Blood Meridian. By Cormac McCarthy

Synopsis: A book about a boys journey to a man and how he enters world of violence in America’s southwest and northern Mexico

Key Takeways

Your heart’s desire is to be told some mystery. The mystery is that there is no mystery.

When the lambs is lost in the mountain, he said. They is cry. Sometime come the mother. Sometime the wolf

A man’s at odds to know his mind cause his mind is aught he has to know it with. He can know his heart, but he dont want to. Rightly so. Best not to look in there. It ain’t the heart of a creature that is bound in the way that God has set for it. You can find meanness in the least of creatures, but when God made man the devil was at his elbow. A creature that can do anything. Make a machine. And a machine to make the machine. And evil that can run itself a thousand years, no need to tend it

Men of God and men of war have strange affinities

There is no such joy in the tavern as upon the road thereto

The judge smiled. Men are born for games. Nothing else. Every child knows that play is nobler than work. He knows too that the worth or merit of a game is not inherent in the game itself but rather in the value of that which is put at hazard. Games of chance require a wager to have meaning at all. Games of sport involve the skill and strength of the opponents and the humiliation of defeat and the pride of victory are in themselves sufficient stake because they inhere in the worth of the principals and define them. But trial of chance or trial of worth all games aspire to the condition of war for here that which is wagered swallows up game, player, all

Moral law is an invention of mankind for the disenfranchisement of the powerful in favor of the weak. Historical law subverts it at every turn. A moral view can never be proven right or wrong by any ultimate test. A man falling dead in a duel is not thought thereby to be proven in error as to his views. His very involvement in such a trial gives evidence of a new and broader view. The willingness of the principals to forgo further argument as the triviality which it in fact is and to petition directly the chambers of the historical absolute clearly indicates of how little moment are the opinions and of what great moment the divergences thereof. For the argument is indeed trivial, but not so the separate wills thereby made manifest. Man’s vanity may well approach the infinite in capacity, but his knowledge remains imperfect and however much he comes to value his judgments ultimately, he must submit them before a higher court. Here there can be no special pleading. Here are considerations of equity and rectitude and moral right rendered void and without warrant and here are the views of the litigants despised. Decisions of life and death, of what shall be and what shall not, beggar all question of right. In elections of these magnitudes are all lesser ones subsumed, moral, spiritual, natural.

Final Thoughts: I can’t say I liked this book. The violence really turned me off, but it is lie to say it was over the top, people have this lived this life and worse. What I found hard was the coldness of it all but again the universe is indifferent. It’s a book worth reading to see that a part of the world, but I don’t think I would read it again. 7/10

Never Split The Difference. By Chris Voss

Synopsis – A book about how to negotiate in life and how also to say No the right way.

Page 16 – It all starts with the universally applicable premise that people want to be understood and accepted. Listening is the cheapest, yet most effective concession we can make to get there

Be A Mirror

Page 25 – Your goal at the outset is to extract and observe as much information as possible. Which, by the why, is one of the reasons that really smart people often have trouble being negotiators – they’re so smart they think they don’t have anything to discover.

Page 28 – make your sole and all-encompassing focus the other person and what they have to say.

Page 32 – When we radiate warmth and acceptance, conversations just seem to flow. When we enter a room, with a level of comfort and enthusiasm, we attract people toward us. Smile at someone on the street, and as a reflex they’ll smile back. Understanding that reflex and putting it into practice is critical to the success of just about every negotiating skill there is to learn

Page 34 – You can be very direct and to the point as long as you create safety by a tone of voice that says I’m okay, you’re okay, lets figure things out

Page 36 – It almost laughably simple: for the FBI, a “mirror”, is when you repeat the last three words (or the critical one to three words) of what someone has just said.

Page 44

  1. Use the late-night FM DJ voice
  2. Start with “I’m sorry…..”
  3. Mirror.
  4. Silence. At least four seconds, to let the mirror work its magic on your counterpart
  5. Repeat

Don’t Feel Their Pain, Label It

Page 55 – Think of labelling as shortcut to intimacy, a time-saving emotional hack. Applying rational words to a fear – disrupts its intensity.

Page 56 – It seems like …, It sounds like….., It looks like………

Page 58 – Try this the next time you have to apologize for a bone-headed mistake. Go right at it. The fastest and most efficient means of establishing a quick working relationship is to acknowledge the negative and diffuse it.

Beware “Yes” – Master “No”

Page 76 – People need to feel in control. When you preserve a person’s autonomy by clearly giving them permission to say “No” to your ideas

Page 80 – I’ll let you in on a secret. There are actually three kinds of “Yes” Counterfeit, Confirmation and Commitment

Page 84 – Everyone you meet is driven by two primal urges: the need to feel safe and secure, and the need to feel in control. If you satisfy those drives, you’re in the door

Trigger The Two Words That Immediately Transform Any Negotiation

Page 97 – The origins of the model can be traced back to the great American psychologist Carl Rogers, who proposed that real change can only come when a therapist accepts the client as he or she is – an approach known as unconditional positive regard. The vast majority of us, however, as Rogers explained, come to expect that love, praise and approval are dependent on saying and doing the things people (initially, our parents) consider correct. That is, because for most of us the positive regard we experience is conditional, we develop a habit of hiding who we really are and what we really think, instead calibrating our words to gain approval but disclosing little.

Page 106 – Why is “your right” the worst answer? Consider this: Whenever someone is bothering you, and they just won’t let up, and they won’t listen to anything you have to say, what do you tell them to get them to shut up and go away? “You’re right”

Page 116 – Passing of time and its sharper cousin, the deadline, are the screw that pressures every deal to a conclusion

Page 117 – Deadlines regularly make people say and do impulsive things that are against their best interests, because we all have a natural tendency to rush as a deadline approaches.

Page 120 – Moore discovered that when negotiators tell their counterparts about their deadline, they get better deals. Its true. First, by revealing your cut-off you reduce the risk of impasse. And second, when an opponent knows your deadline, he’ll get to the real deal – concession making more quickly

Pahe 124 – Once you understand what a messy, emotional, and destructive dynamic, “fairness” can be, you can see why “Fair” is a tremendously powerful word that you need to use with care

Page 126 – If you can get at what people are really buying – then you can sell them a vision of their problem that leaves your proposal as the perfect solution

Page 127 – The theory argues that people are drawn to sure things over probabilities, even when the probability is a better choice

Page 128 – You inflame the other sides loss aversion so that they’ll jump at the chance to avoid it

Page 130 – That’s why I suggest you let the other side anchor monetary negotiations

Page 133 – Say $37,263 – feels like a figure that you came to as a result of thoughtful calculation. Such numbers feel serious and permanent to your counterpart, so use them fortify your offers.

Page 136 – Ask: “What does it take to be successful here?

Page 141 – We learned that negotiation was coaxing, not overcoming, co-opting, not defeating. It involved giving him illusion of control while you, in fact, were the one defining the conversation. The tool we developed is something I call the calibrated or open-ended question. What it does is remove aggression from conversations by acknowledging the other side openly, without resistance.

Page 148 – That is communication with reciprocity. I sat back and wondered to myself, How the hell do we do that?

Page 149 – Instead of asking some close ended question with a single correct answer, he’d asked an open ended, yet calibrated one that forces the other guy to pause and actually think about how to solve the problem. I thought to myself, This is perfect! It’s a natural and normal question, not a request for a fact. It a “how” question, and “how” engages because “how” asks for help.  “Unbelief” which is active resistance to what the other side is saying, complete rejection. Thats where the two parties in a negotiation usually start.

Page 151 – He who as learned to disagree without being disagreeable has discovered the most valuable secret of negotiation.

Page 151 – Summarise the situation and ask, “How am I supposed to do that?”

Page 153 – How am I am supposed to do that?

Page 153 – Who, what, when, where, why and how. Tose words inspire your counterpart to think and then speak expansively

Page 154 –

How does this look to you?

What about this works for you?

What caused you to do it?

What about this is important to you?

How can I help to make this better for us?

How would you like me to proceed?

What is it that brought us into this situation?

How can we solve this problem?

What the objective/ What are we trying to accomplish here?

How am  supposed to do that?

Guarantee Execution

Page 169 – How will we know we’re on track? And How will we address things if we find we’re off track? When they answer, you summarize their answers until you get a “that right”. Then you’ll know they’ve brought you in

Page 171 – How does this affect the rest of your team?, How on board are the people not on this call?, or simply “What do your colleagues see as their main challenges in this area?

Page 172 – How does this affect everybody else? How on board is the rest of your team? How do we make sure the we deliver the right material to the right people? How do we ensure the managers of those we’re training are fully on board?

Page 173 – Like using “not lose” instead of “keep”

Page 174 – How? How am I supposed to? How do we know? How can we?

Page 175 – How and what are dodge and weave.

Page 175 – When we run out of money,what will happen?

Page 177 – Get yes three times

Page 178 – The pincchio effect – the number of words grow along with the lie

Page 180 – Humanize yourself. Use your name to introduce yourself. Say it in a fun friendly way. Let them enjoy the interaction, too. And get your own special price.

Page 181 – How to say no

How am I supposed to do that?

Your offer is very generous, I’m sorry it just doesn’t work for me

I’m sorry but I’m afraid I just can’t do that

I’m sorry, no

No

Find The Black Swan

Page 221 – Positive leverage is to provide your counterpart things your counterpart wants

Page 222 – Negative leverage is your ability to make your counterpart pay

Page 224 – Normative Leverage is using the other party’s norms and standards to advance your position

Final Thoughts – A really good book that I have come back to multiple times. The lessons in here are simple but will take allot of work to implement. I recently tried and failed. But I will try again and hopefully with practise these approaches become natural to me. 9/10

The Power Of Now. By Eckhart Tolle

Synopsis: Live in the moments, it’s all you have, it’s all you ever will have.

Key Takeaways

Page 14 – Not to be able to stop thinking is a dreadful affliction

Page 15 – Basic error: to equate thinking with being and identify with thinking

Page 15 – Identification with your mind comes between you and yourself, between you and your fellow man and woman, between you and nature, between you and God

Page 15 – you are one with all that is

Page 16 – Thinking has become a disease, your mind uses you. You believe that you are your mind.

Page 17 – Start watching the thinker

Page 18 – Be there as the witnessing presence, listen to it impartially, do not judge or condemn

Page 21 – Learn to disidentify from your mind

Page 26 – If you really want to know your mind, the body will always give you a truthful reflection

Page 27 – But don’t analyse, just watch

Page 34 – The mind covers up the present moment with past and future

Page 35 – Don’t create any more time, or at least no more than is necessary to deal with the practical aspects of your life. Realize deeply that the present moment is all you ever have. Accept – then act. Whatever the present moment contains, accept it as if you had chosen it. Always work with it, not against it

Page 39 – Everything is shown up by being exposed to the light, and whatever is exposed to the light itself becomes light. Watching it is enough. Watching it implies accepting it as part of what is at that moment

Page 40 – Watch

Page 46 – Die before you die – and find that there is no death

Page 50 – Nothing ever happened in the past: it happened in the Now. Nothing will ever happen in the future, it will happen in the Now

Page 54 – The mind cannot know the tree. It can only know facts or information about the tree. My mind cannot know you, only labels, judgements, facts and opinions about you.

Page 55 – Through self-observation, more presence comes into your life automatically. Whenever you are able to observe your mind, you are no longer trapped in it. Don’t judge or analyze what you observe. Watch the thought, feel the emotion, observe the reaction

Page 69 – Of course, but you will not have illusory expectations that anything or anybody in the future will save you or make you happy.

Page 69 – Yet on a deeper level you are already complete, you are free of “becoming”

Page 70 – Nothing real can be threatened

Page 75 – They are always seeking something. What are they seeking? The whites always want something. They are always uneasy and restless. We don’t know what they want. We think they are mad

Page 82 – To complain is always nonacceptance. When you complain, you make yourself into a victim. When you speak out, you are in your power. So change the situation by taking action or by speaking out if necessary, or possible leave the situation or accept it. All else is madness

Page 121 – Before you enter the temple, forgive

Page 127 – The being of the other person underneath the words and the mind. Of course, you cannot feel someone else’s Being except through your own

Page 136 – Just as no sound can exist without silence, nothing can exist without no-thing, without empty space that enables it to be

Page 138 – Pay attention to “nothing”

Page 147 – There is nothing you can ever do to attain that will get you closer to salvation that it is at this moment

Page 154 – Stop judging yourself, then you stop judging your partner. The greatest catalyst for change in a relationship is complete acceptance of your partner as he or she is

Page 158 – All you can do is create a space for transformation to happen, for grace and love to enter

Page 179 – Accept whatever comes to you woven in the pattern of your destiny, for what could more aptly fit your needs?

Page 188 – To offer no resistance to life is to be in a state of grace, ease and lightness. You may not be happy, but you will be at peace

Page 188 – All negativity is resistance

Page 189 – It only useful function is that it strengthens the ego and that is why the ego loves it

Page 189 – Negativity is totally unnatural (think of a baby boy/girl always positive)

Page 193 – Instead of having a wall of resistance inside you that gets constantly and painfully hit by things that “should not be happening” let everything pass through you

Page 193 – Offer no resistance. It is as if there is nobody there to get hurt anymore. That is forgiveness

Page 194 – Don’t look for any other state than the one you are in now, otherwise you will set up inner conflict and unconscious resistance. Forgive yourself for not being at peace. The moment you completely accept your non-peace, your non-peace becomes transmuted into peace. Anything you accept fully will get you there, will take you into peace. This is the miracle of surrender.

Page 217 – Surrender is inner acceptance of what is without any reservations. We are talking about your life – this instant – not the conditions or circumstances of your life, not what I call your life situation.

Page 220 – Your first chance is to surrender each moment to the reality of that moment. Knowing that what is cannot be undone – because it already is – you say yes to what is or accept what isn’t. Then you do what you have to do, whatever the situation requires

Page 221 – Do not resist the pain. Allow it to be there. Surrender to the grief, despair, loneliness or whatever form the suffering takes

Page 222 – When there is no way out, there is still always a way through. So don’t run away from the pain. Face it. Feel it fully. Feel it – don’t think about it. Express it if necessary, but don’t create a script in your mind around it.

Page 223 – Full attention is full acceptance, is surrender

Final Thoughts – Its been a few months since I read this book but I already know that I will be reading it again. The lessons here aresimple yet profound but very hard for me to absorb. I know allot of the suffereing in my life comes from not living in the moment. I still remember back packing through South America worrying about what I would do when I got back home. 9/10

The 7 Habits of Highly Effective People. By Stephen R. Covey

Synopsis: A book about how to better in life, not just work, relationships or sport but in everything. This book can improve every area of life.                           

Habit 1: Be Proactive

In between what happened to him, or the stimulus, and his response to it, was his freedom or power to choose a response

I am what I am today because of the choices I made yesterday, that person cannot say, I choose otherwise

My friend love is a verb. Love – the feeling – is a fruit of love, the verb. So, love her. Serve her. Sacrifice. Listen to her. Empathize. Appreciate. Affirm her. Are you willing to do that?

Love is something you do: the sacrifices you make, the giving of self, like a mother bringing a newborn into the world

Direct control problems are solved by working on our habits

Indirect control problems are solved by changing our methods of influence

No control problems involve taking the responsibility to change the line on the bottom of our face – to smile, to accept these problems and learn to live with them, even though we don’t like them genuinely and peacefully

Habit 2: Begin with The End In Mind

In retrospect, all these exercises in self-gratification seem pure fantasy, what Pascal called, licking the earth

By centring our lives on correct principle, we create a solid foundation for development of the four life support factors

As a principle centred person, you try to stand apart from the emotion of the situation and from other factors that would act on you and evaluate options

First you are not being acted upon by other people or circumstances

Second, you know your decision is most effective because it is based on principles with predictable long-term results

Third, what you choose to do contributes to your ultimate values in life. Staying at work to get the edge on someone at the office is an entirely different evening in your life from staying because you value your boss’s effectiveness, and you genuinely want to contribute to the company’s welfare.

Fourth, you can communicate to your wife and your boss within the strong networks you’ve created in your interdependent relationships

And finally, you will feel comfortable about your decision. Whatever you choose to do, you can focus on it and enjoy it

Everyone has his own specific vocation or mission in life…Therein he cannot be replaced, nor can his life be repeated. This, everyone’s task is as unique as his specific opportunity to implement it

Habit 3: Put First Things First

Question 1) What is one thing you could do (something you aren’t doing now) that, if you did it on a regular basis, would make a tremendous positive difference in your personal life?

Question 2) What one thing in your business or professional life that would bring similar results?

Quadrant II is the heart of effective personal management. It deals with things that are not urgent but are important. It deals with things like building relationships, writing a personal mission statement, long range planning, exercising, preventive maintenance, preparation and all those things we know we need to do but seldom get around to doing

Have a bigger burning YES inside you so you can so NO to the little things. The enemy of the “best” is often the “good”

Do you have one of the following

  1. Inability to prioritise?
  2. The inability or desire to organize around those priorities?
  3. The lack of discipline to execute around them?

Most people say their main fault is lack of discipline. On deeper thought it’s because they haven’t internalised Habit 2

Organizing on a weekly basis provides much greater balance and context than daily planning

You simply can’t think efficiency with people. You think effectiveness with people and efficiency with things.

We accomplish all that we do through delegation – either to time or other people. If we delegate to time, we think efficiency. If we delegate to other people, we think effectiveness

Stewardship delegation is focused on results instead of methods. It gives people a choice of method and makes them responsible for results. It takes more time in the beginning, but its time well invested. You can move the fulcrum over, you can increase your leverage, though stewardship delegation

Trust is the highest form of human motivation. It brings out the very best in people. But it takes time and patience, and it doesn’t preclude the necessity to train and develop people so that their competency can rise to the level of that trust

Habit 4: Think Win-Win

The emotional bank account – our most constant relationships, like marriage, require our most constant deposits

Really seeking to understand another person is probably one of the most important deposits you can make, and it is the key to every other deposit

The little kindnesses and courtesies are so important. Small discourtesies, little unkindnesses, little forms of disrespect make large withdrawals. In relationships, the little things are the big things

Keeping a commitment or a promise is a major deposit, breaking one is a major withdrawal

Clarifying expectations, the cause of almost all relationship difficulties is rooted in conflicting or ambiguous expectations around roles and goals. That’s why it’s so important whenever you come into a new situation to get all the expectations out on the table.

Honesty is telling the truth–in other words, conforming our words to reality. Integrity is conforming reality to our words–in other words, keeping promises and fulfilling expectations. This requires an integrated character, a oneness, primarily with self but also with life.

When we make withdrawals from the Emotional Bank Account we need to apologize and we need to do it sincerely. Great deposits come in sincere words.

Win/win sees life as a cooperative, not a competitive arena.

Win/win spirit takes courage

If you can’t reach true win/win, you’re very often better off to go for No Deal

For true win/win we need

  1. Integrity
  2. Maturity is the balance between courage and consideration
  3. Abundance mentality, there is plenty out there for everybody

The stronger you are – the more genuine your character, the higher your level of proactivity, the more committed you really are to win/win – the more powerful your influence will be with that other person. This is the real test of leadership

Habit 5: Seek First To Understand, Then To Be Understood

You have to build the skills of empathic listening on a base of character that inspires openness and trust. And you have to build the Emotional Bank Accounts that create a commerce between hearts

When I say empathic listening, I mean listening with intent to understand. I mean seeking first to understand, to really understand. It’s an entirely different paradigm.

Ethos, Pathos, Logos. Ethos is your personal credibility; the faith people have in your integrity and competency.  It’s the trust that you inspire, your Emotional Bank Account.  Pathos is the empathic side–it’s the feeling.  It means that you are in alignment with the emotional thrust of another person’s communication.  Logos is the logic, the reasoning part of the presentation.

You can always seek first to understand

The more deeply you understand the other people, the more you will appreciate them, the more reverent you will feel about them. To touch the soul of another human being is to walk on holy ground

You can sense their hearts, you can sense the hurt

Don’t push: be patient, be respectful. People don’t have to open up verbally before you can empathize. You can empathize all the time with their behaviour. You can be discerning, sensitive and aware and you live outside your autobiography when that is needed.

Habit 6: Synergize

To have synergistic moments takes an enormous amount of personal security and openness and a spirit of adventure

Valuing the differences is the essence of synergy – the mental, emotional, the psychological difference between people. And the key to valuing those difference is to realize that all people see the world, not as it is, but as they are.

Habit 7: Sharpen The Saw

Renewal is the principle – and the process – that empowers us to move on an upward spiral of growth and change, of continuous improvement

Final Thoughts: This was a book I read in my early 20’s and I thought it was amazing and I think I read it twice in row. Re-reading it it is still very good but not as earth shattering. The main takeaway now is around relationships. Seek first to understand. Listen empathetically. These are the key takeaways. 8/10

The Way Of The Superior Man. By David Deida

Synopsis – A book of principles for men to follow live their best lives with their family, friends, and themselves. There were so many quotes here that I have not added my own interpretation.

Key Takeaways 

Chapter 1 – It never ends. As long as life continues, the creative challenge is to tussle, play and make love with the present moment while giving your unique gift. The masculine error is to think that eventually things will be different in some fundamental way

Chapter 2 – Do not close down in pain, a superior man is free in action whether in great hurt or pleasure. It better to live with a broken heart rather than a closed on, learn to stay with the pain and act from love in that place

Chapter 3 – Be free from your father expectations and criticisms, only in this way can you be a free man and give your unique gift

Chapter 4 – A man shouldn’t pretend he is more then he is, nor should he stop short of his edge. He must live on his edge. Don’t be dishonourable by lying or living safe. The more honest and at your edge you are, the more authentic, trusted and present you will be

Chapter 5 – Make your life an ongoing process of being who you are, at your deepest, most easeful levels of being.

Chapter 6 – You should always listen to your women and then make your own decision. Never betray your own deepest knowledge and intuition in order to please or follow a women. Be authentic otherwise you will grow to resent each other.

Chapter 7 – Your mission is your highest priority. Unless you know your mission and have aligned your life to it, your core will feel empty. Your presence in the world will be weakened, as will your presence with your intimate partner.

Chapter 8 – In any given moment, a man’s growth is optimized if he leans just beyond his edge, his capacity, his fear. He should lean just slightly beyond the edge of fear and discomfort, constantly, in everything he does.

Chapter 9 – Lean into your fears and give everything you got, you can penetrate your women and your world from your core, burst into love without limit. Do it with love.

Chapter 10 – To receive a criticism is to receive masculine energy. If you have bad masculine energy than you will not be able to make use of that criticism.

Chapter 11 – The core of your life is your purpose, everything in your life flows from that purpose. Support that purpose in your life by aligning your life to those goals. The superior man does not seek fulfilment through his work and women, they are opportunities to give his gift and be lost in the gift of giving

Chapter 12 – You must be prepared to give 100% to your purpose. It is as if your deepest purpose is at the centre of your being, and it is surrounded by layers of concentric circles, each circle being a lesser purpose. Your life consists of penetrating each circle, from the outside toward the centre.

Each purpose, each mission, is meant to be fully lived to the point where it becomes empty, boring and useless. Then it should be discarded.

You stay open to a vision of your purpose by not filling your time with distractions. Don’t watch TV or play computer games. Don’t go our drinking or play games every night. Simply wait.

You give your gift 100%, without holding anything back.

Chapter 13 – If a man never discovers his deepest purpose, or if he compromises it and uses his family as an excuse he will become weakened and he loses depth and presence. The test of your fullness in every moment is your capacity to die in free and loving surrenders, knowing you did everything you could do to give your gift.

Chapter 14 – Tasks don’t get a man any more conscious or free than he is capable of being in this present moment. If your tasks are not supporting your life, you must drop or change them. To help you remember the triviality of your life use reminders like death, consider the most enlightened or the mystery of life.

Chapter 15 – Stop hoping for your women to get easier, she will not stop testing your capacity to remain unperturbed in your truth and purpose. She will test you to feel your love, freedom and to see if your trustworthy. Tests include, complaining, challenging, changing her mind, distracting and doubting you. She will always test you to feel your self-generated strength of truth.  Remain full, strong, humorous, and happy when tested.

Chapter 16 – Women interpretation of truth and lie is less concrete than a man’s interpretation. The feminine says what it feels, like the wind or ocean, the sound you hear is her feeling-energy. Establish love in intimacy first.

Chapter 17 – The masculine grows by challenge, the feminine grows by praise, be unabashed in your appreciation for your women. Praise the tiny quality you want to grow, tell her how sexy she is when she sweats to encourage exercise.

Chapter 18 – The whole point of intimacy is to serve each other in growth and love, instead of tolerating your women’s mood swings, open her with skilful loving. She could do it without you but if you can grow together you will penetrate her to the core.

Chapter 19 – Don’t analyse your women, love is in a constant cycle, high and low-pressure systems, when your women feels the love free flowing you can evaporate her mood into joy. Your love is water to a flower, take care of your garden.

Chapter 20 – Don’t suggest that a woman fix her own emotional problem, she wants a man who can work it out for himself. She wants to be led in a direction and surrender to you. Love is the feminine priority, not purpose and direction.

Chapter 21 – Keep your breath full, keep your body strong, keep your attention present, give love, stay with her, the game of life is to find each situation workable and give your fullest gift. Stay with your women.

Chapter 22 – Don’t force the feminine to make decisions. “Whatever you want” is the statement of a friend not lover. Play the masculine pole for your women. Say “I’d like the red shoes, but what’s the most important to me is that you are happy”. Help your women make decisions by giving her your perspective and let her know that you will love her regardless.

Chapter 23 – The feminine are a blessing, enjoy it, allow the energy of attraction to move freely through your body. Learn to magnify and sustain your desire, so your whole body and breath open and deepen by force, behold her vison as a blessing.

Chapter 24 – Choose a woman who compliments you, you will always be attracted to your sexual reciprocal.

Chapter 25 – Know what is important in your women, by talking about the everyday you turn your woman into a neutral companion. If you want a sexual partner, don’t expect her to be an accountant or house maid, don’t squash her fullness of her feminine energy into merely functional roles. Give her the opportunity to awaken your heart and fill your body with life.  

Chapter 26 – Self-discipline is when your highest desires rule your lesser desires, not through resistance, but through loving action grounded in understanding and compassion.

Chapter 27 – Youthful women offer a special energy, as a man, it is your responsibility to honour the heart-rejuvenating gift of a young woman, without violating this honour by imposing your sexual desires on her.

Chapter 28 – Some women are hotter; some are cooler and by understanding how different temperatures of feminine energy affect you.  

Chapter 29 – If a man wants a woman who doesn’t want him, his neediness will undermine any possible relationship.

Chapter 30 – What she says is not what she wants, a man must remember that her trust is built by magnifying love, consciousness, and success in their lives, despite her requests.

Chapter 31 – A man should hear his woman’s complaints like warning bells, and then do his best to align his life with his truth and purpose. Her complaints should be valued as a reminder to “get it together” and perhaps as an indication as to how.  You know the amount of bullshit you are kidding yourself with. So does she. It just hursts her more than it does you.

Chapter 32 – If a woman has become the point of your life, you are lost. You have a gift to give, a purpose to fulfill, a deep heart-impulse that moves you.

Chapter 33 – A mans track record mean nothing to her, the feminine energy responds to the moment. While the masculine bases allot on past performance.

Chapter 34 – A woman must be able to trust you, to take charge if she is to relax her masculine edge.  You must relieve her of the necessity to be in charge. What matters is if she can feel your loving clarity, wisdom, and certainty of direction.

Chapter 35 – The essential masculine ecstasy is in the moment of release from constraint. This could occur when facing death and living through it, succeeding in your purpose and competition or the post-orgasmic state. The capacity to face death for the sake of freedom is the ultimate masculine act, evoking men’s deepest emotions.

Chapter 36 – Own your darkest desires, if you disown your darkest desires then you kink the hose of your own masculine force. This will weaken your capacity to stand fearless in the face of death. If you are afraid to yield yourself completely to love with your women, then you will also be afraid to yield completely to divine freedom. You will feel full of your own tension and so attempt to empty yourself in the conventional masculine habits of TV, ejaculation, and work. Learn to let go absolutely, Feel her absolutely and let go absolutely. In the midst of this self-yielding allow your entire masculine desire to manifest, dark and light. Do and be everything you ever wanted with her with deep feelings of love. Such fearlessness will prepare you for and perhaps even initiate you into the worship and trust of consciousness itself, such that you will find greater and greater capacity to yield and as the boundless one who you truly are

Chapter 37 – A women wants the killer in her man. She is turned off if her man is sacred to get out of bed and find out if a burglar made the noise. The capacity to transcend the fear of death for the sake of loves is the essence of the masculine gift. The knowledge of death makes you humble and courageous. She wants to feel your darkside. Penetrate her with your essesnce, light and dark and she wants feel it all. And you need to feel through ad through and through.

Chapter 38 – You need to be conscious/present to match her energy, match her energy in anger, in fear, in love and in passion. Embrace her. Penetrate her moods. Your body, tone of voice, and the look in your eyes mean lot more to her than anything you could say. Don’t tell her what to do, but do it with her, with your body, dance with her, kiss her and hold her. Be fearless

Chapter 39 – There is never a shortage of feminine energy, only a resistance to receiving, trusting and embracing it.

Chapter 40 – Men should support older women in their wisdom, power, initiative and healing capacities.

Chapter 41 – When you feel lust don’t disperse the energy in mental fantasy, breathe fully, circulate the energy, treat the extra energy as a gift and use that energy and give is to the world. Don’t let energy become lodged in your head or genitals but circulate throughout your body with use of your breath.

Chapter 42 – Never allow your desire to become suppressed or depolarised. Every moment you treat your women as simply a childcare helper or a buddy, you are neutralizing your sexual polarization. If you notice your women is withdrawn, then treat her like a goddess and give her your heart and body. The superior man does this even when depolarised.

Chapter 43 – In your worship of women, never forget that they die. In your enjoyment of pleasure and delight, never forget that your sensations and feelings are fleeting, and never enough. Only your deepest purpose can satisfy you. You are that which you seek. Give her what you want from her, give it all to her, give it away to her, give so much of what you want from her that you can no longer tell.

Chapter 44 – Ejaculation should be converted or consciously chosen. Excess ejaculations will diminish your courage to take risks, you settle for doing enough to get by, be comfortable. Looking at your phone rather then making business calls. It’s important to remember that your women doesn’t only feel your genetical penetration, she feels you yielding into her through love. It is the fullness of your presence that most ravishes her. If woman can drain you with a flick of a tongue, a silky moan or tilt of pelvis, she will know life can drain you as well.

Chapter 45 – Breathe down the front, practise your breath throughout the day.

Chapter 46 – The technique for converting depletive orgasms into rejuvenate orgasms involves contracting the pelvic floor near and drawing energy upward along the spine, through the use of breath, feeling and intention. Learn to relax in sex, your muscles, your mind and your intention.

Page 47 – Only when you are willing to support each other’s core desires, the intimacy to give each what you want will arise.

Page 48 – You are responsible for the growth in intimacy

Page 49 – Insist on practice and growth and direction in life as a masculine priority, even in an intimate relationship

Page 50 – Restore your purpose in solitude with other men. The two ways to bring you right to your masculine edge of power are austerity and challenge. Austerity means to eliminate the comforts and cushions in your life, take away anything that dulls your edge. The other means rediscovering your masculine core is through challenge, giving you gift in ways that has always been blocked by your fear

Page 51 – Like dissolving in the intensity of an orgasm a man’s greatest desire is to be utterly released. Fear is your final excuse. Don’t fight it. Love through it.

Final Thoughts – Be the best version of what you are meant be, live ethically and be honest not just with people but with yourself and your time. Connect through love and be unshakable when challenged, move forward one step at a time. There are so many great things in this book. I do not agree with everything but most things. 8.5/10

The Subtle Art of Not Giving A F*ck. By Mark Manson

Synopsis – A philosophy book about how to live a better live through choosing what to give and what not to give a f*ck about.

Key Takeaways

Chapter 1 – Don’t Try

Ironically, this fixation on the positive—on what’s better, what’s superior—only serves to remind us over and over again of what we are not, of what we lack, of what we should have been but failed to
be. After all, no truly happy person feels the need to stand in front of a mirror and recite that she’s happy.

The key to a good life is not giving a fuck about more; it’s giving a fuck about less, giving a fuck about only what is true and immediate and important.

The desire for more positive experience is itself a negative experience. And, paradoxically, the acceptance of one’s negative experience is itself a positive experience. This is a total mind-fuck. So I’ll give you a minute to unpretzel your brain and maybe read that again: Wanting positive experience is a negative experience; accepting negative experience is a positive experience. It’s what the philosopher Alan Watts used to refer to as “the backwards law”—the idea that the more you pursue feeling better all the time, the less satisfied you become, as pursuing something only reinforces the fact that you lack it in the first place. The more you desperately want to be rich, the more poor and unworthy you feel, regardless of how much money you make. The more you desperately want to be sexy and desired, the uglier you come to see yourself, regardless of your actual physical appearance. The more you desperately want to be happy and loved, the lonelier and more afraid you become, regardless of those who surround you. The more you want to be spiritually enlightened, the more self-centred and shallower you become in trying to get there.

What’s interesting about the backwards law is that it’s called “backwards” for a reason: not giving a fuck works in reverse. If pursuing the positive is a negative, then pursuing the negative generates the positive. The pain you pursue in the gym results in better all-around health and energy. The failures in business are what lead to a better understanding of what’s necessary to be successful. Being open with your insecurities paradoxically makes you more confident and charismatic around others. The pain of honest confrontation is what generates the greatest trust and respect in your relationships. Suffering through your fears and anxieties is what allows you to build courage and perseverance. Seriously, I could keep going, but you get the point. Everything worthwhile in life is won through surmounting the associated negative experience

To not give a fuck is to stare down life’s most terrifying and difficult challenges and still take action.

Subtlety #1: Not giving a fuck does not mean being indifferent; it means being comfortable with being different.

Subtlety #2: To not give a fuck about adversity, you must first give a fuck about something more important than adversity.

Subtlety #3: Whether you realize it or not, you are always choosing what to give a fuck about.

The idea of not giving a fuck is a simple way of reorienting our expectations for life and choosing what is important and what is not. Developing this ability leads to something I like to think  of as a kind of “practical enlightenment.” No, not that airy-fairy, eternal bliss, end-of-all-suffering, bullshitty kind of enlightenment. On the contrary, I see practical enlightenment as becoming comfortable with the idea that some suffering is always inevitable—that no matter what you do, life is comprised of failures, loss, regrets, and even death. Because once you become comfortable with all the shit that life throws at you (and it will throw a lot of shit, trust me), you become invincible in a sort of low-level spiritual way. After all, the only way to overcome pain is to first learn how to bear it.

Chapter 2 – Happiness Is A Problem

One of those realizations was this: that life itself is a form of suffering. The rich suffer because of their riches. The poor suffer because of their poverty. People without a family suffer because they have no family. People with a family suffer because of their family. People who pursue worldly pleasures suffer because of their worldly pleasures. People who abstain from worldly pleasures suffer because of their abstention.
This isn’t to say that all suffering is equal. Some suffering is certainly more painful than other suffering. But we all must suffer nonetheless.

What you consider ‘friendship’ is really just your constant attempts to impress people

Happiness comes from solving problems. The keyword here is ‘solving’. If you’re avoiding your problems or feel like you don’t have any problems, then you are going to make yourself miserable. If you feel like you have problems that you can’t solve, you will likewise make yourself miserable. The secret sauce is in the solving of the problems, not in not having problems in the first place.

Emotions evolved for one specific purpose; to help us live and reproduce a little bit better. That’s it. They’re feedback mechanisms telling us that something is either likely right or likely wrong for us – nothing more, nothing less.

If they can’t solve problems, then they can’t be happy. Remember, pain serves a purpose.

A more interesting question, a question that most people never consider, is, “what pain do you want in your life? What are you willing to struggle for? Because that seems to be a greater determinant of how our lives turn out

What pain do you want to sustain? The path to happiness is a path full of shit heaps and shame

Chapter 3 – Your Are Not Special

A person who actually has a high self-worth is able to look at the negative parts of his character frankly—“Yes, sometimes I’m irresponsible with money,” “Yes, sometimes I exaggerate my own successes,” “Yes, I rely too much on others to support me and should be more self-reliant”—and then acts to improve upon them. But entitled people, because they are incapable of acknowledging their own problems openly and honestly, are incapable of improving their lives in any lasting or meaningful way. They are left chasing high after high and accumulate greater and greater levels of denial

It’s an accepted part of our culture today to believe that we are all destined to do something truly extraordinary. Celebrities say it. Business tycoons say it. Politicians say it. Even Oprah says it. Each and every one of us can be extraordinary. We all deserve greatness. The fact that this statement is inherently contradictory — after all, if everyone was extraordinary, then by definition, no one would be extraordinary — is missed by most people, and instead we eat the message up and ask for more.

The ticket to emotional health, like that to physical health, comes from eating your veggies – that is accepting the bland and mundane truths of life: truths such as “your actions actually don’t matter that much in the grand scheme of things” and “the vast majority of your life will be boring and not noteworthy, and that’s okay”

Chapter 4 – The Value of Suffering

If suffering is inevitable, if our problems in life are unavoidable, then the question we should be asking is not “How do I stop suffering?” but “Why am I suffering – for what purpose?”

Why do they feel such a need to be rich in the first place? How are they choosing to measure success/failure for themselves? Is it not perhaps some particular value that that’s the root cause of their unhappiness, and not the fact that they don’t drive a Bentley yet?

Chapter 5 – You Are Always Choosing

We all get dealt cards. Some of us get better cards than others. And while it’s easy to get hung up on our cards, and feel we got screwed over, the real game lies in the choices we make with those cards, the risks we decide to take, and the consequences we choose to live with. People who consistently make the best choices in the situations they’re given are the ones who eventually come out ahead in poker, just as in life. And it’s not necessarily the people with the best cards.

You are already choosing, in every moment of every day, what to give a fuck about, so change is as simple as choosing to give a fuck about something else

Chapter 6 – You Are Wrong About Everything (But So Am I)

Every step of the way I was wrong. About everything. Throughout my life, I’ve been flat-out wrong about myself, others, society, culture, I’ve been flat-out wrong about myself, other, society. Culture, the world, the universe – everything. And I hope that will continue to be the case for the rest of my life.

Growth is an endlessly iterative process. When we learn something new, we don’t go from “wrong” to “right.” Rather, we go from wrong to slightly less wrong. And when we learn something additional, we go from slightly less wrong to slightly less wrong than that, and then to even less wrong than that, and so on. We are always in the process of approaching truth and perfection without ever reaching truth or perfection.

That man doesn’t ask for the promotion because he would have to confront his beliefs about what his skills are actually worth

I use to think the human brain was the most wonderful organ in my body, then I realized who was telling me this.

It’s the backwards law again: the more you try to be certain about something, the more uncertain and insecure you will feel

The more something threatens your identity, the more you will avoid it

Question #1: Is it possible that I’m wrong? – Its worth remembering that for any change to happen in your life, you must be wrong about something. If you’re sitting there, miserable day after day, then that means you’re already wrong about something major in your life, an until you’re able to question yourself to find it, nothing will change.

Question #2 If I am wrong, what would it mean?

Question #3: Which causes a bigger problem, being right or being wrong?

Chapter 7 – Failure Is The Way Forward

We can be truly successful only at something we’re willing to fail at. If we’re unwilling to fail, then we’re unwilling to succeed

A fear of failure can come from choosing shitty values, like “be likeable”. I will be anxious because failure is 100 percent defined by the actions of others

A better value is “honest expression”

The problem in the below is pain;

  1. How do I drop out of med school
  2. How do I ask her out?
  3. How do I ask them to move out

Learn to sustain the pain you’ve chosen. When you choose a new value, you are choosing to introduce a new form of pain into your life. Relish it. Savour it. Welcome it with open arms. Then act despite it.

I won’t lie; this is going to feel impossibly hard at first

Life is about not knowing and then doing something anyway. All of life is like this. It never changes. Even when your happy. Don’t ever forget that. And don’t ever be afraid of that

If you’re stuck on a problem, don’t sit there and think about it; just start working on it. Even if you don’t know what you’re doing, the simple act of working on it will eventually cause the right ideas to show up in your head.

If you lack the motivation to make an important change in your life, do something – anything, really – and then harness the reaction to that action to begin motivating yourself

Chapter 8 – The Importance of Saying No

The mark of an unhealthy relationship is two people who try to solve each other’s problems in order to feel good about themselves. Rather, a healthy relationship is when two people solve their own problems in order to feel good about each other

The victim, if he really loved the saver, would say, “look, this is my problem; you don’t have to fix it for me. Just support me while I fix it myself” That would actually be a demonstration of love; taking responsibility for your own problems and not holding your partner responsible for them

If the saver really wanted to save the victim, the saver would say, “look, you’re blaming other for your own problems, deal with this yourself.” And in a sick way, that would be a demonstration of love; helping someone solve their own problems

Chapter 9 – And Then You Die

Death is the only thing we can know with any certainty. And as such, it must be the compass by which we orient all our values and decisions. It is the correct answer to all the questions we ask but never do. The only way to be comfortable with death is to understand and see yourself as something bigger than yourself; to choose values that stretch beyond serving yourself; to choose values that stretch beyond serving yourself; that are simple and immediate and controllable and tolerant of the chaotic world around you

Final Thoughts – This book has allot of value, I especially like the concept of the backwards law and choosing of what we suffer for, like building a business or a career, what do you want to suffer for? I need to embrace the pain more, especially in regards to getting rejected and failing and also choosing the pain. 8/10

Mastery. By George Leonard

Synopsis – There are different way we can go about life, different paths if you will, one path is mastery and this book explains that particular life approach.

Key Takeaways

Page 53 – Man is a learning animal, and the essence of the species is encoded in that simple term

Page 71 – Do not think that, this all there is. More and more wonderful teaching exists– the sword is unfathomable

Page 83 – Actually, the essence of boredom is to be found in the obsessive search for novelty. Satisfaction lies in mindful repetition, the discovery of endless richness in subtle variation on familiar themes

Page 95 – “More and more, the universe looks like a great thought rather than a great machine”, says astronomer Sir James Jeans

Page 98 – Exploring the edges of the envelope

Page 99 – Before enlightenment, chop wood and carry water. After enlightenment, chop wood and carry water

Page 120 – We learn in high school physics that kinetic energy is measured in terms of motion. The same thing is true of human energy: it comes into existence through use. You can’t hoard it

Page 123 – 1. Maintain physical fitness, 2. Acknowledge the negative and accentuate the positive, 3. Try telling the truth, 4. Honour but don’t indulge your dark side, 5. Set your priorities, 6. Make commitments and act 7. Get on the path of mastery and stay on it

Page 139 – Consistency of practice is the mark of the master. Continuity of time and place buoys you up, carries you along.

Page 142 – Yet a Zen master will tell you that building a stone wall or washing dishes is essentially no different from formal meditation. The quality of a Zen student practice is defined just as much by washing the dishes as how she sits in meditation.

Page 150 – Ultimately, nothing in this life is “commonplace” nothing is “in between”. The thread that join your every act, your every thought, are infinite. All paths of mastery eventually merge.

Final Thoughts – This book reminded me of allot of other books I have read, Mushashi, Zen and the Art of Motorcycle Maintenance. The book explains the way. I don’t think it does it as well as other books I have read.  6.5/10

Only The Paranoid Survive. By Andrew Grove

Synopsis – One of the world’s most successful CEO’s tells us about how to handle the most important points in a business’s journey.

Key Takeaways

Page 4 – Strategic inflection are full scale changes

Page 5 – Strategic inflection points are about fundamental change in any business

Page 5 – In technology whatever can be done will be done

Page 5 – Strategic inflection points are similar whether you’re dealing with a company or your own career

Page 6 – It is your responsibility to guide your company out of harms way and to place it in a position where it can prosper in new world order. Nobody else can do this but you

Page 6 – Your career is literally your business. You own it as a sole proprietor. You have one employee: yourself

Page 22 – “Well that guy is always the last to know”, He, like most CEOs, is in the centre of a fortified palace, and news from the outside must percolate through layers of people from the periphery where the action is. Our IT manager is the periphery. Our marketing manager also experiences the skirmishes out there.

Page 23 – Turn the tables and ask them some questions; about competitors, trends in the industry and what they think we should be most concerned with. As we throw ourselves into raw action, our senses and instincts will rapidly be honed again

Page 30  – There’s wind and then there’s a typhoon. 10X forces can change your destiny, things happen to your business that didn’t before.

Page 31 – The business responds differently to managerial actions than it did before

Page 31 – Only the beginning and the end are clear; the transition in between is gradual and puzzling

Page 32 – What such a transition does to a business is profound and how the business manages this transition determines its future. I like to describe this phenomenon as an inflection point

Page 33 – Put another way, a strategic inflection point is when the balance of forces shifts from the old structure, from the old ways of doing business and the old ways of competing, to the new.

Page 34 – Ideas about the right direction will split people in the same team

Page 35 – You can’t wait until you know; timing is everything

Page 35 – Your ongoing business forms a protective bubble in which you can experiment with the new ways of doing business

Page 35 – When you are caught in the turbulence of strategic inflection point, the sad fact is that instinct and judgement are all you’ve got to guide you through

Page 35 – The strategic inflection point is the time to wake up and listen

Page 51 – Horizontal industries live and die by mass production and mass marketing. They have their own rules

Page 51 – One, differentiate without a difference. Don’t introduce improvement whose only purpose is to give you an advantage over your competitor without giving your customer a substantial advantage

Page 51 – Two, when a technology break or other fundamental change comes your way. Grab it.

Page 51 – Time advantage, in this business, is the surest way to gain market share

Page 52 –  Price for what the market will bear, price for volume, then work like the devil on your costs so that you can make money at that price

Page 55 – When Wal-Mart moves into a small town the environment changes for every retailer in that town. A 10X factor has arrived

Page 65 – The resistance to facing a painful new world – was the most important

Page 65 – Customers were drifting away from their former buying habits may provide the most subtle and insidious because it takes place slowly

Page 68 – The person who is the star of a previous era is often the last one to adapt to change, the last one to yield to the logic of a strategic inflection point and tend to fall harder than most

Page 93 – If existing management want to keep their jobs when the basics of the business are undergoing profound change, they must adapt an outsiders intellectual objectivity

Page 96 – One last lesson, and this is a key one, while intel business changed and management was looking for clever memory strategies and arguing among themselves, trying to figure out how to fight an unwinnable war, men and women lower in the organization, unbeknownst to us, got us ready to execute the strategic turn that saved our necks and gave us a great future.

Page 101 – How do you know what a certain set of changes represents? Put in another way, how can you tell the “signal” from the “noise”

Page 102 – There simply is no sure-fire formula by which you can decide if something is signal or noise. But because there is no sure-fire formula, every decision you make should be scrutinized and re-examined as time passes

Page 103 – Therefore, you must pay eternal attention to developments that could become a “10X” factor in your business

Page 104 – Compatibility of a product was – and still is – a big factor in making it popular; therefore the idea that we would come up with an incompatible chip was not an appealing one

Page 107 – If you had just one bullet in a figurative pistol, whom among your many competitors would you save it for?

Page 110 – You don’t have to seek these Cassandras out: if you are in management, they will find you. Like somebody who sells a product that he is passionate about, they will “sell” their concern to you with a passion

Page 111 – Peter Drucker quotes a definition of an entrepreneur as someone who moves resources from areas of lower productivity and yield to areas of higher productivity and yield

Page 113 – You can’t judge the significance of strategic inflection points by the quality of the first version

Page 114 – As you consider this or any new device, your answer may be that, even if it were “10X” better, it wouldn’t interest you as a consumer. You must discipline yourself to think through things, to the long term potential

Page 114 – The most important tool in identifying a particular development as a strategic inflection point is a broad and intensive debate

Page 115 – If you are in senior management don’t feel you’re being a wimp for taking the time to solicit views, convictions and passion of the experts. Take your time until the news you hear starts to repeat what you’ve already heard and until a conviction builds up in your own gut

Page 115 – If you are in middle management, don’t be a whimp. Don’t sit on the sidelines waiting for the senior people to decide so that later on you can criticize them over a beer. Give you most considered opinion

Page 117 – But data are about the past and strategic inflection points are about the future. The point is, when dealing with the merging trends, you may very well have to go against rational extrapolation of data and rely instead on anecdotal observations and your instincts

Page 117 – Fear can be the opposite of complacency. Complacency often afflicts precisely those who have been the most successful

Page 119 – Cassandras call you attention to strategic inflection points, so under no circumstances should you ever “shoot the messenger”

Page 120 – It requires living this culture, promoting constant collaborative exchanges between the holders of knowledge power and the holders of organizational power to create the best solutions in the interest of both

Page 124 – In the case of strategic inflection points, the sequence goes more as follows: denial, escape or diversion and finally pertinent action

Page 127 – The replacement of corporate heads is far mor motivated by the need to bring in someone who is not invested in the past than to get somebody who is a better manager or a better leader in other ways

Page 127 – When the environment changes in such a way as to render the old skills and strengths less relevant, we almost instinctively cling to our past. “Just give us a bit more time”

Page 130 – Ideally, you should have experimented with new products, technologies, channels, promotions, and new customers all along

Page 135 – You must force yourself to commit your thoughts to paper

Page 140 – You are trying to define what the company will be, yet that can only be done if you also undertake to define what the company will not be

Page 144 – As Drucker suggests, the key activity that’s required while transforming an organization is a wholesale shifting of resources from what was appropriate for the old idea of the business to what is appropriate for the new

Page 146 – Strategic change doesn’t just start at the top. It starts with your calendar

Page 146 – Assigning or reassigning resources in order to pursue a strategic goal is an example of what I call strategic action

Page 147 – Strategic action matter because they immediately affect people’s lives

Page 148 – There is a period in between that provides the best compromise when you have invested enough in the old business that is has momentum to get you through the period of transition while you deploy your resources to the new target area. Your tendency will almost always be to wait too long

Page 151 – “put all of your eggs in one basket and WATCH THAT BASKET”

Page 151 – If competition is chasing, you only get out of the valley of death by outrunning the people who are after you

Page 152 – Yet you must commit yourself to a certain course and a certain pace, otherwise you will run out of water and energy before long

Page 152 – When the management staff is demoralized, nothing works: Every employee feels paralysed. This is exactly when you need to have a strong leader setting a direction. And it doesn’t even have to be the best direction – just a strong, clear one.

Page 155 – When you must reach large numbers of people, you can’t possibly overcommunicate and over clarify. Give a lot of speeches to your employees, go to their workplaces, get them together and explain over and over what you’re trying to achieve.

Page 157 – Communicating strategic change in an interactive, exposed fashion is not easy. But it is necessary

Final Thoughts

Strategic inflection points in business and in life require you to pivot if you want to survive and thrive. Life is change and this book provides great points on how to navigate that change; search out answers, be direct, communicate and listen to the periphery. 8/10

Men Without Women. By Ernest Hemingway

Synopsis – A book about the lives of different men at stages of their life in completely different scenarios.

Key Takeaways

The Undefeated

Manuel lay back. They had put something over his face. It was all familiar. He inhaled deeply. He felt very tired. He was very, very tired. They took the thing away from his face.

“I was going good,” Manuel said weakly. “I was going great.”

Retana looked at Zurito and started for the door.

“I’ll stay here with him,” Zurito said.

Retana shrugged his shoulders.

Manuel opened his eyes and looked at Zurito.

“Wasn’t I going good, Manos?” he asked, for confirmation.

“Sure,” said Zurito. “You were going great.”

The doctor’s assistant put the cone over Manuel’s face and he inhaled deeply. Zurito stood awkwardly, watching.

The Killers

“Did you see Ole?”

“Yes,” said Nick. “He’s in his room and he won’t go out.”

The cook opened the door from the kitchen when he heard Nick’s voice.

“I don’t even listen to it,” he said and shut the door.

“Did you tell him about it?” George asked.

“Sure. I told him but he knows what it’s all about.”

“What’s he going to do?”

“Nothing.”

“They’ll kill him.”

“I guess they will.”

“He must have got mixed up in something in Chicago.”

“I guess so,” said Nick.

“It’s a hell of a thing.”

“It’s an awful thing,” Nick said.

They did not say anything. George reached down for a towel and wiped the counter.

“I wonder what he did?” Nick said.

“Double-crossed somebody. That’s what they kill them for.”

“I’m going to get out of this town,” Nick said.

“Yes,” said George. “That’s a good thing to do.”

“I can’t stand to think about him waiting in the room and knowing he’s going to get it. It’s too damned awful.”

“Well,” said George, “you better not think about it.”

After the Rain?

We drove for two hours after it was dark and slept in Mentone that night. It seemed very cheerful and clean and sane and lovely. We had driven from Ventimiglia to Pisa and Florence, across the Romagna to Rimini, back through Forli, Imola, Bologna, Parma, Piacenza and Genoa, to Ventimiglia again. The whole trip had only taken ten days. Naturally, in such a short trip, we had no opportunity to see how things were with the country or the people.

Ten Indians

After a while he heard his father blow out the lamp and go into his own room. He heard a wind come up in the trees outside and felt it come in cool through the screen. He lay for a long time with his face in the pillow, and after a while he forgot to think about Prudence and finally he went to sleep. When he awoke in the night he heard the wind in the hemlock trees outside the cottage and the waves of the lake coming in on the shore, and he went back to sleep. In the morning there was a big wind blowing and the waves were running high up on the beach and he was awake a long time before he remembered that his heart was broken.

Final Thoughts

One thing you have to say about Ernest Hemingway is that is easy to read. The above is essentially the ending of each book and each and everyone has almost a little irony, a little lie, a little self-deception in it. I think each of these make each of stories more real and therefore more relatable.

How To Talk So Kids Will Listen & Listen So Kids Will Talk. By Adele Faber & Elaine Mazlish

Synopsis: You can be a better parent if you do a few basic things that are not easy and require more effort and thought.

Key Takeaways

1. Accept and Acknowledge Your Kid’s Feelings

To help with feelings:

  • Listen with full attention
  • Acknowledge them with a word
  • Give their feelings a name

Bad things to do

  • Denial of feelings
  • Philosophizing
  • Advice
  • Questioning
  • Defending the other side
  • Pity
  • Psychoanalyzing

Chapter 2: Engaging Cooperation

To encourage cooperation:

  • Describe your observations
  • Give information
  • Keep reminders short
  • Talk about your feelings
  • Write a note

Bad things to do

  • Blaming/accusing
  • Name-calling
  • Threats
  • Commands
  • Lecturing/moralizing
  • Warnings
  • Martyrdom
  • Comparisons
  • Sarcasm
  • Prophesizing

Chapter 3: Alternatives to Punishment

Alternatives to punishment:

  • Point out a way to be helpful instead
  • Express disapproval (without attacking their character)
  • State your expectations / values
  • Show them how to make amends
  • Offer a choice
  • Take action (remove, restrain, etc.)
  • Allow the child to experience the consequences of their misbehaviour

Problem solving steps:

  • Talk about their feelings and needs
  • Talk about your feelings and needs
  • Brainstorm together to find a mutually agreeable solution
  • Write down all ideas, without evaluating them
  • Decide which suggestions you like, which you don’t like, and which you plan to follow through on

Chapter 4: Encouraging Autonomy

To encourage autonomy:

  • Let others make choices
  • Show respect for their struggle
  • Don’t ask too many prying questions
  • Don’t rush to answer questions
  • Encourage people to use external sources
  • Don’t take away hope by protecting them from disappointment

More ways to encourage autonomy:

  • Respect their physical boundaries
  • Stay out of the minute details
  • Don’t talk about them in the third person in front of them
  • Let them answer their own questions
  • Show respect for their eventual readiness
  • Watch out for saying “no” too often

Alternatives to “no”:

  • Give information
  • Accept their feelings
  • Describe the problem
  • Substitute a yes for a no (e.g. yes, later)
  • Give yourself time to think

Instead of advice:

  • Help sort out tangled thoughts/feelings
  • Restate the problem as a question (and don’t answer immediately)
  • Point out external resources

Chapter 5: Praise

Cautions:

  • Make sure the level of praise is appropriate to their ability (don’t praise something trivial)
  • Avoid hinting at past weaknesses or failures
  • Excessive enthusiasm can feel like pressure, interfere with internal motivation
  • Be prepared for a lot of repetition of the praised activity

If the person is still fearful of risking failure:

  • Don’t minimize their distress, understand the feelings
  • Accept their mistakes and view them as part of learning process
  • Accept our own mistakes, to model this process for them.

Chapter 6: Freeing Children from Playing Roles + Chapter 7: Putting it All Together

To free people from playing roles:

  • Look for opportunities to show them a new picture of themselves
  • Put them in situations where they can see themselves differently
  • Let them overhear you say something positive about them
  • Model the behaviour you’d like to see
  • Remind them of their good moments that contradict their self-impression
  • When they behave according to the old label, state your feelings and/or expectations

Final Thoughts: I learned more from the things not do; a) Don’t minimize their distress, understand the feelings, b) Give less advise, c) Avoid punishment, d) Don’t blame and command, e) Don’t question. A book that is worth reading for any parent. It’s also just good relationship advise as well as key concepts on how to listen effectively. 8.5/10