The book’s structure is lovely simple. Fifteen chapters which focus on specific management issues:

Chapter 1 – Adopt a serving attitude: Be humble, serve and love your team (but don’t let your team members to walk all over you either… balance is the key).
Chapter 2 – Teach: Management is a teaching experience. Improving your staff skills, sharing your knowledge, will yield better results. I liked the book’s suggestion about hiring people with potential, rather than focusing solely on experience.
Chapter 3 – Provide Honest and Timely Feedback: This is related to the previous chapter. You have to provide feedback to your people, both positive and negative. However, feedback is a subtle issue (you don’t want to hurt people’s feelings, or to praise them excessively)… regarding this issue, the book provides a few guidelines about how to do it right.
Chapter 4 – Share Information: What’s the point of hoarding information? You have to share information with your team in order to complete projects! This chapter points out the way.
Chapter 5 – Listen: Dedicate your attention to your people. And be an educated listener. They will trust you more easily.
Chapter 6 – Treat People Like Human Beings: They’re not machines (they’re better than machines). Put yourself in other shoes, and you’ll have a better perspective about each of the members of your team.
Chapter 7 – Set Goals, Plan and Execute: You must set the example for your group. Be logical, realistic and organized, and they will follow your approach.
Chapter 8 – Learn: Life is about learning! Don’t ever let any learning opportunity to pass you by. Take your time to read books, articles, to learn from your uppers and from your team.
Chapter 9 – Do the Right Thing: Be good. Be human. You’re not an automaton. You’re a human being. Awareness of your human condition is a key requirement for being a successful manager.
Chapter 10 – Embrace the Uncomfortable: A good manager knows how to approach those boring, complex, uncomfortable tasks. This chapter provides rationale and motivation for doing that.
Chapter 11 – Clean Up your Own House First: You set the example, and teams tend to reflect their manager’s nature. Be positive. Again, be good.
Chapter 12 – Persist: Don’t ever give up! I love a phrase from this chapter: “Don’t succumb to the pressure of those who worship the status quo. You can do better -and so can your organization“.
Chapter 13 – Do What You Say You’ll Do: Good managers complete their task. Good managers set and achieve “realistic” goals (which sometimes means saying “no” to unrealistic requests).
Chapter 14 – Always Follow Up: This chapter discusses the (oftenly overlooked) issue of following up with clients, team members, bosses, etc. Learn here how to do it right.
Chapter 15 – Plan Your Week: Planning is at the core of management. Plan for your work, and plan for yourself.

Further, the book includes 7 appendices, which summarize some ideas of the book, provide some tools for assessing your progress, and offer a few expansions to the knowledge discussed in the book. Overall, the book promotes “balance”. The language is direct. After reading this book, one acquires a lot of rich notions about “practical” (and thereby useful) aspects of management. Reading this book is a first step toward becoming a better manager.

All in all, if you wish to improve your management skills, I totally recommend this book!

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Goals and Expectations

We should not confuse goals and expectations. Goals are the concrete and positive result of a fulfilled wish, and they provide satisfaction and success. On its side, expectations are focused on the behavior that we expect from other people. Setting a goal also means directing all our efforts towards achieving the goal, combining several tasks in order to attain it. However, to have an expectation reduces to delegating our wishes to the lucky concurrence of external factors.

Therefore, setting goals helps us to empower strategies, to create effectivity and to dominate the process of achieving whatever thing we wish. Besides, our goals create new opportunities, and improve our capacity for overcoming obstacles and conquering unexpected hurdles. As we move forward and reach the little goals that we had set, we also have the feeling of walking our paths faster, with a boosted self-confidence and a diminishing desire to return to the past. By the way, when we feel little or no desire to return to the past, we can be sure that we have improved as human beings.

Goals and Dreams

As aforesaid, a difference between goals and dreams lies in the time required for reaching them. Goals are closer. Besides, motivation also establishes a notorious difference between goals and dreams. We have more immediate and realistic motivations for reaching goals. On the contrary, dreams’ motivation is typically diffuse, sometimes very unclear.

However, dreams are the ultimate fuel of life, no matter how fuzzy they may be. As life moves on, we will feel the dream, approach the dream, dream the dream… we will be continuously reshaping the dream. Dreams are, after all, made of a very malleable matter. In life, we walk towards the sun, and our sun is composed of just dreams. Every step toward such sun kills a doubt. And each of such steps is a goal.

Organizing our Goals

We have to prepare a few lists for visualizing our goals and, in general, our action and thinking paths. When we write down our goals in a list, we are defining and outlining a plan to reach the goals. We are committing ourselves to fulfilling them based on practical aspects. On the contrary, the list of dreams contains relatively remote possibilities, excepting perhaps the first or second dream. In order to reach the first dream of the list, we have to conquer a chain of goals. In short, goals are the intermediate steps required for achieving the ultimate objective of your life.

Indeed, dreams and goals are different things. Nevertheless, both are descriptions of things that we want to get. Thereby, the lists of dreams and goals are complementary, and they are intertwined for the same objectives. Remember that in order to satisfy a dream, we first have to satisfy the goals linked to such dream. These are the documents we should elaborate for visualization:

1. List of Dreams: It’s obvious. Here we include all our dreams… It doesn’t matter how absurdly improbable they seem. Include everything you want: from being immortal to buying a skyscraper.
2. List of Goals: In this list we will include, in order of preference, the different intermediate goals required to reach our desired dreams. Once we have written down our goals, we have to imagine ourselves fulfilling such goals. Use your imagination.
3. Plan of Actions: It’s the ordered and detailed description of the steps we have to follow in order to achieve the goals. We will write down the best ways for achieving them and all the guidelines that we have to follow in a progressive and adequate approach. You should think of alternative paths for the same goal… look for options… we should always have something up our sleeve.
4. Success: Do yourself a favor and define here, with simple and clear words, what success means for you. It is the ultimate achievement of desire. What do you want? Money? Family? Health? Education? Fame? Just a nice job? Tell me.

In my seminars, I often know people who think that elaborating all these documents is very easy. Indeed, they look deceptively simple. But this is the truth: they are complicated documents. Further, it’s very improbable that you can say at some point: “this document is finally done and no more modifications will be needed”. Wrong. These are very mutable documents (you may easily require years to arriving to a completely satisfactory definition of success… you will be reshaping your dreams…) Other people think that they don’t have to write anything… that all the required data is in their head. I already wrote in Choosing a Topic for your Thesis:

Don’t be like those students of Algebra who think that only reading proofs, without writing proofs, suffices to approve the final exam.

So, don’t be like the bad students. But, why these documents are not easy? It’s just because creating such documents requires a lot of introspection. They require that we know ourselves very well. If we do not know ourselves very well, the documents are a good tool for learning… but such learning is not straightforward. For the List of Dreams, you first have to sincerely recognize what your true dreams are. For the List of Goals you have to analyze your dreams, and identify the activities required for achieving them. You have to think about actors, resources and deadlines. The Plan of Actions is really hard. You have to think like a fine strategist, considering probable and improbable possibilities. You have to anticipate defeats. You have to harness victories. Regarding Success… well, you have to discover the kind of human being you are right now. However, we have to create the documents, and simply recognize that they may be imperfect… don’t worry about that. Just write.

Visualizing Goals

Here is the key: visualizing is linking ideas and facts. Once the documents are completed, we can proceed to visualization. We can also think of visualization as the process of creating a mental image of what we want to happen, as if it had already happened. How good we are on this activity depends on the level of training of our minds. Other little secret for you: as every expert in motivation knows, the previous presented documents are really so imperfect that they cannot be used as guidelines for visualization… their true purpose is untangling the mind… the questions raised by such documents are what really matter.

During visualization, we use resources stored in the brain. Our unconscious mind accumulates the experiences. Thereafter, all our systems use the unconscious data as a reference basis for conscious and unconscious behavior. There is no doubt that the speed in achieving the goals is related to the clarity and frequency of our visualizations. A clear mental image allows for our minds to detect the new opportunities and avoid dangers. This way, the unconscious’ data provide more resources and reflexes for acting.

Viewing a goal is like sending an order to the unconscious. We demmand it to release its full capacity to achieve our objectives. Unfortunately, it is not the only thing that our mind will receive. When we knock on  unconscious mind’s door, we stir it up, and it’s very probable that latent fears suddenly awake. Such negative information can seriously block the action. Although there are no scientific instruments for measuring the power of visualization, I have no doubt about the importance of mental images of success for a happy life. If our goal, for instance, is getting a promotion, and we continually think about this goal, our mind and body will act toward such wish, and we will be promoted!

We must not forget that the practice of visualization is of great help to achieve our objectives. Once you grasp the habit of constantly visualizing the goals you want to fulfill, you’ll notice that your enthusiasm and self-confidence improve. Thus, the mind remains alert and awake, to detect all possible options, and fully complete the goal. The practice of visualization is recommended for those who intend to achieve success and personal satisfaction.

Goals, as Life, are a Cycle

Finally, please notice a simple yet vital fact: a goal implies a change of state. A goal never dies, it just transforms into another goal. As life itself, a goal is not an end point… it’s a cycle, in which we are continually revisiting the extreme points and the intermediate steps.

Thanks for reading. Please, let me know your thoughts on this. Take care!

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you have to research your potential employer beforehand

…that will give you a very important lead. Get as much information as you can about the business, and also about the potential interviewers (you should research their style and attitude… that’s very important). If you know someone who has previously taken an interview in that company, talk with them about their experiences in the interview. Try to extract pure information, i.e., don’t let them to influence you (specially about the job being impossible or, on the contrary, being too easy).

1. First Approach

Remember that you have to dress with a professional look, according to the nature of the job. You are a professional… thereby each and every aspect of you must communicate that fact. Now, during the interview, take into account that Interviewers will ask questions related to their company, for example, why would you like to work for us? They may ask you about your opinion on the company’s products or history. Typically, this information is available on the company’s website, and by knowing it you demonstrate a genuine interest for the job.

2. Virtues and Limitations

Talk about your virtues, but not excessively. In this regards apply balance and good sense. Answer this question presenting your virtues in the context of the requirements of the job you’re applying to, with a clear and concise language. However, other almost granted question they will do is about your defects, thereby you must also be prepared to answer that. Furthermore, the interviewer may ask about your abilities and limitations: prepare an answer beforehand in order to allow you to present your defects as a new opportunity for keep improving.

3. Expect the Unexpected

You have to be ready for anything… a group interview, a forum about some specific problem of the company, a written exam, and so on. Carry any material you think you may need: think of the interview as your first day of work.

When entering to the interview, greet to your interviewer with a smile. Visual contact must also be direct and firm (but not exceedingly). Remember that, no matter the circumstances, you have to act formally instead of dared or zany (refer to your interviewer using his title… Dr., Mr., Engineer, etc.), unless they demand you to treat them informally (but that’s relatively rare; read point 6. Be on the alert). Listen to your interviewer very carefully. Sometimes the applicants are so focused in the things they want to say that forget what they are really being asked about. No answer is good if it does not truly answer the matter asked about.

4. Language

Be careful about the expressions and style you use to communicate your ideas. Don’t use inadequate, informal or excessively colloquial phrases.

5. Gestures

Be careful with your corporal language too. A firm handshake transmit self-confidence. A good posture also reflects confidence. Don’t act disturbed or nervous. Lean sligthly towards your interviewer in order to show interest in his words.

6. Be on the alert

Expert interviewers know human nature very well. An expert interviewer will quickly create a relaxed and trusting atmosphere for you, in order to expose your real behavior and ideas. However, never forget that he is there evaluating you, so no matter the confidence and comradeship he shows, you must always act as a professional. Novice interviewers, on the contrary, often act very arrogantly… fight off their arrogance by showing yourself relaxed and breezy (never answer the interviewer’s arrogance with more arrogance!).

7. Keep your moral high

Regarding this point, I recommend reading the posts The Winner’s Mind and The 7 Attributes of Leadership.

8. Secrets of a Critical Thinking Interviewer

Finally, good interviewers know how to distinguish good prospects from bad ones. They know that two people with the same job title may differ in at least one of the following ways:

• ability to perform the work
• interest in the work
• experience with similar applications
• experience with similar tools
• experience with similar techniques
• experience with similar working environment
• training
• ability to communicate with others
• ability to share responsibility with others
• management skills

Each of these characteristics can affect an individual’s ability to perform productively. These variations help to explain why one employee can complete a particular chore in a day, whereas another requires a week. The differences can be critical, not only to schedule estimation, but also to the entire success of the company’s projects. An expert interviewer knows that.

I wish you good luck on your interview and hope that you get the job!

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But intelligence has to be applied well. To win or to lose is the result of myriad events, most of which escape our control. And no matter how much importance we concede to time, we cannot control it. Time continues its eternal walk, indifferent to us little humans. However, when we develop and fortify our self-confidence, we understand that time only rules over the external aspect of life. And we get to know the imperishable truth that lies inside us. Our mind awakens. Our interior life does not know about yesterday or tomorrow… about old or young things… Inside us, we only know about the Now. Now that was, is and will be.

Of course we have to know how to manage our external activities well. Time is gold, and we are a duality: external and internal. But the external side cannot conquer the internal one. The wealth of human experience is eternal, free of time effects. Everything good lives inside us… it has not died, it has not vanished, it has not been wasted away. Love is eternal. Live your Time.

“That time is short and it doesn’t return again. It is slipping away while I write this and while you read it, and the monosyllable of the clock is Loss, loss, loss unless you devote your heart to its opposition.” – The Glass Menagerie (Tennessee Williams).

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Seeing the list of billonaires, people tend to ask themselves about how did the guys in the list become so wealthy? For some people, such question only triggers envy. Thereafter they release their imaginations, and more often than not, fall prey to bad sense… they initiate a harmful monologue, attributing every member of the wealth rankings with some weird, defaming twist “perhaps he achieved richness by exploiting his workers and other people”, or “perhaps evaded taxes”, and other similarly negative and envious thoughts. Every man has his own quirks and twists. Nevertheless, during the time that the envious person is wasting by unfruitfully thinking of others, the rich people is likely thinking of how to become rich or even richer. And surely even at the expense of them all, because while the losers are filling up their minds with lot of stupidities, the rich guys are thinking about how to convince us to purchase their goods or services; that way, they become even richer.

As aforesaid, to become rich is not an unattainable goal, but we have to realize that it’s not an easy goal either… it’s a difficult goal, indeed. But it frequently happens that we are mentally entrapped in a fake duality: easy vs difficult. This may lead some to sustain the following wrong thesis: “Why should I burden myself with such huge task at this time of my life… perhaps I’m just too old for this.” Conversely, youngsters would say “I have plenty of time for that, and if I’m going to be rich it simply will happen… time will say.” Unfortunately, this situates us in other popular and dangerous frame: to settle for an unambitious life…. that is, to keep a monotonous and routinary life, day by day. That’s not the mind of winners.

In order to be rich, we have to forget about all these poor thoughts, and start enriching our minds right now, no matter what our current age or financial condition is. The only prerequisite is to set the right goals and, little by little, to build the basis of what can be a golden castle. For instance, Warren Buffett, the richest man in the world, with an estimated net worth of US$ 62 billions, and 77 years old, is an American investor, expert in stock markets. I’m sure his goal was not to be the richest person in the world, but to succeed in his work with passion. He followed and improved his masters’ advices and lessons, including his father’s, persevered, and now he has the privilege of topping the list of world’s billonaries.

We also know Hiroshi Yamauchi, 80 years old and former president of Nintendo (he’s still Nintendo’s larger shareholder despite stepping down), and currently is the richest man in Japan. He holds a fortune of about 7.8 US$ billions, in a country relatively small in territorial terms, but relatively big in demographics, culture and passion for work. Perhaps we could think that becoming rich requires a lot of time, and you’d only see the fruits when reaching an advanced age, after spending all your life working. Not necessarily. Age is not a mandatory term in the wealth’s equation: Facebook’s founder, Mark Zuckerberg, is only 24 years old, and already has a net worth of US$ 1.5 billions.

Wealth is like love… any age is good for opening our hearts to love… and any age is good for opening our minds to richness. We could start by reading this entry on the mind of the winners. We only need motivation and perseverance. It’s nice to pursue the goal of monetary, material richness… you will be rich. But those who know how to love nature and mankind are even richer.

So long. Be happy

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Furthermore, I prefer the democratic (also referred to as participative) leadership style: in this case, the leader offers guidance to the group, but also participates in the group, and promotes feedback from other members. Note that this style is not inconsistent with the view of everyone in a group acting as a leader! The democratic style is also suitable for the modern dynamic environments because it allows dealing with fast-changing circumstances. Other styles, such as authoritarian or delegative leaderships, are very harmful and obsolete.

Concretely, these are the 7 attributes I expect my employees to have:

1. Solidarity: A leader breathes through her group. A true leader knows how to work in groups, and should try to understand the problems of other workers. In sound groups, solidarity among members is a symmetrical relation. Solidarity is the first step a leader should take in order to gain the respect and attention of her teammates. Leaders exhibit strong confidence in the ability of the other members of the group to meet the work’s expectations.

2. Modesty: A leader exerts leadership almost unconsciously, without giving importance to the whole leading concept. Leaders don’t show as leaders… they act as leaders. Leaders keep the participative environment of the group, and always do their work with the idea of participating in a collective project. Group and collective are keywords for leaders. The idea of isolated leaders is an obnoxious fallacy. Any person appointed to a managerial position acquires the power to command and enforce obedience by virtue of the authority of her position. Nevertheless, leaders don’t enforce obedience… they gain it. Modesty keeps the leader from exerting the fake leadership coming from authority of position. The true leadership is NOT associated with positions of authority (but obviously the converse has to be true if the organization is to succeed.)

3. Self-confidence: Leaders know themselves, and exhibit a complete domain over their behavior. Moreover, leaders know which tasks are at their reach, and don’t set unrealistic goals. This way, leaders know what their virtues and limits are, and they don’t hide them. Self-confidence gives the force to be persistent to attain the task and vision. Remember that more often than not, leadership implies defying the established order, the status quo. Therefore, self-confidence is vital to success.

4. Initiative: Leaders are proactive, not reactive. I had a manager that only waited and acted upon receiving orders from his superiors, strictly following the (frequently wrong) boss’ guidelines. Not only this behavior is inefficient for the business, but it harms the role-modeling aspect of leaders. Workers and teammates tend to identify with the values of their superiors, and no company wants this kind of passive attitude to be learned by its workers.

5. Creativity: A true leader is always looking for ways to develop her creativity to its maximum. Here, the vision of the leader is very important. Outstanding leaders articulate:

• a working framework congruent with the values of the other members of the group,
• efficient and effective ways to completing the assigned task,
• and ways to match the sub-activities with the members’ interests and experience.

6. Passion: The leader never stops learning, and displays a high level of consciousness. Leaders’ actions signal the way for their teammates. Leaders take responsibility for each of their choices and decisions without blaming others or looking for lame excuses. Leaders exhibit a passion for their work, and are faithful to their visions and beliefs. They engage in excellent behavior and make outstanding self-sacrifices in the interest of their group, if necessary.

Summarizing these 6 attributes, we will recur to the masterpiece by Warren Bennis, On Becoming a Leader, which clearly distinguishes between managers (a typical position of authority, but not necessarily occupied by a leader) and real leaders:

• Managers administer, leaders innovate
• Managers ask how and when, leaders ask what and why
• Managers focus on systems, leaders focus on people
• Managers do things right, leaders do the right things
• Managers maintain, leaders develop
• Managers rely on control, leaders inspire trust
• Managers have a short-term perspective, leaders have a longer-term perspective
• Managers accept the status-quo, leaders challenge the status-quo
• Managers have an eye on the bottom line, leaders have an eye on the horizon
• Managers imitate, leaders originate
• Managers emulate the classic good soldier, leaders are their own person
• Managers copy, leaders show originality

7. Symbolism: For me, this is the most important trait, which projects and summarizes all the other attributes. The leader is a symbol. This is the agglomerative attribute of leaders. Albeit leaders are oriented to their work (and not to their self-exaltation), they are a symbol of the group, which may easily mean that they are a symbol of your company. This way, leaders constitute an external (and internal!) representation of your business. And, as I want the best representation, and the best results for my company, I like to accept and work with leaders. True leaders.

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