Tuesday, September 30, 2008
Monday, September 29, 2008
Friday, September 26, 2008
Thursday, September 25, 2008
Confidence is consistency of thinking – thinking about what is possible and how to make it possible. How can you believe in something that has not yet happened? We do it all the time, though usually negatively. Most people tend to let detrimental thoughts and beliefs control them: "I might fail, I might lose. What if I screw up? Yes, I've poured myself into this project, done everything in my power to get it right, but what if the boss doesn't like it?"
Think about what is possible and how to make it possible.
Wednesday, September 24, 2008
Tuesday, September 23, 2008
Monday, September 22, 2008
Friday, September 19, 2008
Thursday, September 18, 2008
Wednesday, September 17, 2008
Confident people are explorers, navigating their potential, always testing their abilities and talent. Trying to control your life or steering it in one direction or the other is a recipe for frustration; too many things can happen that are unpredictable. The people who say, "I'm going to work here for five years, then get married, then get promoted…" will not be prepared for accepting a great but risky job offer, not to mention walking around the corner tomorrow and bumping into the man or woman of their dreams.
- Excerpts from The Big Idea Blog - Donny Deutsch
Tuesday, September 16, 2008
Monday, September 15, 2008
Friday, September 12, 2008
Thursday, September 11, 2008
Tuesday, September 9, 2008
Monday, September 8, 2008
Computing the odds against you is one way to make a rational decision. It's also a good way to lower your confidence. If there's something in life you really want, you won't get it, or experience it, by sitting around doing calculations. By basing your efforts on better criteria than statistical probability, you can save yourself a lot of misery and depression – energy that you can then put into finding ways to make the things you believe in come to fruition. "Why risk your reputation?" is a question exceptional thinkers do not understand. What they hate risking is being complacent, bored, or unfilled. The best in every business are always looking for the next big challenge.
In 1992, when an IBM board member asked Louis V. Gerstner, Jr. if he was interested in running the company, the former CEO of RJR Nabisco and ex-President of American Express passed. IBM's sales were plummeting, its stock had decreased by 50 percent over the past five years. Gerstner was aware that both the Wall Street Journal and the London Economist had predicted that IBM was on the verge of becoming another late, great American company. After he got his first look at IBM's current financials and budgets, he saw that the company's sales and profits were declining too fast for comfort and that its cash position was scary. "On the basis of those documents," he later recalled, "the odds were no better than one in five that IBM could be saved and [they indicated] that I should never take the position." But the board was persistent, Gerstner grew intrigued, and the advice of an old friend also caught his attention: "IBM is the job you’ve been training for since you left Harvard Business School. Go for it!" Gerstner agreed; his track record as "a change agent" might be just what the company needed. These were the variables that played into what Gerstner later called "my gluttony for world class challenges."
- Excerpt from The Big Idea, Donny Deutsch
Friday, September 5, 2008
Thursday, September 4, 2008
The greatest business and engineering challenge on the horizon, is "to organize information in a way that allows you to live the way you want to live, to take time off with your kids without fear you're going to miss out on something."
- Jeong Kim, President, Bell Labs
Tuesday, September 2, 2008
When you think, "I wish I could think of an idea like that," remember: ideas like that are all around you. But you ignore them because they look wrong or are often overlooked. If you work on overlooked problems, you're more likely to discover new things.
- Paul Graham
- Paul Graham
Essay: Six Principles for Making New Things