E-Book: Y Not
Feedback from 1000’s of executives has proved a demand for Little Books that offer Dynamic Practical Ideas and Thought-Provoking Concepts in a Highly Accessible Format. How to build a successful business by driving your passion with integrity.
CONCEPTS
1.What, How and You
2.Non-Ownership Thinking
3.S.O.M. up v S.W.O.T down
4.Tide Turning Dynamics
5.Copowerment
6.E = mc2 a new relativity
There are only two factors important in business. The rest is trivia.
entrepreneurial thinking - PASSION WITH INTEGRITY
Feedback from 1000’s of executives has proved a demand for Little Books that offer Dynamic Practical Ideas and Thought-Provoking Concepts in a Highly Accessible Format. How to build a successful business by driving your passion with integrity.
CONCEPTS
1.What, How and You
2.Non-Ownership Thinking
3.S.O.M. up v S.W.O.T down
4.Tide Turning Dynamics
5.Copowerment
6.E = mc2 a new relativity
There are only two factors important in business. The rest is trivia.
The first is building relationships;
the other is following through
Why is that?
Whatever business you are in, when you take the time to build relationships and follow through by providing good feelings and right solutions, then such a combination guarantees success.
Common sense perhaps, yet certainly not common practice; because the fixed-thinking within business is that it cannot be that simple. The conditioned tendency is that if it is too simple, then we must somehow complicate it. Why?
Doing what is ‘simple’ involves harder work than the easier path of complicating the issue.
For example, it is harder to write a one-page concise report than a 20 page document, though the former is easier to understand.
the other is following through
Why is that?
Because the only two things
that all of us ever want in life are
good feelings and right solutions.
that all of us ever want in life are
good feelings and right solutions.
Whatever business you are in, when you take the time to build relationships and follow through by providing good feelings and right solutions, then such a combination guarantees success.
Common sense perhaps, yet certainly not common practice; because the fixed-thinking within business is that it cannot be that simple. The conditioned tendency is that if it is too simple, then we must somehow complicate it. Why?
Doing what is ‘simple’ involves harder work than the easier path of complicating the issue.
For example, it is harder to write a one-page concise report than a 20 page document, though the former is easier to understand.
"This is a must for everyone in business. Simple and straight to the point." THE SCOTSMAN