02月 14, 2006
This is a very touching movie. But it is not very strange movie, every sad family are experiencing such things said in the movie. Life is so uncertain, you can never expect what will happen next. Life?
for more information PLS visit
02月 14, 2006
I have several stations in Pandora.
You can add the stations by searching rocktown_king#gmail.com.
You are welcome:)
The Art of Partnering
When I went through the security line at San Francisco
International Airport this morning, I noticed this laptop with an Apple
sticker pasted over its Dell logo (click to enlarge the photo if you
don’t believe me). I thought this was very funny, so I asked its owner
why he did this. He explained that he was tired of explaining why he
had a Dell. I told him that I’d never heard of an Apple owner pasting a
Dell sticker over the Apple logo, and he agreed that this was unlikely
to happen. (At that point, he noticed my PowerBook’s Tony Hawk
autograph, but I digress…)
This got me to thinking about how companies form
partnerships–pasting each other’s logos on products and services and
ending up with crap. The fallacy of partnerships–and how “partner”
became a verb–is rooted in the dot.com days of 1998-2000. During these
years, most startups didn’t have a business model, so they blew smoke
about having “partnered” with big firms. Surely if a company partnered
with Microsoft or IBM, it would be successful.
To this day, whenever an entrepreneur uses “partner” used as a
verb, it bothers me because I hear, “Bull-shitake relationship that
isn’t going to increase revenue.” However, I am not an angry little
man, so in the spirit of improving what has become a flawed process, I
offer The Art of Partnering.
- Partner for “spreadsheet” reasons. Most companies
form partnerships for the wrong reason: To make the press and analysts
happy. This is stupid. The right reason to form a partnership is to
increase sales or decrease costs. Here’s a quick test: Will you
recalculate the spreadsheet model of your financial projections if the
partnership happens? If not, then the partnership is doomed. You can
wave your hands all you like about “visibility,” “credibility,” and
“acceptability,” but if you can’t quantify the partnership, then you
don’t have one.
- Define deliverables and objectives. If the primary
goal of a partnership is to deliver “spreadsheet reasons,” then
execution is dependent on setting deliverables and objectives such as
additional revenues, lower costs, penetration of new markets, and new
products and services. The only way to determine whether a partnership
is working is to answer quantifiable questions such as, “How many more
more downloads of software occurred because our two web sites are now
- Ensure that the middles and bottoms like the deal.
Most partnerships form when two CEOs meet at an industry boondoggle.
The next thing you know they’ve concocted a partnership that “the press
and analysts will love,” and the next step is to get the PR people to
draft an announcement. Is it any wonder partnerships seldom work? Some
people believe that the key to successful partnerships is that
top-management thought of it. They’re wrong. The key is that the
middles and bottoms of both organizations like the partnership–after
all, they will be implementing it. Indeed, the best partnerships occur
when the middles and bottoms work together and wake up one day with a
de-facto partnership that didn’t involve top management until it was
- Designate internal champions. Long after the press
conference and announcement, one person inside each organization must
remain the champion of the partnership. “A bunch of people contributing
to the partnership when they can” doesn’t cut it. For example, during
the desktop publishing days of Apple, John Scull (not Sculley) was “Mr.
Desktop Publishing” at Apple. His counterpart at Aldus was Paul
Brainerd. So the responsibility for the success of desktop publishing
came down to John and Paul–not John, Paul, George, Ringo, and a host
of other part-time contributors.
- Accentuate strengths, don’t hide weaknesses.
Companies form most partnerships to hide their respective weaknesses.
For example, Apple and DEC formed such a partnership in the 1980s.
Apple’s weakness was a lack of data communications strategy. DEC’s
weakness was a lack of a personal computer strategy. So the two
companies tried to put two and two together. In the end two and two
didn’t even add up to four because DEC’s data communications strategy
couldn’t help Apple, and Apple’s personal computer strategy couldn’t
help DEC. The deal between Apple and Intel has better prospects because
it is based on the companies respective strengths: Apple’s ability to
design great consumer devices, and Intel’s ability to build fast chips
with low power requirements.*(see footnote) And this partnership
certainly has “spreadsheet” reasons for both parties.
- Cut win-win deals. A partnership seldom takes
place between equals. As a result, the more powerful side is tempted to
squeeze the other party. The weaker side, for its part, will
begrudgingly accept such deals and try to get what it can. Bad idea.
Bad karma. Bad practicality. If the partnership is a win-lose deal, it
will blow up because concrete walls and barbed wire cannot hold a
partnership together. Only mutually beneficial results can. In the
long, the bitter seed of resentment planted at the start of a
partnership will grow into a giant, destructive weed.
- Put in an “out” clause. No matter how great the
deal looks, put in an “out” clause so that both parties may terminate
the partnership relatively easily. This may seem counter intuitive, but
if companies know that they can get out of something, they’ll work
harder to make it successful. This is because easy out clauses can
increase motivation: “We’d better keep up our end of the bargain
because we need these guys, and they can walk.” Frankly, if all that’s
holding the partnership together is a legal document, then it’s
probably not going to work anyway. It’s hard to imagine that indentured
servitude is a motivating model of employment.
- Ask women. Men have a fundamental genetic flaw.
Actually, they have many fundamental genetic flaws, but I am only
concerned with one here: The desire to partner (verb!) with anything
that moves. They don’t care about practicalities and long-term
implications. If something is moving, men want to partner with it.
Women, by contrast, do not have this genetic flaw. When you come up
with an idea for a partnership, don’t bother asking men what they think
about it because they will almost always think it’s a good idea.
Instead, ask women and gain some real insight as to whether the
partnership makes sense.
- Wait to legislate. Remember in the Art of
Recruiting entry when I said that an offer letter is the last step in
the process? An offer letter is not properly used as a “strawman” to
get negotiation going. The same thing applies to a partnership. After
you’ve reached closure on the deal terms–the result of many meetings,
phone calls, and emails–then you draft an agreement. This happens at
the end of the process because you want the people to have
psychologically committed themselves to the partnership. If you start
the drafting process too early, you’re asking for nit-picking delays
and blowups. Incidentally, if you ask for legal advice too early,
you’ll kill the process. The best way to deal with lawyers is to simply
say to them: “This is what I want to do. Now keep us out of jail as we
Written at: Marriott Hotel, Park Ridge, New Jersey
* Please God, take these two strengths and give us a laptop that has
the Macintosh interface and a six-hour battery life. But then, God, why
didn’t Steve talk about battery life in his keynote address?
Thanks, Tom Kang, for your outstanding contributions to this entry.
The Effective Emailer
Because of my recent post about schmoozing,
you might think I’m a warm, fuzzy, and kumbaya kind of Guy. Most of the
time I am, but I have strong feelings about email etiquette and what it
takes to get your email read–and answered. As someone who gets dozens
of emails every day and sends a handful of emails every day to get
strangers to do things (“digital evangelism”), I offer these insights
to help you become a more effective emailer.
- Craft your subject line. Your subject line is a
window into your soul, so make it a good one. First, it has to get your
message past the spam filters, so take out anything about sex and
money-saving special offers. Then, it must communicate that your
message is highly personalized. For example, “Love your blog,” “Love
your book,” and “You skate well for an old man,” always work on me. :-)
While you’re at it, craft your “From:” line too because when people see
the From is from a company, they usually assume the message is spam.
- Limit your recipients. As a rule of thumb, the
more people you send an email to, the less likely any single person
will respond to it, much less perform any action that you requested.
(Thanks, Parker, for mentioning this.) This is similar to the Genovese Syndrome (or the “bystander effect”):
In 1964, the press reported that thirty eight people “stood by” while
Kitty Genovese was murdered. If you are going to ask a large group of
people to do something, then at least use blind carbon copies; not only
will the few recipients think they are important, you won’t burden the
whole list with everyone’s email address. Nor will you reveal
everyone’s email address inadvertently.
- Don’t write in ALL CAPS. Everyone probably knows
this by now, but just in case. Text in all caps is interpreted as
YELLING in email. Even if you’re not yelling, it’s more difficult to
read text that’s in all caps, so do your recipients a favor and use
standard capitalization practices.
- Keep it short. The ideal length for an email is
five sentences. If you’re asking something reasonable of a reasonable
recipient, simply explain who you are in one or two sentences and get
to the ask. If it’s not reasonable, don’t ask at all. My theory is that
people who tell their life story suspect that their request is on shaky
ground so they try build up a case to soften up the recipient. Another
very good reason to keep it short is that you never know where your
email will end up–all the way from your minister to the attorney
general of New York. (courtesy of Jonathan) There is one exception to
this brevity rule: When you really don’t want anything from the
recipient, and you simply want to heap praise and kindness upon her.
Then you can go on as long as you like!
- Quote back. Even if emails are flying back and
forth within hours, be sure to quote back the text that you’re
answering. Assume that the person you’re corresponding with has fifty
email conversations going at once. If you answer with a simple, “Yes, I
agree,” most of the time you will force the recipient to dig through
his deleted mail folder to figure out what you’re agreeing to. However,
don’t “fisk” either (courtesy of Brad Hutchings). Fisking is when you
quote back the entire message and respond line by line, often in an
argumentative way. This is anal if not downright childish, so don’t
feel like you have to respond to every issue.
- Use plain text. I hate HTML email. I tried it for
a while, but it’s not worth the trouble of sending or receiving it. All
those pretty colors and fancy type faces and styles make me want to
puke. Cut to the chase: say what you have to say in as brief and plain
manner as possible. If you can’t say it in plain text, you don’t have
anything worth saying.
- Control your URLs. I don’t know what’s gotten into
some companies, but the URLs that they generate have dozens of letters
and numbers. It seems to me that these thirty-two character URLs have
almost as many possible combinations than the number of atoms in the
universe–I don’t know how many URLs a company intends to create, but
it’s probably a smaller number than this. If you’re forwarding an URL,
and it wraps to the next line, it’s very likely that clicking on it
won’t work. If you really want someone to click through successfully,
go through the trouble of using SnipURL to shorten it. SnipURL also provides the functionality of showing you how many people have clicked on the link.
- Don’t FUQ (Fabricate Unanswerable Questions), I.
Many people send emails that are unanswerable. If your question is only
appropriate for your psychiatrist, mother, or spouse, then ask them,
not your recipient. When I get this type of message I go into a deep
funk: (a) Should I just not answer? But then the person will think I’m
an arrogant schmuck; (b) Should I just give a cursory answer and
explain that it’s not answerable? (c) Should I carefully craft a
heartfelt message probing for more information so that I can get into
the deep recesses of the sender’s mind and begin a long tail of a
message thread that lasts two weeks? Usually, I pick option (b).
- Don’t FUQ, II. There’s one more type of
unanswerable message: the open-ended question that is so broad it
should be used in a job interview at Google. For example, “What do you
think of the RIAA lawsuits?” “What kind of person is Steve Jobs?” “Do
you think it’s a good time to start a company?” My favorite ones begin
like this: “I haven’t given this much thought, but what do you think
about…?” In other words, the sender hasn’t done much thinking and
wants to shift responsibility to the recipient. Dream on. The purpose
of email is to save time, not kill time. You may have infinite time to
ask essay questions but don’t assume your recipient does.
- Attach files infrequently. How often do you get an
email that says, “Please read the attached letter.”? Then you open the
attachment, and it’s a dumb-shitake Word document with a three
paragraph message that could have easily been copied and pasted into
the email. Or, even worse, someone believes that his curve-jumping,
paradigm-shifting, patent-pending way to sell dog food online means
you’ll want to receive his ten megabyte PowerPoint presentation? Now
that lots of people are opening messages with smartphones–sending
files when you don’t have to is a sure sign of bozosity.
- Ask permission. If you must ask unanswerable
questions or attach a file, then first seek permission. The initial
email should be something like, “May I tell you my background to
explain why I’m contacting you?” Or, “May I send you my PowerPoint
presentation to explain what our company is doing?”
- Chill out. This is a rule that I’ve broken many
times, and each time that I did, I regretted it. When someone writes
you a pissy email, the irresistible temptation is to retaliate. (And
this is for an inconsequential email message–no wonder countries go to
war.) You will almost always make the situation worse. A good practice
is to wait twenty-four hours before you respond. An even better
practice is that you never say in email what you wouldn’t say in
person–this applies to both the sender and recipient, by the way. The
best practice is to never answer and let the sender wonder if his email
got caught in a spam filter or didn’t even matter enough to merit a
response. Take my advice and do as I say, not as I have done–or will
Addendumbs (ie, stuff that should have been in here in the first place, but I was too dumb):
- Per Russell Willis and Grace Lee, add a good signature.
That is, one that includes your name, title, organization, email
address, web site, and phone. This is especially true if you’re asking
people to do something–why make it hard for them to verify your
credibility or to pick up the phone and call you? Also, I often copy
and paste people’s signatures to put them into the notes field of an
appointment. The email client that I use, Entourage, won’t let you
easily copy the sender’s info from the header, so I have to create a
forward, copy everything, and then delete the forward.
- Never forward something that you think is funny.
The odds are that by the time you’ve received it, your recipient
already has too, so what is intended as funny is now tedious. However,
I do have the Neiman-Marcus recipe for cookies…
Written at: United Airlines flight #230; Denver-SFO, seat 2J.
02月 6, 2006
02月 5, 2006
<! – - … – -> 批注
<A HREF TARGET> 指定超级链接的分割窗口
<A HREF=#锚的名称> 指定锚名称的超级链接
<A HREF> 指定超级链接
<A NAME=锚的名称> 被连结点的名称
<BASE TARGET> 指定超级链接的分割窗口
<BASEFONT SIZE> 更改预设字形大小
<BGSOUND SRC> 加入背景音乐
<BODY TEXT LINK VLINK> 设定文字颜色
<CAPTION ALIGN> 设定表格标题位置
<FONT FACE> 任意指定所用的字形
<FONT SIZE> 设定字体大小
<FORM ACTION> 设定户动式窗体的处理方式
<FORM METHOD> 设定户动式窗体之资料传送方式
<FRAME MARGINHEIGHT> 设定窗口的上下边界
<FRAME MARGINWIDTH> 设定窗口的左右边界
<FRAME NAME> 为分割窗口命名
<FRAME NORESIZE> 锁住分割窗口的大小
<FRAME SCROLLING> 设定分割窗口的滚动条
<FRAME SRC> 将HTML文件加入窗口
<FRAMESET COLS> 将窗口分割成左右的子窗口
<FRAMESET ROWS> 将窗口分割成上下的子窗口
<IMG ALIGN> 调整图形影像的位置
<IMG ALT> 为你的图形影像加注
<IMG DYNSRC LOOP> 加入影片
<IMG HEIGHT WIDTH> 插入图片并预设图形大小
<IMG HSPACE> 插入图片并预设图形的左右边界
<IMG LOWSRC> 预载图片功能
<IMG SRC BORDER> 设定图片边界
<IMG SRC> 插入图片
<IMG VSPACE> 插入图片并预设图形的上下边界
<INPUT TYPE NAME VALUE> 在窗体中加入输入字段
<LI TYPE>…</LI> 列表的项目 ( 可指定符号 )
<META NAME=”REFRESH” CONTENT URL> 自动更新文件内容
<P ALIGN> 设定对齐方向
<TABLE BORDER=n> 调整表格的宽线高度
<TABLE CELLPADDING> 调整数据域位之边界
<TABLE CELLSPACING> 调整表格线的宽度
<TABLE HEIGHT> 调整表格的高度
<TABLE WIDTH> 调整表格的宽度
<TD ALIGN> 调整表格字段之左右对齐
<TD BGCOLOR> 设定表格字段之背景颜色
<TD COLSPAN ROWSPAN> 表格字段的合并
<TD NOWRAP> 设定表格字段不换行
<TD VALIGN> 调整表格字段之上下对齐
<TD WIDTH> 调整表格字段宽度
<TEXTAREA NAME ROWS COLS> 窗体中加入多少列的文字输入栏
<TEXTAREA WRAP> 决定文字输入栏是自动否换行
<UL TYPE>…</UL> 无序号的列表 ( 可指定符号 )
02月 5, 2006
I am using pandora to listen to music.
I was a Bible college student when one of our chapels featured a
guest speaker who taught us how to speed-read. At the time I didn’t
need the skill since most collateral reading assignments in my courses
were under 500 pages, but I started practicing just for the fun of it
– sort of like a private parlor game. However all that changed when I
wound up in graduate school at Princeton Seminary and several Profs.
expected me to read several thousand pages of collateral along
with the five or six textbooks. That’s when I got serious about speed
reading. Here is the collection of what I practiced then, and picked up
since. The first thing I had to do was toss away the reading myths I
had held so long.
1. Reading is linear. I had always figured reading was
a linear process; you know, start up front and grind through to the
very end in the exact order it was printed in. Reading is no more
linear than thinking is, (or I eventually discovered, than writing; few
writers start at the beginning — indeed, they usually “write the first
2. True reading is word-for-word. I started as a kid
looking at individual letters. They didn’t help much. Next I started
sounding out syllables. Finally, I could read whole words. Why stop
with words? Well, I know one reason… I had a college professor who made
us swear we had “Read every single word” of our collateral reading.
Why? He didn’t make us swear we’d “read every single letter.” The
answer is simple: that professor (like me) had never moved from
letters, syllables, and words, to reading phrases, sentences and
paragraphs. He assumed the only way to read thoroughly was by the
laborious method of reading one word at a time.
3. Reading is a laborious task which takes a long time. Not at all! Reading can be both fun and fast. Indeed, speed reading is like auto racing — it is far more exciting.
4. All parts of a book are of equal value. This myth
persists until you actually write your own book. Then, all at once you
realize there is “filler” material , illustrations, and even sometimes
whole chapters jammed into a book just because the publisher insisted.
Take messages for instance. Ever hear a message and wish you could put
it on fast forward over that long story illustrating a point you
already understand? Well, in reading you can fast forward.
5. Reading faster will reduce retention. Sorry. It
should be that way, shouldn’t it? Those who groan slowly through a book
painstakingly sounding out every single word, maybe even moving their
lips, should get a greater reward shouldn’t they? Sorry. In fact, speed
reading techniques will increase one’s comprehension and retention.
Getting Ready to Read
So, we’re ready to read. But don’t read the book yet. There are a few steps to take first.
FIRST: ELIMINATE ALL DISTRACTIONS: Get rid of ANYthing
your mind could think about besides the reading material. Is there
conversation? Activity? TV? An uncomfortable seat? Music in the
background? (OK OK, I know many of my readers are college students who
claim they “study better” with music in the background. Go ahead and
claim it — but you are wrong. You might “like it” better, but you do
not study better. ANYthing which might occupy your mind waters down
your concentration — even occupying your “mind-in-background.” Fool
yourself if you wish — but if you really are serious about reading
faster, eliminate distractions.
SECOND: Ask: What is my purpose? Why are you reading
this? And what kind of literature is it? Is it a classic or fiction
work you are reading for fun? Then, why hurry through it at all? Like a
leisurely meal, sit back and taste each bite — turn over the delicious
phrases in your mind. Or is collateral reading for a course where you
are must be familiar with the central notions? Then finding the notions
is why you are reading, right? Or maybe you are reading collateral
where you will be tested on the content? Or maybe collateral reading
where you will be required to say, “I read every single word?” Or is
this a book where you will be tested on the terms and dates therein?
Or, maybe you are just reading the book searching for some new ideas
for your own situation. Or you have to write a review. Or maybe you
plan to teach it to others. See how different your purpose might be for
each? Before you open the book, take a minute to state your purpose to
yourself. It will largely determine how you read the book from then on.
THIRD: Do a 10 minute PRE-READ. Take ten minutes or
less and pre-read the entire book. Go ahead and try this if you’ve
never done it before. Treat a book like a jigsaw puzzle. Dump it out,
then organize all the pieces first before putting it together. Read the
dust cover and any cover reviews. Then look through the author blurb.
Move to the Table of Contents and see if you can figure out the whole
book from this page. Page through the entire book, page by page and
glance through all summaries, tables, pull-out quotes,
diagrams(especially), and scan through all the section titles and you
Chances are you’ll find the KEY CHAPTER while you are doing this. Some publishers say (off the record, of course) “A book is simply one great chapter with a dozen other filler chapters.” If this is so, find that chapter.
FOURTH: Read the KEY CHAPTER. Start using the rapid
reading techniques mentioned later to read this KEY CHAPTER through.
You are not obligated to wait until you have read all the chapters
before this one, as if you must eat your green beans before the ice
cream. The book is yours — go ahead and get the central idea before
Once you’ve read the key chapter you are ready to read the rest. In
order from the front to the back, or in some other order which better
suits your purpose. Now for some actual reading tips tips.
III. Rapid Reading Techniques
1. Raise your speed- comfort level. How comfortable
are you speeding in a car? How fast do you have to go before you feel
you are “on the edge?” 70 MPH? 90? 120? How about 210 MPH, the speed
the Indy car drivers can average? Get the point? Some people have
learned to drive faster; their comfort level has been raised. You can
do the same thing for reading. Face it, speed-reading isn’t mostly
about technique; it is about mind set. Indeed this may be the reason
you can play a CD while reading — you are merely driving along at
25MPH. Can you imagine an Indy car driver playing music in the
background? No. The driver focuses all his or her skills on the track.
If you are out for a Sunday afternoon stroll in your book, then ignore
this. But if you are serious about becoming a speed-reader, then start
expecting more of yourself.
2. See the book as a mine full of ORE not GOLD. Books
offer wonderful gold to the prospector. But the reader must sort
through tons of ore to find and refine the gold. The speed reader
changes mindsets: quits fooling around with the ore and searches for
the gold. What is a book anyway? What are words? They are “carriers” of
truth, thoughts, ideas, a thesis, information, terms, concepts,
notions. One reads a book to get the message, not to obsess on the
words. (I’m tempted here to talk about Bible study, but we shall let it
pass this time.) Switch your mindset to looking for the gold.
3. Quit Subvocalizing. Most of us learned to read by
sounding out the words. The trouble is, most of us never stopped. Sure,
maybe we no longer audibly sound them out, or even move our lips, but
in our heads we are “reading to ourselves.” We have learned to read by
Mouth-and-Ear. To become a speed reader one must discard this habit (or
at least reduce it) and adopt the eye-and-mind method. It is mostly a
matter of mind set. Instead of acting like the ear (even in one inside
your head) is the route to the mind, begin believing that the eye is
the gate to the mind. Start drinking in books through your eyes. Let
the books pass into the mind directly from the eye, skipping the mouth
and ears. Go ahead and start trying it.
4. Use your finger. For most beginning speed-readers
this is a shock. They remember reading in grade school with their
finger and assume it slows one down. Actually the finger is your pace
car. It leads you forward at a speedy pace, and keeps you on focus and
avoiding back-skipping. There are several ways to use your finger (or
hand) but just try it out for starters. As you improve, buy one of the
books on speed-reading and settle on the pattern which works best for
5. Break the Back-skip habit. Most of us read along a
line of type like this one to get the interpretation of the meaning,
but as we read our eyes jump back to dwell on a word we just passed. We
do this without knowing it. In fact, probably the only way to discover
how many times you back skip is to have someone watch you read and
count the eye-darts back. But, unless you have someone you feel pretty
comfortable staring you in the face while you read, just trust me –
you probably back-skip. How to stop? First confess you do it. Then
start recognizing when you do it. Finally when tempted to back-skip,
treat the book like a movie — that is, even if you miss something in a
movie, you don’t stop the video and replay it. You just let it flow on
through, hoping you’ll make it up later.
6. Use your peripheral vision. Just like you must develop a
muscle in the gym, so your mind can be trained to use the eye-gate to
take in a broader amount of data. For instance, instead of reading left
to right across the lines, pretend there is a line right down the
middle of this page and you are following the line. Let your eye take
in through peripheral vision the phrases to the right or left. Can you
do it? With practice you can train your mind to read on “both sides of
the road” even though your eyes are on the center line. To practice
this skill most speed readers actually draw lines down pages of a book
until they have mastered the skill with an invisible line. Let your
mind drink in the information on the page without looking directly at
it — just like you “see” the sides of the road when driving an
7. Learn to read KEY WORDS. 40-60% of the words on a
page are neither critical nor important. Indeed, if someone took
white-out and hid them from your sight, you could still figure out what
the paragraph was communicating. So, it stands to reason that if you
could figure out which are these KEY WORDS you could scan past the
other words and let your mind fill in the blank. Train your mind to
find these key words and you’ll add even more speed to your reading.
8. Eliminate “Bus Stops” (Eye rests). As your eyes
read down this line they stop periodically and “rest” on a word.
Children’s eyes often rest on every single word as they learn to read.
Then as you grow your eyes move smoothly down the line like a lawn
mower, then you stop a split second on a word, then start back up
again. Most reader never get over this habit, but like a bus stopping
at every corner, it slows down your progress. Try to reduce your eye
rests to 3-4 per line, maybe even less as you get better… keep the eye
moving smoothly line after line, letting your mind drink in the
knowledge on the line.
9. Take breaks. The research is clear. Steady reading
hour after hour is less efficient than taking a five minute break every
hour or less. Sit down to read 100 pages in the next hour. Set an alarm
even. Then reward yourself with a cookie or sandwich when you’ve
reached your goal in 60 minutes.
10. Set a time goal. Have a 300 page book to read?
Decide how fast you’ll read it. If you are not a speedy reader, maybe
you’ll only set the US average reading speed as your goal: one page a
minute (250 words/min.). Or if you are already an above average reader,
set 100 pages an hour and plunge in. If you picked 100 pages an hour,
that’s 50 in a half hour, 17 per 10 minutes or 1.7 pages per minute.
Keep on track… pretend like you are in an auto race… push yourself,
concentrate, get yourself out there on the “racer’s edge” — the line
just short of out-of-control, yet still in command. Do it; it will be
IV Retention Techniques
1. Underline, circle, make margin notes. Not
highlighting the whole page like some students do! Usually you will not
mark more than two or three items per page, and many pages will have no
markings. Marking pages increases recall — do you have a marked-up
Bible? If you do, you can almost “see” the page in your head when
recalling it. Marking helps. (Highlighting may help — your own
markings, however, are probably superior).
2. Dog-ear important pages. In a 250 page book there
will probably be 25 pages worth dog-earing. Turn down the page to
return later. The bigger the dog-ear the more important the page. Most
books have only four or five half-page-dog ears.
3. Transfer key notes to front of book. Got a great
point here? The central message? The quote which essentially represents
the whole book? Write it down in the front of the book. Why? Generally
speaking when it comes to new information you either “Use it or lose it
in 20 minutes.” When you discover it, flip the book open to the front
and scribble it down; it will cement the notion into your mind. Better
yet, link it to something you already know and write that down too.
Linked information can be recalled far better than isolated information.
4. When finished, re-read dog-eared pages. Just run back through and re-read the gold. Here is the essence of the book (if you made judgements right going through).
5. Now write an “abstract” in the back or front. You are
finished! Go for a pizza… but not just yet. Take a few more minutes and
write an “abstract” up front in your own words. When the writer
submitted the proposal for this book, he or she probably actually had a
single paragraph or page, outlining what this book was all about. To
summarize the book, simply “reverse engineer” the book back to the
author’s abstract or thesis.
6. Consider drawing a “MindMap” of the contents. If
you are going to be tested on this book, get someone to teach you how
to use Tony Buzan’s “Mind Map” to remember the entire book on a single
page. Remember, the mind mostly recalls ideas and pictures, not words.
A Mind Map will enable you to “picture” the whole book and you’ll look
like you posses a “photographic” (which you really don’t need, if you
simply follow the advice in this article).
7. But if you borrowed the book, and can’t mark it,
dog-ear it, or otherwise “use” this took — then use 3M stickers
instead of dog-ears, and write your comments on half-sheets of paper as
remember this: speed-reading is not some magical secret you can pick up
in ten minutes and Presto! You now can read 1000 words per minute.
True, you can learn to read faster; perhaps double your present
speed in two weeks. But to become a life-long rapid reader (like
becoming a proficient race car driver) takes time, concentration and
practice. This short article can get you started, but to really become
expert you’ll need to practice plenty.
To help you develop this skill further try one of the many books on rapid reading. (You only need one to start with, most all articles (like this one) books and courses basically cover similar techniques.)
The Art of Schmoozing
“It’s not what you know or who you know, but who knows you.” Susan RoAne.
The Guy Kawasaki Theory of Schmoozing version 1.0 was ad hoc: get to know the people that you need for a specific deal. It was short-term and focused.Version 2.0 is ad infinitum–maybe even ad nauseum.
It’s taken me twenty years, but I’ve figured out that it’s much easier
to make a sale, build partnerships, create joint ventures–you name
it–with people that you already know than with people you just met.
The key is to establish a relationship before you need it. And this is why I’d like to provide the art of schmoozing.
- Understand the goal. Darcy Rezac in his book, The Frog and the Prince,
wrote the world’s best definition of schmoozing: “Discovering what you
can do for someone else.” Herein lies eighty percent of the battle:
great schmoozers want to know what they can do for you, not what the
you can do for them. If you understand this, the rest is just mechanics.
- Get out. Schmoozing is an analog, contact sport.
You can’t do it alone from your office on the phone or via a computer.
You may hate them but force yourself to go to tradeshows, conventions,
and seminars. It’s unlikely that you’ll be closing a big order with
someone you met online at MySpace or via Skype. Get out there and press
- Ask good questions, then shut up. The mark of a good conversationalist is not that you can talk a lot. The mark is that you can get others
to talk a lot. Thus, good schmoozers are good listeners, not good
talkers. Ask softball questions like, “What do you do?” “Where are you
from?” “What brings you to this event?” Then listen. Ironically, you’ll
be remembered as an interesting person.
- Unveil your passions. Only talking about business
is boring. Good schmoozers unveil their passions after they get to know
you. Great schmoozers lead off with their passions. Your passions make
you an interesting person–you’ll stick out because you’re the only
person not talking about 802.11 chipsets at the wireless conference.
Personally, my passions are children, Macintosh, Breitling watches,
digital photography, and hockey if you ever meet me.
- Read voraciously. In order to be a good schmoozer, you need to read voraciously–and not just the EE Times, PC Magazine, and the Wall Street Journal.
You need a broad base of knowledge so that you can access a vast array
of information during conversations. Even if you are a pathetic
passionless person, you can at least be a well-read one who can talk
about a variety of topics.
- Follow up. Over the course of my career, I’ve gave
away thousands of business cards. At one point, I thought I was nuts
because if all those people called or emailed me, I’d never get
anything done. Funny thing: hardly anyone ever follows up. Frankly, I
don’t know why people bother asking for a business card if they’re not
going to follow up. Great schmoozers follow up within twenty-four
hours–just a short email will do: “Nice to meet you. I hope we can do
something together. Hope your blog is doing well. I loved your
Breitling watch. I have two tickets to the Stanley Cup Finals if you
want to attend.” Include at least one thing to show the recipient that
she isn’t getting a canned email.
- Make it easy to get in touch. Many people who want
to be great schmoozers, ironically, don’t make it easy to get in touch
with them. They don’t carry business cards, or their business cards
don’t have phone numbers and email addresses. Even if they provide this
information, it’s in grey six-point type. This is great if you’re
schmoozing teenagers, but if you want an old, rich, famous, powerful
people to call or email, you’d better use a twelve-point font. (These
are the same folks that need the thirty-point font vis-a-vis the 10/20/30 Rule of PowerPoint.)
- Give favors. One of my great pleasures in life is
helping other people; I believe there’s a big Karmic scoreboard in the
sky. God is keeping track of the good that you do, and She is
particularly pleased when you give favors without the expectation of
return from the recipient. The scoreboard always pays back. You can
also guess that I strongly believe in returning favors for people who
have helped you.
- Ask for the return of favors. Good schmoozers give
favors. Good schmoozers also return favors. However, great schmoozers
ask for the return of favors. You may find this puzzling: Isn’t it
better to keep someone indebted to you? The answer is no, and this is
because keeping someone indebted to you puts undue pressure on your
relationship. Any decent person feels guility and indebted. By asking
for, and receiving, a return favor, you clear the decks, relieve the
pressure, and set up for a whole new round of give and take. After a
few rounds of give and take, you’re best friends, and you have mastered
the art of schmoozing.
Written at: Walt Disney World Dolphin Hotel, Orlando, Florida.
February 01, 2006 | Permalink
02月 4, 2006
Do you have a hard job?
I have one!