The Effective Executive: The Definitive Guide to Getting Right Things Done (2006), Peter Drucker

The Effective Executive: The Definitive Guide to Getting Right Things Done (2006), Peter Drucker
Kicking off the Personal Effectiveness portion of the Personal MBA curriculum is the purveyor of modern management, Peter Drucker.  Notice the subtitle to this book before you read.  It says "getting right things done" where you might have misread it as "getting things done right".  Drucker takes decades of consulting experience with numerous famous and infamous companies and in its fifth edition, he breaks down the necessities of knowledge workers compared to manual workers.
Although the introduction and conclusion are most insightful, The Effective Executive is uniquely laid out with specific examples sandwiched in the middle of chapter subtopics only noted by a single bullet.  I found these bulleted sections very distracting, but perhaps you may prefer real stories of oftentimes famous businessmen.  Surrounding these stories are intense truths about time management, strengths mobilization, prioritization and decision-making that Druker has noted throughout his career.  All the while describing how and why you should consider yourself an executive no matter how many shout orders from above.
Digg It!DZone It!StumbleUponTechnoratiRedditDel.icio.usNewsVineFurlBlinkList

Be the first to rate this post

  • Currently 0/5 Stars.
  • 1
  • 2
  • 3
  • 4
  • 5

Tags: , , , , , , ,

How To Do It Yourself: Get Deals On Top Hotels

How To Do It Yourself: Get Deals On Top Hotels

Have you ever watched an episode of The Price Is Right and wondered where they come up with the inflated prices that people guess.  More than likely you would never pay those prices which are referred to as the "retail price", because this is a dollar amount picked from thin air by the manufacturer.  It exists to give retailers the opportunity to put those items on sale and still profit handsomely.  Just like pool tables and antacids, hotels have retail prices that should serve as a price ceiling, and knowing the first rule of negotiating you can make this work in your favor.

Negotiating Rule #1: Avoid setting the first price point.

Using the internet you can easily get upwards of 50% off the retail price of hotel rooms without bartering, without jumping through hoops and without wasting your time.  Here I will describe the best way to get a great deal on an expensive hotel room and how I have secured 4-star hotels for as little as $70 per night. 

Step 1: Plan your trip in advance.  The more time you have to find deals on hotels the better deal you will find.  However, if budget is a concern as it always should be checkout steps 2-3 before finalizing non-refundable transportation like plane or train tickets.

Step 2: Skip websites like Expedia or Obitz.  These websites provide you with an assumed maximum you will pay for most hotels in the area.  You can do better than this.  Go to a search engine like Google or Yahoo and type this in the search query:  City Priceline Tips or City Hotwire Tips.  More than likely you will see listings from online forums like Better Bidding or Bid On Travel.  These websites exist as a posting board for successful bids on Priceline or Hotwire.

Step 3: Browse the forums that came back in your search paying especially close attention to the star rating of the hotel, the area of town and the price basis.

Step 4: Go to Travelzoo at http://www.travelzoo.com/ and see if the specific or similar hotel you found is listed there at a similar price.  If it is, then pull the trigger as soon as possible and reserve your rooms.  Travelzoo lists major metropolitans in their menu, but they also have a listing for Other US Cities and Resorts where smaller markets are listed.  If there is nothing comparable then continue to Step 5.

Step 5: Now with your notes from Step 3 in hand go to Priceline or Hotwire to place your first bid.  Depending on how much time you have try to get a better deal by either bidding a lesser amount or increasing the star rating.  You can only do this is several days or weeks in advance, because these websites do not allow you to make similar bids within the same 48 hours so the more time you have the more bids you can make in search of the absolute best.  Repeat Step 5 until your bid is accepted realizing that you may not get the exact deal you found in your research, but you will likely not have to go much higher.

Step 6: Enjoy your trip and the extra money you saved using this technique!

Step 7: If your bid at Priceline or Hotwire was accepted, then consider adding your winning result to this post as well as Better Bidding or Bid On Travel so this cycle of savings continues.

Tips:
  • Be ready to receive followup offers from Priceline and Hotwire.  If your bid is not accepted they will occassionally offer you a hotel at a set price.  Typically, they will say for another $17 you can reserve a 4 star hotel in the area of your previous bid.
  • Keep in mind the amount of time you spend making bids.  At some point its no longer worth your time to bid in small increments rather than having a reservation in hand.
  • Don't be afraid to go for a 4 or 5-star hotel.  You might be surprised at how they will accept bids that are much lower than most 3-star rates.
  • Smaller markets are typically not served by these large websites.  If they aren't then your best option may be websites like Expedia or Orbitz.  You may also consider antique techniques like calling around for the best rates.
Digg It!DZone It!StumbleUponTechnoratiRedditDel.icio.usNewsVineFurlBlinkList

Be the first to rate this post

  • Currently 0/5 Stars.
  • 1
  • 2
  • 3
  • 4
  • 5

Tags: , , ,

The Personality Code (2007), Travis Bradberry

The Personality Code (2007), Travis Bradberry

The last book in the Quick Start portion of the Personal MBA program is The Personality Code by Travis Bradberry. Bradberry uses a simple formula similar to those found in Now, Discover Your Strengths by Marcus Buckingham and Strengthsfinder 2.0 by Tom Rath. First, a case is made for understanding your personality as categorized by the iDISC, which is an improvement to DISC (Dominance, Influence, Steadiness, Conscientiousness) derived from William Marstons original research. Then, you are presented a code to use on their website which allows to take the iDISC assessment and view results. Finally, the book and the website presents explanations, descriptions and strategies centered around your personality.

Although the Personality Code felt like deja vu as the followup to Strengthsfinder 2.0 I would recommend it. It is a quick read with interesting research and entertaining stories, and was surprisingly accurate in identifying my personality which is the point of the exercise. Just like Strengthsfinder 2.0, the Personality Code focuses on the importance of self awareness and how that leads to purpose, satisfaction and success. The 28 questions that make up the assessment rarely had an obvious choice which made me doubtful of its conclusion, but when I read the results I could not disagree.

Click here to see my personality type as defined by the Personality Code iDISC assessment...

Identifying and understanding your personality by taking the assessment and reading about it in this book will bring clarity to many aspects of your life. If you are in any form of management whether that be middle management, parenting, coaching, etc. you will find the breakout chapters helpful. They explain how to work with other personalities and identify conflicting personalities. The Personality Code makes a great reference for this reason. Either now or some time soon you will deal with various personalities. Its highly unlikely you can remember the 14 types of personalities defined by iDISC in this book, so keep a copy to reference later, especially when personalities collide but also to be a constant reminder of who you are.
Digg It!DZone It!StumbleUponTechnoratiRedditDel.icio.usNewsVineFurlBlinkList

Be the first to rate this post

  • Currently 0/5 Stars.
  • 1
  • 2
  • 3
  • 4
  • 5

Tags: , , , , , ,

Personality Type from the Personality Code IDISC Assessment

According to my IDISC Assessment from the Personality Code by Travis Bradberry, my personality type is entrepreneurThe Personality Code has this to say about this personality type:

Your energy comes from pushing boundaries and taking things to the next level. You bore quickly and are drawn to variety. When things are exciting and fresh, you experience a rush of energy that you consider your optimal state. You push yourself hard to reach goals of all types, and you expect others to do the same. You value independence and control over your environment beyond most other things, and are willing to be bold and sometimes forceful when you really believe in something. Entrepreneurs are 7% of the population, and their most famous members include Cesar Chavez and Bill Gates.

Strengths:

  • Persistence toward end results
  • Ability to "push the envelope"
  • Taking control

Challenges:

  • Working with a team
  • Showing restraint
  • Being patient
Digg It!DZone It!StumbleUponTechnoratiRedditDel.icio.usNewsVineFurlBlinkList

Be the first to rate this post

  • Currently 0/5 Stars.
  • 1
  • 2
  • 3
  • 4
  • 5

Tags: , , ,

Strengthsfinder 2.0 (2007), Tom Rath

Strengthsfinder 2.0 (2007), Tom Rath

Tom Rath's followup to Marcus Buckingham's book Now, Discover Your Strength is a slightly adapted version of the same book.  Behind both books is immense research into strengths-based development, where strengths are exploited and weaknesses are acknowledged yet ignored.  Divided into two parts Strengthsfinder 2.0 presents the purpose and reasoning for the book, then provides explanations of the 34 strengths the Gallop Institute has identified in its research.  Between Part 1 and Part 2 of the book, you are given an access code that enables you to create an account on their Strengthsfinder website.  There you take a fairly comprehensive test to determine your top 5 strengths.  In addition to the test, there is an abundance of materials and references on the website so much so that you really don't need the book, except to get the access code for the test.

Each question on the test presents two statements.  You are encouraged to immediately decide how strongly you identify with one over the other.  I thought the results were surprisingly accurate considering a lot of the questions seemed to be redundant and certain questions presented two very similar statements.

Once you identify your top 5 strengths, you read in Part 2 or on the website a description, action items and tips for working alongside people with these strengths.  The description and action items are almost identical to what is found in Now, Discover Your Strengths.  The tips section in Strengthsfinder 2.0 is geared towards the worker/teammate whereas the tips found in Now, Discover Your Strengths is more appropriate for managers.

Click here to see my Top 5 Strengths from the Strengthsfinder 2.0 accessment 

This is an excellent choice for the second book on the Personal MBA's reading list.  It serves as an excellent resource to better align your strengths with day-to-day life and is a shelf or online reference for approaching your interactions with individuals with other strengths.  I highly recommend this program for individuals, teams and families, specifically marriages.  The leverage you gain from understanding the strengths of those around you will greatly boost your performance in the those relationships if you actively engage them.  The action items and tips in this book will help you optimize those interactions.

My only criticism of the program is the limited view into the results.  As I read the description of all 34 strengths, I felt a connection with several of them.  What I would love to see is how the remaining 29 strengths relate to me.  I believe to know which are closer to the bottom of the list and are probably weaknesses would be beneficial, but I trust another version of the book or the website will be published with either this functionality or an explanation of why it is important to disregard the remaining strengths.
Digg It!DZone It!StumbleUponTechnoratiRedditDel.icio.usNewsVineFurlBlinkList

Be the first to rate this post

  • Currently 0/5 Stars.
  • 1
  • 2
  • 3
  • 4
  • 5

Tags: , , ,

10 Days to Faster Reading (2001), Abby Marks-Beale and The Princeton Language Institute

10 Days to Faster Reading (2001), Abby Marks-Beale and The Princeton Language Institute

10 Days to Faster Reading provides an optimal combination of non-linear reading techniques with actual drills all within a schedule of 10 days.  Abby Marks-Beale uses an auto racing undertone to drive home the importance of speed when it comes to absorbing knowledge in non-fiction books.  The variety of strategies provided in each chapter are very practical but a little repetitive.  As you read a chapter per day you are encouraged to access the different strategies in time trials where you get to test out the strategy and your reading environment.  The author does a great job of encouraging the reader to participate in the time trials and provides a built-in log to help you determine which strategies and circumstances are the most conducive to optimal reading that is reading for speed without compromising retention depending on your purpose for reading the material.

This first book on the Personal MBA reading list is the perfect start to the program.  10 Days to Faster Reading kicks off the Personal MBA program by focusing in on the importance of reading performance.  Spending an honest 10 days with this book and the activities in each chapter will set or reset you on your way to an optimized experience with the remaining 68 books in the PMBA curriculum.
Digg It!DZone It!StumbleUponTechnoratiRedditDel.icio.usNewsVineFurlBlinkList

Be the first to rate this post

  • Currently 0/5 Stars.
  • 1
  • 2
  • 3
  • 4
  • 5

Tags: , , , ,

Strengthsfinder 2.0 Results

A brief description of my top five strengths as identified by the Strengthsfinder 2.0 accessment on March 1, 2008.  More information can be found in Strengthsfinder 2.0 by Tom Rath and at http://www.strengthsfinder.com.

Responsibility
People who are especially talented in the Responsibility theme take psychological ownership of what they say they will do. They are committed to stable values such as honesty and loyalty.

Chances are good that you are naturally open and honest about who you are, what you have done, what you can do, and what you cannot do. Your straightforward explanations and stories help listeners see you as you see yourself. You reveal your strengths and limitations. You are forthright and plainspoken. People generally seek your company and want to work with you. Many are impelled to move into action by your words and examples. Instinctively, you might know what is and is not morally good. In certain situations, you can determine what is and is not quality work. When you consistently use reliable systems, you may be able to distinguish right from wrong or excellence from mediocrity. Perhaps having a uniform set of criteria or a detailed evaluation process helps you determine the worth of your own words and deeds. Because of your strengths, you are hardwired to do exactly what you said you would do. Your word is your bond. You are likely to earn the respect of many people. You even win over those who have a hard time trusting anyone. Why? You rarely disappoint them. Driven by your talents, you possess an inner drive to attain your high standards of excellence. Satisfying work and a passion for accountability fuel your zeal to do things very carefully. You want others to view you and your work favorably. By nature, you are impelled to deliver on all of your commitments. You are determined to meet all of your obligations. Doing so is your badge of honor. It is one reason why people describe you as trustworthy and dependable.

Strategic
People who are especially talented in the Strategic theme create alternative ways to proceed. Faced with any given scenario, they can quickly spot the relevant patterns and issues.

Chances are good that you select the right combination of words to convey your ideas or feelings. In the middle of discussions, your vocabulary provides you with precise phrases and terminology. You probably express yourself with ease and grace. It’s very likely that you may be a self-reliant person who needs time alone to think or work. You periodically generate innovative ideas and propose systematic programs of action. Perhaps you can identify certain recurring configurations in the behavior of people, the functioning of processes, or the emergence of potential problems. Because of your strengths, you notice that the right word usually pops into your mind exactly when you need it. Your comfort with language makes the oral or written expression of your ideas or feelings appear almost effortless. Others benefit from your ability to transmit information, thoughts, or emotions by using a vocabulary they can easily understand. Driven by your talents, you normally find just the right words at the right moment to express whatever you are thinking and feeling. Many people are likely to appreciate your fine speaking abilities. You can present your ideas in a reasonable, sequential, and methodical way. Moreover, you generate lots of options for others to consider. By nature, you occasionally opt to work by yourself. Perhaps you trust your talents, knowledge, and skills in identifying problems. You might consider numerous solutions before you pinpoint an appropriate course of action. Sometimes questions and answers materialize without much effort on your part.

Learner
People who are especially talented in the Learner theme have a great desire to learn and want to continuously improve. In particular, the process of learning, rather than the outcome, excites them.

Instinctively, you may be an individual performer. Perhaps you welcome opportunities to acquire knowledge or ponder ideas on your own. To some extent, you seek and find solitary places where you can think without being distracted by people and noise. Driven by your talents, you are a rational thinker. That is, you exhibit good judgment and exercise sound reasoning. These thought processes serve you well whenever you set out to acquire true knowledge and/or gain a skill. You school yourself by reading, investigating, examining, experiencing, or receiving instruction in a subject. Because of your strengths, you can block out distractions when you are working or studying. You are seldom pulled away from a task. You probably desire to understand ahead of time what needs to be done. You also expect to receive background briefings and/or a list of a project's criteria. Armed with this information, you move closer to your goal. With ease and certitude -- that is, having no doubts -- you determine what is and is not important to know about an activity, event, or project. Chances are good that you may ignore distractions to concentrate on your assignments. Sometimes you keep reading, researching, experimenting, or writing until you know all you need to know about a particular subject. You might not rest until you have mastered certain concepts, committed important information to memory, or completed specific course requirements. By nature, you sometimes enroll in difficult or demanding classes. You might aim to expand your knowledge or challenge your thinking about certain things.

Futuristic
People who are especially talented in the Futuristic theme are inspired by the future and what could be. They inspire others with their visions of the future.

By nature, you might prefer mapping paths toward specific long-term goals. You occasionally create orderly or detailed tactics to secure particular objectives. Once in a while, you are energized by what you can accomplish. Driven by your talents, you occasionally envision what you might do better in the coming weeks, months, years, or decades. You might see in vivid detail specific things you could enhance, perfect, or upgrade. You sometimes evaluate what needs to be changed in your environment, yourself, another person, a system, or a project. Because of your strengths, you sometimes like being an individual performer. Why? Maybe working alone permits you to concentrate your energy on what you want to accomplish in the coming months, years, or decades. Chances are good that you are eager to get started on a project once you realize what you can accomplish in the coming weeks, months, or years. You work very hard to breathe life into your big dreams. These often push and pull you into the future. It’s very likely that you periodically devote your energy, intellect, or time to making improvements in yourself or in what you do. Perhaps you concentrate on your shortcomings. Maybe you feel this approach increases your chances of reaching certain goals in the future.

Belief
People who are especially talented in the Belief theme have certain core values that are unchanging. Out of these values emerges a defined purpose for their life.

Chances are good that you have no doubts about being linked in some way with everything in the universe. This includes all creation and all humankind. It’s very likely that you refuse to live a meaningless existence. You seek a vocation that allows you to express your deepest values every day. Work or school provides you with the opportunity to enrich and deepen the quality of your life. You really want to do what you love doing. Your job or studies need to be much more than a means to an end -- that is, a paycheck or a diploma. Driven by your talents, you may be zealous -- that is, fervent and enthusiastic -- about solving problems that affect the quality of your life. Once in a while, you devote all your time and energy to a specific cause. Perhaps your core values explain why you participate in certain social, political, educational, religious, legal, or environmental activities. Because of your strengths, you might seek to create a happier and more hospitable environment by reminding people about their accomplishments. Perhaps one of your missions in life is to build up the self-confidence of others. By nature, you sometimes need to inform others about the pitfalls and obstacles you see so clearly. You may or may not know what to do about the problem. Nonetheless, you might be aware of its existence when others are not.
Digg It!DZone It!StumbleUponTechnoratiRedditDel.icio.usNewsVineFurlBlinkList

Currently rated 5.0 by 1 people

  • Currently 5/5 Stars.
  • 1
  • 2
  • 3
  • 4
  • 5

Tags: , ,

How To Do It Yourself: Fix Washer Fluid Leak on 2004 Audi A6 Quattro

How To Do It Yourself: Fix Washer Fluid Leak on 2004 Audi A6 Quattro

According to online forums and message boards, the 2002-2004 Audi's suffer an epidemic of washer fluid leaks. The 2004 Audi A6 Quattro I purchased with 57k miles had this issue noted by the dripping blue liquid and annoying squirting console animation. A reputable mechanic priced a new washer fluid pump at $250 with parts and labor, so I thought I'd give it a try before forking over the cash. One weekend later and $246 cheaper, the issue was fixed. Here I describe and demonstrate how to fix a washer fluid leak with a household item...duct tape.

Materials Needed: Vehicles jack system, flathead screwdriver, 10mm wrench, 7mm torx screwdriver, duct tape
Optional Materials: Hydraulic 3-ton jack, ratchet wrench, 10mm lug for ratchet wrench, 7mm torx bit for ratchet wrench, bit adapter for ratchet wrench, pan, flashlight, lemonade



STEP 1: Remove the washer fluid reservoir fastener from under the hood
First, pop the hood (consult your user's manual if you need help with this one and reconsider this project). Then, using your 10mm wrench remove the bolt holding the washer fluid reservoir to the frame of the vehicle.


STEP 2: Remove the left front wheel
First, get the Audi jack system (probably in a compartment in the trunk) and remove the wheel. Once again, consult the sticker on the jack casing and your owner's manual. If you have a 3-ton jack use it. It can save you a lot of time during Step 2.


STEP 3: Remove the wheel well
Once the wheel is removed you will see the brake system and a black wheel well. This heavy duty black plastic is held in place by around a dozen torx bolts to keep brake dust away and road debris from the engine. Remove all the torx bolts using your 7mm torx screwdriver or ratchet wrench. The wheel well may not fall out of place with a few tugs and prying the edges from the lip of the fender.


STEP 4: Release the washer fluid sensor
Now you should see the large white washer fluid reservoir as well as other engine parts. The electronic component that checks the level of the washer fluid is attached to the reservoir on the engine side. It may look tricky, but it is really a big plug with two tabs on its sides. Pinch these tabs at the same time and pull the plug away from the reservoir. This will detach the electrical component from the reservoir.

STEP 5: Remove the remaining washer fluid reservoir fasterners from behind the wheel well
The washer fluid reservoir is held in place by two more 10mm bolts. These bolts are actually shorter than the one taken from under the hood in Step 1. Remove these bolts with your 10mm wrench or ratchet set. Be sure to hold the washer fluid reservoir when removing the third and final bolt, especially if there is a substantial amount of fluid still in it. The weight of the fluid could cause the reservoir to drop and put damaging strain on the connections. If you have a pan it may be a good idea to place it under the reservoir should any fluid come out during Step 5 and Step 6.


STEP 6: Dislocate the washer fluid reservoir
A pipe is snapped into a groove on the washer fluid reservoir. This pipe is connected to the washer fluid pump and the connection is the cause of the leak. This is all located on the side of the reservoir opposite of you, so you will have to feel around to find it all. A flashlight would be very helpful at this point. Basically, snap the pipe out of the groove. The washer fluid pump has a stem that is inserted into the washer fluid reservoir. With the pipe free from the reservoir slide the washer fluid pump out of the reservoir. Now, the fluid will really rush out and hopefully into your pan.


STEP 7: Duct tape the washer fluid pump connection
Remove the pipe connector from the washer fluid pump and clean the area with a paper towel. Clean both the exterior of the pipe connector (female end) as well as the washer fluid pump (male end). Reattach and wrap with a peice of duct tape as tight as you can. There is a possibility this is not the cause of your problems so be sure to inspect the reservoir for cracks and check the washer fluid pump for signs of blue washer fluid stains. The blue stain is your best clue to identifying where the problem originates.


STEP 8: Reassemble
Perform Steps 1-6 in reverse order and you are done. Refill your washer fluid reservoir with just enough fluid to get that annoying console animation to stop. Wait a few days until topping it off to be sure you have indeed solved the problem and saved several hundred dollars depending on how which "wet finger in the air" method your mechanic uses to price jobs.
Digg It!DZone It!StumbleUponTechnoratiRedditDel.icio.usNewsVineFurlBlinkList

Currently rated 5.0 by 1 people

  • Currently 5/5 Stars.
  • 1
  • 2
  • 3
  • 4
  • 5

Tags: ,