April 2021


Procrastination is a habit you develop to cope with anxiety about starting or completing a task. It is your attempted solution to cope with tasks that are boring or overwhelming.

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In The Now Habit: A Strategic Program for Overcoming Procrastination and Enjoying Guilt-Free Play, Psychologists Dr. Neil Fiore highlight strategies, tools, and a comprehensive plan for overcoming procrastination and managing stress. Dr. Fiore argues that procrastination is a coping mechanism we use to deal with overwhelm and stressful situations. The Now Habit program presents 10 tools for overcoming procrastination such as The Unschedule, Three-dimensional thinking, Making worry work for you, persistent starting, setting realistic goals, guilty-free play, and working in the flow state.

Favourite Take Aways – The Now Habit

Procrastination is a mechanism for coping with the anxiety associated with starting or completing any task or decision.

Since 1960: Venture capitalist have invested over $450 billion in more than 27,00 companies.

Something Ventured is a 2011 documentary film investigating the emergence of American venture capitalism in the mid-20th century. Something Ventured follows the stories of the venture capitalists like Tom Perkins, Don Valentine, Arthur Rock, Dick Kramlich, and others, who worked with entrepreneurs to start and build companies like Apple, Intel, Genentech, Cisco, Atari, Tandem, and others.

Beginning in the late 1950′s, this small group of high rollers fostered a one-of-a-kind business culture that encouraged extraordinary risk and made possible unprecedented rewards. They laid the groundwork for America’s start-up economy, providing not just the working capital but the guidance to allow seedling companies to reach their full potential.

The human quest and pursuit for material things and possessions are insatiable; we are always striving for more money, a high-paying job, vacation, a bigger home, and a different lifestyle. We believe that when we get to the destination, whatever we think it is, we would be happy, but the reality of life is that those things would not make you happy, and the zeal for more would always be there. We see many supposed rich people not living a happy life, and they even tell us that it would not make us happy, but we want to find out ourselves.

John C. Bogle, the late founder of Vanguard Mutual Fund Group and creator of the first index mutual fund, begins his 2008 book, Enough: True Measures of Money, Business, and Life with a story that buttresses the point of never enough. He writes:

At a party given by a billionaire on Shelter Island, Kurt Vonnegut informs his pal, Joseph Heller, that their host, a hedge fund manager, had made more money in a single day than Heller had earned from his wildly popular novel Catch-22 over its whole history. Heller responds, “Yes, but I have something he will never have . . . enough.

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American author and Psychotherapist Richard Carlson shared 100 bit-sized recommendations for living a purposeful life. As a stress consultant, he found that life is not an emergency, and we could use the 100 recommendation to live life on our own terms, stop worrying excessively because, at the end of the day, most of the things we worry about are all small stuff. The sun would rise tomorrow, the wound would heal, and we would gain perspective with each life process. Not sweating the small stuff means you move from always reacting to gaining perspective, letting life flow as it would, stop resisting, and radically accepting the vicissitudes of life.

Favourite Takeaways – Don’t Sweat the Small Stuff

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In his illuminating book The Now Habit: A Strategic Program for Overcoming Procrastination and Enjoying Guilt-Free Play, Psychologist and Author Dr. Neil Fiore write about a time-planning/management tool he called “The Unschedule.” I found the tool to effectively deal with procrastination, re-ordering your priorities, and getting things done.

The Unschedule is a weekly calender of committed recreational activities that divides the week into manageable pieces with breaks, meals, scheduled socializing, and play. In addition, it’s a record of your productive, uninterrupted work. It provides producers with a prescheduled commitment to guilt-free time for recreation, plus a realistic look at the actual time available for work.

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In Blink: The Power of Thinking Without Thinking, author Malcolm Gladwell explores how we think without thinking, about choices that seem to be made instantly in the blink of an eye-that actually aren’t as simple as they seem. Gladwell examines snap judgments, which are the split-second decisions we make unconsciously.

 Decisions made very quickly can be every bit as good as decisions made cautiously and deliberately.

Carol Bartz is an American business executive, former president and CEO of the internet services company Yahoo!, and former chairman, president, and CEO at architectural and engineering design software company Autodesk. Carol delivered a great speech to the graduating class of UW Madison with core themes like embracing failure, communication, and hanging with the right crowd.

There is a great native American story between an old Cherokee and his grandson that is often attributed to the Cherokee, Lenape people, or an Eskimo fisherman. The story contains a great parable about the power of focus, mindset, and it is a great anecdote on how we can manage our thought, feelings, and action.

One evening, an old Cherokee told his grandson about a battle that goes on inside us all. He said to his grandson:

“A fight is going on inside me,” he said to the boy. “It is a terrible fight and it is between two wolves. One is evil – he is anger, envy, sorrow, regret, greed, arrogance, self-pity, guilt, resentment, inferiority, lies, false pride, superiority, and ego.”

He continued, “The other is good – he is joy, peace, love, hope, serenity, humility, kindness, benevolence, empathy, generosity, truth, compassion, and faith. The same fight is going on inside you – and inside every other person, too.”

The grandson thought about it for a minute and then asked his grandfather, “Which wolf will win?”

The old Cherokee simply replied, “The one you feed.”

The story goes on and ends like this in another version:

“If you feed them right, they both win.” 

“You see, if I only choose to feed the white wolf, the black one will be hiding around every corner waiting for me to become distracted or weak and jump to get the attention he craves. He will always be angry and always fighting the white wolf. But if I acknowledge him, he is happy and the white wolf is happy and we all win. For the black wolf has many qualities – tenacity, courage, fearlessness, strong-willed and great strategic thinking – that I have need of at times and that the white wolf lacks. But the white wolf has compassion, caring, strength and the ability to recognize what is in the best interest of all.

“You see, son, the white wolf needs the black wolf at his side. To feed only one would starve the other and they will become uncontrollable. To feed and care for both means they will serve you well and do nothing that is not a part of something greater, something good, something of life. Feed them both and there will be no more internal struggle for your attention. And when there is no battle inside, you can listen to the voices of deeper knowing that will guide you in choosing what is right in every circumstance. Peace, my son, is the Cherokee mission in life. A man or a woman who has peace inside has everything. A man or a woman who is pulled apart by the war inside him or her has nothing.

“How you choose to interact with the opposing forces within you will determine your life. Starve one or the other or guide them both.”

Peace, my son, is the Cherokee mission in life. A man or a woman who has peace inside has everything. A man or a woman who is pulled apart by the war inside him or her has nothing.

The above story is a great metaphor for life, handling our emotions and dealing with life vicissitudes. According to research often attributed to the National Science Foundation,  the average person has about 12,000 to 60,000 thoughts per day. Of those thousands of thoughts, 80% were negative, and 95% were the same repetitive thoughts as the day before. We think the same thought all over again, day in day out. To change your thought, you need to change what you feed it (input), which would eventually affect your behavior, actions, and habits (output). Garbage in, Garbage out, what you see is what you get.

 The average person has about 12,000 to 60,000 thoughts per day. Of those thousands of thoughts, 80% were negative, and 95% were the same repetitive thoughts as the day before.

We feed our mind is critical, as you can not give what you do not have. If you feed your mind with negative thoughts such as watching negative news on TV, negative behavior will manifest, such as anxiety, fear, and apprehension. If you feed your mind with positive thoughts such as reading great books, listening to audiobooks, meditating and reading out and affirming your goals, positive behavior will manifest in your life.

“Your beliefs become your thoughts, Your thoughts become your words, Your words become your actions, Your actions become your habits, Your habits become your values, Your values become your destiny.” – Mahatma Gandhi

All the Best in your quest to get Better. Don’t Settle: Live with Passion.

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The Core theme of Leading Digital by George Westerman:

Within the next ten years, industries, economies, and probably entire societies will be transformed by a barrage of technologies that until recently have existed only in science fiction, but are now entering and reshaping the business world. Becoming a Digital Master is challenging, but there has never been a better time. The longer you wait, the more difficult it will become

In Leading Digital, authors George Westerman, Didier Bonnet, and Andrew McAfee highlight how large companies in traditional industries—from finance to manufacturing to pharmaceuticals—are using digital to gain strategic advantage. They illuminate the principles and practices that lead to successful digital transformation. Based on a study of more than four hundred global firms, including Asian Paints, Burberry, Caesars Entertainment, Codelco, Lloyds Banking Group, Nike, and Pernod Ricard, the book shows what it takes to become a Digital Master.

Here are my favourite take-aways from reading, Leading Digital by George Westerman, Didier Bonnet, and Andrew McAfee:

It is not a matter of if; it is a matter of when we are all going to lose someone, lose a possession, lose a job; it happens to all of us at some point in our lives. You are either going through a storm, coming from a storm, or heading to the next storm. No one lives a problem-free life; the key to getting through the pain and hurt is to feel the pain and keep moving. Grief is painful and very hard to deal with; I have gone through my fair share – lost my closest cousin (2013), lost my mum to cancer (2019), and getting laid off (2020).

I know I will still go through some grief later in the future; it is a tough period to deal with, and having great people and resources around you can make the pain bearable. Here are some great books that helped me go through the pain and navigate the grief without losing myself.

Top 7 Books on Grief

“If you think an awkward response to a friend’s crisis will make them feel bad, then you should know that if you say nothing, they will likely feel worse. ”

In There is No Good Card for This, empathy expert Dr. Kelsey Crowe and greeting card maverick Emily McDowell, blends well-researched, actionable advice with the no-nonsense humor and the signature illustration style of McDowell’s immensely popular Empathy Cards, to help you feel confident in connecting with anyone experiencing grief, loss, illness, or any other difficult situation.

The first time something unimaginably terrible happens to a friend—and it will happen at some point—you may get a pass for awkward behavior. Yet as time goes on, if you want to be a responsible grown-up, you’ve got to do a little better than that. When someone in your life is hurting, there are real, concrete ways to help.

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“Only when we realize we can’t hold on to anything can we begin to relax our efforts to control our experience.”

When I first got laid off, it was shocking and not expected, but I got used to it with time. Radical Acceptance was the book that helped me with accepting the new reality and moving on to the next level. It has been a roller coaster with the loss, but like any mess, it has got a MESSage.

radical acceptance

In Radical Acceptance, Tara Brach explores in depth how Buddhist teachings can transform our fear and shame. Through meditation, mindfulness practices and fully understanding the healing power of compassion, we can discover the very real possibility of meeting imperfection in ourselves and others with courage and love – and so transform our lives.

 We suffer when we cling to or resist experience when we want life different than it is. As the saying goes: “Pain is inevitable, but suffering is optional.

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“There is no getting over it, but only getting under it. Loss and grief change our landscape. The terrain is forever different and there is no normal to return to. There is only the inner task of making a new and accurate map”

In It’s OK That You’re Not OK, Megan Devine offers a profound new approach to both the experience of grief and the way we try to help others who have endured tragedy. Having experienced grief from both sides―as both a therapist and as a woman who witnessed the accidental drowning of her beloved partner―Megan writes with deep insight about the unspoken truths of loss, love, and healing. She debunks the culturally prescribed goal of returning to a normal, “happy” life, replacing it with a far healthier middle path, one that invites us to build a life alongside grief rather than seeking to overcome it.

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“Loss, grief, and disappointment are profoundly personal. We all have unique circumstances and reactions to them.”

The book explores the psychology of recovery and the challenges of regaining confidence and rediscovering joy. Option B shares Insights on facing adversity, building resilience, and finding joy.


Option B combines Sheryl’s personal insights with Adam’s eye-opening research on finding strength in the face of adversity. Beginning with the gut-wrenching moment when she finds her husband, Dave Goldberg, collapsed on a gym floor, Sheryl opens up her heart—and her journal—to describe the acute grief and isolation she felt in the wake of his death.

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The five stages—denial, anger, bargaining, depression, and acceptance—are a part of the framework that makes up our learning to live with the one we lost. They are tools to help us frame and identify what we may be feeling. But they are not stops on some linear timeline in grief. Not everyone goes through all of them or goes in a prescribed order.

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  • The Year of Magical Thinking  by Joan Didion

    The Year of Magical Thinking (2005), by Joan Didion (b. 1934), is an account of the year following the death of the author’s husband John Gregory Dunne (1932–2003). The book recounts Didion’s experiences of grief after Dunne’s 2003 death. Days before his death, their daughter Quintana Roo Dunne Michael was hospitalized in New York with pneumonia which developed into septic shock; she was still unconscious when her father died.

    In 2004 Quintana was again hospitalized after she fell and hit her head disembarking from a plane in Malibu. She had returned to Malibu, her childhood home, after learning of her father’s death. The book follows Didion’s reliving and reanalysis of her husband’s death throughout the year following it, in addition to caring for Quintana. With each replay of the event, the focus on certain emotional and physical aspects of the experience shifts. 

“Life changes in the instant. The ordinary instant.”

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  • When Breath Becomes Air by Paul Kalanithi 

    At the age of thirty-six, on the verge of completing a decade’s worth of training as a neurosurgeon, Paul Kalanithi was diagnosed with stage IV lung cancer. One day he was a doctor treating the dying, and the next he was a patient struggling to live. And just like that, the future he and his wife had imagined evaporated.

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All the Best in your quest to get Better. Don’t Settle: Live with Passion.

Entrepreneurship is the activity of setting up a business or businesses, taking on financial risks in the hope of profit. French economist Jean-Baptiste Say noted that “The entrepreneur shifts economic resources out of an area of lower and into an area of higher productivity and greater yield.” An Entrepreneur is a risk-taker, problem finder, and problem solver. An Entrepreneur is someone who setups an enterprise to add value, innovate, and make a profit for its shareholders.

Here are some great quotes on Entrepreneurship:

John Clifton “Jack” Bogle (May 8, 1929 – January 16, 2019) was an American investor, business magnate, and philanthropist. He was the founder and chief executive of The Vanguard Group and is credited with creating the first index fund. Bogle was an advocate of long-term patience over short-term action, investment over-speculation, and the reduction of broker fees as much as possible.

“Life is a kind of campaign. People have no idea what strength comes to one’s soul and spirit through a good fight.” – Gutzon Borglum (sculptor of Mount Rushmore)

John C. Bogle was the founder and chief executive of The Vanguard Group and is credited with creating the first index fund. In 1999, Fortune named Bogle as “one of the four investment giants of the 20th Century.”  alongside Warren BuffettPeter Lynch, and George Soros. In his book, Enough: True Measures of Money, Business, and Life, Bogle shares great insights on what it truly means to have “enough” in a world increasingly focused on status and score-keeping. He also shared his principles on Money, Business, Life, and Leadership.

On Leadership

“What, then, are the characteristics of good leadership and of good management? On that subject, I have (surprise!) strong opinions, most of them formed in the crucible of my own six decades of business experience, including four decades as a leader—nine years as chief executive of Wellington Management, 22 years as chief of Vanguard, and (if you will) now nine years running Vanguard’s admittedly tiny Bogle Financial Markets Research Center, with its crew of three plus me. So here I speak from my own broad, firsthand, and often hard-won experience.”

10 rules for building a great organization

Rule 1: Make Caring the Soul of the Organization

When I first spoke to our Vanguard crew about caring in 1989, I used these words: “Caring is a mutual affair, involving:

 (1) Mutual respect from the highest to the humblest among us: Each one of you deserves to be—and will be—treated with courtesy, candor, friendliness, and respect for the honorable work you perform.

 (2) Opportunities for career growth, participation, and innovation: While Vanguard is an enterprise in which so many are asked to do jobs that are routine and mundane but always essential, the simple fact is that we need your enthusiastic participation in your job—whatever it may be—if we are to make Vanguard work effectively.

Rule 2: Forget about Employees

“To me, an employee suggested someone who came in each day at nine, left promptly at five, did what he was told, kept her mouth shut, and got paid, just like clockwork, when the workweek ended. A crew member, while it may sound sort of, well, corny, suggested to me an excited, motivated, committed—yes, caring—person who was part of a crew in which we all worked together on a worthwhile voyage, part of a chain that could be no stronger than its weakest link. That’s the kind of crew I wanted to lead, one linked together, each dependent on the other.”

Rule 3: Set High Standards and Values—and Stick to Them

As for values, I was determined from the outset to make human beings the focus of our firm. How often I have said over these long years that those whom we serve—and, let’s never forget, those with whom we serve as well—must be treated as “honest-to-God, down-to-earth human beings, all with their own hopes and fears and financial goals.” In practice, that means together serving the human beings who are our clients to the best of our ability; being prudent stewards of the assets they have entrusted to us; treating them as we would like the stewards of our own assets to treat us; and serving them with candor, with empathy, with fair dealing, and with integrity.

“In my time as head of Vanguard, none of these standards and values was ever written down in a manual. Rather, I proposed a single overarching but simple rule:

“Do what’s right. If you’re not sure, ask your boss.” Why so? Because as I’ve said a thousand times: “Good ethics is good business.” A new thought? Hardly. In the Odyssey, Homer reminds us,

“Fair dealing brings more profit in the end.

Rule 4: Talk the Talk. Repeat the Values Endlessly.

Building a great organization demands finding the right words to communicate the best ideas and the highest ideals, words that convey purpose and passion and vision. In the effort to do so, we have all been given a priceless gift: the English language. Let’s use the inspirational words and cadences it has given us to build an organization that lasts, an organization in which leaders, managers, and those who do the hard work of routine can take great pride.

Rule 5: Walk the Walk. Actions Speak Louder than Words.

Whether manager or leader, there are few more self-defeating courses of action than “talking the talk” without “walking the walk.” So whatever you preach, you’d darn well better practice. The principle is simple: If you want to be trusted, be trustworthy. If you demand hard work, work hard. If you want your colleagues to level with you, level with them. It’s not very complicated!

Personal visibility is one of the key elements of leadership, and it doesn’t happen when you’re sitting behind your desk. And if you’re an executive—a “suit,” in common parlance—don’t limit your ambit to conference rooms filled with other suits. Get out and meet the people who are doing the real work: those in the mail room, the security guards, the programmers, the accountants, the money managers, everyone upon whom your daily work depends.

If you demand hard work, work hard. If you want your colleagues to level with you, level with them. It’s not very complicated!

Rule 6: Don’t Overmanage

As I have earlier noted, the most important things in life and in business can’t be measured. The trite bromide “If you can measure it, you can manage it” has  be measured. The trite bromide “If you can measure it, you can manage it” has been a hindrance in building a great real-world organization, just as it has been a hindrance in evaluating the real-world economy. It is character, not numbers, that make the world go ’round. How can we possibly measure the qualities of human existence that give our lives and careers meaning? How about grace, kindness, and integrity?

What value do we put on passion, devotion, and trust? How much do cheerfulness, the lilt of a human voice, and a touch of pride add to our lives? Tell me, please, if you can, how to value friendship, cooperation, dedication, and spirit. Categorically, the firm that ignores the intangible qualities that the human beings who are our colleagues bring to their careers will never build a great workforce or a great organization.

Rule 7: Recognize Individual Achievement

In Vanguard’s early days, we were among the first firms to create a formal employee recognition program. It began, as I recall, in about 1980, and remains intact and virtually unchanged today. Each quarter, I would appear before a group of crew members and present the Vanguard Award for Excellence to one of the inevitably astonished colleagues. The award, based on nominations from one’s peers and reviewed by a committee of officers, is given for special team spirit, cooperation, exemplary service to clients and crew members, initiative, and resourcefulness. Some six to ten awards were presented each quarter and included a $1,000 check, $500 to the crew member’s favorite charity, and a plaque with the motto “Even one person can make a difference.” The Award for Excellence remains in place to this day.”

“The point isn’t to make recipients rich, but to recognize achievement, reinforcing an unshakable belief in the value of the individual to the organization as a whole. Even though I am no longer the company’s chief executive, I continue to sit down in my office with each award winner for an hour or so of conversation, at once listening and talking, learning and teaching, getting acquainted, and giving each winner a special signed copy of one of my books with a bookplate commemorating the award. Small as they may seem, these human touches in a now giant enterprise will, I’m certain, help to preserve the legacy I’ve tried to create.

Rule 8: A Reminder—Loyalty Is a Two-Way Street

Rare is the high-ranking corporate officer who doesn’t call on his or her workforce to display loyalty, but too many managers stop there. The best leaders, however, make certain they give loyalty back in equal measure. As I told our crew back in 1988, “It is really incredible that it has taken most American companies so long to realize that it is simply not right to ask those who do the daily work to be loyal to the corporation without making the same commitment, with the same fervor, that the corporation will be loyal to them in return. And that concept of two-way loyalty must itself become a Vanguard tradition.

Rule 9: Lead and Manage for the Long Term

Leading a business is a serious, rugged, flaw-ridden, demanding task. Dog-eat-dog competition keeps managers and the members of the workforce on their toes, and the inevitable fluctuations and vicissitudes in an industry’s affairs, as well as in the general level of economic activity, often seem to compel painful decisions and trade-offs to meet the exigencies of the day. But leading a business is also thrilling, challenging, and rewarding. The key to the difference, I believe, lies in doing everything possible to focus on long-term opportunities, doing your best to ignore the inevitable short-term difficulties.

“Once you decide whether you expect to be in business for a short time or a long time, most of the right decisions are easy.”

Rule 10: Press On, Regardless

If there were a single phrase that best articulates the attitude of business leaders and managers who both deserve and reward a great workforce, it would be “press on, regardless.” It is a rule of life that has been a motto of my family for as long as I can remember, and has sustained me through times thick and times thin alike.

The motto’s provenance was an old lobster boat named Press On owned by my uncle, investment banker Clifton Armstrong Hipkins. On the little bridge was a framed copy of these words from President Calvin Coolidge:

“Nothing in the world can take the place of persistence. Talent will not;nothing is more common than unsuccessful men with talent. Genius will not; unrewarded genius is almost a proverb. Education will not; the world is full of educated derelicts. Persistence and determination alone are omnipotent. The slogan “Press on” has solved, and always will solve, the problems of the human race”

A caution: Many leaders intuitively understand the need to press on when the weather is stormy and the going is hard. Far fewer, it seems to me, understand the need also to press on when the weather is sunny and the going is easy. Yet leaders and managers alike need to be reminded that the good times as well as the bad will pass away. The best course that I know is to keep pressing forward, no matter the circumstances.

Like all great sentiments, the idea of pressing on is hardly new. St. Paul urged his flock to do as he did, and “press to the mark.” Two and a half millennia earlier, the last words written by Buddha expressed the identical sentiment: “Strive on, diligently.”

Bogle closed his book, Enough: True Measures of Money, Business, and Life, with his philosophy of life and what make him strive. He writes:

“Back in 2007, I was invited to give a talk at a CEO Leadership Summit sponsored by Yale University. Since I was bound to be the old warhorse among the group, I settled on a subject that I thought would be both retrospective and prospective: “Why Do I Bother to Battle?” It happened that the television writers were on strike at the time, so on the theory that the summit participants might be suffering from an absence of late-night humor, I decided to frame my talk as one of those inverse “Top Ten” lists from the Late Show with David Letterman.”

“As comedy, my list might be wanting. (Remember, I was an economics major!) But as a summation of what has pushed me on during my entire life and what continues to push me on today, it’s right on the mark.”

10. Damned if I know why I bother to battle. I just do it, and I don’t know how to stop.

9. Because, in all the nearly nine decades of my life I’ve never done anything but battle—as a boy delivering newspapers; then as a young man working as a waiter (in many venues), ticket seller, mail clerk, cub reporter, runner for a brokerage firm, even a pinsetter in a bowling alley (as I wrote earlier, a Sisyphean battle!); and as a man, fighting the battle for personal advancement, for attention, for innovation, for progress, for service to society, and yes, even for power and the hope of being remembered. (Might as well admit it!) That’s one reason why I write books, including this one.

8. Because the great battlers of history have always been my heroes. Think Alexander Hamilton. Think Teddy Roosevelt. Think Woodrow Wilson. Heck, think Philadelphia’s own Rocky Balboa.

7. Because all those battlers, finally, lost their battles. I battle to be the exception.

6. Because, in the mutual fund field, no one else in the system is exception.

6. Because, in the mutual fund field, no one else in the system is battling to bring back our traditional values of trusteeship and our high promise of service to investors. Someone’s got to do it. By the process of elimination, I got the job.

5. Because when the battler stands pretty much alone, he draws a lot more attention to the mission. If you have a large ego (I do), that’s a nice extra dividend, especially because those who are outside the system—our “man in the street” investors, exemplified by the Bogleheads of the Internet—give me the strength to carry on.

4. Because, sad to say, I no longer play squash, and playing golf on grown-up courses is now something of a stretch. So what else can I do but transfer the spirit of those old battles on the fields of athletic combat onto the fields of combat to improve our society at large?

3. Because what I’m battling for—building our nation’s financial system anew, in order to give our citizen/ investors a fair shake—is right. Mathematically right. Philosophically right. Ethically right. Call it idealism, and it’s as strong today as—maybe even stronger than—it was when I wrote that idealistic Princeton thesis 57 years ago. How could an idealist fail to fight such a battle?

2. Because, even as I battle, I love the give-and-take, the competition, the intellectual challenge of my field, the burning desire to leave everything that I touch better than I found it. Using Robert Frost’s formulation, my battle is “a lover’s quarrel” with our financial world.

1. Simply because I’m a battler by nature—born, bred, and raised to make my own way in life. Such a life demands the kind of passion evoked by the words of the great sculptor of Mount Rushmore, Gutzon Borglum: “Life is a kind of campaign. People have no idea what strength comes to one’s soul and spirit through a good fight.”

All the Best in your quest to get Better. Don’t Settle: Live with Passion.

“Success is not the key to happiness. Happiness is the key to success.” – Albert Schweitzer

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John C. Bogle, the late founder of the Vanguard Mutual Fund Group and creator of the first index mutual fund, in Enough: True Measures of Money, Business, and Life, examines what it truly means to have “enough” in a world increasingly focused on status and score-keeping. The book is divided into three sections: Money, Business, and Life.

The book begins with a great story that summarizes the theme of the book:

At a party given by a billionaire on Shelter Island, Kurt Vonnegut informs his pal, Joseph Heller, that their host, a hedge fund manager, had made more money in a single day than Heller had earned from his wildly popular novel Catch-22 over its whole history. Heller responds,“Yes, but I have something he will never have . . . enough.

“ The great game of life is not about money; it is about doing your best to join the battle to build anew ourselves, our communities, our nation, and our world.”

The most difficult thing is the decision to act, the rest is merely tenacity. The fears are paper tigers. You can do anything you decide to do. You can act to change and control your life; and the procedure, the process is its own reward. – Amelia Earhart

Some days are tougher than the other; sometimes you are upbeat other times you are down. No one lives a problem-free life; the key is to constantly show up, work hard, trust the process and relentlessly execute. Getting anything worthwhile done in life and business requires commitment, patience, consistency, and self-discipline. You do not need to be great to start, but you have to start to be great.

You are either preparing or you are repairing. To achieve long-lasting success requires consistent working on yourself, your business, and your goals. Anything worthwhile takes time, dedication, and commitment to the journey and not the destination. The journey is more important than the destination because when you get to the destination, the journey always continues. It is not what you achieve that matters, it is what you become on your path to success that really matters.

It is good to have an end to journey towards; but it is the journey that matters, in the end. – Ursula K Le Guin

Life is in stages and seasons, there is a time to work on your project and there is a time to reap the reward of your hardwork, either through monetary rewards, awards or recognition. Success is cause and effect, what you sow is what you would reap. If you work hard, what is hard would eventually work but if you take short cut, you would eventually be cut short. We get rewarded in public for what we diligently practice and refine in private.