu
A metaphor about how a good leader should be
The foreman carpenter allots his men work according to their ability. Floor layers, makers of sliding doors, thresholds and lintels, ceilings and so on. Those of poor ability lay the floor joists, and those of lesser ability carve wedges and do such miscellaneous work. If the foreman knows and deploys his men well the finished work will be good. The foreman should take into account the abilities and limitations of his men, circulating among them and asking nothing unreasonable. He should know their morale and spirit, and encourage them when necessary. This is the same as the principle of strategy.
Chapter 1 The Ground BookKitabı okudu
“Hugs take two seconds, and you’ll sleep so much better. I’ll be back here before they even know I’ve left. What’s your address?” A small grin peeks through her gloom. “You’re going to drive five miles just to give me a hug?”
“I’d run five miles just to give you a hug.”
“Meet me downstairs in five minutes, and I’ll fill you in.”
“Five minutes?” My eyes widen. “Uh-uh, no way. I need to take a shower. I haven’t even eaten breakfast—”
“If you’d been up at three, you would’ve had time for all that and more.”
“Three in the morning?” I gape at him. “Are you out of your mind?”
I thought i was her protector. That she was flighty and irresponsible and frivolous. That it was my job to protect her. That i was the strong one, counterbalancing her weakness, her whimsy. But i was wrong. I wasn't the strong one, she was. Because this is what it feels like -to take a risk, to step out of line, to make decisions not based on fact but on feeling. And it hurts.
Sayfa 187Kitabı okudu
Benjamin felt himself on the verge of a proposal--with an effort he choked back the impulse. "You're just the
romantic age," she continued--"fifty. Twenty-five is too wordly-wise; thirty is apt to be pale from overwork;
forty is the age of long stories that take a whole cigar to tell; sixty is--oh, sixty is too near seventy; but fifty is
the mellow age. I love fifty.
You’re just the romantic age,” she continued- “fifty. Twenty-five is too worldly wise; thirty is apt to be pale from overwork; forty is the age of long stories that take a whole cigar to tell; sixty is- oh, sixty is too near seventy; but fifty is the mellow age. I love fifty.” - Hildegarde
The market - not you - will determine how much you will ultimately get for your company. The fair market value is what your company, or any commodity, can bring in open exchange between a buyer and a seller in an uncontrolled market environment. You should bring in professionals to perform valuations so you have at least a ball-park estimate of
Sayfa 187Kitabı okudu
Your investigation should include a lot of listening as well. When I visit a prospective acquisition, the scenario goes something like this. First I have dinner with the CEO. Just the two of us. No wives, husbands or 'significant others'. I listen to see where he's coming from, and what he's looking for. Most important,
Sayfa 178Kitabı okudu
Once you get your financing from a commercial bank, you don't just take the money and run. It is in the best interests of both you and your company to nurture that relationship, to maintain contact with the banker or bankers who made your loan possible. After all, you never know when you'll need more financing for another Quantum Leap in
Sayfa 157Kitabı okudu
I
You start with the manager. But you may be passed to the Vice President/Lending. Most likely, however, you may find that Mister J. Fred Banker is "not available," and some assistant will take your number. Do not sit by the phone and wait for him to return your call. Like most bankers, he's a very busy individual being phoned
Sayfa 141 - IKitabı okudu
I love the dynamics of negotiation. Skillful negotiators, of which I am among the best, are forceful, persistent, perceptive and patient. I thrive on seeking out and defining my opponent's comfort zone, that imaginary box (…), and then placing an offer on the inside rim of that comfort zone closest to my own best interests. This delicate
Sayfa 106Kitabı okudu
The Five Credos of Success
1. Yesterday's dreams are today's realities.
2. See your dreams ahead of time now: This is a call to action. Don't just talk about dreaming. Dream! Virtually everything I've accomplished of any consequence I visualized and dreamed of before it happened.
3. Simulation - Practice within when
Sayfa 47Kitabı okudu
You Swiss cheese a task when you resolve to work for a specific time period on a task. This may be as little as five or ten minutes, after which you will stop and do something else. You will just take one bite of your frog and then rest, or do something else.
