Kobe Bryant Success Secrets

Everything negative – pressure, challenges – is all an opportunity for me to rise - Kobe Bryant RIP


How to Achieve Your Most Ambitious Goals

Warning! Following this advice could fundamentally change your life. Seriously, this is a no bull, real, potentially life-changing advice on How to Achieve your Most Ambitious Goals, if you have the will and desire.

10 Leadership Principles: Key Insights from Disney CEO, Bob Iger

  1. Optimism
    A pragmatic enthusiasm for what can be achieved, is one of the most important qualities of a good leader. 
    "Simply put, people are not motivated or energized by pessimists"
  2. Courage
    Foundation of risk-taking, and true innovation occurs only when people have courage.
    "Fear of failure destroys creativity"
  3. Focus
    Focusing time, energy & resources to strategies & problems of highest priority & value.
    "It's imperative to communicate your priorities clearly & often"
  4. Decisiveness
    Encourage a diversity of opinions but make & implement decisions in a timely manner.
    "Chronic indecision is not only inefficient & counterproductive, but it is deeply corrosive to morale"
  5. Curiosity
    Deep curiosity to know & learn enables strong understanding of people, ideas & marketplace. "The path to innovation begins with curiosity"
  6. Fairness
    Empathy is essential to strong leadership, a fair & decent treatment of people. "It means you create an environment where people know you'll hear them out, that you're emotionally consistent & fair-minded.
    "Nothing is worse to an organization than a culture of fear"
  7. Thoughtfulness
    Process of learning, gaining knowledge & reflection, so an opinion or decision is more credible & increase the chances of success. 
    "It's simply about taking the time to think through to develop informed opinions"
  8. Authenticity
    Being honest, genuine and not faking anything makes all the difference with people.
    "Truth & authenticity breed respect and trust"
  9. Relentless pursuit of perfection
    Refusal to accept mediocrity or being just "good enough". 
    "If you're in the business of making things, be in the business of making things great"
  10. Integrity
    Setting high ethical standards for all things, big or small, is most important to people, product or company's success.
    "The way you do anything is the way you do everything"

World-class Performers: Top traits to go from good to great

Give more than take

Extraordinary performers give more than take, at work & in their community - Time, Expertise, Mentoring, lend a Hand or Ear.

Learn every day, every way

Learn, Do, Improve. They grow every day by learning, doing & getting better at something. It doesn't matter which direction, they just keep moving, keep growing.

Go extra mile. Do better than best

Great is not good enough. It's easy to do the bare minimum - they constantly raise the bar, keep pushing, excel at something.

Diving discontent. Be optimistic

They never rest on laurels, they seek big & bold goals - yet stay optimistic. Optimism is a force multiplier.

Rethink, Reframe and Recode in 2020: Lessons from the $5 Challenge

As 2020 rolls in, it's an opportunity to rethink many assumptions and reframe problems and identify opportunities in a whole new way. This $5 challenge is great example of discovering endless possibilities when at first sight, none exist.

I think the origin of this challenge is Tina Seelig, a Stanford University professor that appeared in her book "What I Wish I Knew When I was 20". I have read so many different versions of this challenge but the essence remains the same -- that of creative thinking and reframing a problem. 

Most Stanford students fail this challenge. Here's what we can learn from their mistakes.

You’re a student in a Stanford class on entrepreneurship. Your professor walks into the room, breaks the class into different teams, and gives each team five dollars in funding. Your goal is to make as much money as possible within two hours and then give a three-minute presentation to the class about what you achieved. 

If you’re a student in the class, what would you do? 

Typical answers range from using the five dollars to buy start-up materials for a makeshift car wash or lemonade stand, to buying a lottery ticket or putting the five dollars on red at the roulette table. 

But the teams that follow these typical paths tend to bring up the rear in the class. 

The teams that make the most money don’t use the five dollars at all. They realize the five dollars is a distracting, and essentially worthless, resource. 

So they ignore it. Instead, they go back to first principles and start from scratch. They reframe the problem more broadly as “What can we do to make money if we start with absolutely nothing?” One particularly successful team ended up making reservations at popular local restaurants and then selling the reservation times to those who wanted to skip the wait. These students generated an impressive few hundred dollars in just two hours. 

But the team that made the most money approached the problem differently. They realized that both the $5 funding and the 2-hour period weren’t the most valuable assets at their disposal. Rather, the most valuable resource was the three-minute presentation time they had in front of a captivated Stanford class. They sold their three-minute slot to a company interested in recruiting Stanford students and walked away with $650. 

The five-dollar challenge illustrates the difference between tactics and strategy. Although the terms are often used interchangeably, they refer to different concepts. A strategy is a plan for achieving an objective. Tactics, in contrast, are the actions you undertake to implement the strategy. 

The Stanford students who bombed the $5 challenge fixated on a tactic—how to use the five dollars—and lost sight of the strategy. If we focus too closely on the tactic, we become dependent on it. “Tactics without strategy,” as Sun Tzu wrote in the Art of War, “are the noise before defeat.” 

Just because a $5 bill is sitting in front of you doesn’t mean it’s the right tool for the job. Tools, as Neil Gaiman reminds us, “can be the subtlest of traps.” When we’re blinded by tools, we stop seeing other possibilities in the peripheries. It’s only when you zoom out and determine the broader strategy that you can walk away from a flawed tactic. 

What is the $5 tactic in your own life? How can you ignore it and find the 2-hour window? Or even better, how do you find the most valuable three minutes in your arsenal? 

Once you move from the “what” to the “why”—once you frame the problem broadly in terms of what you’re trying to do instead of your favored solution—you’ll discover other possibilities lurking in plain sight.
Reframe 2020.