Work hard in silence ,let your success be your noise.

If you want something you have never had , you must me willing to do something you have never done .

I find this quote great because it's true 
And it's motivating 

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As meeting participants, we worry that our colleagues will judge us — or worse yet, forget about us — if we don’t accept every invitation. Deeply ingrained norms around what it means to be an “ideal worker” lead us to equate presence with productivity and these assumptions are bolstered when bosses use facetime as a proxy for commitment, or when they fail to represent absent employees’ opinions in meetings.While it’s on managers to avoid these harmful behaviors, employees can work to overcome these fears by finding ways to demonstrate their value and engagement outside of meetings.

Meeting FOMO

Leaders will schedule meetings whenever convenient for them, without necessarily considering their teams’ needs or schedules. Sometimes leaders even knowingly schedule meetings when their team has conflicts, forcing everyone to shift their calendars around to accommodate.While this can be extremely frustrating, selfish urgency often isn’t malicious. People are notoriously bad at recognizing opportunity costs, meaning it may not even occur to many leaders that scheduling a meeting means their team will be unable to spend the time doing something more valuable.

Selfish Urgency

Sometimes we use meetings as commitment devices: that is, mechanisms to help make sure people follow through on their promises. An external deadline (like a meeting with your boss) can be an effective motivator — but the meeting itself is often unnecessary, with people simply reporting on how they did or didn’t achieve the agreed-upon target.
To address this issue without losing the motivating effect of meetings as commitment devices, tell your team in advance that the meeting will be canceled if the deadline is met — essentially framing cancellation as the reward for reaching the goal

Meetings as Commitment Devices

When we are stressed, completing seemingly urgent (yet actually unimportant) tasks can provide some relief. This is known as the Mere Urgency Effect. Scheduling and attending meetings can make us feel like we’ve accomplished something, and so we’re often loath to decline or cancel them, even if they are objectively not as important as our other work.This is often compounded by a strong sense of inertia: If we’ve always held a certain meeting at a certain time, it’s a lot easier to just keep doing that than to reevaluate whether it’s actually a good idea.

The Mere Urgency Effect

Too often, we end up in the same bad meeting over and over again, just because no one remembers what was discussed in the last meeting. To avoid meeting amnesia, schedule a short five-minute team debrief after key internal and external calls. These debriefs are especially important in a fully virtual environment since, with fewer opportunities to connect informally, it’s easy for meeting leaders not to notice when employees (especially junior ones) leave a call confused.
In addition, leaders should make it routine to keep track of what was said and to share those summaries with attendees.

Meeting Amnesia

It refers to a phenomenon whereby even though we’re all experiencing the same thing, we assume that other people don’t feel the same way about it as we do. This bias leads us to continue to schedule and attend meetings even when everyone secretly agrees that they’re useless because we assume we’re the only one who thinks so.To overcome pluralistic ignorance, leaders should encourage their teams to openly share their frustrations and feedback, and they should work together to regularly identify and eliminate unproductive meetings.

Pluralistic Ignorance

A how-to guide those that lead or participate in meetings

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How to Run an Effective Meeting

Six biases that lead us to have too many meetings — and how to overcome them.

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The Psychology Behind Meeting Overload

This is where "networking" gets a bad reputation: you introduce yourself to someone new for only one purpose--you need them for a job, an investment, or a sale. Short-term networking makes you look desperate.Try to follow this rule: no 'asks' for a year. For example, let's say you meet a person who is well-known in the field in which you want to build a career. In your first email exchanges or conversations, you should avoid making an ask of any kind. Sometimes, in the short term, aggressive maneuvers work: people fold and say yes in the moment. But in the long run, it never does.

Short-term networking

The best networkers think long-term. You can start building long-term relationships by identifying people in your field who are doing cool things or whose work you admire.You don't have a specific ask in mind: all you know is that this person is worth getting to know.

Long-term networking

Only the most masterful networkers engage in this type of relationship. Infinite horizon networking is building relationships with people whose expertise seems irrelevant to you today.On the surface and in the short term, they might not be useful to you at all. But they're interesting. And the fact that they are not plugged into your usual channels actually means they have the potential of becoming your most transformative relationship because they are exposing you to new ideas, people, and opportunities.

 Infinite horizon networking

How to be intentional about building your network

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2 Kinds of Professional Networking That Work--And One That Doesn't

Believe you can, and you're halfway there.

WINNER OF THE PULITZER PRIZE AND THE NATIONAL BOOK AWARD • Selected by the Modern Library as one of the 100 best nonfiction books of all time “A towering biography . . . a brilliant chronicle.”—Time This classic biography is the story of seven men—a naturalist, a writer, a lover, a hunter, a ranchman, a soldier, and a politician—who merged at age forty-two to become the youngest President in history. The Rise of Theodore Roosevelt begins at the apex of his international prestige. That was on New Year’s Day, 1907, when TR, who had just won the Nobel Peace Prize, threw open the doors of the White House to the American people and shook 8,150 hands. One visitor remarked afterward, “You go to the White House, you shake hands with Roosevelt and hear him talk—and then you go home to wring the personality out of your clothes.” The rest of this book tells the story of TR’s irresistible rise to power. During the years 1858–1901, Theodore Roosevelt transformed himself from a frail, asthmatic boy into a full-blooded man. Fresh out of Harvard, he simultaneously published a distinguished work of naval history and became the fist-swinging leader of a Republican insurgency in the New York State Assembly. He chased thieves across the Badlands of North Dakota with a copy of Anna Karenina in one hand and a Winchester rifle in the other. Married to his childhood sweetheart in 1886, he became the country squire of Sagamore Hill on Long Island, a flamboyant civil service reformer in Washington, D.C., and a night-stalking police commissioner in New York City. As assistant secretary of the navy, he almost single-handedly brought about the Spanish-American War. After leading “Roosevelt’s Rough Riders” in the famous charge up San Juan Hill, Cuba, he returned home a military hero, and was rewarded with the governorship of New York. In what he called his “spare hours” he fathered six children and wrote fourteen books. By 1901, the man Senator Mark Hanna called “that damned cowboy” was vice president. Seven months later, an assassin’s bullet gave TR the national leadership he had always craved. His is a story so prodigal in its variety, so surprising in its turns of fate, that previous biographers have treated it as a series of haphazard episodes. This book, the only full study of TR’s pre-presidential years, shows that he was an inevitable chief executive. “It was as if he were subconsciously aware that he was a man of many selves,” the author writes, “and set about developing each one in turn, knowing that one day he would be President of all the people.”

WINNER OF THE PULITZER PRIZE AND THE NATIONAL BOOK AWARD • One of Modern Library’s 100 best nonfiction books of all time • One of Esquire’s 50 best biographies of all time “A towering biography . . . a brilliant chronicle.”—Time This classic biography is the story of seven men—a naturalist, a writer, a lover, a hunter, a ranchman, a soldier, and a politician—who merged at age forty-two to become the youngest President in history. The Rise of Theodore Roosevelt begins at the apex of his international prestige. That was on New Year’s Day, 1907, when TR, who had just won the Nobel Peace Prize, threw open the doors of the White House to the American people and shook 8,150 hands. One visitor remarked afterward, “You go to the White House, you shake hands with Roosevelt and hear him talk—and then you go home to wring the personality out of your clothes.” The rest of this book tells the story of TR’s irresistible rise to power. During the years 1858–1901, Theodore Roosevelt transformed himself from a frail, asthmatic boy into a full-blooded man. Fresh out of Harvard, he simultaneously published a distinguished work of naval history and became the fist-swinging leader of a Republican insurgency in the New York State Assembly. He chased thieves across the Badlands of North Dakota with a copy of Anna Karenina in one hand and a Winchester rifle in the other. Married to his childhood sweetheart in 1886, he became the country squire of Sagamore Hill on Long Island, a flamboyant civil service reformer in Washington, D.C., and a night-stalking police commissioner in New York City. As assistant secretary of the navy, he almost single-handedly brought about the Spanish-American War. After leading “Roosevelt’s Rough Riders” in the famous charge up San Juan Hill, Cuba, he returned home a military hero, and was rewarded with the governorship of New York. In what he called his “spare hours” he fathered six children and wrote fourteen books. By 1901, the man Senator Mark Hanna called “that damned cowboy” was vice president. Seven months later, an assassin’s bullet gave TR the national leadership he had always craved. His is a story so prodigal in its variety, so surprising in its turns of fate, that previous biographers have treated it as a series of haphazard episodes. This book, the only full study of TR’s pre-presidential years, shows that he was an inevitable chief executive. “It was as if he were subconsciously aware that he was a man of many selves,” the author writes, “and set about developing each one in turn, knowing that one day he would be President of all the people.”

Edmund Morris

The Rise of Theodore Roosevelt

The first and foremost important thing is that you should love what you are going to talk about.

1. Love Your Subject

What ever your topic is, start doing the research and make some notes. 3. 3

2. Make Notes About Your Topic

The most crucial step of public speaking is that you are confident enough to stand in front of those people.

3. Show Them Confidence

It's ok to be nervous before giving the public speaking🗣. But you should not let other people know that you are not confident

4. It's Ok To Be Nervous

When you are doing the preparation then ask for the help, what ever you get from.

5. Ask For Help From Others

Always remember where are you going to speak. You audience is the most important aspects of your speech.

6. Focus On Your Audience

When you are learning public speaking skill, you have to be persistent and practice daily. And when ever you comes to a chance to speak,always take it.

7. Practice Daily

When you are talking in in front of a group of people, always try to be in light mood, crack some jokes.

8. Keep It In A Light Mood

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18 Tips for Improving Your Public Speaking Skills

There is no greater joy, nor greater reward than to make a fundamental difference in someone's life.

There is no greater joy, nor greater reward than to make a fundamental difference in someone’s life. - Mary Rose McGeady

Georg Siemens, the man who built the Deutsche bank into Europe’s leading financial powerhouse between 1870 and 1880, once said, “Without management, a bank is so much scrap, fit only to be liquidated. Management is the engine of modern society".

The discipline of management has since gone through layers of change. Old ideas are still taught in business schools, and in use by big institutions around the world. But in practice management has evolved with innovative companies and disruptors charting new ways of management, organizational development and business model innovation.

Management has evolved

<ul><li>Covid-19 (Redeploying talent, managing the workforce and interfacing customers need to be embedded in management operational procedures as a result of the effect of the global pandemic)</li><li>Web 2.0 ( A set of next-generation internet technologies making it possible to create highly social applications allowing users to interact with content in diverse ways. Think Netflix, HBO, Amazon)</li><li>Sustainability: There is no alternative to sustainable development. It is affecting how companies think about product development, processes and business models.</li></ul>

We can no longer do business as usual. Why?

The problem we face is that we have made a permanent home with the orthodox view of management. Largely because of its success in the past. Today, the quality of management in business organizations is dissipating yet many hold on to the past glory of success.

 Continuous management crisis

The traditional top-down bureaucracy with emphasis primarily on job titles and less emphasis on function and performance needs to be remodelled.We cannot place leadership above management. Leadership in many organizations is glorified, and management is mostly given minimal attention if any out of necessity. That has to change. We all need to be leaders and managers. Leadership matters but not at the expense of management.

We are on the cusp of a revolution

It needs to be a multi-stakeholder discourse, innovating around new governance models, encouraging cross-company sharing, and new rules guiding intellectual property.Collaboration at this scale is extremely difficult but not impossible. Dee Hock described in his book on the origination of the Visa network how he was able to convince senior-level bank executives to agree to a common set of standards that led to the creation of the credit card history we have come to know today.

Reinventing management.

The emergence of management in the 1800s, the organ of structured institutions largely shaped by management theorists and thinkers have evolved. The first remodelling began in 1932 questioning the…

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Business

Reinventing management

"Success is not Final, failure is not fatal,it is the courage to continue that counts"

This quote has inspired me a lot as we always dreamt of success but we forgot that success comes from failure only .

Courage to success

Any battle, whether war or business is already lost when approached with complete ignorance and misunderstanding. Should the armies from Winterfell and Dragonstone approach the army of the dead without knowing only fire or dragonglass can destroy the army of the dead, it was a lost battle right from the start.Lesson - do your research, understand your market, know your customer. Use facts (data) and less assumptions in your approach to business or you may be wiped out quickly.

Understand What You’re Up For, And Up Against

Danny and Jon led the armies at the war. Prior to this, they were already dealing with internal and sensitive issues and still had to focus on the mission - to win the war.There were times when both had to fly on their dragons and rain fire from above, but there were moments both found themselves on the ground fighting with swords.Lesson - to lead anything successfully, you must first manage yourself, then lead others. Inspiring your team helps build a collective vision and teamwork.

Leadership Is Important. Lead Yourself, Then Othersi

Everyone in Winterfell had an important part to play. From those gathering food prior to the war, to those making weapons from dragonglass, to actual war frontliners, it took everyone’s effort to win a successful war. Let us not forget those like Sansa who could only encourage the weak, and of course, Mellisandre, the horrible witch everyone disliked - she actually ignited fire on the Dothraki army blades and gave them more hope.Lesson - everyone in an organisation has value to add to the success of a company. Find out how they can value, and let them know how it makes a difference.

Value Team Effort And Contributions

It would be unwise to assume you got it all covered. No! Business isn’t always predictable. Even some the biggest of reputable businesses have faced sudden business challenges, some of then wiped out of existence.During the war at Winterfell, they completely missed a risk - if Khaleesi isn’t able to see their signals from afar, she couldn’t come riding down her dragon to light the trenches and protect Winterfell from the army of the dead.Lesson - have a disaster recovery strategy and plans in place to keep your business in operation. Simulate scenarios and be prepared.

Plan For Disasters, No Business Is Risk-FREE

There were many months leading to the war at Winterfell. The time wan’t just spent talking. A whole strategy was developed for the entire warfare - the armies, the order of approach, weapons, location, formation, feeding and so much more.Lesson - don’t just be in a haste to GO! Have a strategy and tactics to drive your vision. That way you’re not leaving your business success to chance.

Strategise, Plan, Then Go

A lot of things will test you and try to break you in business. Many times, they are unforeseen.During the War at Winterfell, a lot of unplanned events took place. The Dothraki army were wiped out in seconds, the Winterfell gates were breached early, the Night King raised the dead back to life, and it was looking impossible for anyone to protect Bran for much longer, the target of the Night King.But you know what, they fought to the end and it made all the difference.Lesson - don’t be quick to give up. Summon your courage and rise up to challenges. It makes you stronger too.

Don’t Give Up Too Soon

In the wake of your losses no matter how great, never also forget the importance of celebrating your wins too.The war at Winterfell recorded a painful death count, many of the characters who were key players during the war and prior. And after their lives were honoured upon cremation, the celebration of life continued.Lesson - make it a habit to acknowldge and celebrate your wins too. Celebrate your customers, your teams, your progress and your milestones. Let this further empower you to go even further in your business endeavours.

Acknowledge Losses, Celebrate Wins

Game of Thrones is more than a Book or TV Series, but a whole universe of lessons for warfare, strategy, business and life generally.  In the story’s most historical war between the living and the dead, there are a few lessons that can also be taken into business. Here they are!

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What Game of Thrones 'The Long Night' can teach us about Entrepreneurship | Rubicon Centre

According to conventional wisdom, <a href="http://www.hbsp.harvard.edu/hbsp/hbo/articles/article.jsp?articleID=4150&ml_action=get-article&pageNumber=1&ml_subscriber=true">leading people requires vision, charisma, and a palpable self-confidence </a>—but not negotiation skills. Negotiation is for use outside the firm—for instance, in cutting deals with partners, customers, and suppliers.

No, Leadership Does Not require Negotiation

The conventional wisdom is dead wrong. Leadership frequently does require negotiation, and <a href="http://www.hbsp.harvard.edu/hbsp/hbo/articles/article.jsp?articleID=R0411C&ml_action=get-article&pageNumber=1&ml_subscriber=true">good leaders are invariably effective negotiators</a>. After all, authority has its limits. Some of the people you lead are smarter, more talented, and in some situations, more powerful than you are. In addition, often you’re called to lead people over whom you have no authority, such as members of commissions, boards, and other departments in your organization.

Yes, Leadership Does Require Negotiation

To persuade people to follow your lead, you need to appeal to their interests, communicate with them effectively, and sell your vision—all of which are part of effective negotiation.According to Jeswald W. Salacuse’s book Leading Leaders: How to Manage Smart, Talented, Rich, and Powerful People (Amacom, 2005), there are ways to leverage these 3 key aspects of negotiation—interests, voice, and vision—so as to improve your power and persuasiveness as a leader.

3 Key Aspects Of Negotiation

Why should the people you’re supposed to lead follow you? If you believe that your charisma, your position, or your vision is reason enough, you’re in trouble. While these qualities may affect how others relate to you, they won’t compel them to follow you. People follow leaders when they judge that it’s in their best interest to do so. Just as wise negotiators focus on the other side’s interests, effective leaders seek to understand and satisfy the interests of those they lead. By doing so, they can better achieve organizational goals.

1. Practice interest-based leadership 

Effective leaders realize that they need to know people as individuals to truly understand their interests. Some of your peers care more about shoring up their power in the short term than they do about their units’ long-term health. Some individuals care more about long-term career development than about compensation. When you understand where the other person’s true interests lie, you can then shape your messages and your actions to accommodate those interests in ways that will achieve your leadership goals.

… and Remember Interests Are Individual

When the poet Walt Whitman wrote, “Surely, whoever speaks to me in the right voice, him or her I shall follow,” he conveyed the notion that persuasive communication is fundamental to effective leadership. Whitman’s words also underscore the importance of shaping leadership communications to meet individual concerns, interests, and styles.

2. Find the right leadership voice 

When deciding how to communicate, recognize that the medium you choose reveals something about you and your relationship with the person you are trying to lead. A generic, “copy-pasted” memo, for example, about a plan or proposal, could signal that you take people’s support for granted, that you place little value on their opinions, and that you, not they, are running the show.A face-to-face meeting, instead, shows to each individual person that their support is important and that you respect their autonomy and judgment.

… and Choose Your Medium Wisely

Organizations, large and small, look to their leaders to establish vision. Popular commentary on corporate leadership presupposes that a company’s vision comes from its CEO and that, without a strong CEO, the company has no vision. But that’s not necessarily the case. Members located throughout an organization have plenty of thoughts about what the organization is and should be. Thus, the challenge of setting a group’s course lies in forging a single vision out of the multiplicity of visions held by the group’s members.

3. Negotiate a vision for the organization 

Example: Holding one-on-one meetings, which is a medium choice and a component of your voice, will help you get to know your directors’ individual interests and concerns, structure arrangements that satisfy those interests and concerns, and still allow you to make the move that you feel is important for the company’s future.Another example: The process of articulating a vision is itself one of negotiation—in particular, multilateral negotiation, which usually requires intensive, face-to-face coalition building, which requires face-to-face meetings, which leads us back to voice and interests.

The 3 Aspects Feed Each Other

Like a skilled diplomat, a leader—whether a corporate CEO or a department head—negotiates support from followers by appealing to their interests, communicating with each of them in the right voice and medium, and forging a single compelling vision that all can get behind.

… and The Leader Brings All 3 Together

Leverage three negotiation fundamentals to boost your power and persuasiveness as a leader. by Jeswald W. Salacuse

Real Leaders Negotiate

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