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PRINCIPLES OF LIFE PDF

Tuesday, June 18, 2019


PRINCIPLES OF LIFE. FROM THE WORD OF GOD. A Systematic Study of the Major Doctrines of the Bible. Prepared by and. Published for. The Department of . PDF Drive is your search engine for PDF files. As of today we have 78,, eBooks for you to download for free. No annoying ads, no download limits, enjoy . Rules to Fuel Your Life, Work, and Team with Positive Energy The Energy Bus: 10 Rules to Fuel Your Li Paragraphs and Essays for College, Work, and.


Principles Of Life Pdf

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A Steve Jobs keynote presentation is an extraordinary expe- rience, and he. a passionate perfectionist and a visionary Reading the Word of God in the. PDF | There is only two principles that separate Life from Non-Life. that drive them and to learn principles for dealing with them effectively. PART II: LIFE PRINCIPLES. 1 Embrace Reality and Deal with It. Be a hyperrealist. a.

And in order to be successful, I needed to figure out for myself how to get what I wanted, not remember the facts I was being told to remember.

Being truthful and encouraging others to be truthful helps deal with reality and avoid failure. He wanted to work with people who said what they really believe, and be able to do the sameEveryone makes mistakes, the difference between people is how we handle them. But it is not obvious, and it is sometimes difficult to accept. How big of an impediment is psychological pain to your progress? You2 is a resource that You 1 have to get what You 1 want, but by no means your own resource.

To be successful, You 1 have to be objective about You 2. Important points on the process: You must approach them as distinct steps, not blend them together. Blurring the steps leads to worse outcomes because it creates confusion and short changes steps. Each of the five steps require different talents and disciplines. You must diagnose and address your weaknesses in the process, too.

But up to a certain point. Beyond 3 the marginal benefit diminishes and it might be counterproductive as 4.

Believability Weigh Your Decision Making Ray Dalio says that in most organizations decisions are made either autocratically from the man on top or democratically. Both systems produce inferior decision making. The best decisions are made by ideal meritocracy with believability-weighed decision making. Believability-weighed means that the opinions of more capable decision makers is weighed more than those of less believable decisions makers.

Weighing Opinions The opinions are weighed based on whether people have repeatedly and successfully accomplished the thing in question and can demonstrate they can logically demonstrate the cause-effect relationships behind their conclusions. Ask people why they think what they think instead and it will help you get to the truth.

The teacher role always speaks first than the students. And agree on important things first, then move to the smaller things -if necessary at all-. Chapter 6. They are stress-tested both up and down the chain and debates are always encouraged.

Always address them.

Declare martial law only in rare and extreme circumstances when the principles need to be suspended. But be aware of people who agree to suspend the meritocracy for the good of the organization.

Often these people place what they want above those of the organization. Get rid of these people. Chapter 7. Ray Dalio says his role that of a conductor looking for the best players able to do to better than him.

Ideally he would find a conductor who would do a better job than himself. So when you put someone in a position of responsibility make sure their interests are aligned with the final person bearing the consequences. And make sure everyone has someone to report to.

Change the people, and change how things develop. Chapter 8. Hire Right: Huge Penalties for Hiring Wrong Ray Dalio says people hire people whom they like, which are basically people who are like themselves.

He also has a top suggestion on how to use the human tendency of people to pick people who are like themselves: if you are looking for a visionary, have other visionaries interview the candidate as their positive opinion will give you a stronger clue.

PRINCIPLES OF LIFE FROM THE WORD OF GOD

But be wary of school track records: it will not tell you much in terms of abilities you are looking for. School is best at measuring memory, processing speed, determination to succeed and the ability to follow direction.

And check the references. And: Look for candidates with lots of great questions Great questions are a much better indicator of future success than great answers. Capturing all the intricacies of top performance is very hard, but you should try to put incentives loosely tied to performance metrics.

You want more of the first kind of people, and start with yourself: be generous first and expect the same from others.

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So make sure you know how to keep them. Encourage them to speak up and assign a mentor. Constantly Train, Test, Evaluate and Sort People Ray Dalio says that both people and design must improve for the machine as a whole to improve.

Choose between keeping incapable and liked people and missing your goals or getting rid of them and achieving your goal. At Bridgewater you have no choice because you must choose excellence, which at the end is best for everyone. Evolution is a natural consequence of discovering strengths and weaknesses and how to tackle them. The best way to teach them is to let them fail and make mistakes.

You must be precise in assessing who has been responsible for what results and judge independently because people tend to inflate their own contributions. No pain, no gain.

There can be an inherent struggle in open evaluations: the evaluated see themselves better and have an interest in appearing better.

Keep in mind that your only final goal is always the truth. Including the people you love. Do it with consideration and in a way that helps them. Sometimes you can let people step back to another role after failing, but you have to be cautious about it.

They could grow resentful and that position could go to someone better suited. Love the people you shoot Click To Tweet 9. Chapter Manage as Operating a Goal-Achieving Machine Anyone diagnosing problems must understand how the parts of the machine -the design of the people in it- are like and how they work together. Always simultaneously try to accomplish the goal and evaluate the machine, people and design as all outcomes are a reflection of how the machine is running.

I particularly liked that Dalio suggests to look at everything as a case study and look at it at two levels: the case level and what to do about it and the machine level why that outcome was produced. Not managing is letting them do their tasks without oversight or involvement. Great managers orchestrate like conductors of an orchestra. And regularly take a temperature check of the most important people around you.

Avoid that with clearly defined responsibilities. He says that probing on problems allows you to get a feeling before those problems hit with full force. And expect the people you work with to do the same. Thinking like an owner means that you are always responsible… Even when on vacation. Read more on becoming a linchpin instead of an employee living for paychecks in Linchpin by Seth Godin. But all are treated with the same set of rules. Over the years many threatened Dalio to quit, sue or spread bad press.

Principles

It only invites more of the same behavior. Worry not about what people think, but about doing the right thing. Click To Tweet The stereotypical leader is strong, confident and motivates others to follow him. You only have to worry about making the best decision possible. How To Lead The best way to deal with your people is to encourage everyone to come up with their own ideas and let the meritocracy decide so openly and reasonably that everyone will recognize the valid merits of your thinking.

Those people have their priorities exactly backwards.

This really made me smile. Dalio, for example, gives them independent reporting lines. Without systems that make sure problems are brought to surface, you cannot count on people to raise all the problems you need to hear about.

But not fixing them is worse.

Diagnose Problems to Get at Their Root Cause Ray Dalio says that the most common issues when fixing a problem is not getting to the root cause, not connecting the problems to people and not connecting the problems to see patterns. It takes longer but it will pay many times over. Ray Dalio for example put all his thinking process and principles into algorithms to systematize his decision making.

Hire and build from the top down. You hire managers before hiring reports. The whole organization should look like a series of pyramids, but try to minimize layers to minimize hierarchy.

An example of good guard railing is siding people with other people who have key strengths they are lacking. Kicking the can down the road is the path to slaughter.

When faced with the choice of being fair or taking more for themselves most people will take more for themselves. Dalio says that even a minimum of cheating is intolerable, so investigate and let people know you will investigate. Dalio suggests using public hanging and shaming to deter bad behavior and make sure everyone sees that bad behavior does not pay.

Dalio also says he is always looking for leverage, and technology is a great way of doing so.

Dalio usually multiplies the estimates by 1. And at the end of the day, most of success comes from doing mundane and often distasteful stuff, like identifying problems and sticking through it for a long time.

My Note: on the importance of long term commitment for success, but also for long term growth of your passion, I warmly invite you to read Grit by Angela Duckworth. And think about how your tasks are connected to those goals. Creativity leverages people, technology or different work approaches. Characters helps wrestle with the challenges. Wisdom looks at us as a machine from above to prioritize, redesign and make sensible choices. But it is what is, success is going from failure to failure without loss of enthusiasm.

Your task is doing your job well and achieving your goals, not crossing items off a list. Tools and protocols are needed to shape those principles into habits. These tools allow people and systems to work with each other in a symbiotic way. A good system will make the system fair and all decisions less arbitrary. And all the principles will be useless without good governance.

Governance makes sure that the best interests of the whole are placed above those of the individuals. Make sure nobody is more powerful than the system and that nobody is irreplaceable.

My Note: as a website on sociology and Power Moves, I must note the divergence here. Your interest as an individual is to be almost irreplaceable instead. But it also means you deliver outstanding work, which is great for the organization. And if you happen to work in a bad company with a bad boss, read this how to deal with a terrible boss. Such as, capable people in positions of power who want to operate for the good of the community based on the agreed upon principles. Work Principles: Putting It All Together Ray Dalio says we work together to accomplish three things: more leverage to accomplish our goals, quality relationships and money that allow us to buy what we want for us and others.

Principles: Life and Work

Ray Dalio believes an ideal meritocracy is the best way to achieve all of them. Radical Open-Mindedness Be open to accepting the feedback you receive on your current skill levels, action, and personality. Radical Transparency Foster relationships based on radical transparency.

Accept and give feedback with full transparency and straightforwardness.Which of the 5 Steps are you weakest at? He was very generous with something while expecting they take care of other things for themselves. And in order to be successful, I needed to figure out for myself how to get what I wanted, not remember the facts I was being told to remember.

Work Principles are really just an extension of Life Principles to the organizational scale. They are stress-tested both up and down the chain and debates are always encouraged. You must be precise in assessing who has been responsible for what results and judge independently because people tend to inflate their own contributions.

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