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Books

The Five Dysfunctions of a Team By Patrick Lencioni

“A fractured team is just like a broken arm or leg; fixing it is always painful, and sometimes you have to rebreak it to make it heal correctly. And the rebreak hurts a lot more than the initial break, because you have to do it on purpose.”

The Five Dysfunctions of a Team book explores the fundamental causes of organizational politics, cohesion and team failure. The book details many pitfalls that teams face as they seek to “grow together”.

According to the book, organizations fail to achieve teamwork because they unknowingly fall prey to five natural but dangerous pitfalls, called the Five Dysfunctions:

Dysfunction 1: Absence of trust—unwilling to be vulnerable within the group

The first dysfunction is an absence of trust among team members. Essentially, this stems from their unwillingness to be vulnerable within the group. Team members who are not genuinely open with one another about their mistakes and weaknesses make it impossible to build a foundation for trust.

Dysfunction 2: Fear of conflict—seeking artificial harmony over constructive passionate debate

This failure to build trust is damaging because it set the tone for the second dysfunction: fear of conflict. Teams that lack trust are incapable of engaging in unfiltered and passionate debate of ideas. Instead, they resort to veiled discussions and guarded comments.

Dysfunction 3: Lack of commitment—feigning buy-in for group decisions creates ambiguity throughout the organization

A lack of healthy conflict is a problem because it ensures the third dysfunction of a team: lack of commitment. Without having aired their opinions in the course of passionate and open debate, team members rarely, if ever, buy in and commit to decisions, though they may feign agreement during meetings.

Dysfunction 4: Avoidance of accountability—ducking the responsibility to call peers on counterproductive behavior which sets low standards

Because of this lack of real commitment and buy-in, team members develop an avoidance of accountability, the fourth dysfunction. Without committing to a clear plan of action, even the most focused and driven people often hesitate to call their peers on actions and behaviors that seem counterproductive to the good of the team.

Dysfunction 5: Inattention to results—focusing on personal success, status and ego before team success

Failure to hold one another accountable creates an environment where the fifth dysfunction can thrive. Inattention to results occurs when team members put their individual needs (such as ego, career development, or recognition) or even the needs of their divisions above the collective goals of the team.

Here are the strategies recommended for dealing with the Five Dysfunctions of a team:

Dealing with Absence of Trust

Members of teams with an absence of trust . . .

• Conceal their weaknesses and mistakes from one another

• Hesitate to ask for help or provide constructive feedback

• Hesitate to offer help outside their own areas of responsibility

• Jump to conclusions about the intentions and aptitudes of others

without attempting to clarify them

• Fail to recognize and tap into one another’s skills and experiences

• Waste time and energy managing their behaviors for effect

• Hold grudges

• Dread meetings and find reasons to avoid spending time together

Members of trusting teams . . .

• Admit weaknesses and mistakes

• Ask for help

• Accept questions and input about their areas of responsibility

• Give one another the benefit of the doubt before arriving at a negative conclusion

• Take risks in offering feedback and assistance

• Appreciate and tap into one another’s skills and experiences

• Focus time and energy on important issues, not politics

• Offer and accept apologies without hesitation

• Look forward to meetings and other opportunities to work as a group

Strategies to Building a Trusting Team:

Personal Histories Exercise

In less than an hour, a team can take the first steps toward developing trust. This low risk exercise requires nothing more than going around the table during a meeting and having team members answer a short list of questions about themselves.

Questions need not be overly sensitive in nature and might include the following: number of siblings, hometown, unique challenges of childhood, favorite hobbies, first job, and worst job.

Simply by describing these relatively innocuous attributes or experiences, team members begin to relate to one another on a more personal basis, and see one another as human beings with life stories and interesting backgrounds.

Goal: This encourages greater empathy and understanding, and discourages unfair and inaccurate behavioral attributions.

Team Effectiveness Exercise

It requires team members to identify the single most important contribution that each of their peers makes to the team, as well as the one area that they must either improve upon or eliminate for the good of the team. All members then report their responses, focusing on one person at a time, usually beginning with the team leader.

Personality and Behavioral Preference Profiles

Profile team members’ behavioral preferences and personality styles. These help break down barriers by allowing people to better understand and empathize with one another.

Recommended: Myers-Briggs Type Indicator (MBTI).

Goal: The purpose of most of these tools is to provide practical and scientifically valid behavioral descriptions of various team members according to the diverse ways that they think, speak, and act.

360-Degree Feedback

Calls for peers to make specific judgments and provide one another with constructive criticism.

The Role of the Leader in Building Trust

The most important action that a leader must take to encourage the building of trust on a team is to demonstrate vulnerability first. This requires that a leader risk losing face in front of the team, so that subordinates will take the same risk themselves.

Dealing with Fear of Conflict:

Teams that fear conflict . . .

• Have boring meetings

• Create environments where back-channel politics and personal attacks thrive

• Ignore controversial topics that are critical to team success

• Fail to tap into all the opinions and perspectives of team members

• Waste time and energy with posturing and interpersonal risk management

Teams that engage in conflict . . .

• Have lively, interesting meetings

• Extract and exploit the ideas of all team members

• Solve real problems quickly

• Minimize politics

• Put critical topics on the table for discussion

Strategies for making conflict more common and productive.

Mining

Members of teams that tend to avoid conflict must occasionally assume the role of a “miner of conflict”— someone who extracts buried disagreements within the team and sheds the light of day on them. They must have the courage and confidence to call out sensitive issues and force team members to work through them.

Real-Time Permission

In the process of mining for conflict, team members need to coach one another not to retreat from healthy debate. One simple but effective way to do this is to recognize when the people engaged in conflict are becoming uncomfortable with the level of discord, and then interrupt to remind them that what they are doing is necessary.

Thomas-Kilmann Conflict Mode Instrument

The Thomas–Kilmann Conflict Mode Instrument (TKI) is a conflict style inventory, which is a tool developed to measure an individual’s response to conflict situations.

It allows team members to understand natural inclinations around conflict so they can make more strategic choices about which approaches are most appropriate in different situations.

The Role of a Leader in Encouraging productive Conflict

it is key that leaders demonstrate restraint when their people engage in conflict, and allow resolution to occur naturally, as messy as it can sometimes be. This can be a challenge because many leaders feel that they are somehow failing in their jobs by losing control of their teams during conflict.

Dealing with DYSFUNCTION 3: LACK OF COMMITMENT

The two greatest causes of the lack of commitment are the desire for consensus and the need for certainty.

A team that fails to commit . . .

• Creates ambiguity among the team about direction and priorities

• Watches windows of opportunity close due to excessive analysis and unnecessary delay

• Breeds lack of confidence and fear of failure

• Revisits discussions and decisions again and again

• Encourages second-guessing among team members

A team that commits . . .

• Creates clarity around direction and priorities

• Aligns the entire team around common objectives

• Develops an ability to learn from mistakes

• Takes advantage of opportunities before competitors do

• Moves forward without hesitation

• Changes direction without hesitation or guilt

Strategies to encourage Commitment:

Cascading Messaging

At the end of a staff meeting or off-site, a team should explicitly review the key decisions made during the meeting, and agree on what needs to be communicated to employees or other constituencies about those decisions.

What often happens during this exercise is that members of the team learn that they are not all on the same page about what has been agreed upon and that they need to clarify specific outcomes before putting them into action.

Deadlines

As simple as it seems, one of the best tools for ensuring commitment is the use of clear deadlines for when decisions will be made, and honoring those dates with discipline and rigidity. The worst enemy of a team that is susceptible to this dysfunction is ambiguity, and timing is one of the most critical factors that must be made clear.

Contingency and Worst-Case Scenario Analysis

A team that struggles with commitment can begin overcoming this tendency by briefly discussing contingency plans up front or, better yet, clarifying the worst-case scenario for a decision they are struggling to make. This usually allows them to reduce their fears by helping them realize that the costs of an incorrect decision are survivable, and far less damaging than they had imagined.

Low-Risk Exposure Therapy

Another relevant exercise for a commitment-phobic team is the demonstration of decisiveness in relatively low-risk situations. When teams force themselves to make decisions after substantial discussion but little analysis or research, they usually come to realize that the quality of the decision they made was better than they had expected.

The Role of the Leader in encouraging Commitment

More than any other member of the team, the leader must be comfortable with the prospect of making a decision that ultimately turns out to be wrong. And the leader must be constantly pushing the group for closure around issues, as well as adherence to schedules that the team has set.

DYSFUNCTION 4: AVOIDANCE OF ACCOUNTABILITY

A team that avoids accountability . . .

• Creates resentment among team members who have different standards of performance

• Encourages mediocrity

• Misses deadlines and key deliverables

• Places an undue burden on the team leader as the sole source of discipline

A team that holds one another accountable . . .

• Ensures that poor performers feel pressure to improve

• Identifies potential problems quickly by questioning one another’s approaches without hesitation

• Establishes respect among team members who are held to the same high standards

• Avoids excessive bureaucracy around performance management and corrective action

Suggestions for Overcoming Dysfunction 4

Publication of Goals and Standards

A good way to make it easier for team members to hold one another accountable is to clarify publicly exactly what the team needs to achieve, who needs to deliver what, and how everyone must behave in order to succeed.

Simple and Regular Progress Reviews

A little structure goes a long way toward helping people take action that they might not otherwise be inclined to do.

Team members should regularly communicate with one another, either verbally or in written form, about how they feel their teammates are doing against stated objectives and standards.

Team Rewards

By shifting rewards away from individual performance to team achievement, the team can create a culture of accountability. This occurs because a team is unlikely to stand by quietly and fail because a peer is not pulling his or her weight.

Role of the Leader in creating Accountability

Once a leader has created a culture of accountability on a team, however, he or she must be willing to serve as the ultimate arbiter of discipline when the team itself fails.

DYSFUNCTION 5: INATTENTION TO RESULTS

A team that is not focused on results . . .

• Stagnates/fails to grow

• Rarely defeats competitors

• Loses achievement-oriented employees

• Encourages team members to focus on their own careers and individual goals

• Is easily distracted

A team that focuses on collective results . . .

• Retains achievement-oriented employees

• Minimizes individualistic behavior

• Enjoys success and suffers failure acutely

• Benefits from individuals who subjugate their own goals/interests for the good of the team

• Avoids distractions

Strategies to enable a team focus on collective results

Public Declaration of Results

Teams that are willing to commit publicly to specific results are more likely to work with a passionate, even desperate desire to achieve those results. Teams that say, “We’ll do our best,” are subtly, if not purposefully, preparing themselves for failure.

Results-Based Rewards

An effective way to ensure that team members focus their attention on results is to tie their rewards, especially compensation, to the achievement of specific outcomes.

This approach is a little bit trick as it might lead to team members resulting in questionable actions to get the result – Check out :

Wells Fargo account fraud scandal

Ethical Fading as explained in The Infinite Game by Simon Sinek

Role of the Leader in encouraging Result

Team leaders must be selfless and objective, and reserve rewards and recognition for those who make real contributions to the achievement of group goals.

I found the Five Dysfunctions of a team very insightful and enlightening, lots of great concepts on Leadership and Teambuilding.

All the best in your quest to get better, Don’t Settle: Live with Passion.

Categories
Books

Unfu*k Yourself: Get Out of Your Head and into Your Life by Gary John Bishop

In any moment of decision, the best thing you can do is the right thing, the next best thing is the wrong thing, and the worst thing you can do is nothing – Theodore Roosevelt

In Unfu*k Yourself, Bishop explains the concept of Getting out of your head with a series of seven assertions:

I am willing.
I am wired to win.
I got this.
I embrace the uncertainty.
I am not my thoughts; I am what I do.
I am relentless.
I expect nothing and accept everything.

Assertion One: I am Willing

Willingness is a state in which we can engage with life and see a situation from a new perspective. It starts with you and ends with you.

No one can make you willing, and you cannot move forward until you really are willing to make the next move. When you are finally willing, you can literally experience that willingness, that innate freedom that courses through your veins and similarly when you are not, the kind of primordial stuck-ness that halts, and presses down on you like some invisible weight on your chest.

In short, are you willing to stop living the life you have and start living the life you’re after? It ALL begins with the emergence of willingness, that liquid, constantly expanding and contracting state where life springs and cedes—and all of it is within you at the flick of a linguistic switch.

It does not matter what you’re facing in life, which obstacle you’re trying to overcome – if you are willing to generate that state of willingness, that’s your doorway to making the effort, taking the steps, dealing with the setbacks, and ultimately creating the progress and change in your life that you’re seeking.

Sometimes declaring your unwillingness can be just as powerful as declaring willingness. Are you willing to live with a body that’s unhealthy? No. Are you willing to continue living paycheck to paycheck? No. Are you willing to put up with unworkable, unsustainable relationships? No.

Unwillingness ignites resolve and determination. It provides an access to taking a robust and urgent approach to your situation. When you are unwilling it often represents a line in the sand where you are no longer willing to go back the way. Only when you’re unwilling to continue just simply existing, feeling unsatisfied and unfulfilled, will you make the effort necessary to make a change.

Only when you’re unwilling to put up with the bullshit any longer will you grab your shovel and start digging. At times there is no greater motivation to change than the unwillingness to do “this” any longer. Which one works for you in your life currently? I am willing or I am unwilling? Can you see how being unwilling can potentially be just as powerful as being willing?

Face your reality. Once you adopt the mindset of “I am unwilling”, you will no longer be filled with guilt, resentment or regret every time you see something you think you “want”. You’ll be in a place where you are connected to and in tune with your real life and, if you really want to pursue those things in the future, you’ll be able to locate yourself from that reality and plot your road to accomplish them.

Assertion Two: I am wired to win.

Your brain is wired to win. It doesn’t just apply to your relationships. This dynamic is at play in your career, your fitness, your finances and everything else you do. You are hard wired to win.

You’re always winning because your brain is wired to. The trouble comes when what you really want—on a subconscious level—and what you say you want are different, sometimes radically so.

The path you follow through life is the one dictated by your deepest, most inconspicuous thoughts. Your brain is constantly pushing you along that path, whether it’s the one you would consciously choose to take or not.

Firstly, you have to uncover and realize the ways in which you have limited yourself. The kind of, “absolutes”, that you are currently unaware of. In short, the conclusions that you have come to about yourself, others and life itself. Those conclusions are the limit of your potential. It’s only when you have broken through those conclusions and can experience a life outside of your current existence that you start to understand the power of this phenomenon.

Right now, your mind is unconquerable when it comes to proving that you’re not worthy of love, that you’re lazy, or that you’ll always be out of shape or never have any money.

But if we change our thinking a little, we can use our mind’s unconquerable nature to act on all the positive goals and dreams we hold for ourselves. We are wired to win – we just have to point ourselves in the right direction so we can win at something we consciously choose.

We are wired to win. You are wired to win. Define your game, embrace the challenge and strive to understand yourself in deeper and more meaningful ways. True understanding of yourself and your personal constraints allows for ever-unfolding degrees of freedom and success.

The more aware you become of your hard wiring, the more space and opportunity become available in those areas. Step out there. Trust yourself, give yourself fully to your vast capacity for victory. Set yourself the challenge of winning in new and exciting ways. Demand your greatness of yourself and repeat after me: “I am wired to win”.

Assertion Three: I got this

The thing is, the negative experiences we have rarely stay contained to that one issue. They spread. Like a toxic chemical, they seep into all aspects of our lives. If you’re having financial trouble, you’ll either consciously or subconsciously stress about it at dinner, which means you don’t enjoy our meal. You start feeling on edge around family.

You feel resentful toward your spouse and distant from your children. You’re annoyed when your dog barks or when your neighbors make too much noise. Little things like traffic and long lines begin prompting your frustration.

In this life, you’ll sometimes have to do things you don’t want to, with people you don’t like, and in places you don’t care for. People will leave your life as quickly and easily as they come into it. You’ll lose money, things will break, and your dog will die. But you’ll get through it all, the good and the bad, just like you did in the past. You’ll stand there like the champion you are because they’re all just yet another passing scene in the movie that is your life’s story.

Face your problems as they come, one by one, give them the attention they need and move on. Bundling them all together into a morass of confusion and letting them overwhelm you just won’t help. It takes precision, patience and discipline of thought. Work through each item pragmatically and with a solution in mind. Remember, everything is solve-able, and if you can’t see a solution, it only means you haven’t worked it out yet.

Often the reason you can’t see the solution is because you’re too close to the problem. Zoom out a little, zoom out a LOT and look at the big picture. This is a similar phenomenon to what psychologists call “cognitive restructuring”—Shifting the way in which your problems are presenting themselves in your life.

Our minds naturally play tricks on us, twisting and distorting our thoughts in ways that are not always rational. Even though we’d like to think we’re always logical, we’re not. We’re at the mercy of cognitive biases, emotions and misconceptions and most of it is completely unseen by us. Sometimes we’re too close, too involved in it to even realize. It’s up to us to slow down, take a step back, and understand what’s really going on

You can handle this. It’s not going to kill you. Your life isn’t over. You’ve got plenty more left in the tank. Plenty. “I got this” doesn’t mean you have the perfect solution. It just means you have your hands on the wheel, you have a say in this just like you’ve had a say all along. I mean come on, you live for this shit! It’s not always pretty. It’s not always fun but you’ve got this.

We’re not just saying this to paper over the cracks or to make yourself feel a little better for a split second. Look at your track record; you’ve really got this! You’ll make it work, just like you always have. You had it then and you got it now. Get in touch with who you really are and say it. I got this. I got this. I got this

Assertion 4: I embrace the uncertainty.

Nothing is certain. You could go to sleep tonight and never wake up. You could get in your car and never make it to work. Certainty is a complete illusion. Voodoo. Some of you might find this terrible to think about, but it’s true. No matter how hard we may try, we can never predict exactly what life will bring. Our plans will falter at some point eventually. By running from uncertainty in search of certainty, we’re actually rejecting the one thing in life that is guaranteed in favor of something that’s nothing more than a fantasy.

In reality, even many of the things we think of as hard facts aren’t. They’re half-truths. They’re assumptions. They’re misinterpretations. They’re guesses. They’re based on cognitive biases, faulty information, or conditioning. Use science as an example. What we believed 5, 10 or 20 years ago has since been disproved. We have made radical leaps in understanding and those leaps are continuing every day. What we know today will one day be looked upon as archaic and outdated. Consider those same limits of understanding are everywhere in your life. If we can’t even be certain about what we “know” today, how can we know what will happen tomorrow?

The more we try to stay comfortable today, the more uncomfortable we’ll be tomorrow. There really is no destination, there is only exploring, exploring and exploring.

Do the things you normally wouldn’t. Shake up that daily routine. Dare to dream, dare to risk and startle your life into life. Start with simple things. Take a different route to work. Instead of bringing your lunch or eating at the same few places, try somewhere you’ve never been. Start a conversation with the waiter or cashier. Smile and say hello to the people you pass on the street, or give them a friendly nod. Talk to that girl or guy who caught your eye.

Instead of simply stretching our comfort zones, let’s blow the thing up completely. Try acting in a way you’d never think about acting. Doing something completely out of character would be a great start. Embrace that uncertainty and strike a blow for your future!

Assertion 5: I am not my thoughts; I am what I do.

“You are not defined by what’s inside your head. You are what you do. Your actions.”

You change your life by doing, not by thinking about doing. In fact, when you become closely associated with the actions you are taking, something magical starts to become apparent. Thoughts without actions are just that, thoughts and your negative thoughts about yourself, others or your circumstances will have no impact on your success as long as you leave them where they lie.

Assertion 6: I am Relentless

The key to becoming relentless is to focus on the problem in front of you. Give it your full attention. Become someone who progresses even when all seems lost. The answer is always out there; all you need to do is find it. Then you can move forward to your next obstacle. And you give that obstacle your full attention until it’s taken care of.

Then there’s the next and the next and the next. By doing this, you never have to wonder where you’re going. You’re not worried about how many miles you have left to walk. You become someone who loves obstacles rather than avoids them because obstacles are your keys to success and growth. You simply take one step at a time.

Relentless is the bodybuilder who goes to the gym for hours every day. Relentless is the prospective entrepreneur who has been ridiculed or rejected for their completely original idea but keeps pitching it anyway. Relentless is the overweight Mom who feels like she’s never going to get there. Relentless is the newly minted college graduate at the bottom of the corporate ladder barely making enough to pay her rent and yet staying at the office later than anyone else just to learn as much as she can. Relentless is you.

Assertion Seven: I expect nothing and accept everything

When you expect nothing, you’re living in the moment. You’re not worrying about the future or rejecting the past. You’re simply embracing your situation as it comes. When you accept everything, that doesn’t mean you are ok with it or that you agree with it, but simply that you are owning it and in charge of it. Remember you can always change something when you can take ownership and responsibility for it. Sometimes it’s the single most effective way of resolving your “stuff.” Own it!

Again, this doesn’t mean you need to put up with shitty or abusive relationships. But the only thing more unpredictable than one person is two unpredictable people. If you are in one of those kinds of relationships, it’s time for you to invoke the boat analogy. Stop rowing, the game has changed, shift your plan. Your partners, friends, and family members all have their own desires, perceptions, and feelings. While you’re thinking one thing, they’re more than likely thinking something completely different. That thing that’s got you feeling pissed may not have even registered on their radar. They could be completely oblivious to what’s going on with you.

Don’t expect victory or defeat. Plan for victory, learn from defeat. The expectation of people loving you or respecting you or a pointless exercise too. Be free to love them the way they are and be loved the way that they love you. Free yourself from the burden and melodrama of expectation, let the chips fall where they may. Love the life you have, not the one you expected to have.

Your job is to not get caught up in that crap, to stay out of the swamp of mediocrity and drama, to reach for your greatest self, your greatest potential and to challenge yourself to live that life every single day of it. Your life, your success, your happiness, really is in your own hands. The power to change, the power to let go, be adventurous and embrace your potential all lies within your reach. Remember, no one can save you, no one can shift you, all of that is your responsibility and what better time to embrace that change than now?

The Unfu*k Yourself Book is a no-nonsense straight to the point get your shit together, no one is coming to the rescue manual. All the Best Unfu*king Yourself. Don’t Settle: Live with Passion.

Categories
Book Challenge Books

How to Read 100 Books in a Year

I first explored the idea of reading 100 book in a year in 2016. It was part of my new year resolution and have tried to do it yearly ever since:

2016

Goal: Read 100 Hardcover Books
Outcome: Read 50+ Books by December 31st 2016

2017:

Goal: Read 100 Books from my Amazon Kindle.
Outcome: Read 80+ Books by December 31st 2017

2018:

Goal: Read 100 Books from my Amazon Kindle
Outcome: Read 10+ but stopped to make & execute some life decisions (Relocation et al)

2019:

Did not set the goal to read 100 Books but read some books : was not counting but I guess I read 20+ books all year round.

I am presently committed to reading 100 books in 2020 through my 100 Books reading Challenge, You might be wondering how do I intend to read 100 books in 365 days? Here are the strategies that would enable Me (you) achieve it:

  1. Start with Why

He that has a strong WHY can deal with any How.

Why am I reading lots of books?
Ans: Because am ignorant in lots of subject matters and I want to widen my vision of the future and raise my Standards, change my worldview, have more empathy for people. The list is endless for the reason why I am seeking knowledge and understanding.

“It is not what we know that get us into trouble, it is what we think we know that ain’t so” – Mark Twain

Remembering Why you started would propel you to push ahead. We change for two reasons as Anthony Robbins would always say: because of our desire to avoid pain or the desire to gain pleasure.

2. Determine the areas you want to read about/Improve on – Choose themes for the year.

Craft a list of the areas of your life you want to get better at for the year. For example, I am working on getting better with my Finances, Emotional Intelligence, Listening, Communication, Leadership,Writing Skill, Personal Re-Invention and better understanding the world. These are the themes that majority of the books I would be reading for the year would fall under.

3. Start: Just Do It.

” You don’t have to be great to start but you have to start to be great”

The hardest part of starting a journey like this is starting and maintaining the commitment long after you’ve made the commitment. Buy the books, Borrow from friends, Borrow from the Library like have been doing and would continue to do.

4. Have a Time Block for reading

I read on my way to work in the morning (an hour) and also on my way back from work in the evening. On every given day, I read for at least 2 hours that is an average of 10 hours per week, 40 Hours per Month and 480 hours per year which equates to 4.8 hours per Book and that is not even factoring in weekends.

If you dedicate 5 hours per book on a 250 pages book, you would finish it depending on your reading speed.

5. Don’t give room for Excuses

When you set out on a goal like this there would be lots of things that would be distracting you such as naysayers and your mind tricking you that you can not do it. Here are the common excuses I hear from people on why they can’t that much:

I don’t have time but this same people use 2 hours a day to commute to work but they would rather play games or rather watch the latest episode of How to get away with murder or Suits -I also love this Series am a fan of them both but I do time block on Sundays for them lolz.

6. Stay Motivated: Seek out Models

I stay motivated by seeking out models that I admire that love reading such as Bill Gates, Warren Buffet. Seek out successful people for their insight about reading, William Gladstone former U.K Prime Minister was said to have read over 20,000 books in his life time.

7. Reduce Distractions : Re-order your priorities

Desperate times cause for Desperate Measures, until you begin to see the areas of your life you are trying to work on as a pain point you would not change and execute your goals.

What you tolerate you can not change

I have deactivated/Deleted majority of my social media accounts (Facebook,Twitter and Instagram) and I only install Whatsapp for one hour per week.

Some of this measures might see extreme but it does not seem that way for me cos I am learning to number my days. The gained back time is what I use to read more books as I don’t prioritize checking messages over figuring out my life and purpose here.

All the best on your quest to get better and reinvent yourself.. Don’t Settle: Live with Passion.

Categories
Books

100 Books Reading Challenge 2020

I would be reading 100 hardcover books in 2020 and this post is for public pressure and documentation. I tried reading 100 books for the first time in 2016 and also tried it in 2017, also started in 2018 but had to stop in February 2018 because I was making some life changing decisions.

Here is the scorecard for the previous Book Challenges:

2016

Goal: Read 100 Hardcover Books
Outcome: Read 50+ Books by December 31st 2016

2017:

Goal: Read 100 Books from my Amazon Kindle.
Outcome: Read 80+ Books by December 31st 2017

2018:

Goal: Read 100 Books from my Amazon Kindle
Outcome: Read 10+ but stopped to make & execute some life decisions (Relocation et al)

2019:

Did not set the goal to read 100 Books but read some books : was not counting but I guess I read 20+ books all year round.

2020

Goal: Read 100 hardcover Books by December 31st 2020
Strategy: Borrow the books from the Public Library.

Here is a breakdown of the books have read in 2020 thus far:

January 2020

  1. Relentless: True Story Of the Man Behind Rogers Communications by Ted Rogers
  2. MONEY Master the Game: 7 Simple Steps to Financial Freedom by Tony Robbins
  3. Tools and Weapons: The Promise and the Peril of the Digital Age by Brad Smith
  4. Broke Millennial: Stop Scraping By and Get Your Financial Life Together by Erin Lowry
  5. The Infinite Game by Simon Sinek
  6. Unshakeable: Your Financial Freedom Playbook by Tony Robbins
  7. Stillness Is the Key by Ryan Holiday

February 2020

  1. Thrive: The Third Metric to Redefining Success and Creating a Life of Well-Being, Wisdom, and Wonder by Arianna Huffington
  2. Artificial Intelligence: Modern Magic or Dangerous Future? by Yoris Wilkis
  3. Secrets of the Millionaire Mind: Mastering the Inner Game of Wealth by T. Harv Eker 
  4. 12 Rules of Life: An Antidote to Chaos by Jordan B. Peterson
  5. The Next Millionaire Next Door: Enduring Strategies for Building Wealth by Thomas J. Stanley Ph.D
  6. Rethinking Reputation: How PR Trumps Marketing and Advertising in the New Media World by Fraser P. Seitel 
  7. Factfulness: Ten Reasons We’re Wrong About the World — and Why Things Are Better Than You ThinkBook by Anna Rosling Rönnlund
  8. Extreme Ownership: How U.S. Navy SEALs Lead and Win by Jocko Willink and Leif Babin
  9. Unfu*k Yourself: Get Out of Your Head and into Your Life (Unfu*k Yourself series) by Gary John Bishop

March 2020

1. Africa’s Business Revolution: How to Succeed in the World’s Next Big Growth Market Hardcover – by Acha Leke , Musta Chironga , George Desvaux 

2. Ikigai: The Japanese Secret to a Long and Happy by Héctor García

3. Stop Doing That Sh*t: End Self-Sabotage and Demand Your Life Back (Unfu*k Yourself series) by Gary Bishop

4. The Decadent Society: How We Became the Victims of Our Own Success by Ross Douthat

5. The Five Dysfunctions of a Team: A Leadership Fable by Patrick Lencioni 

6. Option B: Facing Adversity, Building Resilience, and Finding Joy by Sheryl Sandberg

7. Atomic Habits: An Easy & Proven Way to Build Good Habits & Break Bad Ones by James Clear

8. The ABCs of Success: The Essential Principles from America’s Greatest Prosperity Teacher by Bob Proctor

9. No Limits: Blow the CAP Off Your Capacity by John C. Maxwell

10. Good Leaders Ask Great Questions: Your Foundation for Successful Leadership by John C. Maxwell

11. The Leader’s Greatest Return: Attracting, Developing, and Multiplying Leaders by John C. Maxwell