“Life is growth. You grow or you die.”

Phil believed in the power of learning. Learning can take many forms :• Reading• Traveling• StudyWhat is important is that you are constantly improving and that goes for life in general and in your profession.GROWTH, GROWTH, GROWTH !!!

Life is GROWTH

Phil pursued his calling in making athletes better by providing them with the best performance equipment they'll need.As an athlete himself he had a passion for sports which he believes was his purpose- a life of meaning and creativity.YOUR WHY WILL TRUMP ANYHOW!!

Chase Your Purpose

In an industry dominated by the likes of Adidas and Puma, Phil believed in providing high-quality for lo-cost products and he would have to import these products from Asia - a risky business plan but Phil pursued it nonetheless. It was not all smooth sailing with bankruptcy lurking in Nike's early days however he persevered.

Chase your " CRAZY IDEA"!

With failure comes WISDOMNothing can take away the invaluable lesson taught by failure. Failure is painful and pain is temporary.• choose to learn from your situation, you can take what you've learned and become better.

Fail

Phil recognizes that although hard work and focus are required to succeed one must also persevere to find opportunities for success. Keep going, keep searching and eventually, luck finds you in the most unexpected places.

Luck: an ingredient for success

Act successfully until you are successful. Success is a mindset this is why success means different things to people. Success is defined by the individual and how you define success is based on your perspective of life.Phil would often be in a room with business people much smarter and more experienced than him but he could only be in the same room with these people because he and his business projected confidence and success.

Success

• Has a mission that the public agrees with and can support.Nike's mission: “To bring inspiration and innovation to every athlete* in the world. *If you have a body, you are an athlete.”Your mission projects your values and beliefs.

A brand that inspires

A inspiring story from an inspiring man and his company - Nike

'A refreshingly honest reminder of what the path to business success really looks like ... It's an amazing tale' Bill Gates 'The best book I read last year was Shoe Dog, by Nike's Phil Knight. Phil is a very wise, intelligent and competitive fellow who is also a gifted storyteller' Warren Buffett In 1962, fresh out of business school, Phil Knight borrowed $50 from his father and created a company with a simple mission: import high-quality, low-cost athletic shoes from Japan. Selling the shoes from the boot of his Plymouth, Knight grossed $8000 in his first year. Today, Nike's annual sales top $30 billion. In an age of start-ups, Nike is the ne plus ultra of all start-ups, and the swoosh has become a revolutionary, globe-spanning icon, one of the most ubiquitous and recognisable symbols in the world today. But Knight, the man behind the swoosh, has always remained a mystery. Now, for the first time, he tells his story. Candid, humble, wry and gutsy, he begins with his crossroads moment when at 24 he decided to start his own business. He details the many risks and daunting setbacks that stood between him and his dream - along with his early triumphs. Above all, he recalls how his first band of partners and employees soon became a tight-knit band of brothers. Together, harnessing the transcendent power of a shared mission, and a deep belief in the spirit of sport, they built a brand that changed everything. A memoir rich with insight, humour and hard-won wisdom, this book is also studded with lessons - about building something from scratch, overcoming adversity, and ultimately leaving your mark on the world.

personaldevelopment

Personal Development

motivationandinspiration

Motivation & Inspiration

business

Business

books

Books

In this candid and riveting memoir, for the first time ever, Nike founder and CEO Phil Knight shares the inside story of the company's early days as an intrepid start-up and its evolution into one of the world's most iconic, game-changing, and profitable brands. In 1962, fresh out of business school, Phil Knight borrowed 50 from his father and created a company with a simple mission: import high-quality, low-cost athletic shoes from Japan. Selling the shoes from the trunk of his lime green Plymouth Valiant, Knight grossed 8,000 his first year. Today, Nike's annual sales top 30 billion. In an age of startups, Nike is the ne plus ultra of all startups, and the swoosh has become a revolutionary, globe-spanning icon, one of the most ubiquitous and recognizable symbols in the world today. But Knight, the man behind the swoosh, has always remained a mystery. Now, for the first time, in a memoir that is candid, humble, gutsy, and wry, he tells his story, beginning with his crossroads moment. At 24, after backpacking around the world, he decided to take the unconventional path, to start his own business--a business that would be dynamic, different. Knight details the many risks and daunting setbacks that stood between him and his dream--along with his early triumphs. Above all, he recalls the formative relationships with his first partners and employees, a ragtag group of misfits and seekers who became a tight-knit band of brothers. Together, harnessing the transcendent power of a shared mission, and a deep belief in the spirit of sport, they built a brand that changed everything.

Philip Hampson Knight, whose nickname is "Buck", is an American businessman and philanthropist. He is the co-founder and current chairman emeritus of Nike, Inc., and previously served as chairman and CEO of the company.

Phil Knight

Shoe Dog

Usability: the ability of a user to accomplish a task successfullyUX: entire interaction of a user using a product, including thoughts, feelings, perceptionsMetric - way of evaluating a particular phenomenonMyths:<ol><li>Too much time to collect data -> Data can be collected in a few extra mins during an interview or testing session</li><li>Too much money -> Even free tools offer reliable insights</li><li>Not useful when focusing on new improvements -> Improvements need to have a baseline when measured throughout the change</li><li>Data doesn't help understand causes -> It can if done properly with qualitative data</li></ol>

Introduction to main definitions and myths

5.Too noisy -> You don't need to measure everything, only what is important6.You can trust your gut -> No, you cannot, we are biased7.They don't apply to new products -> They do because they set baselines for future improvements8.No metrics for our specific issues -> There is a metric for everything9.Not appreciated by management -> If presented properly it should be10.Small sample size -> You don't need a big sample size to use UX metrics, even <20 users is enough

More myths about collecting UX data

Independent variables - you can control in your studies (e.g. age of participants)Dependent variables: you cannot control, you get as a result of the experiment (e.g. success rate)Data types:<ul><li>nominal/categorical: unordered groups (e.g. gender). Cannot be compared against each other</li><li>ordinal: it can be compared against each other but the distance between the values is not meaningful (e.g. excellent, good, fair, poor)</li><li>interval: differences between values are meaningful but there is no 0 point (e.g. freezing point of water is not the absence of heat)</li><li>ratio: they have an absolute 0 (e.g height)</li></ul>

Types of data in UX metrics

You cannot improve what you cannot measure.

Measuring the User Experience was the first book that focused on how to quantify the user experience. Now in the second edition, the authors include new material on how recent technologies have made it easier and more effective to collect a broader range of data about the user experience. As more UX and web professionals need to justify their design decisions with solid, reliable data, Measuring the User Experience provides the quantitative analysis training that these professionals need. The second edition presents new metrics such as emotional engagement, personas, keystroke analysis, and net promoter score. It also examines how new technologies coming from neuro-marketing and online market research can refine user experience measurement, helping usability and user experience practitioners make business cases to stakeholders. The book also contains new research and updated examples, including tips on writing online survey questions, six new case studies, and examples using the most recent version of Excel. Learn which metrics to select for every case, including behavioral, physiological, emotional, aesthetic, gestural, verbal, and physical, as well as more specialized metrics such as eye-tracking and clickstream data Find a vendor-neutral examination of how to measure the user experience with web sites, digital products, and virtually any other type of product or system Discover in-depth global case studies showing how organizations have successfully used metrics and the information they revealed Companion site, www.measuringux.com, includes articles, tools, spreadsheets, presentations, and other resources to help you effectively measure the user experience

product

Product & Design

Measuring the User Experience was the first book that focused on how to quantify the user experience. Now in the second edition, the authors include new material on how recent technologies have made it easier and more effective to collect a broader range of data about the user experience. As more UX and web professionals need to justify their design decisions with solid, reliable data, Measuring the User Experience provides the quantitative analysis training that these professionals need. The second edition presents new metrics such as emotional engagement, personas, keystroke analysis, and net promoter score. It also examines how new technologies coming from neuro-marketing and online market research can refine user experience measurement, helping usability and user experience practitioners make business cases to stakeholders. The book also contains new research and updated examples, including tips on writing online survey questions, six new case studies, and examples using the most recent version of Excel.<ul> <li>Learn which metrics to select for every case, including behavioral, physiological, emotional, aesthetic, gestural, verbal, and physical, as well as more specialized metrics such as eye-tracking and clickstream data</li> <li>Find a vendor-neutral examination of how to measure the user experience with web sites, digital products, and virtually any other type of product or system</li> <li>Discover in-depth global case studies showing how organizations have successfully used metrics and the information they revealed</li> <li>Companion site, www.measuringux.com, includes articles, tools, spreadsheets, presentations, and other resources to help you effectively measure the user experience</li></ul>

Bill Albert

Tom Tullis

Measuring the User Experience

Everyone has insecurities. Those who attain high standing in life want to feel secure in their positions, and superior to those around them.<ul><li class="ql-align-justify">Commit harmless mistakes that will not hurt you in the long run but will give you the chance to ask for his help.</li><li class="ql-align-justify">Make it clear that your advice is merely an echo of his advice.</li><li class="ql-align-justify">You cannot worry about upsetting every person you come across but you must be selectively cruel. If he is very weak and ready to fall, let nature takes its course.</li></ul> Key to Power: Never take your position for granted. <a href="https://www.justologist.com/the-48-laws-of-power/">Read The Full Article Here</a>.<a href="https://www.justologist.com/#/portal/signup">Join the Community</a>.

Law 1: Never Outshine The Master.

<ul><li>People forget the favors they have received and imagine they have earned their success on their own merits.</li><li>While a friend expects more and more favors and seethes with jealousy, these former enemies expect nothing and got everything.</li></ul> Key to Power: Judge who is best able to further your interests in all situations. Keep friends for friendship, but work with the skilled and competent.

Law 2: Never Put Too Much Trust In Friends, Learn To Use Enemies.

Part I: Use Red Herrings.<ul><li>Our first instinct is to always trust appearances.</li><li>Cultivate an air of honesty in one area to disguise dishonesty in other.</li><li>Kill three birds with one stone: appear friendly, conceal your intentions, and send your rivals on time-consuming wild-goose chases.</li></ul> Part II: Use Smoke Screens.<ul><li>The paranoid and wary are often the easiest to deceive.</li><li>Win their trust in one area, and you have a smoke screen that blinds them in another.</li><li>The best deception is bland and inconspicuous, which calls no attention.</li></ul> Key to Power: If you keep people off the balance, they can't counter your efforts

Law 3: Conceal Your Intentions.

<ul><li>Power is, in many ways, a game of appearance, and when you say less than necessary, you inevitably appear more powerful than you are.</li><li>Once the words are out, you cannot take them back.</li><li>Short answers and silences will put people on the defensive, nervously filling the silence with all kinds of comments that will reveal valuable information about them and their weaknesses.</li></ul> Key to Power: The less you say, the more intimidating you are.

Law 4: Always Say Less Than Necessary.

<ul><li>Establish a reputation for one outstanding quality that sets you apart and gets other people to talk about you.</li><li>A solid reputation increases your presence and exaggerates your strengths without having to spend much energy.</li><li>It is wise to associate with someone whose image counteracts your own, using their good name to whitewash and elevate yours.</li></ul> Key to Power: When you have a solid reputation, you can undermine your opponent's efforts with ridicule.

Law 5: So Much Depends On Reputation—Guard It With Your Life.

<ul><li>Every crowd has a silver lining and they tend to act in conjunction.</li><li>Attach your name and reputation to a quality, an image, that sets you apart from other people.</li><li>Attack the most visible, most famous, most powerful person you can find.</li><li>The quality of attention is irrelevant.</li><li>An element of mystery can give you an intimidating presence as a leader.</li></ul> Key to Power: Play against people's expectations and welcome negative attention.  <a href="https://www.justologist.com/the-48-laws-of-power/">Read The Full Article Here.</a><a href="https://www.justologist.com/#/portal/signup">Join The Community.</a>

Law 6: Court Attention At All Cost.

<ul><li>The credit for an invention or creation is as important, if not more important, than the invention itself.</li><li>Keep your creation quiet until you can be sure there are no vultures circling overhead.</li><li>Learn to take advantage of other people’s work to further your own cause.</li><li>Use the past, a vast storehouse of knowledge and wisdom to build on the achievement of others.</li></ul> Key to Power: Don't waste time and energy, when you can simply wait for the right moment, then take others' lunch.

Law 7: Get Others To Do The Work For You, But Always Take The Credit.

<ul><li>Master your anger yet play on people’s natural tendency to react angrily when pushed and baited.</li></ul> Key to Power: Keep the initiative, to get others to react to your moves and keep them on the defensive.

Law 8: Make Other People Come To You—Use Bait If Necessary.

<ul><li>When you argue with someone, even if they seem to agree with you, you can never be certain how they will react.</li><li>Demonstrating your point is more effective and powerful. </li></ul> Key to Power: Learn to demonstrate the correctness of your ideas indirectly.

Law 9: Win Through Your Actions, Never Through Argument.

<ul><li>People are highly susceptible to the emotions and pathologies of those they spend time with.</li><li>The most damaging types of infectors are those who are perpetually dissatisfied and aggrieved.</li></ul> Key to Power: Choose who you are associated with carefully.

Law 10: Infection — Avoid The Unhappy And Unlucky.

<ul><li>Do not mistake independence for power; power requires a relationship.</li><li>Fear you can control; love, never. Better to have others depend on you out of fear of the consequences of losing you than out of love for your company.</li><li>Make yourself so indispensable that your superior is afraid to find out what their life would be like without you. </li></ul> Key to Power: Cultivate an irreplaceable talent or skill

Law 11: Learn To Keep People Dependent On You.

<ul><li>Give before you take.</li><li>Selective honesty is best employed on your first encounter with someone.</li><li>Calculated acts of kindness can turn a Capone into a gullible child.</li><li>Exceptions: When you have a history of deceit behind you, no generosity will fool people.</li></ul> Key to Power: Win people's hearts and you can set up your scheme without being noticed.

Law 12: Use Selective Honesty And Generosity to Disarm Your Victim.

<ul><li>Achieving power often requires seeking help from those above you.</li><li>To succeed in getting what you want, you need to understand their motives and tie them in with yours.</li></ul> Key to Power: Understand the person you are dealing with, and not confuse your needs with theirs.

Law 13: When Asking For Help, Appeal To People’s Self-Interest, Never To Their Mercy or Gratitude.

<ul><li>Use spies or be a spy yourself.</li><li>Pay attention at social gatherings where people's guards are downs.</li><li>Share a fake confession and someone else will give you a real one.</li></ul> Key to Power: Suppress oneself in the conversation, to make others talk endlessly about themselves and inadvertently reveal their intentions and plans.

Law 14: Pose As A Friend, Work As A Spy.

<ul><li>Chinese history abounds with examples of leaders who left their enemies alive out of mercy but returned to haunt them.</li><li>Recognize that you will accumulate enemies who you cannot bring over to your side, and that to leave them any escape will mean you are never secure.</li><li>When we sympathize with our enemies, we only strengthen their hate, and they will someday take revenge.</li></ul> Key to Power: Annihilate your enemy. Do not show leniency.

Law 15: Crush Your Enemy Totally.

<ul><li>Preserve and enhance your status by withdrawing at the right moment, just before people start getting tired of you.</li><li>Make yourself less accessible to increase your value in others' minds.</li><li>Image: The Sun. It can only be appreciated in its absence. The longer the days of rain, the more the sun is craved. But too many hot days and the sun overwhelms.</li></ul> Key to Power: Scarcity increases value. <a href="https://www.justologist.com/the-48-laws-of-power/">Read The Full Article Here.</a><a href="https://www.justologist.com/#/portal/signup">Join The Community.</a>

Law 16: Use Absence to Increase Honor and Respect.

<ul><li>Nothing is more terrifying than the sudden and unpredictable. We do not know when they will strike. After one has occurred, we wait in terror for the next one.</li><li>Unpredictability draws attention and gets people talking, especially if you are the underdog. </li></ul> Key to Power: Instill a kind of fear by deliberately unsettling those around him to keep the initiative on his side.

Law 17: Keep Others in Suspended Terror—Cultivate An Air of Unpredictability.

<ul><li>Maintaining power requires social interaction.</li><li>An isolated person is an easy target with limited access to information.</li><li>Choose isolation only as a last resort. </li></ul> Key to Power: When faced with threats, resist the urge to isolate yourself.

Law 18: Do Not Build Fortresses to Protect Yourself—Isolation is Dangerous.

The Arrogant and Proud Man: Any perceived slight will lead to a vengeance of overwhelming violence. Flee these people.The Hopelessly Insecure Man: Attack you in small bites that will take forever to get big enough for you to notice. Do not stay around him.Mr.Suspicion: Sees the worse in others and imagines that everyone is after him. Easy to deceive — get him to turn on others. Key to Power: Never trust appearances or only rely on your instincts when judging someone; instead gather concentrated knowledge.

Law 19: Know Who You’re Dealing With — Do Not Offend the Wrong Person.

Part I: Be Courted By All.Play the Virgin Queen: Give them hope but never satisfaction.<ul><li>Put yourself in the middle between competing powers.</li><li>Lure one side with the promise of your help; the other side, always wanting to outdo its enemy, will pursue you as well.</li></ul> Part II: Stay Above The Fray.When the fighting parties are good and tired they will be ripe for the picking.<ul><li>People who rush to the support of others tend to gain little respect, for their help is so easily obtained.</li></ul> Key to Power: Keep yourself free of commitments and obligations—they are the device of another to get you into his power.

Law 20: Do Not Commit To Anyone.

<ul><li>Intelligence, taste, and sophistication are all things you can downplay to reassure others they are more advanced than you.</li><li>The easier they think it is to prey on you, the more easily you can turn the tables.</li></ul> Key to Power: If you make other people feel smarter than you, they'll let down their guard and fail to notice your motives.

Law 21: Play A Sucker to Catch A Sucker — Seem Dumber Than Your Mark

<ul><li>When you are weak, there is nothing to be gained by fighting a useless fight. No one comes to help the weak.</li><li>People trying to make a show of their authority are easily deceived by the surrender tactic: inwardly you stay firm, but outwardly you bend.</li><li>Your outward sign of submission makes them feel important; satisfied that you respect them, they become easier targets for a later counterattack.</li></ul> Key to Power: Lulling the enemy into complacency gives you time to recoup, time to undermine, and time for revenge. Never sacrifice that time in exchange for honor in a battle that you cannot win.

Law 22: Use The Surrender Tactic — Transform Weakness into Power

<ul><li>Drunk with success and sick with ambition, empires expand to grotesque proportions and meet a ruin that is total.</li><li>Concentrate on a single goal and beat it into submission.</li><li>Extent alone never rises above mediocrity, and it is the misfortune of men with wide general interests that while they would like to have their finger in every pie, they have one in none.</li></ul> Key to Power: Prioritize intensity over extensity.

Law 23: Concentrate Your Forces

The Laws of Court Politics<ul><li>Avoid Ostentation: modesty is always preferable.</li><li>Practice Nonchalance: your talent must appear to flow naturally, with ease.</li><li>Be Frugal with Flattery: flatter indirectly by being modest.</li><li>Arrange to be Noticed: pay attention to your appearance, and find a way to create a subtly distinctive style and image.</li><li>Never Be the Bearer of Bad News: the messenger is always killed. Bring only glad news.</li><li>Do Not Be the Court Cynic: express admiration for the good work of others.</li></ul> Key to Power: Play by the rules of the environment and thrive in any situation.

Law 24: Play the Perfect Courtier

<ul><li>Forge a new identity, one of your own making, one that has had no boundaries assigned to it.</li><li>Develop self-awareness to take control of your appearances and emotions.</li><li>Create a memorable character that compels attention.</li></ul> Key to Power: Know how to be all things to all men. That is the art of winning over everyone, for like attracts like.

Law 25: Re-Create Yourself.

Part I: Have a Scapegoat to Take The Blame.Our good name and reputation depend more on what we conceal than on what we reveal.<ul><li>Shift the guilt and sin to an outside figure—object, animal, or man—which is banished.</li><li>Set up the “Fall of the Favorite” — why would the king sacrifice him unless he were guilty?</li></ul> Part II: Use A Cat’s Paw.You need a cat’s paw—someone who does the dirty, dangerous work for you.<ul><li>Do everything pleasant yourself, everything unpleasant through third parties.</li></ul> Key to Power: All men make mistakes, but the wise conceal the blunders they have made, while fools make them public.

Law 26: Keep Your Hands Clean.

<ul><li>Keep it Vague; Keep it Simple: Most people want to hear that a simple solution will cure their problems.</li><li>Emphasize the Visual and the Sensual over the Intellectual: Create a spectacle.</li><li>Borrow the Forms of Organized Religion: Organise followers into a hierarchy, rank them in grades of sanctity, and give them titles.</li><li>Set Up an Us-Verses-Them Dynamic: Unified by your goals, manufacture the notion of a common enemy out to ruin you all.</li></ul> Key to Power: People have a desperate need to believe in something, and belong to a cause. Become the magnet, the invisible force that attracts people's imaginations.

Law 27: Play On People’s Need to Believe to Create A Cult-Like Following.

<ul><li>The Bolder The Better: Ask for the moon and you’ll be surprised how often you get it. The largeness of scale deceives the human eye.</li><li>Lions Circle the Hesitant Prey: Everything depends on perception, and once you demonstrate a willingness to compromise, you will be pushed around without mercy.</li><li>Boldness Strikes Fear; Fear Creates Authority: When you are as small and obscure as David was, you must find a Goliath to attack. The larger the target, the more attention you gain.</li></ul> Key to Power: Root out the habit of timidity and replace it with boldness.

Law 28: Enter Action With Boldness.

<ul><li>The ending is everything that determines the glory, the money, the prize.</li><li>Overcome the natural tendency to react to things as they happen, and instead train oneself to step back.</li><li>So much of power is not what you do but what you do not do—the rash and foolish actions that you refrain from before they get you into trouble.</li></ul> Key to Power: Begin with an end in mind.

Law 29: Plan All The Way To The End.

<ul><li>Research and practice endlessly before appearing in public.</li><li>Conceal the effort behind one’s work. One never sees the source of a god’s power revealed; one only sees its effects.</li><li>Revealing tricks lets others use them against you.</li><li>The more mystery surrounds your actions, the more awesome your power seems—the appearance of having an exclusive gift.</li></ul> Key to Power: Make it seem easy.

Law 30: Make Your Accomplishments Seem Effortless.

<ul><li>Withdrawal and disappearance are classic ways of controlling the options.</li><li>Give people a sense of how things will fall apart without you, and you offer them a “choice”: I stay away, and you suffer the consequences, or I return under circumstances that I dictate.</li><li>Color the Choices: Propose multiple solutions but always present the favored option as the best compared to the others.</li><li>The Shrinking Options: Raise the price every time the buyer hesitates and another day goes by.</li></ul> Key to Power: Control the options to disguise yourself as an agent of power and punishment.

Law 31: Control the Options — Get Others To Play With The Cards You Deal.

<ul><li>The Reality: Change is slow and gradual. It requires hard work, a bit of luck, a fair number of sacrifices, and a lot of patience.</li><li>The Fantasy: A sudden transformation will bring a total change in one’s fortunes, bypassing work, luck, self-sacrifice, and time in one fantastic stroke.</li><li>Image: The Moon. Unattainable, always changing shape, disappearing and reappearing. We look at it, imagine, wonder, and pine—never familiar, continuous provoker of dreams. Do not offer the obvious. Promise the moon.</li></ul> Key to Power: Promise the moon at the right moment, when spirits are low.

Law 32: Play to People’s Fantasies.

<ul><li>Find the Helpless Child: Most weaknesses begin in childhood before the self builds up compensatory defenses.</li><li>Find the Weak Link: Win the favor of those behind the scenes and you indirectly influence the king. Find the one person who will bend under pressure.</li><li>Fill the Void: Insecurity and unhappiness.</li><li>Feed on Uncontrollable Emotions: Passions and obsessions that cannot be controlled—Lust, Greed, Vanity, Hatred. People’s need for validation and recognition, their need to feel important, is the best kind of weakness to exploit.</li></ul> Key to Power: Exploit others' weaknesses.

Law 33: Discover Each Man’s Thumbscrew.

<ul><li>It is within your power to set your own price.</li><li>Ask for less and that is just what you will get. Ask for more, however, and you send a signal that you are worth a king’s ransom.</li><li>The Strategy of the Crown: If we believe we are destined for great things, our belief will radiate outward, just as a crown creates an aura around a king.</li><li>The David and Goliath Strategy: By choosing a great opponent, you create the appearance of greatness.</li><li>The Patreon Strategy: Give a gift to those above you.</li></ul> Key to Power: Do not wait for a coronation; the greatest emperors crown themselves.

Law 34: Be Royal In Your Own Fashion: Act Like A King to Be Treated Like One.

<ul><li>Power rarely ends up in the hands of those who start a revolution; power sticks to those who bring a conclusion.</li><li>Long Time: Have remarkable patience, control your emotions, and take advantage of opportunities when they arise.</li><li>Forced Time: Upset the timing of our opponents.</li><li>End Time: Recognize the spirit of times and act decisively. Bring things to a swift and definitive conclusion.</li></ul> Key to Power: Be patient and wait for your moment. Recognize when the time is right and act decisively.

Law 35: Master the Art of Timing.

<ul><li>You choose to let things bother you. Turn your back on what cannot harm you in the long run.</li><li>If there is something you want but that you realize you cannot have, the worse thing you can do is draw attention to your disappointment by complaining about it.</li><li>Treat your mistakes lightly.</li></ul> Key to Power: Learn to distinguish between the potentially disastrous and the nuisance. Most small troubles will vanish on their own if you leave them be.

Law 36: Disdain Things You Cannot Have — Ignoring Them Is The Best Revenge.

<ul><li>Words stir up arguments and division; images, which bypass rational thought, create powerful emotional associations.</li><li>Use symbols to rally, excite, and unify your followers.</li><li>If you have to explain yourself your power is already in question.</li></ul> Key to Power: People do not always want words or rational explanations; they want an immediate appeal to their emotions.

Law 37: Create Compelling Spectacles.

<ul><li>Most unconventional people learn to blend in with others and to share their differing views only with like-minded people.</li><li>Display conventional behavior and mouth conventional ideas without having to believe in them.</li><li>Once you have established yourself in a position of power, you can try to convince a wider circle of the correctness of your ideas.</li><li>Play the clever fox and feign the common touch.</li></ul> Key to Power: Recognize the invaluable ability to be all things to all people.

Law 38: Think As You Like But Behave Like Others.

<ul><li>When the waters are still, your opponents have the time and space to plot against you. So stir the waters, force the fish to the surface, get them to act before they are ready, and steal the initiative.</li><li>Play on uncontrollable emotions: pride, vanity, love, and hate.</li><li>Tantrums neither intimidate nor inspire loyalty. They only create doubts and uneasiness about your power.</li><li>Look at the emotional outburst as a disguised power move, an attempt to control or punish you cloaked in the form of hurt feelings and anger.</li></ul> Key to Power: Keep your head while others are losing theirs.

Law 39: Stir Up Waters to Catch Fish.

<ul><li>What is offered free often comes with a psychological price tag.</li><li>Everything must be judged by its cost, and everything has a price.</li><li>Value the strategic generosity — “give when you are about to take” and put the recipient under obligation.</li><li>Be flexible with your wealth, putting it to work, not to buy objects, but to win people’s hearts.</li><li>Humans instill objects with meaning and value—these are what make them worth having.</li></ul> Key to Power: Use money as a tool of power to strategically enhance your reputation.

Law 40: Despise the Free Lunch.

<ul><li>Many successors struggle when they have to succeed a great leader parent.</li><li>The father most often manages to amass his fortune, his kingdom, because he begins with little or nothing.</li><li>When a man like this has a son, he becomes domineering and oppressive, imposing his lessons on the son, who is starting off life in different circumstances than him.</li><li>The son will never step out of his father’s shadow unless he disparages the past and creates his own kingdom.</li></ul> Key to Power: Never let yourself be seen as following your predecessor’s path. Establish a style and symbolism that sets you apart.

Law 41: Avoid Stepping into A Great Man’s Shoes.

<ul><li>In every group, there is a person who controls the power, determining the group's effectiveness. </li><li>Find the source and isolate them: physically, politically, or psychologically.</li><li>Lure him away from their power base at the critical moment.</li><li>Image: A Flock of Fatted Sheep. Do not waste precious time trying to steal a sheep or two. Aim at the shepherd. Lure him away and the dogs will follow. Strike him down and the flock will scatter—you can pick them off one by one.</li></ul> Key to Power: Strike the one head that matters the most—the person with willpower, smarts, or most important of all, charisma.

Law 42: Strike the Shepherd and the Sheep Will Scatter.

<ul><li>The key to persuasion is working on people's emotions and playing on their intellectual weaknesses.</li><li>Play on Contrasts: Push people to despair, then give them relief. If they expect pain and you give them pleasure, you win their hearts.</li><li>A great cause may capture minds, but once the first flush of excitement is over, interest will flag—unless there is something to be gained.</li></ul> Key to Power: Win hearts and minds through people's emotions and weaknesses.

Law 43: Work On the Hearts and Minds of Others.

<ul><li>The Neutralizing Effect: Do what your enemies do, following their actions as best you can, and they cannot see what you are up to—they are blinded by your mirror.</li><li>The Narcissus Effect: Reflect their desires, values, and tastes.</li><li>The Moral Effect: Give them a taste of their own medicine.</li><li>The Hallucinatory Effect: Create a perfect copy of an object, a place, a person, that people take for the real thing.</li></ul> Key to Power: Use mirror effects to disturb others, giving you the power to manipulate and seduce them.

Law 44: Disarm and Infuriate With the Mirror Effect.

<ul><li>Humans are creatures of habit and change upsets our routines.</li><li>The man who initiates strong reforms often becomes the scapegoat for any kind of dissatisfaction.</li><li>Preach change, but maintain the comforting appearance of familiar traditions.</li></ul> Key to Power: Say the right things, make a show of conformity, and meanwhile let your theories do their radical work.

Law 45: Preach the Need for Change, But Never Reform Too Much At Once.

Never Underestimate the Power of Envy:<ul><li>Once success happens, the people to fear the most are those in your own circle, the friends and acquaintances you have left behind.</li><li>Beware signs of envy: excessive praise, hypercritical people, public slandering.</li><li>Either dampen your brilliance occasionally, purposefully revealing a defect, or attribute your success to luck.</li></ul> Key to Power: Occasionally admit to harmless vices to deflect envy.

Law 46: Never Appear Too Perfect.

<ul><li>You must be guided by reason. To let a momentary thrill or an emotional victory influence or guide your movies will prove fatal.</li><li>History is littered with ruins of victorious empires and corpses of leaders who could not learn to stop and consolidate their gains.</li><li>Good luck is more dangerous than back luck, as it deludes you into thinking your own brilliance is the reason for your success.</li><li>The powerful vary their rhythms and patterns, change course, adapt to circumstances, and learn to improvise.</li></ul> Key to Power: Begin with an end in mind (Law 29) and be guided by reason, not emotion.

Law 47: Do Not Go Past the Mark You Aimed For; In Victory, Learn When to Stop.

<ul><li>The powerful are not locked into a single system; they are constantly adapting their systems to suit their needs.</li><li>Learning to adapt to each new circumstance means seeing events through your own eyes and often ignoring the advice that people constantly peddle your way.</li><li>When you find yourself in conflict with someone stronger and more rigid, allow them a momentary victory—conform on the surface while breaking down your enemy from the inside.</li></ul> Key to Power: Be flexible, fluid, and unpredictable. <a href="https://www.justologist.com/newsletter/">Subscribe Here to the Justologist Newsletter for more Book Notes!</a>

Law 48: Assume Formlessness.

Learn the Game of Power: Master your emotions. Play with appearances. Shift your perspective on the world. Learn from those who came before you.

THE MILLION COPY INTERNATIONAL BESTSELLER Drawn from 3,000 years of the history of power, this is the definitive guide to help readers achieve for themselves what Queen Elizabeth I, Henry Kissinger, Louis XIV and Machiavelli learnt the hard way. Law 1: Never outshine the master Law 2: Never put too much trust in friends; learn how to use enemies Law 3: Conceal your intentions Law 4: Always say less than necessary. The text is bold and elegant, laid out in black and red throughout and replete with fables and unique word sculptures. The 48 laws are illustrated through the tactics, triumphs and failures of great figures from the past who have wielded - or been victimised by - power. ___________________________________ (From the Playboy interview with Jay-Z, April 2003) PLAYBOY: Rap careers are usually over fast: one or two hits, then styles change and a new guy comes along. Why have you endured while other rappers haven't? JAY-Z: I would say that it's from still being able to relate to people. It's natural to lose yourself when you have success, to start surrounding yourself with fake people. In The 48 Laws of Power, it says the worst thing you can do is build a fortress around yourself. I still got the people who grew up with me, my cousin and my childhood friends. This guy right here (gestures to the studio manager), he's my friend, and he told me that one of my records, Volume Three, was wack. People set higher standards for me, and I love it.

Understand yourself and those around you.

psychology

Psychology

philosophy

Philosophy

Amoral, cunning, ruthless, and instructive, this multi-million-copy New York Times bestseller is the definitive manual for anyone interested in gaining, observing, or defending against ultimate control – from the author of The Laws of Human Nature. In the book that People magazine proclaimed “beguiling” and “fascinating,” Robert Greene and Joost Elffers have distilled three thousand years of the history of power into 48 essential laws by drawing from the philosophies of Machiavelli, Sun Tzu, and Carl Von Clausewitz and also from the lives of figures ranging from Henry Kissinger to P.T. Barnum.   Some laws teach the need for prudence (“Law 1: Never Outshine the Master”), others teach the value of confidence (“Law 28: Enter Action with Boldness”), and many recommend absolute self-preservation (“Law 15: Crush Your Enemy Totally”). Every law, though, has one thing in common: an interest in total domination. In a bold and arresting two-color package, The 48 Laws of Power is ideal whether your aim is conquest, self-defense, or simply to understand the rules of the game.

Robert Greene is an American author of books on strategy, power, and seduction. He has written six international bestsellers, including The 48 Laws of Power, The Art of Seduction, The 33 Strategies of War, The 50th Law, Mastery, and The Laws of Human Nature.

Robert Greene

The 48 Laws of Power

The 48 Laws Of Power

Elon Musk is one of the most influential people in the world, but his success is a result of deliberately subverting norms and challenging expectations.Though financial resources differ greatly among entrepreneurs, a calculated media strategy is something every entrepreneur can add to their toolkit. Let's unpack Musk's rise to fame, from his publicly celebrated business successes to his Twitter game, to see how any entrepreneur can take a note from Musk's playbook.

How Elon Musk Breaks The Rules

In the heat of the dot-com boom, Musk invited the cameras to get a first-hand look at his success.Although it was difficult for the public to understand the inner workings of Silicon Valley and VC money, Musk created an instantly recognizable icon in his sports car.

Strategy 1: Pour Gasoline on The Fire

<ul><li>In his early ventures, Musk lost control of his own companies</li><li>With Zip2, his investors appointed a more experienced leader, Richard Sorkin, to position the company for an acquisition</li><li>After his second company, X.com, became PayPal, he was again fired from his role as CEO while he was away from the office</li></ul>

Strategy 2: Make Your Business Personal

Rather than focusing on a clear path to profitability, Musk declares impossible feats to the world, such as getting humanity to Mars before he dies. People love rooting for success against all odds. As one of the richest and most powerful people in the world, Musk positions his companies as "Davids" by creating seemingly unbeatable "Goliaths."As an entrepreneur, your goals are more than financial and operational. Set goals with the power to motivate your workforce, attract an investor or engage your customers.

Strategy 3: Set Unrealistic Goals

Entrepreneurs know that the key to success is to stay laser-focused on their goals and objectives. Yet while Musk is so busy that he sleeps on an uncomfortable couch at the office, he always has time for the spotlight.With the exception of Bill Nye, most scientists aren't drawn to the big screen. Except Musk, who can be spotted in Iron Man 2 rubbing shoulders with Tony Stark, on South Park and The Simpsons, and hanging out with Howard on The Big Bang Theory. For someone focused on advancing mankind, Musk spends a calculated amount of time crafting his image.

Strategy 4: Ignore Your Lane

As an entrepreneur, remember that everything you post is a reflection of you and your business. When Musk posts nerdy memes, he's affirming that he's a part of a subculture that many of his customers associate with. When he offers emergency assistance to Ukraine, he's demonstrating the viability of his business goals. When he posts updates about his business, he's signalling to the world and his employees that he's in charge.What appears random is all a part of the bigger media strategy. Think about the image and signals you want to convey, and engage accordingly.

Strategy 5: Say What's on Your Mind

You are where you are because you challenged a convention, did something in an unexpected way or created something new. Know your end goal, and craft your image around it. From there, you can determine which rules were made to be broken, and how you will bend them in your favour.

Break The Rules

Bend and break those rules, Elon Musk style.

Five business strategies you can steal from this groundbreaking entrepreneur's playbook.

moneyandinvestments

Money & Investments

technologyandthefuture

Technology & The Future

entrepreneurship

Entrepreneurship

The Richest Person on Earth Breaks Every Rule, And You Should Too

Multitasking is Unproductive!! Well you might think that multitasking is possible if done in a proper way. But sadly there is nothing such as multitasking. Not as what the humans brain thinks.It is not humanly possible to do many things at once. Our brain is formed in such a way that we can only do things at a time although you can switch between works but cannot perform them all at once especially if it’s of unrelated in nature.

MULTITASKING IS UNPRODUCTIVE!!! 

Be it non-verbal or spoken, group messaging triggers profound reactions in our minds. Regardless of just what we are attempting to concentrate on, data to assist us in knowing and enhancing our position and spreading awareness of our group is frequently absorbed quickly since it is vital to us.Nowadays it is true that multitaskers are highly valued and many people do have proclivity of multitasking in order to be a corporate of high value and cross functional. Nowadays businesses do have a tendency of hiring people with diverse fields and heterogeneous.

Brain Function!! 

However, just as single individual cannot do the job of many more; it is difficult to complete multiple activities at once effectively.Multitasking is considered as unproductive because to switch or to work with different profiles reduces the efficiency but also ensures blemishes in the performance.

Multitaskers!!! :) 

In recent times the viewpoint is provided by the business world, where multitasking is defined as the flexibility to adapt to diverse workplace environment and successfully execute numerous tasks within a specified time limit. This definition is somewhat too discrete as to what the commoners think ,although there are people who have diverse interest but people also end up wasting a lot of time and energy in doings many things not knowing which are the prime tasks .

Business Views!! 

Multitasking is often observed as good practice by most people to increase efficiency and knowledge both. But it's has all I'll effects with everything. 

Multitasking is Unproductive!!

Many managers regard inefficient, unproductive or boring meetings as an unavoidable business flaw.Acknowledge that meetings can cause a lot of frustration, and assess your meetings to seek improvements.Rather than getting rid of meetings, solve your problems with them by applying science.Critically evaluate your meeting facilitation skills: Are they as good as you think they are?Carefully craft meeting agendas. Make participants “directly responsible” owners of their agenda items.

Meetings Are Inevitable Even If We Don't Like Them

<ul><li>Holding a meeting for 48 minutes will catch your colleagues’ attention.</li><li>Invite fewer participants to reduce “social loafing”; encourage input before and after from “secondary stakeholders.”</li><li>Walking and standing meetings add variety to your meeting culture and ensure that people “don’t get too comfortable in that chair.”</li><li>“Deflate negative energy from the start” and create technology-free meeting zones.</li><li>Encourage silence to bring out every team member’s input.</li><li>Pay special attention to audio-only telephone conferences.</li></ul>

Scientific Meetings: Key Takeaways

Everyone needs to meet for team discussions, inter-department alignment and group decision-making. But everyone needs to meet effectively. Meetings can cause frustration, especially when they waste time and energy due to a bad meeting culture.Bad meetings should never be accepted as an organizational norm.

Seek To Improve Meetings

While you’re stuck with your colleagues in a meeting, you all could be spending time doing real work. When your company manages meetings effectively, meetings add to productivity and organizational cohesion. And when it doesn’t, they add to the cost. In 2014, meetings cost the United States economy about $1.4 trillion – roughly 8% of the nation’s GDP that year.

The Opportunity Costs Of A Meeting

Employees have no lack of cynicism when it comes to meetings. Yet getting rid of all meetings is not feasible. Without meetings, you would lose contact with your colleagues, disconnect from other departments and become single-minded about difficult problems. Rather than eliminating meetings, improve them.

Don't Reject Meetings, Just Be Smart

Rather than overestimating your skills, accept that you might have room for improvement, and strategically seek out opportunities to improve. You can, for example, gain input by asking meeting participants for feedback. If you feel that approaching them in person would bias the results, consider sending around a short, anonymous survey. Collecting data and being open to that information will increase your awareness of issues, which is the first step to improvement.

Evaluate Your Meeting Facilitating Skills

Look for the following signals when assessing your meeting effectiveness:<ul><li>Are participants on their phones or other devices, attempting to multitask?</li><li>Are a few participants talking all the time, while others aren’t speaking at all?</li><li>Are you, as the leader, dominating the meeting?</li></ul>

Meeting Effectiveness: The Signals

What differentiates successful meeting leaders from unsuccessful ones is the willingness to pick the right tool for the job at hand.

Adopt a “servant leadership” mindset and buy into an idea by Adam Grant, a professor at Wharton, that you should be a “giver” who actively assists others and disseminates knowledge without expecting anything in return. Companies with strong servant leadership and giving cultures perform better across all business indicators.

Servant Leadership

Many managers regard inefficient, unproductive or boring meetings as an unavoidable business flaw. The author challenges this assumption with ideas on how to stop wasting time and energy by facilitating better meetings.

Preface -- Setting the meeting stage -- So many meetings and so much frustration -- Get rid of meetings? no, solve meetings through science -- Evidence-based strategies for leaders -- The image in the mirror is likely wrong -- Meet for 48 minutes -- Agendas are a hollow crutch -- The bigger, the badder -- Don't get too comfortable in that chair -- Deflate negative energy from the start -- No more talking! -- The folly of the remote call-in meeting -- Putting it all together -- Epilogue: trying to get ahead of the science' using science -- Tool: meeting quality self-assessment -- Tool: sample engagement survey and 360 feedback questions on meetings -- Tool: good meeting facilitation checklist -- Tool: huddle implementation checklist -- Tool: agenda template -- Tool: guide to taking good meeting minutes/notes -- Tool: expectations assessment -- Acknowledgments -- References -- Index

The Surprising Science of Meetings

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It's time to
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