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Unlimited Power Book Introduction And Notes

Unlimited Power
Unlimited Power  Book Introduction And Notes
Unlimited Power, written by Tony Robbins, is a groundbreaking self-help book that encourages readers to take control of their lives by transforming their mental and emotional states. Through the use of neuroscience and psychology, the author explains how we can break free from the limiting beliefs and habits we have developed over time and ultimately empower ourselves to live life more fully.
 
Author : Anthony Robbins
Anthony Robbins is an American author, life coach, and philanthropist. He has written several books on personal development and business, such as Awaken the Giant Within, Unlimited Power, and Money: Master the Game. He has also created a series of educational and self-help audio and video programs, seminars, and infomercials.
 
Overview | Chapter 1
Hi, welcome to Bookey. Today we will unlock the book Unlimited Power.
 
Are you looking to unleash your unlimited potential and take charge of your professional and personal life? Then you need to get your hands on a copy of Unlimited Power! This best selling book not only shows you how to realize your potential but also helps you make the most of your existing knowledge and turn it into lasting success.
 
Written by Anthony Robbins, Unlimited Power explores the science of personal achievement and introduces readers to the strategies used by the world’s most successful people. From finding the courage to change to harnessing the power of emotions and mastering communication, this book focuses on the fundamentals of creating and enjoying a life of abundance.
 
To begin with, let’s learn something about the author, Anthony Robbins. Anthony Robbins is a well known motivational speaker, author, and philanthropist known for his self help books and seminars. He began his career as a personal development coach in the 1980s and has since become one of the most influential figures in the self-help industry. Robbins is best known for his dramatic and energetic seminars, as well as his numerous bestselling books, which have been translated into multiple languages and have sold millions of copies worldwide. Robbins is also actively involved in philanthropy, having founded several charitable organizations. Throughout his career, he has received numerous accolades and awards for his work, including being named one of Time magazine's Top 25 Most Influential Business Gurus.
 
In the book, Robbins tells fascinating stories of ordinary people who were able to use the science of success to achieve extraordinary goals. Through faith, courage and sheer determination, these people prove that there is no limit to what a person can accomplish if they set their mind to it. The stories in the book serve as important reminders that ordinary people can, and do, make incredible changes in their lives.
 
At its core, Unlimited Power is about personal transformation. Through step-by-step instruction, Robbins shows readers how to break the chains of mediocrity and gain control over their lives. He demonstrates how to develop self confidence and self esteem, set and achieve goals, and use the power of influence to improve relationships.
 
In addition to teaching readers how to become successful, Unlimited Power helps readers learn to appreciate and embrace the present moment. Through vivid accounts of success, Robbins reminds readers that each moment of their lives is full of potential waiting to be seized.
 
Unlimited Power is a timeless book that has become a cornerstone of the personal growth and self help genres. It has inspired countless people to make positive changes in their lives and has impacted the lives of many in powerful ways. Robbins’ words continue to inspire readers to tap into their potential, pursue their dreams and make the most out of life.
 
Next, we will pick out the five most crucial kinds of power in this book, which contribute to your personal development and happiness.
 
In Part One, we will discuss the power of the mind.
 
In Part Two, we will explore the power of emotions.
 
In Part Three, we will talk about the power of communication.
 
In Part Four,  we will explore the power of goals.
 
In Part Five, we will discuss the power of action.

Leaders Eat Last Book Introduction And Notes

Leaders Eat Last
Leaders Eat Last Book Introduction And Notes
 
Some enterprises perform well in the short-term but, in the long-term, end up failing. While this unfortunate scenario happens to some branches around the world, other can miraculously grow their stock prices in over 1200% increase in stock prices. Why does that happen? What is the difference between those that succeed and those who fail? Many enterprises regard short-term rises in earnings as a sign of success, but overlook long-term growth and sustainability. So, how can we inspire employees with ideals of dedication and cooperation whilst keeping up with an extraordinary performance? This book, used as training material by top organizations including Microsoft, American Express, the US Department of Defense, and the United Nations, will open the door to a sustained increase in performance in your teams.
 
Author : Simon Sinek
Simon Sinek is known as the pathfinder of leadership philosophy. His pioneering "selfish & selfless chemicals" leadership rule initiated the integration of human biology principles into leadership philosophy. Sinek also put forward other important leadership principles to leaders all around the world, including the “Golden Circle" and the "Circle of Safety". His leadership speech streamed on TED has over 54.77 million views, and ranks among the top videos of the platform.
 
Overview | Chapter 1
Hi, welcome to Bookey. Today we will unlock the book “Leaders eat last: Why some teams pull together and others don’t”.
 
If you were to visit the United States Marine Corps, you will notice an interesting fact: the local restaurant has a different dynamic. Many organizations opt to serve their leaders or their top-tier employees before anyone else in the team. However, in the American Marine Corps, junior employees are served first, before the group of senior leaders, who are usually the last ones to get a meal. Surprisingly, there is no standing order which dictates this behavior, the habit is just a product of the strong leadership culture of the foundation.
 
Exceptional leaders genuinely care about their employees, as they understand that they are the ones who put the power in their hands. Good leaders put others before themselves, sacrifice personal interests, and advance the interests of the organization, gaining true respect from their peers and strengthening their leadership as a consequence.
 
The principle of "leaders eat last" is not only applicable to the Marines. If typical enterprises or organizations can blend this concept into their own corporate cultures, they will also be capable of building and sustaining a well-motivated team. However, in reality, we will see that the "kick the cat" effect often exists in many companies. The term “kick the cat” refers to a chain reaction where those who rank higher in a company vent dissatisfaction to people – or employees - considered inferior. When the upper-level group of employees of an enterprise is under extreme pressure in an enterprise, they tend to pass the pressure to the middle level workers. Following the cycle, the pressure will then end in the group of employees with the lowest level of knowledge. When this group is under duress, working becomes a burden for them. The entire working environment becomes a "pressure barrel", where the employees at the bottom of the “barrel” feel exhausted and suffocated. The results are clear-cut: loss of employees and following company crises.
 
How can an enterprise on the verge of bankruptcy revitalize its fortune? How can leaders inspire employees' passion for work? How can we functionally improve a company's efficiency? The book "Leaders Eat Last" offers fascinating insights about the creation of a winning company culture and helps people to become outstanding leaders.
 
As the best training material for team management, this book integrates base human survival principles into leadership philosophy. The "selfish & selfless chemicals" leadership rule tells readers how to establish a "Circle of Safety" that leads the way to a sense of security. This “circle” is powerful enough to inspire employees with ideals of dedication, cooperation, promoting stronger and more effective team performance. The author, Simon Sinek, believes that positive long-term outcomes can only be achieved when members of an organization share common values and are sincerely respected in their work environment. Even in the face of adversity, a team in a “Circle of Safety” will eventually overcome obstacles, increasing the business’ chances of survival.
 
Next, we will take a look at the upcoming three parts:
 
Part One: How to improve team cohesion and create a "Circle of Safety"
 
Part Two: How to relieve employees' stresses and maintain the "circle of safety"
 
Part Three: How to safeguard the "Circle of Safety" in the face of challenges and temptations

I Am Malala Book Introduction And Review

I Am Malala
I Am Malala Book Introduction And Review
 
When Malala Yousafzai was born in Pakistan, she was a normal girl, but she went on to resist terrorists and advocate for women’s right to education. As a result, she was shot in the head by armed militants at the age of 15, but she miraculously survived. Her story moved the world, and she won the 2014 Nobel Peace Prize at only 17 years old. How did she have the superhuman courage to face death, and how did she maintain such strong convictions in her fight for equality? Let’s experience this brave and visionary tale together.
 
Author : Malala Yousafzai, Christina Lamb
Malala Yousafzai, born in 1997 in Pakistan, became well-known when she published an article on the BBC website at age 11 that argued for children’s and women’s rights to education. When she won the 2014 Nobel Peace Prize, she was only 17 years old, making her the youngest person to ever win the prize. Christina Lamb is a well-known British war journalist who started covering Pakistan and Afghanistan in 1987. She has been named Britain’s Foreign Correspondent of the Year five times, and she has received Europe’s highest honor for war correspondents, the Prix Bayeux-Calvados.
 
Overview | Chapter 1
Hi, welcome to Bookey. Today we will unlock the book, I Am Malala: The Story of the Girl Who Stood Up for Education and Was Shot by the Taliban.
 
In the beginning of the 21st century, most people living in peaceful countries enjoyed comfortable lives, and they saw the right to education as a given. They could hardly imagine that, under the same sky, many corners of this world were full of war. The dark places were overrun with fear. Citizens of those countries were being tossed between endless oppression and torment, and countless children were yearning for education and equal treatment, but they struggled in vain. They may have been impacted by poverty, illness, or war, but all of them wanted the world to hear their voices, and the author of this book, Malala Yousafzai, was one of them.
 
Malala was born to a normal family in the Swat Valley of Pakistan. When frequent terrorist activity broke out in Pakistan, and an anti-government organization, the Taliban, controlled their small village in the Swat Valley, she refused to be silent. Instead, she stood up to her oppressors and fought for the right to an education. She was regarded as the terrorist organization’s enemy, a label that put her life in jeopardy. She was shot by a terrorist at the age of 15. After miraculously surviving, she became the youngest person to ever win the Nobel Peace Prize at the age of 17.
 
I Am Malala, the autobiographical account of these experiences, was on the New York Times best-seller list for over a year. In the book, she reveals a terrorist organization’s evil deeds and darkest facets, giving an account of her extraordinary struggle to secure women’s right to education. Time magazine commented, “In trying to silence this Pakistani schoolgirl, the Taliban amplified her voice. She is now a symbol of the struggle for women’s rights all over the world.”
 
Malala mentions in her book that there are 57 million children in the world who have not been able to attend elementary school, and Pakistan is one of the countries where this problem is most serious. In 2014, the World Bank released a report that showed there were 7 million people in Pakistan who were deprived of education, and two thirds of those people were women. Most of the people who have lost out on schooling don’t have basic arithmetic, reading, or other language skills.
 
A UNESCO survey found that the main barriers that stand between children and education are gender, geography, poverty, and armed conflicts, those conflicts being one of the top reasons that students are unable to attend school. Among elementary-age children that are unable to attend school, over one third of them live in areas impacted by war or similar conflicts.
 
Maybe we have no way to imagine how people live in Pakistan, especially in the areas and times most heavily impacted by conflict and terrorism. When their lives are hanging in the balance, do they still have dreams? When facing hardships, do they choose to be resigned to their fate, or do they stand up and fight? Do the children learn from their life experiences instead of learning from teachers? All of these questions will be answered after we have finished listening to this bookey.  
 
In this bookey, we will see what we can truly gain from Malala Yousafzai in three parts:
 
Part One: A cry for freedom in the face of Taliban terrorists;
 
Part Two: A struggle for education under the oppression of the Taliban;
 
Part Three: A call for world peace after being attacked by the Taliban.
 

Guns, Germs, And Steel Book Introduction And Review

Guns, Germs, And Steel
Guns, Germs, And Steel Book Introduction And Review
 
Why did the inhabitants of the Eurasian continent conquer the American natives, instead of the other way around? Why are wheat, maize, and livestock like pigs and cows found in certain regions of the world and not in others? This book reveals the facts behind the broader environmental elements that have helped shaped the world’s history, thereby effectively refuting anthropological theories based on racism. It also records the underlying causes of the current situation and the many injustices visible in our modern world. This book can be considered as a true history of all the races and ethnicities of the world.
 
Author : Jared Diamond
Jared Diamond is a polymath spanning a wide range of fields including anthropology, ecology, physiology, and evolutionary biology. He is a current professor of geography and former professor of physiology at University of California, Los Angeles (UCLA). He is also a member of the American Academy of Arts and Sciences and the National Academy of Sciences, as well as an editorial board member of Skeptic magazine. Dr. Diamond has received a MacArthur Foundation Genius Award, in addition to research prizes and grants from the National Geographic Society. He is well-known for his popular science books such as The Third Chimpanzee; Guns, Germs, and Steel; Collapse; and Why Is Sex Fun?
 
Overview | Chapter 1
Hi, welcome to Bookey. Today we will unlock the book Guns, Germs, and Steel: The Fates of Human Societies.
 
In 1972, the author, Jared Diamond, was walking along the beach in New Guinea when a local friend Yali asked him, “Why is it that you white people developed so much cargo and brought it to New Guinea, but we black people had little cargo of our own?”
 
To his surprise, Dr. Diamond found it difficult to answer this seemingly simple question. Why is that so?
 
Yali’s question may seem like a simple question about the difference in the production of goods, but his question actually contains many hidden caveats. Why, for example, did the people of New Guinea still seem to be “living in the Stone Age” two centuries ago, while the Europeans already had a wide variety of inventions such as steel axes, gunpowder, garments, soft drinks, and umbrellas? Taking a closer look at the difference in lifestyles of these two groups of people, we may connect it to the broader spectrum of disparities in the modern world and ask: why is it that people of Eurasian origin (including those who have settled in North America) control most of the world’s wealth and power today? Moreover, some ethnic groups, like the indigenous peoples of Australia, the Americas, and Sub-Saharan Africa, no longer hold their homeland but have been subjugated or even wiped out.
 
Around the start of the 16th century, European countries began to occupy territories all over the world. Why was it the Eurasians who conquered and subjugated native peoples, rather than the native Americans, Africans, and Australian aborigines, conquering or subjugating the Eurasians?  
 
Some people claim that around that time, Eurasia already had many advanced empires with all kinds of technological and weapons advantages that people in other parts of the world did not. It was these technological and political differences that led to the inequalities that we see in the world today. While this is an obvious answer, the deeper question remains as to what caused these differences in the first place.  
 
Historically, certain groups have claimed that Europeans are naturally more intelligent and genetically superior to other races. Of course, today we know that such an explanation is not only racist and offensive, but also factually incorrect.
 
So, what is the true cause of these differences? In the years since his conversation with his friend, Dr. Diamond has conducted significant research into human evolution, history, and language, and he published Guns, Germs, and Steel twenty-five years later as an attempt to answer Yali’s question.
 
Like The Third Chimpanzee, which we unlocked in a previous bookey, Guns, Germs, and Steel has also won the Royal Society’s Science Book Prize for Dr. Diamond. In addition, it was a New York Times bestseller and has won the Pulitzer Prize for general non-fiction. The book reveals some broad environmental factors that have benefitted the historical development of certain regions of the world, thereby debunking anthropological theories based on race and racial superiority. At the same time, it offers possible causes for many of the inequalities that we see in the world today. It can be regarded as a true history of the peoples of the world.
 
In this bookey, we will introduce the book in three parts:
 
Part 1: Guns, germs, and steel;
 
Part 2: Time, flora and fauna, and geographical barriers;
 
Part 3: China, Oceania, and Africa.
 

Start With Why Book Introduction And Notes

Start With Why
Start With Why Book Introduction And Notes
 
Why was Steve Jobs able to make Apple a worldwide craze? Start With Why reveals that the secret lay in Jobs using The Golden Circle, always asking WHY before anything else. This book introduces the concept of The Golden Circle, and through ample examples, explains why The Golden Circle is so effective, the process of using it, and how to increase your ability to exert influence through The Golden Circle.
 
Author : Simon Sinek
Simon Sinek is a British-American author and inspirational speaker, as well as a prominent voice in leadership theory. He became famous due to his discovery of The Golden Circle. He has served as an advisor for numerous leaders and organizations, from SMEs and startups to large enterprises such as Microsoft, to non-profit organizations, and has even advised governments and politicians. His views are frequently quoted in major newspapers and magazines. His other works include Leaders Eat Last among others.
 
Overview | Chapter 1
Hi, welcome to Bookey. Today we will unlock the book Start With Why: The Golden Circle that Jobs followed to make Apple a global success.
 
Everyone knows Apple. In 1976, Steve Jobs and Steve Wozniak founded Apple Computer in California. In its first year of business, selling only one product, Apple made a million dollars in revenue. By year two, their sales had soared to 10 million dollars. And by the sixth year, Apple had become a billion-dollar company with over 3000 employees. In April 2012, Apple became the world’s biggest company, with a market value of over 520 billion.
 
Why was Apple able to achieve such enormous success? You could say it’s because Apple’s products are perfect, their advertisements are full of innovation, and consumers everywhere love them. However, the author of Start With Why, Simon Sinek, thinks that the reason Apple was able to succeed was in fact because its founder used a brand new perspective to look at personal computers, and dared to challenge traditional market views. He did this by first asking WHY. While the majority of companies were still thinking that the biggest market for computers lay in business use, Apple envisioned that it would become a commodity for everyone and not simply a tool that sits on an office desk. It's exactly because Apple insisted on asking WHY before anything else, that they were able to achieve non-stop innovation and push aside these traditional views, and it was this very concept that won Apple widespread long-term trust and support from consumers.
 
The book we'll unlock for you today, Start With Why, provides a deep analysis of the secret to Apple becoming a global success – The Golden Circle, or in other words, asking WHY before anything else.
 
Now, let’s learn to understand this principle by looking at three separate areas:
 
Part One: Why The Golden Circle is so effective
 
Part Two: How to use The Golden Circle
 
Part Three: Using The Golden Circle to win support

Getting To Yes Full Book Introduction

Getting To Yes
Getting To Yes Full Book Introduction
 
Negotiation is closely related to our lives. Buyers and sellers bargain over the price of a product. Employees strive for a promotion or a pay raise from the boss. Children debate their parents over what time to go to bed at night. These are all familiar negotiation scenes in our daily lives. Everyone is a negotiator, and those who are better at negotiation meet their needs more efficiently. Getting to Yes: Negotiating Agreement Without Giving In presents the research results of the Harvard Negotiation Project. This book will teach you how to negotiate more efficiently and help you achieve win-win outcomes!
 
Author : Roger Fisher, William Ury, Bruce Patton
This book was written by three senior experts from the Harvard Negotiation Project: Roger Fisher, William Ury, and Bruce Patton. They specialize in researching negotiation and often present lectures about their findings to companies and government agencies. They also accumulate a lot of practical experience with negotiation through providing negotiation consulting services. For this reason, their book has been hailed as “the authoritative guide in the field of negotiation.”
 
What are the drawbacks of positional bargaining? | Chapter 1
First, let’s explore part one to understand what positional bargaining is, as well as some of its drawbacks.
 
The most common phenomenon during negotiations occurs when both parties stand firmly on opposing sides in their respective positions and defend their interests. When both parties equate the idea of defending their positions with safeguarding their dignity, the negotiation is less likely to achieve consensus. Therefore, many negotiations eventually evolve into battlefields where both parties argue just to maintain their image. They simultaneously try to overwhelm the other party to such an extent that they forget their original interests. This common situation is what the book refers to as “positional bargaining.”
 
Let’s look at an example of “positional bargaining.” Two children wanted to share a piece of cake. Their original intention was to distribute the cake equally, but while talking, one began to emphasize, “I am older, so I should eat a little bit more.” In contrast, the other started to stress, “I am strong, so I should eat a little bit more.” As a result, both parties gradually came to stand in their respective positions. They turned the focus of the negotiation into who is older or stronger. They ignored the fact that their fundamental interest was eating the cake. The scenario that we just described represents a typical case of "positional bargaining."
 
So, what are the drawbacks of “positional bargaining”?
 
Firstly, the results of “positional bargaining” often fail to meet both parties’ needs simultaneously, meaning that it is challenging to produce win-win outcomes. Specifically, this failure implies two possible results: either one party wins and the other loses or both parties lose.
 
Let's talk about the first outcome, where one wins and the other loses. This situation often occurs when one side’s status is unequal to the others, such as negotiations between strong and weak countries, Party A and Party B in a contract, leaders and subordinates, and so on. Generally speaking, the party with higher status will take stricter measures, while the weaker party will be more mild-mannered. Suppose both sides get themselves into a “positional bargaining” stance. In this case, it usually results in the strong dominating and taking advantage of the weak, while the more vulnerable party compromises to avoid additional friction.
 
The second outcome occurs when both parties lose as the negotiation breaks down. Let’s look at an example. During President John F. Kennedy’s reign, the United States and the Soviet Union negotiated a total ban on nuclear testing. One of the topics was about how many inspections would be allowed each year in areas suspected of nuclear testing activities in their own territory. The United States insisted on at least ten inspections, while the Soviet Union insisted on only three. Neither side wanted to make concessions, and eventually the talks broke down. This example illustrates the second possible result when “positional bargaining” fails to achieve beneficial outcomes: both parties lose.
 
However, is it really impossible to reach a consensus on this issue? The United States advocated for ten inspections per year while the Soviet Union advocated for three per year. Thus, the two countries seemed caught in a deadlock. However, the authors point out that they could have taken a different approach and discussed the design of inspection procedures. For instance, by focusing on the number of days an inspection might last and the number of people it might take for each country to inspect nuclear tests in their respective territories, they might discover that they could send one person to inspect for one day or 100 people to inspect for one month. Considering the issue from this perspective might have allowed them to satisfy the United States' demand for more inspections and the Soviet Union's request to reduce interference from the other side. This way, perhaps the negotiations could have continued. However, because both parties were uncompromising and stuck to their respective positions, they failed to consider a plan that would satisfy both parties.
 
Next, let’s look at the second drawback of “positional bargaining”: inefficiency.
 
This disadvantage is not hard to understand. When two parties hold opposite views on an issue, they tend to either stick to their positions or frequently alter negotiation terms to test each other’s bottom line. However, wasting time on such pointless arguing only leads to inefficient negotiation processes. If any party takes an extreme initial position, the possibility of finding a compromise also decreases, thus increasing the time needed for negotiations.
 
Let’s look at the typical example of a customer bargaining with a shopkeeper in a clothing store. The shopkeeper asks for $100, while the customer bargains for $20. The shopkeeper thinks that the customer does not know the item’s real value and is being insincere in their offer. On the other hand, the customer believes that the shopkeeper sets their prices randomly, which is not kind. As a result, the topic of dispute becomes whether they know the goods’ actual value and whether the price is set randomly. Then, the shopkeeper switches his reasoning and says that the production alone costs him $80. Still, the customer states that the item is only worth $30 considering its quality. Thus, the negotiation topic has changed again to the cost versus the quality of the clothes. The price continuously changes from $80 to $60, and from $30 to $40. During the process, the buyer often threatens to pull out of the deal if the shopkeeper doesn’t want to lower the price. Time flies as the two sides bargain back and forth.
 
Maybe the shopkeeper and the customer eventually make a deal at a certain price. Nevertheless, they wasted 15 minutes just to strike a bargain. Do you think this process is very inefficient? It is even more likely that the two sides fail to reach a deal even after bargaining for more than 15 minutes.
 
The third drawback to “positional bargaining” that cannot be ignored is the possibility of endangering an ongoing relationship.
 
Since both sides have different demands, it is easy for each negotiating party to treat the other as an enemy that must be defeated. Thus, confrontation arises from the negotiation process. When one party finds that their reasonable demands are not taken seriously, they may become angry and or even more aggressive. As a result, the ongoing relationship is endangered.
 
We are now coming to the end of part one. We learned about three drawbacks of “positional bargaining” that commonly occur in daily life: producing unbeneficial outcomes, inefficiency, and endangering ongoing relationships.

Getting Things Done Book Introduction And Review

Getting Things Done
Getting Things Done Book Introduction And Review
 
Do you often complain about not having enough time or having a lot of work to do? Getting Things Done: The Art of Stress-free Productivity will help you solve all your problems. This book introduces a method called GTD time management. It is an efficient workflow practice proven to help you "Win at the Game of Work and Business of Life." This book is based on the author’s over 30 years of consulting experience and personal exploration. It has been published in 33 countries, helping millions of readers around the world to get their work done easily and efficiently.
 
Author : David Allen
David Allen, an American author, is the founder of David Allen Company, a management consulting enterprise. He is one of the most influential thinkers in improving work efficiency and a leading authority in the field of time management. He created the GTD time management method and was recognized by Forbes as one of the foremost executive coaches in the U.S.
 
Overview | Chapter 1
Hi, welcome to Bookey. Today we will unlock the book Getting Things Done: The Art of Stress-free Productivity.
 
Are you confused when you are busy as a bee every day at work but can’t get the promotion or income you expect? Do you still have a lot of work to do when it is time to go home? Most of us are annoyed by tight schedules, a heavy workload and too much stress.
 
It seems that the reason these things happen is because we have too much work to do – but in fact, we have poor time management skills. No matter if you want to lose 40 pounds, take control of your financial destiny, disentangle your family relationships or pursue your dreams, you will need to manage your time to improve productivity. The method introduced in this book is GTD time management. It is a set of proven and highly efficient workflow practices which can free you from excessive work and enable you regain control of your life.
 
GTD is short for "Getting Things Done" and it simply means to get things done. This method has been popular worldwide for more than a decade. Many people even greet others by saying, "Are you GTD today?" You can see how great the impact is.
 
The book is written by David Allen, an American training expert with more than 30 years of experience in management and pioneering research on improving productivity. He has spent thousands of hours helping people in "work trouble" to manage their work. This book is a collection of the author's practical experiences over the years, and it will guide you to produce maximum output with minimum effort.
 
The nature of time management is to manage our minds and actions. GTD time management holds that the most important point is to move all distracting work arrangements out of your brain through some external tools and techniques. In this way your brain remains relaxed and happy. GTD time management methods can make you more successful, and more importantly, help you live a happy life.
 
In this Bookey, we will talk in detail about the four parts of the GTD time management method.
 
Part one: how to prepare for GTD time management?
 
Part two: the five stages of lateral mastering work flow.
 
Part three: the five phases of longitudinal project planning.
 
Part four: the three keys to yielding twice the result with half the effort.
 
These four parts will help you to set up your time management system. Now let's begin to talk about them, one by one.
 

Crucial Conversations Full Book Introduction

Crucial Conversations
Crucial Conversations Full Book Introduction
 
Inevitably, there will be “crucial moments” in our lives that are difficult to solve but will have a significant impact on the overall course of our life. However, most people handle these moments poorly, and even choose to avoid them. This book teaches us practical skills to handle crucial conversations, avoid unnecessary arguments, and achieve effective communication. This book is based on over 20 years of empirical research and data gathered from more than 100,000 people around the world. The skills described here have been adopted by more than 300 of the Fortune 500 companies, and the book has sold 3 million copies in the United States.
 
Author : Kerry Patterson, Joseph Grenny, Ron McMillan, Al Switzler
The four authors of this book are Kerry Patterson, Joseph Grenny, Ron McMillan, and Al Switzler. This group of authors includes researchers at Stanford University, corporate lecturers, and senior consultants. In addition to this book, the team also published Crucial Confrontations—Tools for Resolving Broken Promises, Violated Expectations, and Bad Behavior, Change Anything: The New Science of Personal Success, and Influencer: The New Science of Leading Change, which all made the New York Times Bestsellers list and had a positive impact in various fields.
 
Overview | Chapter 1
Hi, welcome to Bookey. Today we’ll unlock the book Crucial Conversations: Tools for Talking When Stakes are High.
 
When people first hear the term “crucial conversation,” it may conjure up images of Apple and Google’s lawyers fighting a patent dispute in court, or politicians from various countries gathered at a round table in Geneva to hold an international conference. Although discussions like these indeed have a wide-sweeping impact, they’re not the subject of this book. The crucial conversations we’re referring to are interactions that everyone experiences. They’re the day-to-day conversations that affect your life, such as the following scenarios: Imagine that you are facing harassment from your boss, and if you choose to tolerate it, he will continue; if you fight back, the next day, he may fire you for walking into the office with your left foot first. Or at home, imagine that your spouse intentionally or unintentionally alienates himself or herself from you. If you choose to let the situation escalate to a cold war, then your marriage will be on the rocks. But if you fight back, it may just make your spouse withdraw even more. These situations are actually crucial moments in our lives, and the result of these conversations will have lasting positive or negative effects, leaving a huge impact on the quality of our lives. Unfortunately, most people do not handle crucial conversations in the right way. In this case, the book Crucial Conversations: Tools for Talking When Stakes are High proposes two principles: clarify what you really want and create a safe atmosphere that helps us seize every crucial moment in our lives.
 
This book is co-authored by a team of four authors. Kerry Patterson did doctoral work in organizational behavior at Stanford University. He is a recipient of the 2004 William G. Dyer Distinguished Alumni Award from Brigham Young University’s Marriott School of Management. Joseph Grenny has been a senior consultant in the field of corporate change research for more than 30 years. He is also a co-founder of a non-profit organization, which works to eradicate poverty around the world. Ron McMillan, an acclaimed speaker and senior consultant, is the co-founder of the Covey Leadership Center, where he serves as Vice President of Research and Development. Al Switzler is on the faculty of the Executive Development Center at the University of Michigan and has helped dozens of Fortune 500 companies. After 20 years of research involving more than 100,000 people around the world, the team selected a group of great conversationalists, analyzed their common characteristics and behaviors in crucial conversations, and narrowed down a set of effective methods, which are the basis of this book.
 
Next, we’ll introduce the book in three parts.
 
Part one: The purpose of mastering crucial conversations
 
Part two: The first principle of crucial conversations: focus on what you really want
 
Part three: The second principle of crucial conversations: create safe environment.
 

21 Lessons For The 21st Century Book Introduction And Review

21 Lessons For The 21st Century
21 Lessons For The 21st Century Book Introduction And Review
 
Artificial intelligence has already entered our lives. While we enjoy the convenience it brings us, we are also worried that it might take our jobs, access our data, and make decisions for us. Given the numerous challenges we will be facing in the future, how do we make sure we can stay at the forefront of time and survive? Following Sapiens: A Brief History of Humankind and Homo Deus: A Brief History of Tomorrow, as the finale of the trilogy, the book 21 Lessons for the 21st Century will bring you to a significant discussion about human destiny in the twenty-first century.
 
Author : Yuval Noah Harari
The author of this book is Yuval Noah Harari, an Israeli writer, also known as “the young geek“. Not only does the book take a historical perspective, but also covers a wide range of knowledge areas, such as biology, sociology, psychology, philosophy, and religion, fully demonstrating the author’s extensive knowledge. Unlike traditional historians, Harari, being creative, makes videos based on the content of his book and uploads them on YouTube, gaining a large number of young fans.
 
Overview | Chapter 1
Hi, welcome to Bookey. Today we will unlock the book: 21 Lessons for the 21st Century.
 
According to statistics from the Internet Data Center (IDC), the amount of data generated globally in the year 2008 was zero point four nine zettabytes (ZB). If we assume that a book has 200,000 words, that amounts to an equivalent of fourteen hundred trillion books, which can fill two hundred and eighty thousand libraries. By 2011, the amount of data had increased by two point seven times, which equals to an average increase of 250,000 libraries per year.
 
Fortunately, artificial intelligence (AI) can process a great amount of data, and allows us to enjoy the technological advancement it brings to our lives. However, when we benefit from technology, have we ever thought about the possibility of AI taking our jobs, accessing our data, and even making decisions for us? When it comes to this point, how will we survive?
 
The book, 21 Lessons for the 21st Century by Harari discusses this exact question. Not only does it take a historical perspective, but it also covers a wide range of knowledge areas: biology, sociology, psychology, philosophy, and religion. The author believes that individuals can have a direct influence on the world.
 
Known as the young geek, Yuval Noah Harari is a historian who obtained his doctoral degree from the University of Oxford. Besides this book, he has published another two global bestsellers, Sapiens: A Brief History of Humankind and Homo Deus: A Brief History of Tomorrow, completing his trilogy.
 
Unlike the other two books, the one we are going to discuss today is more instructive. It focuses more on the challenges people are facing at the present moment. It gained enormous popularity and wide attention around the world since it was published, and has so far been authorized for publication in over twenty countries.
 
This book has selected twenty-one significant topics on the solutions relevant to the future of humans. This Bookey will divide them into three main parts.
 
Part One talks about the challenges the information explosion era poses to human beings;
 
Part Two is about how individuals can find the truth;
 
Part Three looks at how individuals can prepare for the future.

Thinking, Fast And Slow Book Introduction And Review

Thinking, Fast And Slow
Thinking, Fast And Slow Book Introduction And Review
 
The human brain is equipped with two thinking systems, System 1 that is good at thinking fast, and System 2 that is good at thinking slow. System 1, the fast thinker, relies on intuition when it makes a judgment. While it is fast and efficient, it is inept at statistical reasoning and is susceptible to many systematic biases. On the other hand, System 2, the slow thinker that oversees rational thinking, is lazy and often takes System 1’s intuition for granted. More often than not, we are irrational when we make judgments and decisions, and we are definitely not what the author calls “Econs.”
 
Author : Daniel Kahneman
Daniel Kahneman is a psychologist and a pioneer in behavioral economics. He was awarded the 2002 Nobel Memorial Prize in Economic Sciences for bringing psychology and economics together to better understand how humans make decisions under uncertainty. His research has covered social psychology, cognitive science, and behavioral economics. Documenting his pioneering findings in these fields, the 2011 book Thinking, Fast and Slow is an ensemble of Kahneman’s finest works.
 
Overview | Chapter 1
Hi, welcome to Bookey. Today we will unlock the book Thinking, Fast and Slow, a milestone in the field of behavioral economics.
 
Daniel Kahneman, the renowned psychologist and author of the book, has combined psychology and economics to examine how humans make judgments and decisions under uncertainty. His trailblazing work won him the 2002 Nobel Memorial Prize in Economic Sciences. By collaborating with his colleague Amos Tversky, Kahneman paved the way for a new field of study, Behavioral Economics. Their research broke down the barriers between social psychology, cognitive science, and economics, providing us with a better understanding of the mechanisms of the human brain in judgment and decision making.
 
Psychologists Keith Stanovich and Richard West were the first to propose that the human brain runs two cognitive processes, fast thinking and slow thinking, which they named System 1 and System 2. These terms were adopted by Kahneman in this book.
 
System 1 and System 2 are not two physical parts in the human brain but a virtual concept that showcases how thinking works. System 1 is a subconscious, fast-thinking system that relies on intuition, whereas System 2 is a conscious, slow-thinking system that takes voluntary effort to control. System 1 is in charge of the day-to-day tasks that we are familiar with, such as braking or turning according to signals when we drive. On the other hand, System 2 takes over the tasks or problems that System 1 finds alien or fails to solve, such as doing the mental arithmetic of 17 times 38.
 
Although the human brain has two thinking systems at its disposal, System 2 is, in fact, very lazy. It would not set to work unless the situation compels it to, such as when faced with a problem that System 1 cannot solve. As a result, most of the judgments and decisions that we make for our lives and career are predominantly System 1’s works. System 2 is at best its assistant. In most circumstances, the work distribution between System 1 and System 2 is highly efficient. However, System 1 has many flaws and is prone to systematic errors, which is what  Kahneman chose to focus on in this book. He mainly discusses the cognitive attributes and weaknesses of System 1. By understanding System 1’s flaws, we can consciously avoid many cognitive fallacies and become better decision-makers.
 
Next, we will summarize the book in three parts by focusing on the traits and flaws of System 1 when it makes decisions; and why we are not rational Econs.
 
Part One: System 1 makes judgments based on intuition
 
Part Two: System 1 is inept at making statistical judgments
 
Part Three: We are not rational Econs