Discipline your way to the top (Financial Intelligence Series Book 1)

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On the practical side, we hope and expect Financial Intelligence will prepare you to take actions such as the following:. This is an excerpt from Financial Intelligence: Business Finance Training Learn the basics of the financial statements and the story your numbers tell. Live Training Ask questions and participate in discussions as our trainers teach you how to read and understand your financial statements and financial position.

Online Training Learn at your own pace and go through the financial statements and ratios. Take the quizzes to see how you learned. We wrote the book on Finance! Financial Intelligence takes you through all the financial statements and financial jargon giving you the confidence to understand what it all means and why it matters. Do you understand finance? Take our test Are you smarter than the average manager?

Take our nationally validated test to see how much you really know. See how you compare to your boss and co-workers. This email address is being protected from spambots. You need JavaScript enabled to view it. Fundamentally, financial intelligence boils down to four distinct skill sets. Managers who are financially intelligent understand the basics of financial measurement. They can read an income statement, a balance sheet, and a cash flow statement. They know the difference between profit and cash.

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They understand why the balance sheet balances. Finance and accounting are an art as well as a science. Financially intelligent managers are able to identify where the artful aspects of finance have been applied to the numbers, and they know how applying them differently might lead to different conclusions. Remember it also, when, in the future, you need to hire someone. Always look for the most enthusiastic person, not necessarily the most qualified.

Halbert is considered by many, the father of modern copywriting and many of the best direct response copywriters have gone through his entire archives. While most people think in terms of linear results, this book shows that the people who achieve truly remarkable results in their businesses are ones that ask, how can we 10x? To deal with it, we need shortcuts. Influence distills down the fundamental psychology of persuasion into six core principles that appear across industries and channels.

50. On Becoming a Leader

The power, the force, the overwhelming urge to own that makes advertising work, comes from the market itself, and not from the copy. Copy cannot create desire for a product. It can only take the hopes, dreams, fears and desires that already exists in the hearts of millions of people, and focus those already existing desires onto a particular product. Originally published in the early 20th century, this is the most recommended and respected book on copywriting ever written.

Eugene Schwartz was one of the best ad men of the 20th century, and the insights he had about mass desire, state of awareness, and market sophistication are timeless. If the universe exists, it exists inside your own mind and the minds of others. It offer a compendium of twenty-two innovative rules for using superior positioning and branding to succeed in competitive markets. Although I believe that is true, it is not necessarily true that all great effort leads to greatness.

The first kind sees most obstacles as insurmountable and walks away. The second kind sees an obstacle and says, I can overcome it, and starts to dig under, climb over, or blast through it. The third type of person, before deciding to overcome the obstacle, tries to find a viewpoint where what is on the other side of the obstacle can be seen. Then, only if the reward is worth the effort, does he attempt to overcome the obstacle. I was obsessed with this book perhaps because I played competitive tennis for half a decade or perhaps because like many other books on this list, the title is deceptive — it has very little do with tennis.

Gallwey points out that peak performance is achieved largely through counter intuitive means. Perhaps the most fundamental self-improvement or personal development book on the market today and with reason. Covey explains and gives readers a strategy for implementing the most important principles he saw across decades of working with individuals to become more effective.

Reminders and emphasis to focus on the important, non-urgent tasks, remember to sharpen the saw and the difference between effectiveness and efficiency have stuck with me since I read it a decade ago. This question is harder than it looks, because your company could create a lot of value without becoming very valuable itself. Creating value is not enough— you also need to capture some of the value you create. Probably the most re-read book on my list, I review it at least once a year and often more. Dalio is the founder of Bridgewater, the most profitable hedge fund in history.

In this manifesto, originally written as a company document, he lays down the principles by which he has been able to predictably and consistently achieve success in the most hyper-competitive of industries.


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Clocking in at just over a hundred page, the density of wisdom is so high you can easily spend two hours to get through 20 pages. Dense, philosophical and bordering on philosophy, Finite and Infinite Games gets at a central distinction in how we approach life. Managers played the game the way it was supposed to be played.

The very decision-making and resource-allocation processes that are key to the success of established companies are the very processes that reject disruptive technologies: These are the reasons why great firms stumbled or failed when confronted with disruptive technological change. When a large incumbent stumbles and is overtaken by a startup, the typical response is to blame managers for getting lazy and complacent: Christenson shows that, in fact, the companies who are disrupted are often the ones whose management is doing exactly what everyone expects: Christenson distinguishes between sustaining innovation and radical innovation, showing that it takes a completely different approach to do one than it does the other.

Though originally intended as a guidebook to managers to prevent disruption, it has instead become a handbook for startup entrepreneurs.

Does your life have a purpose? Are you contributing anything useful to this world, or just shuffling papers, banging on a keyboard, and coming home to a drunken existence on the weekends? Ferriss redefined income into money, time and mobility and in doing so changed the way ambition could be expressed for a generation.

No one is to be found who is willing to distribute his money, yet among how many does each one of us distribute his life! In guarding their fortune men are often closefisted, yet, when it comes to the matter of wasting time, in the case of the one thing in which it is right to be miserly, they show themselves most prodigal. Bevlin digs into the writings of some of histories wisest individuals from Charles Darwin to billionaire Charlie Munger and extracts the principles they all share.

Most significantly, the book emphasizes the and makes the clear the value of wisdom over knowledge and the difference between the two. I lost mine in my early twenties. I began to think of children not as immature adults, but of adults as atrophied children. But when I said this to educationalists, they became angry.

The chapters on mask work and how simply chaning physical appearance can dramatically affect the way we interact with the world are terrific. And instead of calling it work, realize it is play.


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  • Alan Watts was an interpreter of Eastern thinking for Western audiences in the 60s and 70s. He can talk about meaningful philosophical and spiritual in a light and entertaining way. But in truth, outcome thinking is one of the most effective means available for making wishes reality. Whether you realize it or not, the principle applies to your life, to your social world and to the place where you work.

    I hated to love this book. But, love it I did. It is our most precious resource. The more we take responsibility for the energy we bring to the world, the more empowered and productive we become. The more we blame others or external circumstances, the more negative and compromised our energy is likely to be.

    Loehr points to the essential importance of renewal and energy management in achieving this highest levels of performance and gives frameworks and systems for better managing energy to achieve higher levels of performance in less time. Chan Kim and Renee Mauborgne. We call it value innovation because instead of focusing on beating the competition, you focus on making the competition irrelevant by creating a leap in value for buyers and your company, thereby opening up new and uncontested market space.

    A section of it forms the thesis for a chapter of The End of Jobs. Cleverly written as a handbook for dictators, the book outlines some of the fundamental mechanisms of power. The two big take aways I got are covered first in the quote above — that idealism is just as useless as endless pessimism, it makes nothing better.

    His book is filled with these little nuggets of wisdom about business, life and intersection of the two learned from running his company, CD Baby. That is, it will break up structures we had always assumed were permanent: They also become spoiled and tyrannical.

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    But hire a former enemy and he will be more loyal than a friend, because he has more to prove. In fact, you have more to fear from friends than from enemies. If you have no enemies, find a way to make them. Masterson, the pen name of Mark Ford of Agora publishing, is legit. Every new project or job, or company starts out fun… then gets really hard, and not much fun at all. The question is, should you quit or persevere? While the standard advice is to put your head down and press on, Godin argues that the people we consider winners are also quitters.

    The difference is that they quit the right projects, at the right times. I re-read this book anytime I find myself in the dip on a project. I frequently recommend it to clients or friends when they start to think about quitting a project.

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    You cannot control what happens to you in life, but you can always control what you will feel and do about what happens to you. Like self-doubt, fear is an indicator. Fear tells us what we have to do. Remember our rule of thumb: The more scared we are of a work or calling, the more sure we can be that we have to do it. This one goes on my list of books that makes me want to run through a wall. Pressfield articulates a concept he calls the Resistance a force that anyone who has ever endeavored to change their life has felt. The fear of the blank screen and blinking cursor. It is what holds us back from doing our best work.

    The job is showing up at the factory, following instructions, meeting spec, and being managed. Someone can always do your job a little better or faster or cheaper than you can. Your art is what you do when no one can tell you exactly how to do it. Your art is the act of taking personal responsibility, challenging the status quo, and changing people.

    The Industrial age is over. That jobs and following orders is no longer a real option. We must instead become linchpins, create,connect and ship our work. After I finished it, I sat down and wrote an impassioned email to two college friends. They both quit their corporate jobs in the next 12 months, so there would appear to be something there. Unlike for the rest of us, Motivation 2. You must paint this sort of picture.

    You must begin painting precisely at eight-thirty A.

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    You must paint with the people we select to work with you. And you must paint this way. The very idea is ludicrous. But you know what? Drive was a big influence on me and plays a big role in The End of Jobs. Pink distills motivation into two systems — Motivation 1. What Pink uncovers and explains is that the motivation and drive to do entrepreneurial work is categorically different. Holmes book shows how he is able to take seemingly commodity-like businesses and successfully scale them through building a sales and marketing machine.

    His book inspired me to dress up like a bartender at a trade show to great effect. The key is to have no competitors because you have defined your own playing field and written your own rules taken the sharp right. I did it, made a fortune, and emerged to write this book because I determined how I would play the game. Weiss is rightly regarded as one of the foremost experts on consulting and selling consulting services.