1 it's as easy to do something big as…

Keyword rules 1 it's as easy to do something big as it is to do something small so reach for a fantasy worthy of your pursuit with rewards commensurate to your effort. Two the best executives are made not born they never stop learning. Study the people in organizations in your life that have had enormous success. They offer a free course from the real world to help you improve. Three writer call the people you admire and ask for advice or a meeting You never know who will be willing to meet with you. You may end up learning something important or form a connection you can leverage for the rest of your life. Meeting people early in life creates an unusual bond. For there is nothing more interesting to people than their own problems. Think about what others are dealing with and try to come up with ideas to help them. Almost anyone however senior are important, is receptive to new ideas provided they are thoughtful. Five every business is a closed integrated system with a set of distinct but interrelated parts. Great managers understand how each part works on its own and in relation to all the others. Six information is the most important asset in business. The more you know the more perspectives you have, and the morelikely you are to spot patterns and anomalies before your competition. So always be open to new inputs, whether they are people experiences or knowledge. Seven when you're young, only take a job that provides you with a steep learning curve and strong training. First jobs are foundational. Don't take a job just because it seems prestigious. Eight when presenting yourself, remember that impressions matter. The whole picture has to be right. Others will be watching for all sorts of clues and cues to tell who you are. Beyond time. Be authentic. Be prepared. 9 no one person, however smart, can solve every problem. But an army of smart people talking openly with one another will. 10 people in a tough spot off and focus on their own problems, when the answer usually lies and fixing someone else's. 11 believe in something greater than yourself and your personal needs. It can be your company, your country, or a duty for service. Any challenge you tackle that is inspired by your beliefs and core values will be worth it regardless of whether you succeed or fail. 12 never deviate from your sense of right and wrong. You're integrity must be on questionable. It is easy to do what's right when you don't have to write a checker or suffer any consequences. It's harder when you have to give something up. Always do what you say you will, and never mislead anyone for your own advantage. 13 be bold. Successful entrepreneurs managers and individuals have the confidence encouraged to act when the moment seems right. They accept risk when others are cautious and take action when everyone else is frozen but they do so smartly. This truth is the mark of a leader. 14 never get complacent. Nothing is forever. Whether it is an individual or business, your competition will defeat you if you're not constantly seeking ways to reinvent and improve yourself. Organizations, especially, are more fragile than you think. 15 sales rarely get made on the first pitch. Just because you believe in something doesn't mean everyone else will. You need to be able to sell your vision with conviction over and over again. Most people don't like change, so you need to be able to convince them why they should accept it. Don't be afraid to ask for what you want. 16 If you see a huge transformative opportunity, don't worry that no one else is pursuing it. You might be seeing more things you might be seeing something others don't. The harder the problem is, the more limited the competition and the greater the reward for only ever can solve it. 17 success comes down to where moments of opportunity. Be open, alert and ready to seize them. Gather the right people and resources then commit. If you're not prepared to apply that kind of effort, either the opportunity isn't as compelling as you think or you are not the right person to pursue it. 18 time wounds all deals, sometimes even fatally. Often the longer you wait the more surprises await you. In tough negotiations especially, keep everyone at the table long enough to reach an agreement. 19 don't lose money! Objectively assess the risks of every opportunity. 20 Make decisions when you are ready, not under pressure. Others we'll always push you to make a decision for their own purposes, internal politics, or some other external need. But you can almost always say I need a little more time to think about this. I'll get back to you. This tactic is very effective at the fusing even the most difficult and uncomfortable situations. 21 worrying is an active liberating activity. Of channeled appropriately, it allows you to articulate the downside in any situation and drives you to take action to avoid it. 22 failure is the best teacher in an organization. Talk about failures openly and objectively. Analyze what went wrong. You will learn new rules for decision making and organization will behavior. If evaluated well, failures have the potential to change the course of any organization to make it more successful in the future. 23 higher tens whenever you can they are proactive about sensing problems designing solutions and taking a business and new directions. They also attract and hire other tents. You can always build something around it then. 24 be there for the people you know to be good even when everyone else is walking away. Anyone can end up in a tough situation. A random act of kindness and someone's time of need can change the course of life and create an unexpected friendship or loyalty. 25 everyone has dreams. Do what you can't help others achieve theirs.

— from The Flight Plan (Purpose/Wisdom/Risk)

In the book

Then set the goals that serve it, name the obstacles you are sure to meet, and never forget the people helping you climb. And reach high while you do — it is as much work to pursue something small as something large, so aim for the large. Steve Jobs gave the young the truest encouragement I know — when you grow up you are told the world is fixed and you must simply live inside it, but that is a lie; the whole world around you was built by people no smarter than you, and you can change it. […] Write it down and tie it to something larger than yourself. A vision belongs on paper and in the open, shared with the people who will help you fly it; let it become your constitution, anchored to the values you would not trade. Then aim high — reaching for the large costs no more than reaching for the small. Read the route with wisdom. Gather it from every person you meet, by the three roads Confucius named — reflection, imitation, and experience; prefer the simplest explanation that fits the facts, stay honest about what you do not know, and beware the man whose wisdom outruns his deeds, a tree with many branches and few roots that the first real wind topples. — The Flight Plan (Purpose/Wisdom/Risk)

Invest like a grown-up. Here the wisdom is old and unglamorous. Don't lose money — assess the real risk of every opportunity before you reach for the reward. Find the margin of safety: the gap between a thing's intrinsic value and its price, in something non-obvious, alongside people you believe in. […] Be there for good people when everyone else is walking away. And do what you can to help others reach their dreams. The dangers here are specific, and most of them come dressed as virtues. […] The dangers here are specific, and most of them come dressed as virtues. Complacency. Nothing is forever; your competition will beat you the moment you stop reinventing yourself, and organizations are more fragile than they look. The leader's job is not to defend what exists but to anticipate change, set it in motion, and lead it, rather than waiting to be remade by it. […] The reason a good family unlocks the doors every morning is that the enterprise exists to make the community a better place and to make the family closer and happier — it is a tool that brings people together in a shared pursuit that gives everyone some opportunity and some happiness. Build that, and you've built something that creates value for everyone it touches — — the same principle Ziglar named, that you get what you want by helping enough other people get what they want, which is also the last of the rules I keep: everyone has dreams, so do what you can to help others reach theirs. Lead by growing others. Once you're the captain, your scoreboard is their development, not your own brilliance. […] Know your indispensable, scalable parts. Find the chef-versus-ingredients answer before you try to grow. Invest with a margin of safety, and never for the line you won't cross. Don't lose money; respect cycles; approach every deal humbly; keep your ethics spotless. Back the right people and support them. That, more than any deal, is where the real return lives. — Leadership & Business (Leadership/Business)

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