The Single Most Important Thing You Can Do to Build Emotional Intelligence
The key to recovery is to try to keep walking and working.
And maybe this is the lesson of Falk’s site. Sure, he could go work for an NBA team, and one day he might again. He could also sell Cleaning the Glass, or take a job with a media company. But for now he’s managed to find success and what seems like an ideal work-life balance by doing the exact thing he both most wants to do and is most interested in and most qualified to do.
And, in the end, isn’t that the dream?
Your decisions determine your identity — who you become is the product of your consistent choice. Your personality isn’t a fixed and uncha
Quit while you're ahead. Take it from Hemingway: "The best way is always to stop when you are going good and when you know what will happen next. If you do that every day...you will never be stuck."
Knowing the outcome infects us. We’re rational beings that think things are supposed to make sense. It’s very hard for us to wrap our heads around a bad outcome when we didn’t do anything wrong. Or that there’s a good outcome that’s just random. We’re really uncomfortable with randomness in that way.
Make it dead simple and low-lift.
We don’t cut corners, and we try to focus on the few things that are most important to our product vision.
'I'll be honest, the only person I know here is the bartender, and I just met him two minutes ago. Mind if I introduce myself?'
When we were working on our own startup, back in the ’90s, I evolved another trick for partitioning the day. I used to program from dinner till about 3am every day, because at night no one could interrupt me. Then, I'd sleep till about 11am, and come in and work until dinner on what I called “business stuff.” I never thought of it in these terms, but in effect I had two workdays each day, one on the manager's schedule and one on the maker's.
Believe it or not, selling is more about understanding your client’s needs versus just the value that your product brings. Asking the right questions can help you better position yourself, prioritize your time on prospects that are actually ready to buy, and focus on the right people within a company. Make sure you ask questions related to the company’s priorities, the decision makers, and timeline of their purchase decision.
Invite discussion. The best board meetings are not a one-way communication from the CEO but rather a meaningful discussion with everyone around the table. The topics should not only include updates from the management team but also strategic questions you want to discuss with the board. Every board has it own dynamics, and as the CEO you want to make sure all the people are encouraged to express their opinions.
“The sense in the rest of Europe is bewilderment; how much worse can it get?” said Tomas Valasek, a former Slovak diplomat who lived in Britain for many years and now directs Carnegie Europe, a Brussels-based research institution. “After Brexit, no one is trying to help now. They’ve given up. Nobody on the Continent really cares that much about Britain anymore. Even worse, people feel the country will fall into the hands of Jeremy Corbyn and that will do more damage than Brexit itself.”
“Xiān kǔ hòu tián.” First bitter, then sweet.
The reason for this may have to do with something called loss aversion, which holds that people tend to overestimate the pain of losing something and underestimate the pleasure of acquiring it.
Of the many things that Toutiao does, one element that is core to its model more than any other: it is good at identifying what its users want to see. It is fitting, then, that its business model maps perfectly to that strength
“The best machine learning and artificial intelligence any form cannot compensate for bad data,” he said. “Practitioners should be zealous in ensuring they feed their algorithms reliable data and, ideally, data that has not been scoured over by all of Wall Street already. It is ‘new’ data combined with disciplined machine learning algorithms than that poses an existential threat to the status quo on Wall Street.”
We get them on price, but we keep them on service