Энэ хугацаанд нилээд хэдэн орчуулга хийсэн тул толгойгоо амраах нэрийдлээр оройдоо баахан кино үзэж амжуулав. Амьдарлын энэхүү хэсэгхэн хугацаандаа доорх ишлэлийг зориулав. \
"People were hermaphrodites until God split them in two, and now all the halves wonder the world over seeking one another."
Movies watched:
88
Charlie Wilson’s War
Away from her
Body of lies
no country for old man
King kong 2005
Before sunrise
Michael Clayton
One flew over cackoo's nest
Freud Analysis of a Mind
The Secret
Body of lies
Three kings
CJ7
The kingdom
Kunfu Hustle
The kingdom
The Counterfeiters
Rescue down
no one messes with zohan
Son of rainbow
Million dollar baby
Bridge.To.Terabithia[2007]DvDrip[Eng]-aXXo
the others (Nicole Kidman)
Bicycle thief
Goodfellas
The Last Castle
Curse of Golden flower
Unbearable lightness of being
Resident Evil
Children of Man
Shaolin Soccer
Leatherheads
Atonement
2046
Hunted
Indiana Jones, Kingdom of Crystal Skulls
Blade Runner
Breakfast at Tiffany’s
Rocky I
Rocky II
Rocky III
Rocky IV
Rocky V (I am in love with Rocky! Eye of the tiger baby!)
Standard operation procedure
No country for an old man
Tropic Thunder
Frenheit 9/11
Good luck Chuck
Books read:
Time management by Marc Mancini, McGrawHill.
Advanced reading power 4.
Түүвэр зохионл by Дамдинсүрэн
Яруу найргийн цоморлиг By Д.Равжаа.
Great People decisions
Wind up bird chronicle
Time management by Marc Mancini, McGrawHill.
A great book. I stopped using my mobile as a result of reading this book. Right now my planning has improved greatly and the productive time has increased which means less time wasted.
There number of issues which I have remind myself from time to time on time management. Of course that then should be referred back to the book: priorities, ROCKS, BLOCKS GOALS AND CLUSERS.
GREAT PEOPLE DECISIONS
The book emphasizes the people decisions where the company success ultimately lie. Without the right people in the right places, company is not going to perform as profitful as it might be capable of. My impression of the book is that whatever we choose to do, we need to be aware of that everything involves people in any business. Therefore choosing the right people in the right time, and firing the wrong people before it is too late has magnificent impact on the success of any business.
p.11 In Buckingham’s words, it is Discover what is unique about
each person and capitalize on it. In other words, first you hire great people,
then you assign the right person to the right job—both fundamental
kinds of people decisions.
p.18 The point should be clear: These experts aren’t checking their guts;
they’re identifying and checking the key indicators. You can do the same
thing with people decisions.
p.29 Dick Cooley understood that in a volatile world, the ultimate
hedge against uncertainty is to have the right people who can
adapt to whatever the world might throw at you—like having the
right climbing partners with you on the side of a big, dangerous,
and unpredictable mountain.
p.31 It seemed clear, moreover, that there was no chance
that these losing operations could ever be made profitable, in part because
they were located in cities that were too small to sustain them.But other stores presented a more complicated picture. For example,
one store we looked at was practically across the street from a competitor.
Our client’s store was languishing, and the competitor appeared
to be thriving. Our client believed that more advertising was needed to
increase customer traffic. “Wait a moment,” we said. “Are you sure you
have the right product mix and service?”
p.38 Figures 2.1 through 2.3, adapted from my MIT Sloan Management
Review article, “Getting the Right People at the Top,” make two complementary
points: (1) Organizations that hire or promote mediocre executives
tend to suffer greatly, and, conversely, (2) organizations that are
able to identify and appoint great people tend to develop a unique competitive advantage.17
p.79 One of the largest studies, reported by David Callahan, indicates that in some cases, 95 percent of college-age respondents were willing to lie in order to get a job—and that in fact 41 percent of the students had already done so! (I admit that I was shocked.) Another study, reviewing 2.6 million job applications in 2002 by a U.S. firm that conducts background checks, revealed that 44 percent contained at least some lies.
p.92 In the past, you needed massive market power in commodity businesses; today, you have to contend with greatly increased customer and investor power in all businesses. In the past, Fortune pointed out, you had to know how to negotiate with
unions; today, it’s all about attracting and retaining top talent
p.115 They are rigorous, not ruthless. To be ruthless means hacking and cutting, especially in difficult times, or wantonly firing people without any thoughtful consideration. To be rigorous means consistently applying exacting standards at all times and at all levels, especially in upper management. To be rigorous, not ruthless, means that the best people need not worry about their positions
and can concentrate fully on their work.
p.141 There are many ways in which EI has been defined, and therefore many clusters of competencies and many ways of measuring them. The most useful is the model developed by Daniel Goleman and Richard Boyatzis, which includes four clusters: (1) self-awareness (where the What to Look For 141 respective competencies are emotional self-awareness, accurate selfassessment, and self-confidence); (2) self-management (emotional selfcontrol, transparency, adaptability, achievement orientation, initiative, and optimism); (3) social awareness (empathy, organizational awareness,
and service orientation); and (4) relationship management or social skills (developing others, inspirational leadership, influence, change catalyst, conflict management, and teamwork and collaboration).
p.144 icludes five essential steps toward change.14 The first step is to want to
change, and therefore define your ideal self—who you want to be. The second is to discover your “real self.” Given the limits of our selfawareness, this requires feedback from others. The third step is to create, again with the help of others, a realistic learning agenda to build on your strengths while compensating for weaknesses.The fourth step is to experiment with the new behaviors, thoughts,
and feelings, practicing them until you master the new competencies.
This is an essential point, and it constitutes a major difference between
traditional learning and the development of emotional intelligence–
based competencies. Yes, these competencies can be learned, but they
require much hard work over an extended period, so that new habits can
be developed.
The fifth and final condition, which applies to each of the previous steps, is to develop trusting relationships that can help, support, and encourage each step in the process. In short, the “development dilemma” referred to earlier shouldn’t
center on whether development is or is not possible. We can develop the competencies most important to leadership. The real dilemma is that development takes time. It requires a significant personal effort, and has to be properly supported by the organization.
p.146As I see it, potential consists of three main components. First, of
course, you need ambition. Are you hungry? What are you aspiring to,
over the long term? David McClelland pointed to three great motivators:
the need for achievement, the need for affiliation, and the need for
power.15 Well, how motivated are you? Are you willing to make major
sacrifices to satisfy one or more of those needs?
Second, you need the ability to learn from experience. Morgan McCall
and others make this case eloquently.16 Do you seek out opportunities to
learn? Do you take risks, seek and use feedback, learn from your mistakes,
stay open to criticism, and so on?
Last but not least, the research from our firm’s own databases,
which includes the assessments of thousands of executives over several
years, suggests that some specific competencies are a strong indicator of
high potential. Do you have high levels of the future-oriented competencies
(including strategic orientation, change leadership, and results orientation)
that are strongly correlated with high executive potential?
p.146 In Winning, Jack Welch describes
integrity as the first acid test you need to conduct before you even think
about hiring someone.17
p.147 “You can teach a turkey
to climb a tree, but it’s easier to hire a squirrel.”
p.151 First, establish the priorities for the position by answering a series of
questions along the following lines:
• Two years from now, how are we going to tell whether the new
manager has been successful?
• What do we expect him or her to do, and how will he or she do it
in our organization?
• What initial objectives can we agree on?
• If we were to implement a short- and medium-term incentive
system for this position, what key variables would matter most?
p.154
p.38 Figures 2.1 through 2.3, adapted from my MIT Sloan Management
Review article, “Getting the Right People at the Top,” make two complementary
points: (1) Organizations that hire or promote mediocre executives
tend to suffer greatly, and, conversely, (2) organizations that are
able to identify and appoint great people tend to develop a unique competitive advantage.17
P.176 The third basic way in which people pursued jobs was through “direct
application,” meaning that they wrote directly to an organization
without using a formal or personal intermediary, and without having
heard about a specific opening from a personal contact. (Direct application
through a company’s web site would also fall into this last category.)
Granovetter found that personal contacts were the predominant
method of finding out about jobs, used by almost 56 percent of the respondents.
Job-seekers preferred this approach, believing that they got and
gave better information using this strategy. Based on observations from
my professional experience, most employers also prefer to work through
personal contacts.
P.178
Successful job-hunters, for their part, tended to share three characteristics.
Those not actively searching for a job got better jobs than those
who were searching actively. More surprisingly, almost half got jobs without
a previous incumbent leaving. And finally, most drew heavily on past
contacts and career patterns.
Speculating as to why employers and employees prefer to make use
of personal contacts, Granovetter observed that personal ties yielded
more intensive information, as opposed to more extensive information.
Investing in extensive information is appropriate when you’re shopping
for standardized goods, such as a new car. But getting better intensive
information is critically important when you’re assessing a candidate for
a job.
P.200 We humans make snap judgments all the time, and at amazing
speeds. Recent discoveries from neuroscience indicate that social judgments,
in particular, come quickly. This is true for two reasons. First, a
newly discovered class of neurons, called the spindle cell, is the fastestacting
brain cell of all, and is dominant in the part of the brain that directs
our (snap) social decisions. Second, the neural circuits that make
these decisions are always in the “ready” position. As Daniel Goleman
describes in his latest book:
Even while the rest of the brain is quiescent, four neural areas remain
active, like idling neural motors, poised for quick response.
Tellingly, three of these four ready-to-roll areas are involved in
making judgments about people.8
It turns out that we make judgments about people much faster than
we do about things. Amazingly, in your first encounter with someone, the
relevant areas in your brain are making your initial judgment (pro or
con) in just one-twentieth of a second.
p.225 Too late, I remembered the warning of our firm’s
founder, Egon Zehnder, who used to say that complacency is a twin that
grows side by side with superb performance results.
p.231
WIND UP CHRONICLE
p.120 “Do you know the story of the monkeys of the shitty island?” I asked Noboru Wataya. He shook his head, with no sign of interest. “Never heard of it.” “Somewhere, far, far away, there’s a shitty island. An island without a name. An island not worth giving a name. A shitty island with a shitty shape. On this shitty island grow palm trees that also have shitty shapes. And the palm trees produce coconuts that give off a shitty smell. Shitty monkeys live in the trees, and they love to eat these shitty-smelling coconuts, after which they shit the world’s foulest shit. The shit falls on the ground and builds up shitty mounds, making the shitty palm trees that grow on them even shittier. It’s an endless cycle.”
p.144 and so you see, my friends,” he was saying, “everything is both complicated and simple. This is the fundamental rule that governs the world. *We must never forget it. Things that appear to be complicated- and that, in fact, are complicated-are very simple where motives are concerned. It is just a matter of what we are looking for. Motive is the root of desire, so to speak. The important thing is to seek out the root. Dig beneath the complicated surface of reality. And keep on digging. Then dig even more until you come to the very tip of the root. If you will only do that”-and here he gestured toward the map-”everything will eventually come clear. That is how the world works. The stupid ones can never break free of the apparent complexity. They grope through the darkness, searching for the exit, and die before they are able to comprehend a single thing about the way of the world. They have lost all sense of direction. They might as well be deep in a forest or down in a well. And the reason they have lost all sense of direction is because they do not comprehend the fundamental principles. They have nothing in their heads but garbage and rocks. They understand nothing. Nothing at all. They can’t tell front from back, top from bottom, north from south. Which is why they can never break free of the darkness.” Noboru Wataya paused at that point to give his words time to sink into the minds of his audience. “But let’s forget about people like that,” he went on. “If people want to lose all sense of direction, the best thing that you and I can do is let them. We have more important things to do.”
p.183: you have been moving toward the proper state, step by step. The worst is over for you, and it will never come back. Such things will never happen to you again. It will not be easy, but you will be able to forget many things once a certain amount of time has passed. Without a true self, though, a person can not go on living. It is like the ground we stand on. Without the ground, we can build nothing.
p.268 I guess time doesn’t flow in order, does it- A, B, C, D? It just sort of goes where it feels like going.
p.271 So these little eyes of mine have seen a hell of a lot. Everybody burns out in this world: amateur, pro, it doesn’t matter, they all burn out, they all get hurt, the OK guys and the not-OK guys both. That’s why everybody takes out a little insurance. I’ve got some too, here at the bottom of the heap. That way, you can manage to survive if you burn out. If you’re all by yourself and don’t belong anywhere, you go down once and you’re out. Finished.
"People were hermaphrodites until God split them in two, and now all the halves wonder the world over seeking one another."
Movies watched:
88
Charlie Wilson’s War
Away from her
Body of lies
no country for old man
King kong 2005
Before sunrise
Michael Clayton
One flew over cackoo's nest
Freud Analysis of a Mind
The Secret
Body of lies
Three kings
CJ7
The kingdom
Kunfu Hustle
The kingdom
The Counterfeiters
Rescue down
no one messes with zohan
Son of rainbow
Million dollar baby
Bridge.To.Terabithia[2007]DvDrip[Eng]-aXXo
the others (Nicole Kidman)
Bicycle thief
Goodfellas
The Last Castle
Curse of Golden flower
Unbearable lightness of being
Resident Evil
Children of Man
Shaolin Soccer
Leatherheads
Atonement
2046
Hunted
Indiana Jones, Kingdom of Crystal Skulls
Blade Runner
Breakfast at Tiffany’s
Rocky I
Rocky II
Rocky III
Rocky IV
Rocky V (I am in love with Rocky! Eye of the tiger baby!)
Standard operation procedure
No country for an old man
Tropic Thunder
Frenheit 9/11
Good luck Chuck
Books read:
Time management by Marc Mancini, McGrawHill.
Advanced reading power 4.
Түүвэр зохионл by Дамдинсүрэн
Яруу найргийн цоморлиг By Д.Равжаа.
Great People decisions
Wind up bird chronicle
Time management by Marc Mancini, McGrawHill.
A great book. I stopped using my mobile as a result of reading this book. Right now my planning has improved greatly and the productive time has increased which means less time wasted.
There number of issues which I have remind myself from time to time on time management. Of course that then should be referred back to the book: priorities, ROCKS, BLOCKS GOALS AND CLUSERS.
GREAT PEOPLE DECISIONS
The book emphasizes the people decisions where the company success ultimately lie. Without the right people in the right places, company is not going to perform as profitful as it might be capable of. My impression of the book is that whatever we choose to do, we need to be aware of that everything involves people in any business. Therefore choosing the right people in the right time, and firing the wrong people before it is too late has magnificent impact on the success of any business.
p.11 In Buckingham’s words, it is Discover what is unique about
each person and capitalize on it. In other words, first you hire great people,
then you assign the right person to the right job—both fundamental
kinds of people decisions.
p.18 The point should be clear: These experts aren’t checking their guts;
they’re identifying and checking the key indicators. You can do the same
thing with people decisions.
p.29 Dick Cooley understood that in a volatile world, the ultimate
hedge against uncertainty is to have the right people who can
adapt to whatever the world might throw at you—like having the
right climbing partners with you on the side of a big, dangerous,
and unpredictable mountain.
p.31 It seemed clear, moreover, that there was no chance
that these losing operations could ever be made profitable, in part because
they were located in cities that were too small to sustain them.But other stores presented a more complicated picture. For example,
one store we looked at was practically across the street from a competitor.
Our client’s store was languishing, and the competitor appeared
to be thriving. Our client believed that more advertising was needed to
increase customer traffic. “Wait a moment,” we said. “Are you sure you
have the right product mix and service?”
p.38 Figures 2.1 through 2.3, adapted from my MIT Sloan Management
Review article, “Getting the Right People at the Top,” make two complementary
points: (1) Organizations that hire or promote mediocre executives
tend to suffer greatly, and, conversely, (2) organizations that are
able to identify and appoint great people tend to develop a unique competitive advantage.17
p.79 One of the largest studies, reported by David Callahan, indicates that in some cases, 95 percent of college-age respondents were willing to lie in order to get a job—and that in fact 41 percent of the students had already done so! (I admit that I was shocked.) Another study, reviewing 2.6 million job applications in 2002 by a U.S. firm that conducts background checks, revealed that 44 percent contained at least some lies.
p.92 In the past, you needed massive market power in commodity businesses; today, you have to contend with greatly increased customer and investor power in all businesses. In the past, Fortune pointed out, you had to know how to negotiate with
unions; today, it’s all about attracting and retaining top talent
p.115 They are rigorous, not ruthless. To be ruthless means hacking and cutting, especially in difficult times, or wantonly firing people without any thoughtful consideration. To be rigorous means consistently applying exacting standards at all times and at all levels, especially in upper management. To be rigorous, not ruthless, means that the best people need not worry about their positions
and can concentrate fully on their work.
p.141 There are many ways in which EI has been defined, and therefore many clusters of competencies and many ways of measuring them. The most useful is the model developed by Daniel Goleman and Richard Boyatzis, which includes four clusters: (1) self-awareness (where the What to Look For 141 respective competencies are emotional self-awareness, accurate selfassessment, and self-confidence); (2) self-management (emotional selfcontrol, transparency, adaptability, achievement orientation, initiative, and optimism); (3) social awareness (empathy, organizational awareness,
and service orientation); and (4) relationship management or social skills (developing others, inspirational leadership, influence, change catalyst, conflict management, and teamwork and collaboration).
p.144 icludes five essential steps toward change.14 The first step is to want to
change, and therefore define your ideal self—who you want to be. The second is to discover your “real self.” Given the limits of our selfawareness, this requires feedback from others. The third step is to create, again with the help of others, a realistic learning agenda to build on your strengths while compensating for weaknesses.The fourth step is to experiment with the new behaviors, thoughts,
and feelings, practicing them until you master the new competencies.
This is an essential point, and it constitutes a major difference between
traditional learning and the development of emotional intelligence–
based competencies. Yes, these competencies can be learned, but they
require much hard work over an extended period, so that new habits can
be developed.
The fifth and final condition, which applies to each of the previous steps, is to develop trusting relationships that can help, support, and encourage each step in the process. In short, the “development dilemma” referred to earlier shouldn’t
center on whether development is or is not possible. We can develop the competencies most important to leadership. The real dilemma is that development takes time. It requires a significant personal effort, and has to be properly supported by the organization.
p.146As I see it, potential consists of three main components. First, of
course, you need ambition. Are you hungry? What are you aspiring to,
over the long term? David McClelland pointed to three great motivators:
the need for achievement, the need for affiliation, and the need for
power.15 Well, how motivated are you? Are you willing to make major
sacrifices to satisfy one or more of those needs?
Second, you need the ability to learn from experience. Morgan McCall
and others make this case eloquently.16 Do you seek out opportunities to
learn? Do you take risks, seek and use feedback, learn from your mistakes,
stay open to criticism, and so on?
Last but not least, the research from our firm’s own databases,
which includes the assessments of thousands of executives over several
years, suggests that some specific competencies are a strong indicator of
high potential. Do you have high levels of the future-oriented competencies
(including strategic orientation, change leadership, and results orientation)
that are strongly correlated with high executive potential?
p.146 In Winning, Jack Welch describes
integrity as the first acid test you need to conduct before you even think
about hiring someone.17
p.147 “You can teach a turkey
to climb a tree, but it’s easier to hire a squirrel.”
p.151 First, establish the priorities for the position by answering a series of
questions along the following lines:
• Two years from now, how are we going to tell whether the new
manager has been successful?
• What do we expect him or her to do, and how will he or she do it
in our organization?
• What initial objectives can we agree on?
• If we were to implement a short- and medium-term incentive
system for this position, what key variables would matter most?
p.154
p.38 Figures 2.1 through 2.3, adapted from my MIT Sloan Management
Review article, “Getting the Right People at the Top,” make two complementary
points: (1) Organizations that hire or promote mediocre executives
tend to suffer greatly, and, conversely, (2) organizations that are
able to identify and appoint great people tend to develop a unique competitive advantage.17
P.176 The third basic way in which people pursued jobs was through “direct
application,” meaning that they wrote directly to an organization
without using a formal or personal intermediary, and without having
heard about a specific opening from a personal contact. (Direct application
through a company’s web site would also fall into this last category.)
Granovetter found that personal contacts were the predominant
method of finding out about jobs, used by almost 56 percent of the respondents.
Job-seekers preferred this approach, believing that they got and
gave better information using this strategy. Based on observations from
my professional experience, most employers also prefer to work through
personal contacts.
P.178
Successful job-hunters, for their part, tended to share three characteristics.
Those not actively searching for a job got better jobs than those
who were searching actively. More surprisingly, almost half got jobs without
a previous incumbent leaving. And finally, most drew heavily on past
contacts and career patterns.
Speculating as to why employers and employees prefer to make use
of personal contacts, Granovetter observed that personal ties yielded
more intensive information, as opposed to more extensive information.
Investing in extensive information is appropriate when you’re shopping
for standardized goods, such as a new car. But getting better intensive
information is critically important when you’re assessing a candidate for
a job.
P.200 We humans make snap judgments all the time, and at amazing
speeds. Recent discoveries from neuroscience indicate that social judgments,
in particular, come quickly. This is true for two reasons. First, a
newly discovered class of neurons, called the spindle cell, is the fastestacting
brain cell of all, and is dominant in the part of the brain that directs
our (snap) social decisions. Second, the neural circuits that make
these decisions are always in the “ready” position. As Daniel Goleman
describes in his latest book:
Even while the rest of the brain is quiescent, four neural areas remain
active, like idling neural motors, poised for quick response.
Tellingly, three of these four ready-to-roll areas are involved in
making judgments about people.8
It turns out that we make judgments about people much faster than
we do about things. Amazingly, in your first encounter with someone, the
relevant areas in your brain are making your initial judgment (pro or
con) in just one-twentieth of a second.
p.225 Too late, I remembered the warning of our firm’s
founder, Egon Zehnder, who used to say that complacency is a twin that
grows side by side with superb performance results.
p.231
WIND UP CHRONICLE
p.120 “Do you know the story of the monkeys of the shitty island?” I asked Noboru Wataya. He shook his head, with no sign of interest. “Never heard of it.” “Somewhere, far, far away, there’s a shitty island. An island without a name. An island not worth giving a name. A shitty island with a shitty shape. On this shitty island grow palm trees that also have shitty shapes. And the palm trees produce coconuts that give off a shitty smell. Shitty monkeys live in the trees, and they love to eat these shitty-smelling coconuts, after which they shit the world’s foulest shit. The shit falls on the ground and builds up shitty mounds, making the shitty palm trees that grow on them even shittier. It’s an endless cycle.”
p.144 and so you see, my friends,” he was saying, “everything is both complicated and simple. This is the fundamental rule that governs the world. *We must never forget it. Things that appear to be complicated- and that, in fact, are complicated-are very simple where motives are concerned. It is just a matter of what we are looking for. Motive is the root of desire, so to speak. The important thing is to seek out the root. Dig beneath the complicated surface of reality. And keep on digging. Then dig even more until you come to the very tip of the root. If you will only do that”-and here he gestured toward the map-”everything will eventually come clear. That is how the world works. The stupid ones can never break free of the apparent complexity. They grope through the darkness, searching for the exit, and die before they are able to comprehend a single thing about the way of the world. They have lost all sense of direction. They might as well be deep in a forest or down in a well. And the reason they have lost all sense of direction is because they do not comprehend the fundamental principles. They have nothing in their heads but garbage and rocks. They understand nothing. Nothing at all. They can’t tell front from back, top from bottom, north from south. Which is why they can never break free of the darkness.” Noboru Wataya paused at that point to give his words time to sink into the minds of his audience. “But let’s forget about people like that,” he went on. “If people want to lose all sense of direction, the best thing that you and I can do is let them. We have more important things to do.”
p.183: you have been moving toward the proper state, step by step. The worst is over for you, and it will never come back. Such things will never happen to you again. It will not be easy, but you will be able to forget many things once a certain amount of time has passed. Without a true self, though, a person can not go on living. It is like the ground we stand on. Without the ground, we can build nothing.
p.268 I guess time doesn’t flow in order, does it- A, B, C, D? It just sort of goes where it feels like going.
p.271 So these little eyes of mine have seen a hell of a lot. Everybody burns out in this world: amateur, pro, it doesn’t matter, they all burn out, they all get hurt, the OK guys and the not-OK guys both. That’s why everybody takes out a little insurance. I’ve got some too, here at the bottom of the heap. That way, you can manage to survive if you burn out. If you’re all by yourself and don’t belong anywhere, you go down once and you’re out. Finished.
