Josh Kaufman his own mba self-education at 100. Book reviews "" Josh Kaufman. How to have time to do everything and not go crazy: everything has its time
My own MBA. Self-education 100% Josh Kaufman
(No ratings yet)
Title: Myself MBA. Self-education 100%
About the book “My own MBA. Self-education 100% "Josh Kaufman
How to start your own business? Thousands of people are asking this question today. Working in companies, you can gain experience, knowledge, skills, but at the same time the salary may not at all please. Another thing is your business, where you are the main one and work for your own income.
The book “To My Own MBA. Self-education 100% "Josh Kaufman is not a textbook with a lot of theory that has not changed for decades. Moreover, the author will not give you any idea on how to start a successful business. But there is one "but".
The author himself found the necessary information and applied it in practice. This long-term work has borne fruit, because today he is a successful specialist. In his book “To My Own MBA. Self-education 100% ”he talks about how to do self-education, what literature to read. The main advantage of the book is that there is no water in it, there is only useful and necessary information.
Today, opinions about self-education are clearly divided into “definitely for” and “strongly against”. Some believe that self-education is a waste of time, that you cannot learn everything yourself, you need to draw on experience from knowledgeable people. Others, on the contrary, believe that this type of training is the best, because we learn only what we are interested in and need, without clogging our heads with unnecessary or outdated facts. In addition, it is easier to apply knowledge in practice.
The book “To My Own MBA. Self-education 100% "is unusual in that it not only helps to decide to open your own business, but also makes you self-develop. You will not only become a good manager, but also change your whole life.
Josh Kafman, as mentioned above, does not give specific recommendations or advice on how to open your own business and make it successful, but at the same time, reading the book “My Myself MBA. Self-education 100% ”, ideas will be born in your head. You just need to organize them and put them into action.
Self-education today is like a second education, only without a diploma. Of course, if this does not apply to medicine. If you wish, you can learn anything and become a real professional in this matter. This is what he tries to explain in his book “To My Own MBA. Self-education 100% "Josh Kaufman.
The book is read in one breath and leaves behind many reasons for thought. Even if you do not want to start your own business, the book “My Myself MBA. Self-education 100% ”will teach you a lot and help you get the necessary motivation that is needed to implement your plans. We recommend the book to everyone who loves to develop and strive for more.
On our site about books, you can download the site for free without registration or read the online book “Myself MBA. Self-education 100% "Josh Kaufman in epub, fb2, txt, rtf, pdf formats for iPad, iPhone, Android and Kindle. The book will give you a lot of pleasant moments and real pleasure from reading. You can buy the full version from our partner. Also, here you will find the latest news from the literary world, find out the biography of your favorite authors. For novice writers, there is a separate section with useful tips and advice, interesting articles, thanks to which you yourself can try your hand at literary skill.
Quotes from the book “To My Own MBA. Self-education 100% "Josh Kaufman
Do what people need.<…>There is nothing more valuable than finding a way to satisfy a hitherto unmet need. If you can give people what they needed but could not get, it will be a bonanza for you.
I cannot give you a 100% recipe for success. But I can say for sure when you will fail: when you will spend all your time pleasing everyone.
The methods are a wagon and a small cart, but there are very few principles. One who has learned the principles does not need to choose one method or another. But the one who seeks a method, not paying attention to the principles, will have a hard time.
The market is the most important thing. It doesn't matter what stellar team of professionals you recruit or what amazing product you develop. If you don't have a market, you are nobody.
There are no perfect people, and therefore mistakes are inevitable. Don't be upset! New projects await you ahead; the main thing is not to cling to bad experiences in the hope of recouping your expenses.
For a customer to make a purchase from you for the first time, they must have high expectations. But after the purchase, satisfaction will only last if the result from using the product turns out to be higher than expectations. If the result is lower than expected, then the quality assessment will also decrease, and regardless of the objective state of your product.
The iron law of the market is ruthless and cruel: if you don't find enough consumers who want to buy what you offer, your chances of building a solid business are negligible.
After analyzing them, I have identified additional requirements. You cannot produce and offer services without first finding out what the consumer wants (market research). And to attract a buyer, you need to first pay attention to you, and then become interested (marketing). Before paying money, people need to make sure that you can be trusted and that you fulfill all the terms of the transaction (delivery of goods and related transactions). Buyer satisfaction depends on how well the seller has exceeded their expectations (customer service). Adequate profit requires the ability to earn more than you spend (financial management).
A transaction is an exchange of value between two or more parties. If I have something that you need, and you have something that I need, then by agreeing to the exchange, we both will be the winner.
Current page: 1 (total of the book has 36 pages) [available passage for reading: 8 pages]
Josh Kaufman
My own MBA. Self-education 100%
...Reprinted with permission from Portfolio, a division of Penguine Group Inc., and Andrew Nurnberg Literary Agency
© 2010 Worldly Wisdom Ventures LLC
© Translation into Russian, edition in Russian, design. LLC "Mann, Ivanov and Ferber", 2012
This book is well complemented by:
My first business
James caan
Startup management
Katherine Kathleen and Jaina Matthews
We go into the gap
Cameron Gerold
Vocation
Ken Robinson
From the partner of the publication
My grandfather and grandmother were real businessmen in those distant pre-war, war and post-war years. They were peasants and did not know the word "business". Their education consisted of two stages: primary school (the ability to read, write) and then - the school of life.
Business game
Conditions:
At the age of 20, my grandparents got married. The year is 1924.
"Citizen", devastation. There is no food in the villages. There are private households where something grows, and that can be taken away. There are almost no cattle (taken away or died). There are hand tools, of course: saws, shovels, axes, ropes. Living with your parents is NOT right away. Firstly, there is nowhere (seven in the shops), and secondly, there is nothing to eat.
Task:
Survive. Build a farm. Have children.
Now imagine yourself (using films) in this setting. Record that you are 20 years old. You have no roof over your head. You don't have a dime of money. You are newlyweds. Food is just under your feet. At the same time, there is no health care, the Ministry of Emergency Situations, Pyaterochka and Stroimaterialy stores, transport, work in the city. There are civil clashes all around.
The only plus - to build a house, you do not need to buy land or register with the chamber. He went to the edge of the village and built up behind the last house.
Very briefly, schematically, I am setting out a detailed grandmother's story, how everything went on for them. The point of my presentation is to voice the grandfather's solution to this business problem.
So, the sequence of actions:
1. Spend the night - where relatives sheltered.
2. Then a forest, a log house, a small house under the guidance of a village carpenter. ( The grandfather learned to fold the log house, fasten the rafters, etc.)
3. Then the stove, under the supervision of a local stove-maker. ( Grandfather learned how to make stoves.)
4. Next - winter in your home. Grandfather gets a job on the outskirts of the city as a locksmith in a railway depot. ( Begins to independently read books and study the locomotive. Attends courses and becomes an assistant driver.) There is little money.
5. Then a fire in the village. The house burns down.
7. The grandfather builds the second house on his own (log house, stove, etc.). Relatives who were built later invite grandfather as construction consultant.
8. Then, at the new house, a barn appears in succession with three zones:
- 1st zone - workbench, tools, sharpener, lathe, drilling machine, etc., that is, according to Marx - first we create the production of means of production;
- 2nd zone - power unit: a place for the preparation and storage of firewood and coal;
- 3rd zone - summer storage of products. This cellar is a deep hole, which is clogged with ice since winter and serves as a refrigerator for food all summer long.
9. And, finally, having a solid base, he begins to develop the economy. It was an endless chain of successive unhurried actions that gradually increased the power and efficiency of the economy. Garden. ( My grandfather studied all the literature on gardening.) A boat. ( Learned to build a boat.) Networks. ( I learned to knit.) Fishing. Subsidiary farm. Etc.
The grandfather constantly studied the intended direction. I started to implement it, continuing to study a new business, adopting experience and reading books. Soon he became a machinist and then an instructor at the depot technical staff training school. In adulthood, grandfather and grandmother lived in prosperity, were strong and independent.
The common thread in this story about the life of my ancestors is the fact of constant self-education and movement forward. In modern terms, grandpa and grandma were in new projects and developments all the time. This gave new knowledge, broadened one's horizons, acquainted with a large number of people and created more and more "mental models" (a concept from this book), as close as possible to the "truth of life".
And I remembered all this in connection with reading the wonderful book by Josh Kaufman "To My Own MBA". Suddenly in my head this "village" block of information, which was stored in my brain under the index "interesting historical information", "resonated" with what I heard and felt in Kaufman's book.
This clear, very vital and wise book about business turned my mind to the origins, to the key moment. Business, or, in Russian, business (economy), at its root has a very important root cause. In the old days, people did business not because they wanted to change a one-room dugout in the forest with a view of a stump for a two-room one with a view of a swamp, but because they could die of hunger or perish from the elements. Therefore, they did not have to think for a long time, and it was possible to study only "on the job."
Nothing has changed in modern life. Statistics show that goal-oriented people who demonstrate obsession, courage, and invention achieve success in the modern world. These people begin to act immediately, learning and adjusting their actions on the go, applying the knowledge gained from different sources, according to the situation, creatively, without turning off common sense.
Successful people do not build their business as a computer game, with the feeling that if suddenly they are “game over,” they can go to the kitchen to drink some coffee and think, “what else to stir up”. Successful people drive real tanks. And to drive a real tank, you first need to know only four buttons: how to start, how to drive, how to turn and how to stop. And then - years of persistent independent training, analysis, work with masters of the "tank" art and medals for real, but sometimes "you can't understand how" the cities were taken.
These are the thoughts that read, I repeat, a very clear and practical book "To My Own MBA" prompts.
My sincere wishes for creative immortality to the author of the book, a deep bow to the team of the publishing house "Mann, Ivanov and Ferber", who brought this useful information to the minds of Russian readers, and to all colleagues, present and future. Self-confidence, optimism and faith in self-education!
...
Sincerely,Yuri Prostakov,CEO of I Can Teach,founder and head of Yuri Prostakov Studiowww.i-can-teach.ruwww.i-love-english.ru
Dedicated to millions of entrepreneurs around the world who, to the best of their strength and capabilities, make life better
Another business tutorial? As if they have not been written much without you.
Customs officer at Kennedy International Airport after I answered a question about what I was doing
Life is hard. Especially if you are a fool.
John Wayne, star of classic American Westerns
Since you are holding this book in your hands, I would venture to suggest that you are either going to start your own business or want to get a promotion. And most likely, you still have not taken action, because the following reasons are holding you back:
1. Business "angst"(it. Angst- fear). The belief that you do not understand anything about business and therefore will not be able to start your own company or take on more responsibility in your current position. It is better to leave it as it is than to overcome the fear of the unknown.
2. Fear of being incompetent. The idea that business is complex and must be done by professionals. If you don't have an MBA or a diploma from a prestigious business school, who are you to say "I know what to do."
3. "Impostor Syndrome." Fear that you will not cope with new tasks and everyone will understand that you are just a cheat. But nobody likes them, right?
Dont be upset. Everyone experiences similar, unfounded fears, and you can quickly get rid of them. All you need to do is learn a few simple rules that will change the way you think about how a business works.
Whether you are a self-employed entrepreneur, designer, student, programmer, or just a professional looking to master the basics of entrepreneurship, this book is for you. It doesn't matter who you are or what you do - once you get to know a new way of looking at business, you will no longer waste time fighting your own fears, but devote it to the cause.
You don't have to know everything
The methods are a wagon and a small cart, but there are very few principles. One who has learned the principles does not need to choose one method or another. But the one who seeks a method, not paying attention to the principles, will have a hard time.
Ralph Emerson, poet and essayist
There is an important rule in learning any new subject: you don't need to know everything; you just need to understand a few fundamental principles of this area. Once you master them, the process of accumulating knowledge will go much easier, and the learning will become more successful.
"My own MBA" - it is a set of fundamental principles of the functioning of any business, with the help of which it is possible to accomplish the assigned tasks. Once you master them, you will be able to solve the most difficult problems and achieve the most difficult goals with amazing ease.
Over the past five years, I have read a huge number of books about economics and business, interviewed hundreds of professionals, worked for a corporation from the list Fortune 50, has repeatedly started his own business and collected information on various enterprises - from tiny, where everything is done by one person, to multinational with a huge staff and billions of dollars in profits. All this time, I was processing the information I had gathered and, as a result, formulated several main principles, which are set forth in this book. Understanding these fundamentals will give you a robust decision-making toolkit. If you agree to take the time and effort to learn these principles, you will learn:
- how in reality business is running;
- how to start your own business;
- how to make an existing business work more efficiently;
- how to use business skills and abilities in order to achieve a personal goal.
Think of this book as a kind of filter. Instead of absorbing everything written and said about the business, with its help you can fish out seas information only the most important and focus on what personally will influence what is happening.
No experience needed
People tend to overestimate the complexity of a business. We are not building rockets - we have chosen one of the simplest professions in the world.
Jack Welch, former CEO of General Electric Corporation
Even if you are a complete beginner, don't worry. Unlike most business textbooks, this book does not require any special knowledge or experience. I don’t think I’ll be read exclusively by CEOs of large companies who make decisions worth millions of dollars every day. (Even so, this book will still be very useful to them.)
If you have business experience, take my word for it from my clients around the world - MBA holders: in this book you will find information that is much more valuable and useful than anything that is taught in business schools.
We will look at 256 simple concepts with which you will learn a completely new business thinking. After reading the book, you will form a much more correct and clear idea of what a business is and how to run it successfully.
Questions, not answers
Education is not the answer to the question. Education teaches you to find answers to all questions yourself.
Bill Ellen, sociologist, educator
The authors of most business textbooks try to provide answers: suggest a method or a solution to a problem. This book is different. She will not give you answers - she will teach you to put correctly questions... Knowing the most important principles any business is the first step to making the right business decisions. The more you learn about what questions need to be asked in a particular case, the faster you will find answers to them and understand what is needed to develop your business.
Mental models, not methods
The boundaries of my language are the boundaries of my world.
Ludwig Wittgenstein, philosopher
In order to acquire new skills in the field of business, it is not at all necessary to strive to learn everything - it is enough to master the basics. I name the key concepts of business science mental models. Together, they form a solid system that you can lean on when making decisions.
Mental models are concepts that reflect your understanding of "how it works." Imagine driving a car. Here you press the pedal on the right. If after that your car slows down, you will be surprised, right? Because, as everyone knows, the gas pedal is on the right. This "known" is the mental model - the idea of how things work in the real world.
Your brain automatically forms mental models by observing certain principles in what you do every day. However, often the models formed in this way turn out to be not entirely accurate, because the experience of one person, of course, is limited. Education is a way to refine your mental models through the assimilation of knowledge and experiences that other people accumulate throughout their lives.
For example, many believe that "starting a business is a very risky step", "to start your own business, you need to draw up a detailed business plan and borrow a lot of money" and "business is about connections, not knowledge." Each of these phrases is a mental model, but none of them is absolutely correct. Adjusting your mental models will help you more clearly understand what you are doing right and what is not, and as a result, your decisions will be more accurate.
After studying the mental models offered in this book, many of my clients realized that their ideas about how what is business and how does it work, are not entirely correct - if they had known this before, they would not have had to make such efforts at the beginning of the journey and waste precious time on unnecessary fears and worries.
My own MBA
I am convinced that self-education is true education.
Isaac Asimov, science fiction writer, biochemist
I am often asked if I have an MBA. “No,” I answer, “although I went to business school.”
As a student at the University of Cincinnati, I took part in Karl Lindner's Honors-PLUS program, which is basically an MBA for students. The program was funded by substantial grants, so I had a great opportunity to experience a lot of what is taught in business schools without getting into debt.
A year later, under the university's work-study program, I got a managerial job at Procter & Gamble, one of the 50 most successful companies, according to the magazine Fortune... In 2005, when I was graduating from university, I was offered the position of deputy head of the brand management department in the household chemicals division, a position usually reserved for MBA holders from leading educational institutions.
By the beginning of the last semester, I was much more concerned about the future than about my studies. Of course, a new job required a deep knowledge of business, and all my colleagues must have sported diplomas from the best business schools. For a while, I also thought about getting a special education, but then I decided that there was no point in spending a lot of money on the "crust" needed, in fact, only to get the position that I was already offered; besides, the work would have been enough for me without a bunch of tasks that would have to be done in part-time education.
Thinking about what to do, I remembered the advice of Andy Walter, the first deputy director of Procter & Gamble, to whom I had to report: “If you spend as much time and energy as it would require you to get an MBA on a good job and consolidation of skills, the result will be the same. " (Andy did not have an MBA, only a degree in electrical engineering. Walter is now a world-class IT manager and oversees several of Procter & Gamble's largest international projects.)
In the end, I gave up the idea of a business school - but not a business education - and sat down to books to take my "personal" MBA course.
Self-taught business short crash course
Many self-taught people can easily be plugged into the belt with PhDs, Masters and Bachelors from the best universities.
Ludwig von Mises, Austrian economist, author of Human Action
I have always loved books, but before I decided to comprehend business science on my own, I read mostly fiction. My childhood and early youth were spent in New London, a small town in Ohio, whose residents are mainly engaged in agriculture and produce something for their own needs. My mother works in a children's library, my father taught physics to high school students, and then became the director of an elementary school. So reading played a big role in my life, but business did not play any.
When I got my first real job, I knew almost nothing about what a business is and how it functions - except, perhaps, that this is the same job that people go to to get paid. I had only a vague idea that there were companies like Procter & Gamble until I applied for a job and stepped into the corporate world.
Working at P&G is a pretty good education in and of itself. For the first three years, I had to make decisions related to creating new products, managing the production process, allocating millions of dollars in marketing expenses and controlling distribution of products through major retailers like Walmart, Target, Kroger and Costco.
As Deputy Head of Brand Management, I led teams of 30-40 employees, as well as contractors and intermediary organizations, and they all had competing projects, plans, and urgency. The stakes were high, and, accordingly, there was considerable pressure on me. Even now, I am amazed at how many thousands of man-hours, millions of dollars and extraordinarily complex technological processes are required to create a regular bottle of dishwashing detergent, which can be bought in any supermarket. Everything from the shape of the bottle to the fragrances is optimized, including the text of the labels on the cardboard boxes for the delivery of the goods to the stores.
However, at that time I was not only thinking about my work at P&G. The decision to pursue self-education instead of studying in the MBA program from, so to speak, a side project grew into a slight insanity. Every day I read and comprehend business literature for hours, piece by piece, accumulating precious knowledge about the laws of the business world.
That summer, having received my diploma, I did not go on vacation. Instead, I spent whole days at the shelves of business literature at the local bookstore, absorbing as much as I could absorb. By September 2005, my official full-time job at Procter & Gamble, I had read hundreds of books on all disciplines that are taught in business schools, as well as those that are not taught there: psychology, physics and theory. systems. So on the very first day of work at the company, I was ready to discuss business strategy with the best graduates of business schools.
As it turned out, self-education served me well - I became a valuable employee, did a really useful job, and received high marks from the reviewers. Over time, however, I realized three important things.
1. In large companies, everything happens slowly. And the best idea can die in the bud just because it needs the approval of too many to get it done.
2. Obsession with career growth interferes with quality work. I wanted to do my best to do the real thing and do my best, not run around and offer myself for promotion. But intrigue and the struggle for a place in the sun are an integral part of every working day in a large corporation.
3. The feeling of dissatisfaction leads to a complete depletion of strength. I thought the daily work would be enjoyable, but instead felt like I was being pushed through the line. Soon, this shook my health, I began to quarrel with loved ones. The longer I stayed in the corporation, the more I wanted to get out of this world and work for myself, to become a private entrepreneur.
Illustration by Portfolio Publishing House
Value creation
The challenge for the business start-up is to figure out what other people are missing and find a way to fill that gap. A business will not exist if it cannot offer anything. An undertaking that does not benefit others is called a hobby.
If there are two fields of activity, then it is better to choose the one where there is competition. This means that there are people who are willing to pay money for what you are going to offer, and the greatest risk of being left without the market is reduced to zero. Track what your potential competitors are doing by becoming their buyer. Find out all about your competitors and create a product that is better than what they offer.
Most of the major car manufacturers test their products through obstacle courses. Software companies like Microsoft and Google test new products on employees' computers before launching them into the mass market.
This form of field testing allows us to identify and correct product deficiencies before the customer sees it. Using your product is the best way to improve its quality. Become the most active and demanding consumer of your own product, and all other ways to improve your offer will fade before this one.
Anyone who registers with Facebook brings friends and acquaintances with them. Anyone who has liked a YouTube video shares it with other people. This is called autocatalysis (acceleration). If you have an element of autocatalysis in your business, the business will grow faster than you expect.
Marketing
The goal of marketing is to get noticed. And the best way to attract attention is originality. Making your offerings unique enough to pique the curiosity of potential buyers will make it much easier to grab their attention.
A great metaphor to illustrate this principle is The Purple Cow (based on the book by Seth Godin). It's boring when only brown cows graze in the field. The purple cow does not live up to people's expectations and it naturally attracts attention and generates interest.
Marketing is most effective when it focuses on the desired end result. Most car owners don't buy expensive SUVs because they often have to pull off the highway. They buy such cars only because they can feel like daring adventurers. Most women buy lipstick at $ 20 a tube not only because of the color, but because they want to feel beautiful and desirable. You better inform potential buyers not about the properties of the product, but about its benefits, that is, about what the client will receive by accepting your offer. Make the consumer come to the conclusion, "This is what I want."
If you want to quickly grab someone's attention, share something of value for free. People love to receive gifts. Free offerings exist because they work: they encourage people to buy a product or service in the future.
If you want customers to remember who you are and what you offer, you need to grab their attention and hold it for at least a few seconds. A hook is a single phrase that describes the main advantage of your offer. Sometimes a headline acts as a hook, sometimes a short slogan. Once you come up with a hook, start using it right away! Post it on your website, print it on business cards - in general, make it the first message that catches the eye of your potential customers.
The request for permission to continue communication after the provision of a free product affects the development of the business. When you convey value to people, ask if they mind if you continue to communicate with them. Tell them exactly what they will receive (email or phone call) and what will be the value of further communication for them.
Sales
Reciprocity is a strong desire by most people to respond as a token of gratitude. However, there is one non-obvious thing: the desire to reciprocate is not always proportional to the volume of the original gift.
Typically, salespeople begin their conversation with a prospect by doing a small favor, such as offering a cup of coffee. This may seem like a common courtesy gesture. But this is not the case. Accepting even a small gift creates a psychological need for reciprocity in the buyer, which shifts the situation in favor of the seller. Potential buyers who have accepted the gift are more likely to buy the product.
Selling is essentially the process of identifying and dismantling barriers to purchase - manifestations of insecurity that prevent your potential customers from buying what you have to offer. Your main job as a salesperson is to identify and remove these barriers. In the process of discussing any transaction, standard objections arise:
- It's too expensive. People perceive payment for something as a loss, and this makes them resist the deal. If the client realizes that the value of your proposal significantly exceeds the asking price, then this objection can be defeated.
- It won't work. If the buyer thinks that the offer will not be able to provide him with what he was promised, then he will refuse the purchase. Reviews are able to deal with objections.
- I can wait. The buyer can trust that he has no problems requiring immediate solutions. The best way to solve the current situation is to concentrate your efforts on educating the client and helping him imagine how his business might be if your offer was accepted.
People don't like to waste money and take risks. Risk transfer is a strategy in which the risk associated with a transaction is transferred from the buyer to the seller (offer free shipping and unlimited returns if the consumer does not like the ordered product). This strategy allows the buyer to get rid of the buying barrier and boost your sales.
Renewal is the process of convincing customers to buy your product again. Renewal is considered to be an easier, faster and more efficient way to increase the profitability of a business than attracting new customers. Your old customers know you, trust you, and understand the value you can provide. Once every 3-6 months, reach out to “lost” clients with new offers.
Financial management
Four methods of increasing the company's income:
- Increase the number of clients served. More visitors - more orders. As long as the average check stays the same, you get more money.
- Increase the average size of each trade (increase the average check). You are encouraging each customer to buy more from you.
- Increase the frequency of transactions per client. You encourage customers to buy more often.
- Rise prices. This way, you will receive more money from every purchase a customer makes - it will allow you to earn more with the same efforts.
Price power is the ability to raise supply prices over time. If your customers are sensitive to the price of your offer, then you will lose a significant portion of them when it rises. But there are exceptions, like the luxury goods trade: customers buy them because they are costly social signals. These products are considered unique precisely because of their high cost.
Increasing the price of designer bags, garments and watches will make them even more desirable. In other words, you can find the perfect solution through experimentation.
Human brain
Fear of loss. The essence of fear of loss is that people are much more afraid of losing something than gaining something. People think that it would be nice to have their own business, but the fear of loss (the threat of losing a stable job) is stronger than the attractiveness of the opportunity to start a business.
To overcome the fear of loss, you need to interpret this risk in a new way and understand that there is nothing wrong with it. Casino visitors do this every day. How do casinos encourage people to play games? They distract people from loss. Instead of playing for real money, players get chips from the casino, and the sense of value disappears. Players lose “fake” money, and the casino gives them “reward” free drinks, hotel rooms and other things to ease the feeling of loss.
Contrast. Imagine you need to buy a suit. You go to the store and see that next to the usual $ 400 suits are hanging suits for $ 3000. Nobody buys them, but it is not necessary. Their goal is quite different. Compared to them, the $ 400 suits do not look that expensive (although in a nearby store the same suit costs $ 200).
When presenting your offer, play with contrast: you increase the chances that potential customers will agree to your offer.
Work on yourself
There are four ways you can handle any task — complete, delete, transfer, and defer. Completing (completing) a task is optimal only when you can do everything correctly and efficiently. Deletion is applied if the task is not important. Handing over a task to another person is effective if that person can handle it 80% as well as you. Deferral is effective for tasks that don't have to be done right now.
Projects are goals that require more than one action. The larger the project, the more difficult these goals are to achieve. To cope with it, focus on just one action that needs to be performed in order to move forward on the path to your goal, and you will definitely be able to implement the entire project.
Priming is a method of consciously programming the brain in order to highlight certain information in the environment. If you convey to your mind what exactly interests you, it will warn you every time about the presence of the object you need.
Priming can be used to increase reading speed. Before you start reading, determine why you want to read this material and what information you want to find in it, flip through the book, paying special attention to the table of contents, terms and concepts that seemed important to you. Your brain will automatically filter out material that is irrelevant to you and focus on what interests you.
Parkinson's law- work fills all the time allotted for it. We plan our affairs based on how much time we have for them, and when the deadline approaches, we resort to preferential choice so that everything can be done in time.
How to finish a project very quickly? Answer this question and you will discover different methods or approaches that you can use to speed up your work. When you break your day into 10-minute chunks and spend them profitably, you'll be amazed at how much you can do.
Confirmation bias. The best way to find out if you are right or wrong is to find information that proves that you are wrong. Confirmation bias is the tendency to pay attention to what supports your inferences and not to notice what contradicts them.
We are unhappy to know that the decision we made was wrong, so we tend to filter information. The stronger our conviction, the more willingly we ignore sources of information that question them. That is why politicians do not read interviews with their rivals: they already know that they do not coincide with their views, why bother?
Unfortunately, a situation where neither side pays attention to something that contradicts its judgments often turns into a crisis. Deliberately seek information that contradicts your hypothesis.
Working with others
Outsider apathy. When two people are responsible for the same decision, no one bears responsibility.
Suppose you are busy shopping in a store and the person next to you suddenly becomes ill. If you shout, "Hey somebody call an ambulance!" - most likely, no one will do it. Each of the store's visitors will assume: "Probably someone has already called." It is much more effective to single out one person in the crowd, establish eye contact with him and say very clearly: "YOU ARE CALLING THE AMBULANCE!". Be sure that the person will do it right away.
The best way to avoid outsider apathy is to make sure that each task has one person responsible for implementation, as well as clear deadlines.
Social confirmation. When one person takes a certain action, others perceive it as a social signal and begin to act in the same way. Viral videos and stock market bubbles gain their power through social confirmation — if so many people are paying attention to them, it’s easy to conclude, “This is something!”
Testimonials are an effective form of social confirmation. The best reviews are not "great", "best", but "I bought the product and was very pleased with the result."
Good governance principles:
- Hire small groups of people of competent professionals (the most effective group is 5-8 people) who are able to provide the desired result quickly and efficiently.
- Clearly formulate the desired end result in front of the team members, explain who is personally responsible for what, and do not forget to inform them about how things are progressing.
- Use the Golden Three: Appreciation, Politeness, and Respect. This is the best way to make employees feel like they are important.
- Create an environment where every team member can perform at peak performance on the best hardware.
- Protect your team from distractions.
- Create an aggressive plan at the end of the project, update it as you go, find the shortest path to completion.
- Take measurements to see how well your work is progressing.
Systems analysis
If you want to improve the system, focus on KPIs. Measure, analyze:
- How quickly does the system create a product?
- How many people pay attention to your proposal?
- How many customers agree to buy what you have to offer?
- How quickly do you serve one client?
- What is the average customer lifetime value?
- What is the profit margin?
- What is the frequency of product returns or complaints?
- Is the available money enough for you?
Improving systems
In any complex system, the minimum number of input parameters is responsible for a significant part of the result. This pattern is called the Pareto principle, or the 80/20 rule. In many companies, less than 20% of customers generate more than 80% of revenues.
You can see this principle in different aspects of your life, it takes different forms. For example, less than 1% of movies produced annually become blockbusters, and less than 0.1% of books written become bestsellers. Therefore, for best results, focus on a few of the most important factors that lead to your success.
Use this method to identify your best clients. By focusing your efforts on these people and transferring relationships with everyone else to the “autopilot” mode, you can increase your income and reduce your work time.
Self-education related to business or something else never ends. Each new concept that comes into your field of vision presents thousands of opportunities for new discoveries. This is what makes self-education such a fascinating process: there is always something else to learn.
Even masters of money making like Warren Buffett are always eager to learn new things. When Buffett was asked what superpowers he would like to have, he replied: "I would like to learn to read even faster." Your height has no and cannot have boundaries.
Josh Kaufman
My own MBA
Self-education 100%
Dedicated to millions of entrepreneurs around the world who, to the best of their strength and capabilities, make life better
From the partner of the publication
My grandfather and grandmother were real businessmen in those distant pre-war, war and post-war years. They were peasants and did not know the word "business". Their education consisted of two stages: primary school (the ability to read, write) and then - the school of life.
Business game
Conditions:
At the age of 20, my grandparents got married. The year is 1924. "Citizen", devastation. There is no food in the villages. There are private households where something grows, and that can be taken away. There are almost no cattle (taken away or died). There are hand tools, of course: saws, shovels, axes, ropes. Living with your parents is NOT right away. Firstly, there is nowhere (seven in the shops), and secondly, there is nothing to eat.
Task:
Survive. Build a farm. Have children.
Now imagine yourself (using films) in this setting. Record that you are 20 years old. You have no roof over your head. You don't have a dime of money. You are newlyweds. Food is just under your feet. At the same time, there is no health care, the Ministry of Emergency Situations, Pyaterochka and Stroimaterialy stores, transport, work in the city. There are civil clashes all around.
The only plus - to build a house, you do not need to buy land or register with the chamber. He went to the edge of the village and built up behind the last house.
Very briefly, schematically, I am setting out a detailed grandmother's story, how everything went on for them. The point of my presentation is to voice the grandfather's solution to this business problem.
So, the sequence of actions:
1. Spend the night - where relatives sheltered.
2. Then a forest, a log house, a small house under the guidance of a village carpenter. ( Grandfather learned to fold the log house, fasten the rafters, etc.)
3. Then the stove, under the supervision of a local stove-maker. (Grandfather learned how to make stoves.)
4. Next - winter in your home. Grandfather gets a job on the outskirts of the city as a locksmith in a railway depot. ( Begins to independently read books and study the locomotive. Attends courses and becomes an assistant driver.) Little money appears.
5. Then a fire in the village. The house burns down.
7. The grandfather builds the second house on his own (log house, stove, etc.). Relatives who were built later invite grandfather as construction consultant.
8. Then, at the new house, a barn appears in succession with three zones:
1st zone - a workbench, tools, a sharpener, a lathe, a drilling machine, etc., that is, according to Marx, we first create the production of means of production;
2nd zone - power unit: a place for procurement and storage of firewood and coal;
3rd zone - summer storage of products. This cellar is a deep hole, which is clogged with ice since winter and serves as a refrigerator for food all summer long.
9. And, finally, having a solid base, he begins to develop the economy. It was an endless chain of successive unhurried actions that gradually increased the power and efficiency of the economy. Garden. ( Grandfather studied all the literature on gardening) A boat. ( Learned to build a boat) Networks. (I learned to knit.) Fishing. Subsidiary farm. Etc.
The grandfather constantly studied the intended direction. I started to implement it, continuing to study a new business, adopting experience and reading books. Soon he became a machinist and then an instructor at the depot technical staff training school. In adulthood, grandfather and grandmother lived in prosperity, were strong and independent.
The common thread in this story about the life of my ancestors is the fact of constant self-education and movement forward. In modern terms, grandpa and grandma were in new projects and developments all the time. This gave new knowledge, broadened one's horizons, acquainted with a large number of people and created more and more "mental models" (a concept from this book), as close as possible to the "truth of life".
And I remembered all this in connection with reading the wonderful book by Josh Kaufman "My own MBA". Suddenly in my head this "village" block of information, which was stored in my brain under the index "interesting historical information", "resonated" with what I heard and felt in Kaufman's book.
This clear, very vital and wise book about business turned my mind to the origins, to the key moment. Business, or, in Russian, business (economy), at its root has a very important root cause. In the old days, people did business not because they wanted to change a one-room dugout in the forest with a view of a stump for a two-room one with a view of a swamp, but because they could die of hunger or perish from the elements. Therefore, they did not have to think for a long time, and it was possible to study only "on the job."
Nothing has changed in modern life. Statistics show that goal-oriented people who show obsession, courage, and invention achieve success in the modern world.These people begin to act immediately, learning and adjusting their actions on the go, applying knowledge gained from different sources, in accordance with the situation, creatively, without turning off common sense. meaning.
Successful people build their business not as a computer game, with the feeling that if suddenly “game over’s”, you can go to the kitchen to drink some coffee and think, “what else to stir up”. Successful people drive real tanks. And to drive a real tank, you first need to know only four buttons: how to start, how to drive, how to turn and how to stop. And then - years of persistent independent training, analysis, work with masters of the "tank" art and medals for real, but sometimes "you can't understand how" the cities were taken.
These are the thoughts that read, I repeat once again, of a very clear and practical book "To myself MB A" prompts.
My sincere wishes for creative immortality to the author of the book, a deep bow to the team of the publishing house "Mann, Ivanov and Ferber", who brought this useful information to the minds of Russian readers, and to all colleagues, present and future. Self-confidence, optimism and faith in self-education!
WITH respect,
Yuri Prostakov,
CEO of I Can Teach,
founder and head of Yuri Prostakov Studio
www.i-can-teach.ru
www.i-love-english.ru
Another business tutorial? As if they have not been written much without you.
Customs officer at Kennedy International Airport after I answered a question about what I was doing
Life is hard. Especially if you are a fool.
John Wayne, star of classic American Westerns
Since you are holding this book in your hands, I would venture to suggest that you are either going to start your own business or want to get a promotion. And most likely, you still have not taken action, because the following reasons are holding you back:
1. Business "angst"(it. Angst- fear). The belief that you do not understand anything about business and therefore will not be able to start your own company or take on more responsibility in your current position. It is better to leave it as it is than to overcome the fear of the unknown.
2. Fear of being incompetent. The idea that business is complex and must be done by professionals. If you don't have an MBA or a diploma from a prestigious business school, who are you to say "I know what to do."
3. Impostor Syndrome. Fear that you will not cope with new tasks and everyone will understand that you are just a cheat. But nobody likes them, right?
Dont be upset. Everyone experiences similar, unfounded fears, and you can quickly get rid of them. All you need to do is learn a few simple rules that will change the way you think about how a business works.
Whether you are a self-employed entrepreneur, designer, student, programmer, or just a professional looking to master the basics of entrepreneurship, this book is for you. It doesn't matter who you are or what you do - once you get to know a new way of looking at business, you will no longer waste time fighting your own fears, but devote it to the cause.
You don't have to know everything
The methods are a wagon and a small cart, but there are very few principles. One who has learned the principles does not need to choose one method or another. But the one who seeks a method, not paying attention to the principles, will have a hard time.
This Agreement is concluded between the IE Smygin Konstantin Igorevich, hereinafter referred to as the "Service Administration" and any person who becomes a user when registering on the Service website http: // site / (hereinafter referred to as the Service), hereinafter referred to as the "User", together in the text of the Agreement referred to as "Parties", and individually - "Party".
1. General Provisions
1.1. This Agreement in accordance with Art. 435 of the Civil Code of the Russian Federation is a public offer. By accessing the materials of the Service, the User is considered to have acceded to this Agreement, accepts the terms of this offer and the provisions of the Agreement (acceptance).
1.2. Unconditional acceptance (acceptance) of the terms of this offer is carried out by registering on the Service website.
1.3. This Agreement, concluded by accepting this offer, does not require bilateral signing and is valid in electronic form.
1.4. The use of the materials and functions of the Service is governed by the norms of the current legislation of the Russian Federation.
2. Subject of the Agreement
2.1. The subject of this Agreement is the transfer by the Service Administration of non-exclusive rights to use the Service by providing access to the Service on a server owned by the Service Administration.
2.2. The terms of this Agreement apply to all subsequent updates and new versions of the Service. By agreeing to use the new version of the Service, the User accepts the terms of this Agreement for the relevant updates, new versions of the Service, unless the update and / or new version of the Service is accompanied by another agreement.
2.3. The Service is the result of the intellectual activity of the Service Administration and is protected by the legislation of the Russian Federation on the protection of intellectual property and international law, all exclusive rights to the Service, accompanying materials and any copies of it belong to the Service Administration. The right to use the Service is provided to the User solely on the terms and in the amount stipulated by this Agreement.
3. Terms of use of the Service
3.1. To start working with the Service, the User must complete the registration procedure by assigning a unique name (Login) and password. Upon completion of the registration process, the User becomes the owner of the account. From the moment of logging into his account, the User is solely responsible for the security of the entered data, as well as the Login and password.
3.2. Upon completion of work with the Service, the User independently completes the work under his account by pressing the "Log out" button.
3.3. From the moment of registration in the Service, the User is assigned a personal account, to which the User has the right to deposit a sum of money. The amount of money on the personal account is used to pay for a subscription for a certain calendar period (6 months, 12 months and 24 months) for paid services of the Service. Payment for paid services is carried out by wire transfer of funds in the form of a 100% prepayment and is debited from the User's personal account.
3.4. Free services are provided to the User without any guarantees, in the same quality, volume and with the functionality that these services have as part of the Service. This means that the User has no right to make claims regarding the availability, volume, quality or functionality of the free services received and uses them, assuming all risks and responsibility associated with the use of such free services.
3.5. Paid services are considered to be rendered properly and accepted by the User in full if, within 5 (Five) working days of the provision of the corresponding paid service, the Service Administration has not received motivated written claims from the User.
3.6. The Administration of the Service provides technical support to the User, including on issues related to the functionality of the Service and the services provided, as well as the features of the operation of the Service.
4. Rights and obligations of the parties
4.1. User's rights and obligations
4.1.1. The User undertakes not to take actions that may be considered as violating Russian law or international law, including in the field of intellectual property, copyright and / or related rights, as well as any actions that lead or may lead to disruption of the normal operation of the Service.
4.1.2. The User undertakes not to provide (transfer) in whole or in part to third parties the rights received by him under this Agreement, not to sell, replicate, not copy the materials of the Service in whole or in part, not to alienate in any other way, including free of charge, without receiving a preliminary written consent of the Service Administration.
4.1.3. The User undertakes not to transfer passwords and logins used to access the Service to third parties, to ensure the confidentiality of their storage. In the event of unauthorized access to the username and password and / or user account, the User must immediately inform the Service Administration about this.
4.1.4. The User undertakes not to use software that automatically downloads and processes (disassembles) the Service's web pages in order to obtain the required data.
4.1.5. The user is responsible for the content and accuracy of the data provided when registering on the Service. The User agrees to the storage and processing of the User's personal data by the Administration of the Service.
4.1.6. The user has the right to access the Service at any time, except for the time of maintenance work.
4.1.7. The user has the right to use the Service within the limits of its functionality and on the terms established by this Agreement.
4.1.8. The User has the right to deposit a sum of money equal to the amount of the subscription for a particular calendar period for the subsequent use of the Paid Services of the Service. The user can familiarize himself with the tariffs for the Paid Services of the Service at: http: // site / subscription /
4.1.9. The user has the right to independently change the password without notifying the Service Administration.
4.1.10. The User has the right at any time to apply for the deletion of the User's account and information stored in the Service. The deletion of the User's account and information stored on the Service is made within 7 days from the date of receipt of the application. When deleting an account, the funds that the user spent on subscribing to the Paid Services of the Service cannot be partially or fully refunded.
4.1.11. Funds transferred as payment for a subscription to the Service's services are non-refundable and can be used to pay for paid services of the Service.
4.2. Rights and obligations of the Service Administration
4.2.1. The Service Administration is obliged to provide the User with access to the Service no later than 5 (Five) business days from the moment the User completes the registration procedure on the Service.
4.2.2. The Administration of the Service undertakes to ensure the operation of the Service, in accordance with the terms of this Agreement, around the clock 7 (Seven) days a week, including weekends and holidays, except for the time of preventive maintenance.
4.2.3. The Service Administration undertakes to ensure the safety of the User's data posted on the Service for 90 (Ninety) calendar days from the moment the User last used any of the paid services of the Service.
4.2.4. The Service Administration undertakes not to transfer the User's personal data to third parties.
4.2.5 The Service Administration has the right to suspend the operation of the Service to carry out the necessary scheduled preventive and repair work on the technical resources of the Service Administration, as well as unscheduled work in emergency situations, notifying the User about this, if technically possible, by posting relevant information on the website.
4.2.6. The Administration of the Service has the right to interrupt the operation of the Service if this is due to the impossibility of using information and transport channels that are not the own resources of the Administration of the Service, or the action and / or inaction of third parties if this directly affects the operation of the Service, including in an emergency.
4.2.7. The Service Administration has the right to update the content, functionality and user interface of the Service at any time at its sole discretion.
4.2.8. The Service Administration has the right to change the cost of paid services unilaterally.
4.2.9. The Service Administration has the right to block and / or delete the User's account, including all information content of the User, without notifying the User and explaining the reasons if the User violates the terms of this Agreement.
5. Responsibility of the parties and the procedure for resolving disputes
5.1. The Service is provided to the User “as is” in accordance with the principle generally accepted in international practice. This means that the Service Administration does not bear responsibility for problems arising in the process of updating, maintaining and operating the Service (including compatibility problems with other software products, as well as inconsistencies between the results of using the Service and the User's expectations, etc.).
5.2. For violation of obligations under the Agreement, the Parties are liable in accordance with the current legislation of the Russian Federation. At the same time, the responsibility of the Service Administration to the User in the event of a claim for damages is limited to the amount of the cost of the Paid Services paid by the User.
5.3. Neither Party shall be liable for full or partial failure to fulfill any of its obligations if the failure is a consequence of force majeure circumstances arising after the conclusion of the Agreement and beyond the control of the Parties. In the event of force majeure circumstances for more than 3 (Three) months, any Party has the right to unilaterally refuse to fulfill its obligations under this Agreement (terminate the Agreement).
5.4. Since the Service is an object of intellectual property of the Service Administration, liability for copyright infringement occurs in accordance with the current legislation of the Russian Federation.
5.5. The Service Administration is not responsible for non-fulfillment or improper fulfillment of obligations under this Agreement, as well as for direct and indirect losses of the User, including lost profits and possible damage arising, among other things, as a result of illegal actions of Internet users aimed at violating information security or normal the functioning of the Service; lack of Internet connections between the User's computer and the Service Administration server; carrying out by state and municipal bodies, as well as other organizations of actions within the framework of operational-search measures; the establishment of state regulation (or regulation by other organizations) of the economic activities of commercial organizations on the Internet and / or the establishment by these entities of one-time restrictions that complicate or make impossible the execution of this Agreement; and other cases related to actions (inaction) of Internet users and / or other entities aimed at worsening the general situation with the use of the Internet and / or computer equipment that existed at the time of the conclusion of this Agreement.
5.6. In the event of disputes or disagreements between the Parties arising from or related to this Agreement, the Parties will take all measures to resolve them through negotiations between themselves.
5.7. If it is not possible to resolve the disputes and / or disagreements that have arisen between the Parties through negotiations, then such disputes are resolved in the Arbitration Court of St. Petersburg and the Leningrad Region.
6. Other conditions
6.1. This Agreement enters into force from the date of acceptance and is valid until the Parties fully fulfill their obligations.
6.2. This Agreement may be terminated early by mutual agreement of the Parties, as well as at the initiative of the Service Administration in case of violation by the User of the terms of this Agreement without returning any funds to the latter.
6.3. Since this Agreement is an offer, and by virtue of the current civil legislation of the Russian Federation, the Service Administration has the right to withdraw the offer in accordance with Art. 436 of the Civil Code of the Russian Federation. If this Agreement is revoked during its term, this Agreement is considered terminated from the moment of revocation. The review is carried out by posting the relevant information on the site.
6.4. The Parties agreed that during the execution of this Agreement it is allowed to use the signatures of the representatives of the Parties, as well as their seals by means of facsimile communication, mechanical or other copying, digital signature or other analogue of the handwritten signature of the heads and seals of organizations.
6.5. The Service Administration has the right to unilaterally amend the terms of service of the Service by posting information about this on the website in the public domain and making changes to this Agreement.
6.6. These changes in the terms of this Agreement come into force from the date of their publication, unless otherwise specified in the relevant publication. Continued use of the Service by the User after making changes and / or additions to the Agreement means acceptance and consent of the User with such changes and / or additions.
7. Warranties
7.1. Except for the guarantees expressly specified in the text of this agreement, the Service Administration does not provide any other guarantees.
7.2. By agreeing to the terms and accepting the terms of this offer by accepting it, the User assures the Service Administration and guarantees that he:
- enters into this agreement voluntarily;
- familiarized himself with all the terms of this agreement;
- fully understands and confirms the subject of the offer and the contract;
- has all the rights and powers necessary for the conclusion and execution of this agreement.
