MineZone Wiki

Collected Widsom

From HowToBeAStarAtWork:

1. Initiative
2. Knowing Who Knows
3. Managing Your Whole Life at Work - develop talents and work experiences to increase your value; know your strengths and weaknesses
   1. Core self-management skills
      1. find out what the critical path is for the organization and get on it by learning how to add value
      2. choose work that can leverage themselves, their talents, get into flow, and experience job satisfaction
      3. regularly review their personal productivity and devise ways to increase personal effectiveness and efficiency
      4. borrow shamelessly--techniques and methods for better self-management; careful observers
      5. don't fear experimentation; try new approaches
      6. make compelling case to management for changing job description and regulations that limit productivity
      7. adopt behaviors that allow minimization of interruptions with separating from the group
      8. work to avoid time-killer crises by planning for problems--building mistake-recovery time into the projects; write up personal damage-control plan
      9. develop procrastination-busting work habits--to-do lists, priority plans, building enjoyable assignments around drudge tasks
      10. learn to accept occasional unproductive days, even weeks of slump
      11. know personal productivity patterns
4. Getting the Big Picture
5. Followership - help the organization succeed through independent, critical judgment of goals, tasks, and methods; work cooperatively even through differences
6. Small-L Leadership in a Big-L World - employs expertise and influence to convince a group of people to come together and accomplish a task; help create vision, create trust, find resources, shepherd completion
7. Teamwork - taking joint "ownership" of goal setting, activities, and accomplishments; help build team, deal with conflict, and solve problems
8. Organizational Savvy - promote cooperation, address conflicts, and get things done; communicate w/individuals and groups; avoid conflicts; make allies out of enemies
9. Show-and-Tell

From PrimalLeadership:

Six Styles of Leadership

1. Resonance Building (requires skillful listening)
   1. Visionary
   2. Coaching
   3. Affiliative
   4. Democratic
2. Dissonant
   1. Pacesetting
   2. Commanding

Areas Of Emotional Intelligence

• Self-Awareness
  • Emotional Self-Awareness
  • Accurate Self-Assessment
  • Self-Confidence
• Self-Management
  • Emotional Self-Control
  • Transparency
  • Adaptability
  • Achievement
  • Initiative
  • Optimism
• Social Awareness
  • Empathy
  • Organizational Awareness
  • Service Orientation
• Relationship Management
  • Developing Others
  • Inspirational Leadership
  • Change Catalyst
  • Influence
  • Conflict Management
  • Teamwork and Collaboration

5 Steps Towards Learning Leadership Skills

1. Identifying One's Ideal Self
2. Identifying The Real Self
3. Make A Plan To Build On Strengths And Reduce Gaps
4. Experiment Deliberately With And Practice New Skills
5. Develop Trusting, Encouraging Relationships

From WhatSmartStudentsKnow:

Twelve Cyberlearning Questions

1. What’s my purpose for reading this?
2. What do I already know about this topic?
3. What’s the big picture?'
4. What’s the author going to say next?
5. What are the “expert questions”?
   1. What is this made of?
   2. How can this be identified?
   3. What process causes this?
   4. Where is this usually found?
   5. What can I tell about the history of this?
   6. What’s the definition of this?
   7. What’s an example of this?
   8. What are the different types of this?
   9. What is this related to?
   10. What can this be compared with?
6. What questions does this information raise for me?
7. What information is important here?
8. How can I paraphrase and summarize this information?
9. How can I organize this information?
10. How can I picture this information?
11. What’s my hook for remembering this information?
    1. Hooks
       1. Pictures
       2. Patterns
       3. Rhymes
       4. Stories
    2. Keys
       1. Understand it
          1. you can reconstruct what you understand
          2. ask how you would reconstruct it
       2. Create a hook
          1. devise them yourself
          2. use more than one
          3. any hook works, it doesn’t have to make sense
       3. Link it
          1. make it crazy
       4. Think small and thorough
       5. Get emotionally involved
          1. personalize the info
       6. Engage multiple senses
          1. visual
          2. auditory
          3. kinsethetic
       7. Smell the roses
          1. take in the suroundings to help connect to the info later
       8. Sleep on it
          1. review before going to sleep
       9. Use it or lose it
       10. Quiz yourself periodically
           1. don’t confuse recognition with recall
12. How does this information fit with wahat I already know?
    1. Pare down the notes you study from (but don’t discard old ones)
    2. Get down to one sheet
       1. Write small, if necessary

• carry a pen & something to work on

From HowToGetAnyoneToDoAnything:

Signs that Someone is Trying to Manipulate You

1. Guilt: "I'm hurt that you wouldn't trust me."
2. Intimidation: "Don't you have enough confidence to make a decision?"
3. Appeal to Ego: "I wouldn't try to put anything past you. How could I?"
4. Fear: "I sure hope you know what you're doing."
5. Curiosity: "Look, you only live once. Try it."
6. Desire to be Liked: "Come on, nobody likes it when a person backs out."
7. Love: "If you loved me, you wouldn't question me."

Get Anyone To Follow Through On A Promise

1. Let them know that you believe that they are the type of person who does follow though
2. Lay the groundwork when you first ask for the favor. Make sure that you give a quick verbal confirmation
3. 5 steps to guarantee follow through
   1. Get him to say it
   2. Get a specific time frame (when or how long)
   3. Develop a sense of obligation (because of their help, you are going to alter what you were going to do, the withdrawl of the offer will cause a disturbance)
   4. Appeal to conscience (mention consequences)
   5. Have them tell you how things will unfold
4. End the conversation with a firm verbal confirmation and a simple phrase such as, "So I'll see you next Saturday, right?"
5. Finally, as the day approaches let him know that you appreciate that he's someone who really follows through and/or that you are glad that he knows the true value of friendship/responsibility/loyalty--whichever best applies.

Get a Stubborn Person to Change His Mind About Anything

1. Begin with the Crowbar Test to determine just how closed-minded someone really is. . . Tell them that you want them to agree to do what you ask, but only if you can achieve some highly difficult and amazing task. For instance, you tell someone to write down on a piece of paper a number from one to one hundred and if you can guess what it is then they will agree to what you want.
2. have them agree to a similar idea or a way of thinking that will negate their own objection later
3. restrict in some way their ability to do what you want and give them the opportunity to privide the solution
4. let them know hat you've been recently influenced by their ideas
5. adopt a two-sided argument to increase your credibility, being sure to present the evidence to support your position first
6. show them that they were in some way responsible for the idea in the first place
7. if the idea goes against their value system, change the parameters of the request, making the behaior acceptable.

Get Anyone to do a Favor for You

1. if you need something done in the near future, ask when they are not preoccupied with something else; if it is something that does not need to be done right away, ask as soon as possible
2. do something for them
3. avoid apathy by increasing personal responsibility by letting them know that you have no one else to turn to
4. include three components
   1. specifically what you want
   2. how they will in some way feel good about doing you the favor
   3. the relative ease with which he can accomplish the task
5. focus on any elements of your predicament that were not your own doing
6. reshapre their self-concept to include the idea that helping you is something that is consistent with who they are
7. knowing others "did the right thing" invokes the unconscious desire to do the same
8. if they feel threatened by your success you will not get cooperation; explain the situation as the two of you working toward a win/win
9. keep asking
10. follow steps in earlier section for "follow through"

Win Over Anyone -Reasons why people might treat you poorly

1. they think you dislike them
2. feel threatened by you
3. they act cruelly to them
4. you've given them a reason to dislike you

1. Make sure the problem isn't yours
2. Reciprocal affection: tell a third party that you honestly like and respect the person
3. Become interested in other people and you will get them like you faster than if you spent all day trying to get them to be interested in you

Give Criticism

1. The best time to criticize is when you are removed from the event
2. 8 rules

• You are saying this because you care.
• Criticize in private
• Preface your criticism with a compliment
• Criticize the act, not the person
• Don't assume or insinutate that they are doing this knowingly or deliberately
• Share some of the responsibility, if you can
• Offer the solution
• Criticism is most effective when you them that they are not alone

From KnockoutPresentations:

• drink room temperature water with lemon
• practice into a tape recorder and pop a rubber band for any vocalized pauses
• TIPE: teach, inform, persuade, or entertain

From MagicOfThinkingBig:

LBJ's Rules (abridged)

1. learn to remember names
2. study to get the scratchy elements out of your personality (even subsonscious ones)
3. sincerely attempt to heal every misunderstanding you've had
4. practice liking people
5. never miss an opportunity to congratulate or express sympathy

From MansSearchForMeaning:

ways to discover meaning in life

1. creating a work or doing a deed
2. experiencing something or encountering someone
3. by the attitude we take toward unavoidable suffering

From OptimalThinking:

How to Optimize Simple Decision

1. Define the problem.
2. Definte the time frame in which the decision must be made.
3. Explore options for resolving the problem.
4. Eliminate the options that are unrealistic.
5. Examine the consequences of each option.
   1. Write down the advantages and disadvantages (pros and cons).
6. Rate or "weigh the pros and cons on a scale from 1 to 10.
   1. 1=least important, 10=most important
7. Determine which option is in your best interest.

How to Optimize Complex Decisions

1. Decide upon what you most want to achieve.
2. Define the time frame in which the decision must be made.
3. Make a list of the most important factors (criteria) that will influence your decision.
4. Rate your criteria.
5. Rate how well your first options meets your criteria.
6. Multiply the ratings for your criteria (Step 4) by the ratings for how your first option meets the criteria (Step 5)
7. Determine the total score.
8. Complete Steps 6 and 7 for your other options.
9. Decide on your best option based on the highest score.

From TippingPoint:

1. epidemic characteristics
   1. contagiousness
   2. small cause, big effect
   3. not gradual, dramatic
2. change agents
   1. law of the few (the translators for the masses)
      1. salesmen
      2. mavens
         1. like to help
      3. connectors
   2. stickiness factor
      1. simple "packaging" changes
   3. power of context
      1. create many small movements
      2. highly sensitive to subtleties

From FindingYourPassion:

Questions to ask someone already working in the field you want to explore

1. If you had it all to do over again, how would you do it differently?
2. What was your path of development? (permission to do bullet points)
3. What kinds of skills do you think someone like me needs to invest my time, energy, and money into?
4. Where do I not need to spend my time, energy, and money?
5. What do you really love about what you do?
6. What drives you crazy?
7. Can you give me some examples of ups and downs that you've been faced with?

From FirstBreakAllTheRules:

4 keys of great managers

1. Select for talent, not simply experience, intelligence, or determination.
2. Define the right outcomes, not the right steps.
3. Focus on strengths, not on weaknesses.
4. Help them find the right fit, not simply the next rung on the ladder.

Basic categories of talent

1. Striving Talents
2. Thinking Talents
3. Relating Talents

From GettingThingsDone:

Five Phases of Natural Planning Techniques

1. purpose (why?)
2. principles (standards or values you hold; "I would give others totally free reign as long as they ______?)
3. envision outcome (what would success look, sound, or feel like?)
   1. view the project from beyond the completion date
   2. envision wild success (suspend "Yeah, but. . .")
   3. capture features, aspects, and qualities you imagine in place
4. brainstorming (how?)
5. organizing (identify components, subcomponents, sequences, events, and/or priorities; what must occur and in what order?)

Summary

1. keep everything out of your head
2. decide actions and outcomes when things first emerge on your radar, instead of later
3. regularly review and update the complete inventory of open loops of your life and work

From OrganizingFromTheInsideOut:

uncooperative partners

1. confront the situation directly and try to motivate the person to cooperate with you by appealing to their own priorities, not yours
2. take the time to show exactly how you want things done and explain the importance of adhering to your system
3. be sure your system is easy to understand and simple to maintain
4. get them to identify the cost of the clutter to themselves

Analyze (abridged)

1. What's working?
   1. saves time and energy
   2. gives credit where credit is due
   3. learn what appeals to you and what you want to replicate
   4. study your environment for your natural habits and tendencies and see if you can work with rather than fight against them
2. What's not working?
   1. list everything that's frustrating you
      1. I can never find _____.
      2. I have not place to put _____.
      3. There's no room for _____.
      4. I'm tired of _____.
      5. The cluter is stopping from from _____.
      6. I'm losing a lot of money on _____.
      7. The disorganization is making me feel _____.
      8. When people visit, I _____.
3. What items are most essential to you?
   1. think in terms of your big picture goals
   2. stick a red dot on every object you handle, file you refer to, or knickknack that makes you feel good when you look at it
   3. keep a log of every item you look for in the month, but can't find

From PowerOfFullEngagement:

4 key energy management principles

1. full engagement requires calling on four separate but related sources of engergy: physical, emotional, mental, spiritual
2. we must balance energy expenditure with intermittent energy renewal
3. to build capacity, we must push beyond our normal limits (training in the same systematic way that elite athletes do)
4. positive energy rituals, highly specific routines for managing energy are the key to full engagement and sustained high performance; The power of rituals is that they insure that we use as little conscious energy as possible where it is not absolutely necessary, freeing us to strategically focus the energy available to us in creative, enriching ways. Creating positive rituals is the most powerful means the authors have found to effectively manage energy in the service of full engagement.

• To make lasting changes, we must build serial rituals, focusing on one significant change at a time.
• Two behaviors dramatically increase the likelihood of successfully locking in new rituals during the typical thirty- to sixty-day acquisition period. The authors call these behaviors Basic Training.
  • Chart the Course – launch each day’s ritual-acquisition mission by revisiting vision, clarifying not jut what we intend to accomplish, but how we want to conduct ourselves along the way.
  • Chart the Progress – hold yourself accountable at the end of each day. Accountability is a means of regularly facing the truth about the gap between your intention and your actual behavior. Defining a desired outcome and holding yourself accountable each day gives focus and direction to the rituals that you build. Accountability is both a protection against our infinite capacity for self-deception and a source of information about what stands in our way.

From ReadyForAnything:

• if busy (action) & unclear: stop and review plans
• if planning (organization) & unclear: go to a whiteboard or blank piece of paper and do a mental coredump to get the ideas and information you may be missing
• if you are trying to freerange or get outside the box (brainstorming) & unclear: drop back and revisit the image of what success would look like
• if your picture is too illformed, return to your purpose

From SimplicitySurvivalHandbook:

Pre-work

• Know: What's the one thing I want people to know, understand, learn, or question?
• Feel: How do I want people to feel when I'm done?
• Do: What do I want people to do as a direct result of my communication?

The shortest steps to commited action

Connection to their workload

List action steps

Expectations for success

Ability to achieve success

Return to that person

Fix your worktools

1. Build great organization productivity tools
2. Build great personal worktools and spaces
3. Build great connecting, collaborating, and learning tools, and spaces
4. Measure, track, and continuously improve all tools and processes based upon
   1. Clarity
   2. Navigation
   3. Fulfillment of Basics
   4. Usability
   5. Speed
   6. Time
5. Create a culture focused on personal productivity

From HighFive:

keys to team success (PUCK)

• Provide clear purpose and shared values and goals
  • a team needs a sense of purpose plus shared values and goals
• Unleash and develop skills
  • everyone has to be committed to constant improvment & training
• Create team power
  • none of us is as smart as all of us (harmony)
• Keep the accent on the positive
  • repeated reward and recognition

From MultipleStreamsOfIncome:

Residual Income Occupations

• songwriters
• authors
• insurance agents
• securities agents
• network marketers
• actors
• entrepreneurs
• franchisors
• investors
• visual artists
• software creators
• game designers
• inventors
• partners
• mailing list owners
• real estate owners
• retired persons
• celebrity endorsers
• marketing consultants

From FiveDysfunctionsOfATeam:

Strategies for Overcoming Dysfunctions

1. ABSENCE OF TRUST
   1. Identify and discuss individual strengths and weaknesses
   2. Spend considerable time in face-to-face meetings and working sessions
2. FEAR OF CONFLICT
   1. Acknowledge that conflict is required for productive meetings
   2. Establish common ground rules for engaging in conflict
   3. Understand individual team member’s natural conflict styles
3. LACK OF COMMITMENT
   1. Review commitments at the end of each meeting to ensure all teammembers are aligned
   2. Adopt a “disagree and commit” mentality—make sure all team members are committed regardless of initial disagreements
4. AVOIDANCE OF ACCOUNTABILITY
   1. Explicitly communicate goals and standards of behavior
   2. Regularly discuss performance versus goals and standards
5. INATTENTION TO RESULTS
   1. Keep the team focused on tangible group goals
   2. Reward individuals based on team goals and collective success

Queued to Memorize

From JumpStartYourBusinessBrain:

• Overt Benefit
• Real Reason to Believe
• Dramatic Difference

From NonDesignersDesignBook:

• Contrast - avoid elements that are merely similar; if elements are not the same, make them very different
• Repitition - repeat elements throughout the piece; this develops the organization and strengthens the unity
• Alignment - placement shouldn't be arbitrary; every element should have visual connection with another element on the page
• Proximity - items relating to each other should be grouped close together, making them a unit; this helps organizae, reduce clutter, and give structure

Design elements include: type, color, size, line thickness, shape, space, etc

From ConversationallySpeaking:

starting conversations

1. topics
   1. situation
   2. other person
   3. yourself (rarely stimulates conversation)
2. methods
   1. question
   2. voice opinion
   3. state fact

From Influence:

Six Principles of Instant Influence

1. Reciprocity
2. Scarcity
3. Authority
4. Consensus
5. Consistency and Commitment
6. Liking