God: I promise
Me: Why did You let so much stuff happen to me today?
God: What do u mean?
Me: Well, I woke up late
God: Yes
Me: My car took forever to start
God: Okay
Me: at lunch they made my sandwich wrong & I had to wait
God: Huummm
Me: On the way home, my phone went DEAD, just as I picked up a call
God: All right
Me: And on top of it all off, when I got home ~I just want to soak my feet in my new foot massager & relax. BUT it wouldn’t work!!! Nothing went right today! Why did You do that?
God: Let me see, the death angel was at your bed this morning & I had to send one
of My Angels to battle him for your life. I let you sleep through that
Me (humbled): OH
GOD: I didn’t let your car start because there was a drunk driver on your route that would have hit you if you were on the road.
Me: (ashamed)
God: The first person who made your sandwich today was sick & I didn’t want you to catch what they have, I knew you couldn’t afford to miss work.
Me (embarrassed):Okay
God: Your phone went dead bcuz the person that was calling was going to give false witness about what you said on that call, I didn’t even let you talk to them so you would be covered.
Me (softly): I see God
God: Oh and that foot massager, it had a shortage that was going to throw out all of the power in your house tonight. I didn’t think you wanted to be in the dark.
Me: I’m Sorry God
God: Don’t be sorry, just learn to Trust Me…. in All things , the Good & the bad.
Me: I will trust You.
God: And don’t doubt that My plan for your day is Always Better than your plan.
Me: I won’t God. And let me just tell you God, Thank You for Everything today.
God: You’re welcome child. It was just another day being your God and I Love looking after My Children… ]]>
These successful CEOs are the head of some of the India’s top companies and earns in crore in a year. Altogether these CEOs earned 
2,500 crore a year, which accounts as 1.53 percent of the net profit earned by their companies in 2011, states B.G. Shirshat and Ashok Divase of Business Standard. These CEOs’ remuneration consists of 9 percent of perquisites, 11 percent as performance bonus and others, 39 percent of annual compensation of salary and 41 percent via commission or share in profit. Naveen Jindal, the CEO of Jindal Steel and Power, retains the top position by pursuing the highest remuneration, like 2010, while Kalanithi Maran of Sun TV makes his place to the second position. Mukesh Ambani, the Chairman of Reliance Industries, ranks 15th position. His compensation is the same for last three years, i.e. 15 crore. As per Business Standard, the top earning CEOs of India are as follows:
1. Navin Jindal: Born on 9th March, 1970, Jindal is the CEO, Executive Vice Chaiman and Managing Director of Jindal Steel and Power Limited. He is also a politician and Member of Parliament from the Kurukshetra Lok Sabha constituency of Haryana. Naveen did his graduation at Delhi, and further pursued MBA in University of Texas at Dellas. Earlier this year, in a study conducted by INSEAD, Jindal is ranked as the top performing CEO of India. He is highly ambitious and passionate about his work and says, “We have no aspirations to be number one. It’s more important to be profitable and efficient than big”. In 2010, his income was 69.76 crore which made him the top earning CEO of India. This year, his annual remuneration fall to 67.21 crore but still he retains his top position.
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Kalanithi Maran:
Kalanithi Maran is the Chairman and MD of Sun Group, the most profitable TV network in Asia. Maran’s business entities consists of Tv network, Radio channels, newspapers and aviation sector like Sun Network, Sun Direct DTH, Spicejet, Suryan FM, Red FM, Sun Pictures, Dinakaran, Tamil Murasu, and magazines like Kunkumam, Muthaaram, Vannathirai, Kunguma Chimizh.
His annual remuneration is 64.40 crore which makes him the second most highly paid executive. He held the same position in 2010 with an income of 37.08 crore.
He started a Tamil magazine in 1990 called Poomaalai, in 1993, he founded Sun TV. The stats say within 1995 his wealth increased to 10 million dollars which amplified 10 times in the next five years and became 100 million dollars by 2000 and reached to one billion dollars in 2005, which was a huge growth for him and his industry. He has won Young Businessman awards from CNBC, ERNST & Young.
3. Kavery Kalanithi:
Kavery Kalanithi is wife of Kalanithi Maran and serves as Director and Chairman of SpiceJet Ltd. Mrs. Maran is also the Director of Sun TV Network Limited, Kal Radio Limited, South Asia FM Limited, Udaya FM Pvt. Ltd, Kungumam Publications Pvt. Ltd, Kungumam Nithiyagam Pvt. Ltd, Kal Investments (Madras) Pvt. Ltd, Kal Comm Pvt. Ltd, Sun Direct TV Pvt. Ltd, Kal Publications Pvt. Ltd, Kal Media Services Private Limited, Kal Airways Private Limited, Kal Holdings Private Limited, Sun Business Solutions Private Limited. She pursued a bachelor’s degree from the University of Mumbai.
Mrs. Maran holds the third rank most highly paid CEO in India with an income of 64.40 crore and held the same in 2010 with an annual remuneration of 37.08 crore
4. Kumar Mangalam Birla:
:
Kumar Mangalam Birla is the most successful businessman in India. Birla is the Chairman of the Aditya Birla Group, which is one of the largest conglomerate corporations in India. Kumar Mangalam Birla is also the Chancellor of the Birla Institute of Technology and Science. Chartered Acoountant by profession and he pursued a commerce degree from HR College of Commerce and Economics, Mumbai. He holds an MBA degree from the London Business School, where he was an Honorary Fellow. He also holds many honorary doctorate degrees.
His salary for the year 2010 was 28.467 crore which made him the 10th most highly paid CEO. In 2011, he became the fourth ranker in this income list with a remuneration of 38.11 crore. In 2010, he was also ranked as the 10th richest man in India.
5. Sunil Bharti Mittal: Born on 23rd October 1957, Sunil Bharati Mittal, the son of Sat Paul (former MP), is an Indian Telecom Tycoon who is the Chairman, MD and the Group CEO of Bharati Enterprises. He started his first business in 1976 with a capital income of 20,000. His first business was to make crankshafts for local bicycle manufacturers. Now he runs the largest GSM-based mobile phone service in India along with financial services, retail, manufacturing, and agri business.
The annual remuneration for Sunil Mittal is not provided by Business Standard. Last year, he held the 12th position in this list with an income of 23.488 crore. Within one year he made himself as the 5th most paid executive of India Inc.
He has received Padma Bhushan, which is one of the India’s highest civilian awards. He has also received Lal Bahadur Shastri National Award in 2009. In the same year he was awarded the Global Economy Prize by The Keil Institute, Germany. In 2008, he was honored with U.S.-Indian Business Council’s Global Vision Award.
By Rob Go, contributor
The entire tech world is waiting with baited breath for the filing of Facebook’s IPO next week. I’m excited – the company is an absolute monster and has completely transformed the web.
But, as I’ve reflected on Facebook this past weekend, I can’t help shake a nagging feeling that the company’s success feels somehow…fleeting. In some weird ways, Facebook makes me think a bit of Yahoo (YHOO). Not the Yahoo of today, but the Yahoo of the past. And I wonder if Facebook will see a similar decline over the next 10 years.
Here are the major vulnerabilities that I see:
1. Network fragmentation. Facebook’s success is largely based on its ability to aggregate the biggest audience on the Internet and understand and monetize that audience. Social networks should be incredibly robust because of network effects. But I really have a hard time believing that Facebook will continue to dominate the pageviews 10 years from now. I think we are already seeing that while Facebook serves as a great repository of one’s identity and relationships, deep engagement is starting to happen in more targeted, fragmented communities. Photo sharing is done best on Instagram. Social curation of products on Pinterest. Self-expression on platforms like Tumblr. Sure, Facebook participates in this activity somewhat and could copy these companies, but Swiss Army knives almost never win long term.
2. Not natively mobile. I think the mobile Internet will further accelerate the trend of network fragmentation. Part of Facebook’s challenges will be driven by the rules of the app ecosystem that Apple has created. But mostly, Facebook’s main challenge is that it was not built in a mobile-first context. We are in (or will soon be) in a mobile-first world, and I think it’s hard to expect a large company like Facebook to own that domain in the same way. Just as Google (GOOG) ceded ground to Facebook because it was not natively social (and Yahoo was way, way worse), I can see Facebook ceding ground pretty quickly to products that are built with a mobile, distributed computing context in mind from the beginning.
3. Advertising effectiveness. Facebook’s impressive revenue relies largely on advertising. But I think the jury is still out on how transformative it as an advertising medium. Social advertising can be pretty compelling, but intent is pretty low, much like display advertising. I also think that Facebook falls pretty far short currently on its effectiveness as a brand advertising medium. Do you remember any really impactful brand campaigns this year that were deeply integrated with Facebook? I don’t, but do remember several that were largely driven through YouTube and Twitter. Finally, Facebook hasn’t yet developed a meaningful off-Facebook advertising product that has scale. These are more opportunities than criticisms, but if the company doesn’t maintain leadership in these areas, I see it as a further challenge in the face of #1 and #2.
4. Talent exodus? This is a big question mark. I think one of the most incredible things about Google is the company’s excellent culture and unique ability to hang on to outstanding talent for a long long time. There were certain management practices that were core to Google that made it an exciting place to work. From the distributed nature of its product teams, to its maniacal focus on valuing engineers, to its free-market-like prioritization of resources and products, to 20% time, etc etc. It means something special to be a Googler. And although some of these practices have evolved and the company has changed, I’d argue that Google will maintain higher calibre talent much longer than other large scale technology leaders like MSFT, Ebay, Yahoo, etc. Will Facebook be able to do the same? I’m really not sure. We’ll hear much much more in the coming years about how Facebook is run and how it represents the next step in the evolution of high-performing engineering organizations. But if it can’t bottle some of the magic that Google was able to achieve, I think the company will risk sliding slowly from the center of the internet to its periphery.
All this said, it’s obviously easy to poke holes at a company from the sidelines. Facebook is an amazing company and will continue to look pretty dominant for at least the next 5 years (much like Yahoo). But I think its ability to remain a great company for 10+ years will depend on how well it navigates the four challenges/opportunities above.
I look forward to the company’s public offering and will probably be a buyer… at least the first couple years.
]]>The Wired Entrepreneur: The Early Years of Elon Musk
“I didn’t really expect to make any money,” he says of his first venture. “If I could make enough to cover the rent and buy some food that would be fine. As it turns out, it turned out to be quite valuable in the end.”
He might have dropped out of Stanford University after just two days, but Elon Musk was no slouch when it came to learning. He just wanted to do things his own way. Indeed, Musk moved all the way from his hometown in South Africa to pursue his ideas on cutting edge technology in North America. The first company he founded, Zip2, would be sold to Compaq for $307 million in cash. His second company, PayPal, was not only later sold to eBay for $1.5 billion, but it changed the way the world does business online. Now, Musk is turning his attention to the skies, producing space launch vehicles with his new company SpaceX. This is one entrepreneur who puts no limits on his dreams.
Those dreams began on June 28, 1971 in South Africa. Born to a South African engineer father and a Canadian dietician mother, Musk’s father had a strong impact on the young boy’s life. He inspired Musk’s love of technology. When Musk was just ten years old, he bought himself his first computer. Not knowing anything about computers to begin with, Musk taught himself how to program. Just two years later, he had created a space game called Blaster, and was selling it commercially.
When Musk was 17 years old, he graduated from Pretoria Boys High and decided to leave home against his parents’ wishes. He did not want to take part in the South African military’s compulsory service. “I don’t have an issue with serving in the military per se,” says Musk, “but serving in the South African army suppressing black people just didn’t seem like a really good way to spend time.”
Musk decided to make North America his next home. “I think South Africa is a great country,” he says. However, “if you wanted to be close to the cutting edge, particularly in technology, you came to North America.” Musk first made his way to Queen’s University in Kingston, Ontario. Even with working part-time jobs, Musk found he was barely making ends meet, living on just $1 a day. His fate would soon change, however, when he was awarded a prestigious scholarship to the University of Pennsylvania’s Wharton School of Business. “Tuition costs are outrageous,” he recalls. “Fortunately, they gave me a scholarship…so I only had to cover living expenses, books, etc., by working.”
Musk graduated from Wharton with a bachelor’s degree in economics. He decided to stay in Pennsylvania for another year to complete a second bachelor’s degree in physics. At that point, Musk was not quite sure what he wanted to do with his life, but he knew there were three “important problems” that he wanted to get into: “One was the Internet, one was clean energy and one was space.”
In 1995, Musk was accepted into a high energy physics graduate program at Stanford University. After just two days, he decided it was not for him and dropped out. He had an idea for a company and he figured a graduate degree would not get him any closer to achieving his goals.
1/ Keep your operation lean and clean
2/ Commit to failing in a new way
3/ Make your mission very clear
4/ Use your innovations to break through your limitations
5/ Tap in to today’s top talent
]]>How Bezos Took Amazon to the Top:
Bezos was hit with the hard reality of life when he came to the realization in university that he would never become one of the world’s great physicists. Little did he know that what the future had in store for him would be equally as impressive; from the garage in his two-bedroom home to the company’s global headquarters in Seattle that oversees its $8.5 billion in revenues, Amazon has become one of the largest e-commerce sites in the world. How did Bezos do it?
Customer Satisfaction: “If you make a customer unhappy they won’t tell five friends,” says Bezos, “they’ll tell 5,000 friends.” Nothing was more important to Bezos than pleasing his customers. It was by word of mouth advertising and keeping his customers coming back that Amazon was able to grow so fast, and he knew that was the only way it would continue to grow in the future.
Confidence: Today, there is scarcely a company that doesn’t have a .com next to its name. But, when Bezos first started up Amazon, there was scarcely a person who even knew what .com meant. In borrowing his parents’ life savings and quitting his comfortable New York City job, Bezos was taking a major risk. It was only in believing in himself and his vision that he was able to take that leap.
Innovation: According to Bezos, Amazon’s secret weapon is the company’s willingness to make mistakes until it comes across “a huge, broad avenue.” From permanent free-shipping offers to its Search Inside the Book feature, Amazon has created a reputation based on innovation, fearlessness, and creativity. “It makes all the blind alleys worthwhile,” he says.
Corporate Culture: “Some people love a rapid rate of change,” says Bezos. “They love going down alleys, many of which turn out to be dead ends. They like inventing.” These are the people Bezos has sought out to join the ranks of Amazon. The other people, who he claims “like a more stable environment where you know more what tomorrow’s going to be like,” are the people who tend to “flee Amazon in hordes.” By making hiring a top priority, Bezos stacked his company with innovate risk-takers who have helped Amazon become the success it is today.
Perspective: “If you think about the long term then you can really make good life decisions that you won’t regret later,” Bezos says. It has been by taking a long term viewpoint that Bezos has been able to withstand much of the criticism and volatility his company has suffered through.
“The Internet in general, and Amazon.com in particular, is still in Chapter One,” Bezos says today. “We haven’t built a lasting company yet.” Whether you want to buy a book, or baby clothes, or a kitchen pot, Amazon is there ready to take your order. But, despite becoming one of the world’s largest everything stores, Bezos isn’t going to retire any time soon. “I’m not near the end of the story,” he says
5 LEADERSHIP LESSONS:
1/ Obsess about your customers, not your competitors
2/ Growth happen in Bounds and leap of the faith.
3/ Know when to throw away your rule book
4/ Create a high hiring bar.
5/ Do not chase the quick buck – Think long term
]]>
One emotion that shapes our behavior is anger, and Martin Luther King Jr., whose 83rd birthday would have been today, knew of the power that came packed in this emotion.
King had reason enough to be provoked, time and again. He was physically threatened and attacked by bigoted people, repeatedly jailed by state authorities (sometimes on trivial traffic violations), harassed by the FBI and even vilified by fellow black leaders who preferred more aggressive forms of resistance.
In his autobiography, King wrote about this incident that occurred in 1943: “When I was 14, I traveled from Atlanta to Dublin, Georgia with a dear teacher of mine, Mrs. Bradley (to) participate in an oratorical contest. We were on a bus returning to Atlanta. Along the way, some white passengers boarded the bus, and the white driver ordered us to get up and give the whites our seats. We didn’t move quickly enough to suit him, so he began cursing us. I intended to stay right in that seat, but Mrs. Bradley urged me up, saying we had to obey the law. We stood up in the aisle for 90 miles to Atlanta. That night will never leave my memory. It was the angriest I have ever been in my life.”
Great leaders often have a strong capacity to experience anger. It wakes them up and makes them pay attention to what is wrong in their environment, or in themselves. Without anger, they would not have the awareness or the drive to fix what is wrong.
But they also know the downside of anger, and wage a firm battle to tame it within themselves. One such moment for King came when, in December 1955, he led talks with the authorities in Montgomery, Alabama on negotiating the end of the bus boycott that was hurting both whites and African Americans. He realized that the whites were not ready to give up their segregation privileges, the talks were heading for a stalemate, and, what was more, the other party was trying to portray King as the sole stumbling block to an agreement.
“That Monday I went home with a heavy heart,” he wrote in his autobiography. “I was weighed down by a terrible sense of guilt, remembering that on two or three occasions I had allowed myself to become angry and indignant. I had spoken hastily and resentfully. Yet I knew that this was no way to solve a problem. ‘You must not harbor anger,’ I admonished myself. ‘You must be willing to suffer the anger of the opponent, and yet not return anger. You must not become bitter. No matter how emotional your opponents are, you must be calm.’”
Only by taming his own anger did King earn the right to become a messenger of peaceful struggle to the people of the nation. An acid test came his way on a night in 1956 when his home in Birmingham, Alabama was bombed by white extremists. In his autobiography, he wrote: “While I lay in that quiet front bedroom, I began to think of the viciousness of people who would bomb my home. I could feel the anger rising when I realized that my wife and baby could have been killed. I was once more on the verge of corroding hatred. And once more I caught myself and said: ‘You must not allow yourself to become bitter’.”
That night, he didn’t just quell his own stirring for vengeance, but also that of the restless and roused masses who were outside his house, angered and ready to strike a blow at the establishment until they were soothed and moved by his words: “We are not advocating violence. We want to love our enemies. I want you to love our enemies. Be good to them. Love them and let them know that you love them.”
But don’t get me wrong. In these moments, he wasn’t trying to crush his anger, or that of his people. He was trying to channel it into a higher purpose.
In September 1962, as King sat on the stage during an Southern Christian Leadership Convention, a white member of the Nazi party jumped up to the podium and punched him several times in the face. As the security guards rushed to his help and pulled away the hate-filled youth, King responded, calmly, that he would not press charges. In response, he said in Martin Luther King on Leadership: “The system that we live under creates people such as this youth. I am not interested in pressing charges. I’m interested in changing the kind of system that produces this kind of man.”
Great leaders do not ignore their anger, nor do they allow themselves to get consumed by it. Instead, they channel the emotion into energy, commitment, sacrifice, and purpose. They use it to step up their game. And they infuse people around them with this form of constructive anger so they, too, can be infused with energy commitment, sacrifice and purpose. In the words of King in Freedomways magazine in 1968, “The supreme task [of a leader] is to organize and unite people so that their anger becomes a transforming force.”
So now, what is your relationship with anger?
- Are there situations that you’re ignoring or minimizing that instead should rouse you up? For instance, when your organization is not delivering products on time, customers aren’t being given the experience they should, top management isn’t taking action on a festering issue, or you’re not changing a habit that is derailing you? In such cases, how might you benefit from getting in touch with your feelings of anger, frustration, or disappointment and channeling them into a higher purpose?
- Or is anger in fact a frequent visitor in your inner home? In such situations, does anger control you, or do you control it?
- Do you sense when others around you are angry, or when anger in fact needs to be ignited within them so they get all fired up for the right reasons? Do you help them channel it into positive action?
In my personal leadership class at Columbia Business School, we discuss specific techniques all of us can use to master anger. Some of these involve behaviors such as deep breathing or hitting the pause button in a heated argument, while others involve reframing the situation and challenging your own thoughts. King was a master at challenging and re-sculpting his thoughts, and he was doing exactly that on that dark day in 1956 when his house was bombed, “And once more I caught myself and said: ‘You must not allow yourself to become bitter’.”
]]>5 LEADERSHIP LESSONS FROM STEVE JOBS:
Whether you’re a “Mac or PC,” the recent passing of Apple co-founder Steve Jobs at the age of fifty-six from pancreatic cancer provides a salient moment of reflection for any organizational leader.
Jobs’ legacy and impact on the world is likely to stretch far into the future compared to the brief thirty-five years of his professional career, which took seed in his family’s garage when the idea of Apple was planted with Stephen Wozniak in 1976.
Beyond his cultural and technological contributions, Jobs offers leadership lessons that can be gleaned from his own words. Below are five lessons from his quotes. They provide insight into the Steve Jobs’ “operating system” for life.
- The Risk Lesson. “Innovation distinguishes between a leader and a follower.” The very nature of innovation requires a stark departure from the status quo and deviation from the norm. The best leaders have the vision to understand that fact and the tenacity to lead an organization to that future state despite organizational inertia and resistance.
Jobs did this time and again as evidenced by the introduction of the Macintosh home computer in 1984, his subsequent departure and return to the company, right up to the latest iteration of the iPhone.
- The Succession Lesson. “…Some people say, ‘Oh, God, if [Jobs] got run over by a bus, Apple would be in trouble.’ And, you know, I think it wouldn’t be a party, but there are really capable people at Apple. My job is to make the whole executive team good enough to be successors, so that’s what I try to do.”
Succession planning is one of the most important roles that senior leadership takes to ensure the long-term viability of an organization. The best companies and leaders strive to achieve this internally by ongoing talent assessment and pushing that planning below the executive level to ensure a funnel full of high potential individuals.
Apple’s current CEO Tim Cook went through a similar grooming process since joining the company in 1998, collaborating with Jobs ever since in preparation to lead.
- The Mission Lesson. “Almost everything—all external expectations, all pride, all fear of embarrassment or failure–these things just fall away in the face of death, leaving only what is truly important. Remembering that you are going to die is the best way I know to avoid the trap of thinking you have something to lose. You are already naked. There is no reason not to follow your heart.”
Many leaders are more inclined to lead with their head or their gut instincts, rather than their heart. Such an emotive mission simply seems too soft and may even be considered a weakness to traditional, hard-nosed leadership sensibilities.
However, Jobs’ illness forced him to live from his passion and creativity, which produced revolutionary product innovations, growth and profits for the organization.
- The Team Lesson. “So when a good idea comes, part of my job is to move it around, just see what different people think, get people talking about it, argue with people about it, get ideas moving among that group of 100 people, get different people together to explore different aspects of it quietly, and—just explore things.”
In virtually every area of life, teams make better decisions than individuals. While Jobs had a reputation of being difficult to work for, he routinely admitted to only hiring senior executives who were competent, smart, and “loved” Apple—so that they would put the interests of the organization ahead of their individual interests.
The company’s success, high employee retention and consistent recognition as one of “best places to work” are proof of his team-centric philosophy.
- The Perseverance Lesson. “I’m convinced that about half of what separates the successful entrepreneurs from the non-successful ones is pure perseverance.”
Jobs is often referred to as both a genius and modern-day Thomas Edison. Interestingly, Edison’s driving perseverance is exemplified in his famous quote, “Genius is one percent inspiration, 99 percent perspiration.”
Few would disagree that Jobs embodied Edison’s quote, and perseverance is a requisite skill of all effective leaders.
]]>The Billion-Dollar Author: Harry Potter’s J. K. Rowling Is Born
“I was very low and I had to achieve something,” recalls Harry Potter creator J.K. Rowling. “Without the challenge, I would have gone stark raving mad.”
Rowling was a single mother living on welfare. Working as a secretary was not how she had envisioned her life. She had admittedly reached her own personal rock bottom. Without even enough money to pay the electricity bill, Rowling knew she had to do something to provide a better life for her baby daughter. But what, she wondered. The answer came to her while riding the train one day; that was when Harry Potter came to life. Today, with over 325 million book sales, the Potter series has not only spawned a worldwide reading revolution, but has taken Rowling off of welfare and turned her into a billionaire.
Joanne Rowling was born on July 31, 1965 in Chipping Sodbury, Gloucestershire, England. Along with her older sister, the Rowling girls developed an affinity for story telling. They also developed an affinity for rabbits and begged their parents to get them one. In Rowling’s attempts to convince her parents, she wrote a story called “Rabbit.” She was just six years old, but the story set Rowling on a new path.
The story revolved around a rabbit that got the measles and visited his friend, a giant bee by the name of Miss Bee. “Ever since Rabbit and Miss Bee, I have wanted to be a writer,” says Rowling, “though I rarely told anyone so. I was afraid they’d tell me I didn’t have a hope.”
Rowling never got her pet rabbit. Instead, her family moved to Tutshill, a town near England’s border with Wales. Both of Rowling’s parents, originally from London, had always wanted to live in the countryside. Finally, at Tutshill, their dream had come true. Rowling, too, loved her new home, which allowed her to spend hours alone wandering in the fields. “The only fly in the ointment was the fact that I hated my new school,” she says.
Tutshill Primary was an old-fashioned school with a teacher who scared the students. From there, Rowling moved onto Wyedean Comprehensive School. “I was quiet, freckly, short-sighted and rubbish at sports,” she recalls. Still, Rowling found friends through her ability to tell fantastical lunchtime stories. And yet, even through university, Rowling did not focus seriously on her writing as anything more than a hobby.
Rowling attended Exeter University where she majored in French. Her parents had advised her that bilingualism would help her succeed as a secretary. “Unfortunately, I am one of the most disorganized people in the world,” she says. Upon graduation, Rowling did in fact become a secretary, working for Amnesty International. It was not her dream job but it did allow her to do one thing: use the computer to type up her own stories during her breaks. It would not be long before Rowling could find herself focusing on nothing but her stories.
1/ Slay and dragon standing in your ways.
2/ Put a little magic in your thinking
3/ Every spare seconds count for success
4/ Do what you know and love.
5/ Do not lose the core essence of your product
“What was the worst could happen. Everyone turn me down? Big Deal.
]]>
“Many of us today are caught in a fierce struggle in our work life where we go through several bouts of stress, pressures and precarious decision making hinged on ethics. Swami Vivekananda has some pearls of wisdom which could be well applicable to the work culture of today’s corporate world.”
Asserted by Swami Vivekananda
“When you are doing any work, do not think of anything beyond. Do it… as the highest worship, and devote your whole life to it for the time being”. Perseverance and focus are the key for success in a world where individuals feel there are shortcuts to success!
Many a times, when one contemplates agonizingly over right and wrong and looks to choosing the easy compromise over a more complicated but possible better option. In such a scenario, Vivekananda’s belief acts as a bench mark.
“He who is over cautious about himself faces danger at every step; he who is afraid of losing honor and respect gets only disgrace; he who is afraid of loss, always loses”. Shedding fears and worries of failure and overcoming them is the way the individual could work towards his goals
Swami Vivekananda also says to avoid looking wistfully or with bitterness at what seem like more relevant and rewarding roles than your own. Focus on one’s goals is the only way forward, any distraction brings a downfall for the individual himself.
“No man can long occupy a position for which he is not fit. By doing well the duty which is nearest to us, which is in our hands now, we make ourselves stronger, and improving our strength in this manner, we may reach a state in which it shall be our privilege to do the most coveted duties…”
What one needs to keep in mind , a million dollar thought is he/she would get what he /she deserves, not what he/she desires. In the course of moving up the professional ladder, you are tempted to agree more with yourself. Then comes the inclination to bring others into your fold, and convert them to your point of view.
Swami Vivekananda explains: “His principle was, first form character, and results will come of themselves… Be in no hurry to give thoughts to others. First have something to give! Know Truth for yourself, and there will be many to whom you can teach it after wards; they will all come”.
His health deteriorated and the end came quietly on the night of 4 July 1902. Before his Mahasamadhi he had written to a Western follower: “It may be that I shall find it good to get outside my body, to cast it off like a worn out garment. But I shall not cease to work. I shall inspire men everywhere until the whole world shall know that it is one with God.”
]]>Today, Intel is ranked 49th on Fortune 500’s list of the top revenue grossing companies. Noyce and Moore may no longer be in charge of the daily running of the business they first founded in 1968; however, their impact on not only the company, but also the entire industry can still be felt. The maker of motherboard chipsets, network cards, flash memory drives, graphic chips, embedded processors and more, Intel is an innovator and a leader in the world of electronics and computing. How did two scientists who knew nothing about business become two of the most successful examples of entrepreneurship in history?
Management: “There is no better chance to train managers than in a start-up, where they have the opportunity to see the entire company as it grows,” says Moore. From the very birth of Intel, Moore and Noyce were determined not to repeat the same mistakes as Shockley – the very mistakes that had made them want to leave in the first place. By placing top priority on their people, and encouraging openness, equality, and responsibility, Intel was able to take full advantage of its workers.
Mistakes: In looking back at his experience at Fairchild, Moore claims it was “excellent on-the-job training.” As entrepreneurs, they were allowed to make all the mistakes they needed to. Fortunately, they found that the quality of their products made up for their shortcomings. This attitude of failing your way to success was imbedded in the culture at Intel. The very best and the brightest were brought on board and given the space to make the mistakes they need to find their way forward.
Hard Work: Moore and Noyce are the first to admit that they knew nothing about business when they first started up their own. However, in admitting their limitations, they were then able to seek out the help of others more qualified than themselves. They also went to work learning all that they could about entrepreneurship. By refusing to shy away from their inexperience and being willing to do what work they needed, Moore and Noyce proved that entrepreneurship could come in all various forms.
Competition: There may have been many missed opportunities along the way, but the lesson Moore and Noyce took away from those experiences was a valuable one. They learned that the key to entrepreneurial success was a healthy dose of paranoia. By being in a constant state of awareness and fear of your competitors, entrepreneurs can become proactive instead of reactive, seizing new opportunities as they present themselves instead of letting them pass them by.
Exclusivity: There is a reason why 75 percent of all new personal computers are produced with an Intel chip inside; the company has established its reputation as the best of the best at what it does. By specializing and focusing on a niche market, Intel was able to not only stand out from the crowd, but grow so large that it was in fact untouchable. From its comfortable perch atop the industry, Intel now watches many of its competitors flounder from one market to the next with no clear vision.
For two lab-coat clad men who had grown up knowing nothing about business, Noyce and Moore have created with Intel one of the greatest success stories of entrepreneurship. Pioneers of their time, Moore and Noyce have left behind a legacy that continues to live on both within the walls of Intel and beyond.
1/ Managers are the main motivators of the company
2/ Learning is a process of trial and error
3/ The accidental entrepreneur Is not accidental success.
4/ Do what you do better than anyone else.
5/ A healthy dose of paranoia will put ahead in the curve.
Overview:
Today, Intel is ranked 49th on Fortune 500’s list of the top revenue grossing companies. Noyce and Moore may no longer be in charge of the daily running of the business they first founded in 1968; however, their impact on not only the company, but also the entire industry can still be felt. The maker of motherboard chipsets, network cards, flash memory drives, graphic chips, embedded processors and more, Intel is an innovator and a leader in the world of electronics and computing. How did two scientists who knew nothing about business become two of the most successful examples of entrepreneurship in history?
From the beginning of Intel, we planned on being very big.
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