《斷捨離》

宣傳語：少就是多，扔掉看得見的東西，改變看不見的生活
書名：《斷捨離》
國別：日本
作者：山下英子
小節標題：
1.什麼是斷捨離？
2.斷捨離的機制是什麼？

  1. 我們為什麼丟不掉東西？
    4.怎樣實踐斷捨離？
    5.斷捨離到底有什麼神奇效果

關於本書：

“斷捨離”是由日本雜物管理諮詢師山下英子提出的人生整理觀念。

所謂斷捨離，就是利用收拾家裡的雜物，來整理內心的廢物，讓人生轉而開心的方法。斷，即斷絕不需要的東西；舍，即捨棄多餘的廢物；離，即脫離對物品的執著。

通過學習和實踐斷捨離，人們將重新審視自己與物品的關係，從關注物品轉換為關注自我，不僅讓環境變得清爽，也使心靈變得煥然一新。

本書金句：

1.通過收拾家裡的破爛兒，也整理內心中的破爛兒，讓人生變得開心的方法。

2.整理房間就是整理自己。並不是心靈改變了行動，而是行動帶來了心靈的變化。

3.收拾，是篩選必要物品的工作。在篩選必要物品的時候，我們要考慮兩個維度，一個是我與物品的關係這條關係軸，另一個是當下這條時間軸。

4.歸根結底，如果能夠認為一切物品都是向地球借來的，就能自然而然地湧出感謝與敬畏之情。

5.一切有形的東西都是虛幻的，我們的心也是不斷變化的。盡情地享受與物品難能可貴的短暫相遇，這一定就是我們所追求的幸福本身。當緣盡了，就瀟灑地放手。不僅對物品，對一切的一切都能做到這樣，這就是斷捨離的願望。

《拆掉思維里的牆》

1.改變你的心智模式，別讓他人為你的成敗負責
2.有錢人為什麼不幸福？原來是心智模式在作怪
3.讓有趣的生活撲面而來，不做“無興趣一族”
4.如果你為失去太陽而哭泣，你也將失去群星
5.別急著選擇職業，也別總想著後面還有更好的
6.裸婚不可怕，典當夢想換一套房子才可怕
7.安全感是個溫柔的陷阱，一不小心，就會成為他的奴隸
8.六招快速提升安全感，你值得擁有！
9.上帝不是要你成功，只是要你嘗試
10.成功，就是成長成你自己的樣子

關於本書：

你是否缺少安全感？你會經常覺得累？結婚一定要買房嗎？只有有錢才能夠幸福？不喜歡現在的工作卻又不知道自己該干什麼？對現在的生活不滿意，但卻因為父母、老婆或者孩子不得不這樣過下去？每天都在混日子，卻幻想有一天找到自己真正喜歡的事業就一定會全心投入？

如果有一個回答是“YES”，那麼這本書就是你想要的。也許，連我們自己也不曾意識到，那些困惑背後，往往藏著一堵堵思維里的牆，阻礙著我們，把我們與美好的生活隔開了。拆掉思維里的那些牆，你就可以獲得成功、快樂、自信和幸福。

本書金句：
1.恐懼就是這樣一個懦夫，當你觸及他的底線，接受事情最壞的結果，然後開始準備和它大干一場的時候，它早就不知道躲到哪裡去了。
2.能力=天賦×時間，如果有一件事你沒有成功，那不一定是欠缺天賦，而是欠缺時間。

3.遠離那些讓你容易獲得安全感的事情！包括過於關心你的父母、一張可以任意刷的卡、一個不會犯錯誤的任務和一個養老般的工作。那會馴化你成為安全感奴隸！

4.我們在吃飯時想著工作，在工作時想著出錯，在戀愛時擔心分手，在擁抱時還在看表⋯⋯我們不能在適當的時間做專一的事，所以我們還是凡人一個。

富爸爸穷爸爸

  1. 這本書教你如何致富
  2. 對社會異議的恐懼，讓我們停留在殘酷的競爭中，而無法積累財富
  3. 恐懼和貪婪的心理，容易讓金融小白做出不理智的決定
  4. 財商對個人的發展和社會的繁榮至關重要
  5. 自學金融知識和認清財務狀況，是實現財富增長的基石
  6. 要想致富就不能害怕冒險
  7. 致富的道路是漫長的，需要保持激情
  8. 懶惰和自負，會讓人一蹶不振
  9. 只有投資能賺錢，而負債等於花錢
  10. 用工作來維生，用生意來致富
  11. 了解稅法，合理避稅

關於本書
羅伯特•清崎是一名投資人、企業家，擁有8千萬美金的淨資產。他的“富爸爸”系列已經出版了15種金融類勵誌圖書，全球售出超過2600萬本。

《富爸爸，窮爸爸》一書結合了作者的人生經歷和個人感悟，為讀者展示了一條如何取得經濟上的獨立如何獲得巨額財富的路徑圖。作者表示，他在這本《紐約時報》暢銷書中所描寫的內容是上層階級向子女所傳授的如何積聚財富的必要知識，普通人根本無從自行了解。

本書金句

  1. 大多數人都以為按部就班的努力工作是掙錢的唯一途徑。
  2. 300年前，土地就是財富，而如今財富變成了信息。掌握及時信息的人便擁有了財富。
  3. 作為一名教師，我發現過分的恐懼和自我懷疑是浪費才能的最大因素。
  4. 之所以超過9成的美國人在經濟問題上掙扎，主要原因就在於他們只想著怎樣省錢而不是如何賺錢。

RFM analysis (recency, frequency, monetary)

RFM (recency, frequency, monetary) analysis is a marketing technique used to determine quantitatively which customers are the best ones by examining how recently a customer has purchased (recency), how often they purchase (frequency), and how much the customer spends (monetary). RFM analysis is based on the marketing axiom that “80% of your business comes from 20% of your customers.”Download this free guide

8 Worst Practices in MDM and How You Can Avoid Them 

Master data management (MDM) depends on the alignment and partnership between business and IT because both groups are responsible for improving data quality, accuracy, and streamlining data sharing across the enterprise. To help your organization along the journey to a successful MDM program, here are 8 worst practices in MDM and how you can avoid them. 

For more than 30 years, direct mailing marketers for non-profit organizations have used an informal RFM analysis to target their mailings to customers most likely to make donations. The reasoning behind RFM was simple: people who donated once were more likely to donate again. With the advent of e-mail marketing campaigns and customer relationship management software, RFM ratings have become an important tool. Using RFM analysis, customers are assigned a ranking number of 1,2,3,4, or 5 (with 5 being highest) for each RFM parameter. The three scores together are referred to as an RFM “cell” . The database is sorted to determine which customers were “the best customers” in the past, with a cell ranking of “555” being ideal.

Although RFM analysis is a useful tool, it does have its limitations. A company must be careful not to oversolicit customers with the highest rankings. Experts also caution marketers to remember that customers with low cell rankings should not be neglected, but instead should be cultivated to become better customers.

Principles by Ray Dalio in part 2

# Life is full of decision-making . Be a hyperrealist. >>>Face the reality rather than wishing they never happen because it gives us power to get what we want in life.

# Success is achieved by people who deeply understand reality and know how to use it to get what they want.

# Don’t think of making money as a primary goal. Think of what society needs as eventually money will follow you.

# Everything was made for a purpose so as the thinking. Diff. Thinking >> diff purposes

# Learn and execute. ( adapt )

# The quality of our life depends on the quality of decision we make. The quantity of money we made depends on the quality of problem we solve. 

# People need meaningful work and meaningful relationship in order to be fulfilled 



Book Summary – The 4 Disciplines of Execution: Achieving Your Wildly Important Goals

Often, leaders know the strategic plan, but struggle to execute it. Indeed, even if we know broadly what we must do, we may not know how to do it. In “The 4 Disciplines of Execution: Achieving your Wildly Important Goals”, McChesney, Covey and Huling explain how to achieve effective execution using 4 key disciplines of execution (4DX). These 4 disciplines can help anyone—from frontline workers to senior executives—to become more engaged in their work and produce outstanding results. In this summary, we’ll outline the key concepts behind the 4DX.

The 4 Disciplines of Execution summary_Book summary bundle

For the full details, examples and tips, do get a copy of the book, or get a detailed overview with our complete book summary bundle.

The True Problem with Execution

The 4 Disciplines of Execution summary_Why execution fails

Execution typically fails due to a lack of clarity, commitment and accountability. But above all, it fails because we get so caught up in the whirlwind of urgent daily work that we’re distracted from our most vital goals.To execute successfully, you must concurrently address the urgent tasks of your whirlwind and the important new activities that’ll deliver your most vital goals. The 4 Disciplines of Execution (4DX) drives organizational performance by helping employees to:
• Understand the organization’s goals, connect their day-to-day activities with these goals, and get a sense of fulfilment from working toward a common goal; and
• Execute the most important goals while managing the whirlwind of urgent daily tasks.

The 4 Disciplines of Execution (4DX)

4DX is not merely a set of practices. It’s a set of timeless disciplines that jointly form an operating system that must be applied as a whole.

The 4 Disciplines of Execution summary_4DX Framework

We’ll now summarize these 4 disciplines of execution (including the details of the 1st discipline) and what it means to apply them to your team and organization. Do get a copy of our full 14-page summary for more details or get the full mojo from the book.

1. THE DISCIPLINE OF FOCUS: Focus on your Wildly Important Goals (WIGs)

A WIG is a goal that’s so vital that all other goals won’t matter if it’s not achieved. This could be a major problem that’s adversely affecting your profits (e.g. escalating costs, project delays), or a success factor that could be multiplied for exponential results. This discipline is about focusing on 1-2 WIGs that will make all the difference to your organization. It involves translating a broad strategic concept into specific end-goals for every part of your organization so each team has its own WIG(s) and clear, measurable targets.

Key concepts/tips

• Focus your effort, energy and attention on just 1-2 WIGs. It’s ok to keep all your priorities on your radar, but focus on executing 1 WIG at a time so you can deliver it remarkably well. It’s like how an air traffic controller focuses on landing 1 plane at a time while being aware of all the planes in the vicinity.

• Beware of these 2 focus traps that most leaders fall into:
(i) Inability to reject good ideas. Ambitious and achievement-oriented leaders will always want to drive their teams to do more. However, there will always be more great ideas than execution capacity. Resist the urge to take on every promising idea. Exceptional execution starts with focusing on what’s absolutely critical and ensuring it’s done really well.
(ii) Making every whirlwind a WIG. We can’t ignore our whirlwind, yet we must avoid being lost in it. The key is to spend 80% of your time managing the whirlwind, but devote 20% of your time to your WIG for your biggest breakthroughs. Once you’ve achieved a WIG, it comes part of your whirlwind.

Installing Discipline 1 in your Team

To install the 4 Disciplines of Execution in your team, your first goal is to translate the broad organizational strategy into Team WIGs and specific targets.

• To narrow down your organizational focus, apply these 4 rules:
(i) To avoid being overwhelmed each person must focus on ≤3 WIGs and each team must focus on ≤2 WIGs at any point in time.
(ii) All lower-level WIGs (e.g. department WIGs) must support the higher-level WIGs (e.g. company WIGs). Win the battles that’ll help you to win the war.
(iii) Senior leaders can veto but must not dictate the WIGs for every level. They should define the top-level WIG to guide the lower-levels) then allow each level to define and commit to their own WIGs.
(iv) Every WIG must be expressed as a specific, measurable end-goal or lag measure, i.e. “from X to Y by when”. For example, your WIG may be to “improve client satisfaction from 55% to 80% in 2 years”. Avoid vague goals like “improve efficiency” or “retain the best employees.” Generally, treat the WIG as a tactical goal and keep the timeframe short enough to be compelling.

• Specifically, you can define your team WIGs and targets with these 4 steps:

(i) Brainstorm possible WIGs with an open mind. Use these 3 useful discovery questions: (a) Assuming existing performance is maintained on all fronts, what’s the 1 area that we can improve to achieve the organization’s WIG? (b) What are our team’s greatest strengths that we can leverage to ensure the overall WIG is achieved? (c) What are our team’s biggest performance gaps or areas for improvement to ensure the overall WIG is achieved?

(ii) Rank the possible team WIGs by their potential impact on the organizational WIG. For example, if your company’s WIG is about finances, you may rank the options in terms of potential revenues, profits, return on investments etc. If your company’s WIG is about quality, you could rank the options based on productivity improvements, customer satisfaction, cycle times etc.

(iii) Test the top options against these 4 criteria for high-impact: The team WIG must (a) be aligned with the overall WIG, (b) be measurable, (c) be results that’re ≥80% owned by the team and (d) depend mainly on the team (not the leader).

(iv) Define the WIG in a clear and measurable way. Start with a verb, keep it simple, focus on what (not how), and ensure the WIG is achievable. You can use the format “get from X to Y by when”, e.g. “increase revenue from corporate events from $12mil to $18 mil by 31 Dec”. For projects, focus on the desired business outcome rather than 100% project completion.

2. THE DISCIPLINE OF LEVERAGE: Work on the Lead Measures

All outcomes can be measured either as lead or lag measures. Lag Measures (e.g. weight loss) show your performance based on what happened in the past, while Lead Measures (e.g. diet and exercise) show the high-impact things that you must do now to reach your goal. This discipline is about deliberately focusing on the lead measures (or high-impact activities) that will drive your lag measures.

In the book / our full summary, you can learn more about the 2 criteria for a good lead measure,  and how to install Discipline 2 in your team with 4 key steps.

Digest these powerful tips in minutes with our summary & infographic!

3. THE DISCIPLINE OF ENGAGEMENT: Keep a Compelling Scoreboard

It’s not enough for people to understand what the lead measures are. For team members to perform at their best, they must be emotionally engaged. Everyone must know the score at all times, so they know if they’re winning or losing. This discipline is about motivating your team with a scoreboard tailored to the team members and your specific WIG(s).

In the book / complete summary, you’ll find more details on the dos and dont’s for a great scoreboard and how to install Discipline 3 in your team with 4 steps.

4. THE DISCIPLINE OF ACCOUNTABILITY: Create a Rhythm of Accountability

It’s tough to execute a new strategy as it requires people to do something different while managing their daily whirlwinds. The first 3 disciplines help to bring focus, clarity and engagement, while this discipline ensures that people actually do what they should consistently to achieve the WIG. It’s about creating a regular, recurring cycle, where people account for past performance and plan for further improvements to the score.

In the book / our complete 14-page summary, we explain what are WIG sessions and how to run them effectively to install Discipline 4 into your team, to build rhythm, momentum and accountability into your culture and organizational habits.

Installing The 4 Disciplines of Organization in Your Team and Organization

As you roll out the 4DX operating system with your team, you’re likely to experience 5 stages of behavioral change and 3 key types of reactions.  At an organizational level, it gets much more complex and you need all leaders to be fully onboard to execute it across multiple teams in 6 key steps.

We outline these components in more detail in our full book summary.

Other Details in “The 4 Disciplines of Organization”

Implementing 4DX comes with various challenges, but the results are well worth it. You can also apply 4DX to your personal goals. In our complete 14-page summary bundle we also distill some learning points from senior executives of 4 companies—Nash Finch, Marriott International, Comcast and Georgia Department of Human Services—who have used 4DX on a large scale to create massive results. The book also includes other useful resources including: various examples and case studies, simple tools and checklists for each of the 4 disciplines; as well as FAQs on 4DX.