7 of My Favorite Timeless Tips from the Last 2500 Years

These 7 tips describe very practical approaches and attitudes for life challenges. The quoted tip below reminds me of the Supreme Court, and all the confirmation-process talky-talk where Justices are described with labels like “activists” (bad label) or “umpires” (good label). Behind all the labels and analogies, as well as behind the intellectual rationalizations of complex legal decisions, there are concrete benchmarks– actions by the Justices– that are much more predictable and telling than what is said about and by the Justices. Is a Justice an “umpire,” as described, or do the Justice’s actions on occasion reflect idealism and contradict the umpire ideal? Not to pick on Justices. This is something we all struggle with, to make sure our actions constantly back up our stated ideals.

1. Andrew Carnegie on paying attention to the more important things.

“As I grow older, I pay less attention to what men say. I just watch what they do.”

I have to agree, I pay less and less attention to what people say. Because in the end, what someone does is the most important thing. Talking is easy, but walking your talk is harder. And walking it consistently even though you fall, slip back into old habits and make mistakes is a huge part of success.

Posted via web from Mike Brown’s posterous


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One response to “7 of My Favorite Timeless Tips from the Last 2500 Years

  1. When it comes to “keeping your job” a sure methodology to foollw is to stay close to your boss and his/her “chief lieutenants”; culturally and through 3 key business communications activities; proactive updates/insights, immediate responsiveness to inquiries and timeliness/preparedness at meetings. Job performance is important however my experience over 34 years on both sides of the desk is that when it comes to cutting positions it is rare that a “boss” can discern across multiple employees enough job performance differentiation to solely make all the cuts. Ergo he/she relies on lieutenant input, cultural and communications’ perceptions. So… know who your “boss” (and “lieutenants”) is culturally,(basically values and expectations; and not necessarily just from a business point of view), be consistently and effectively proactive on updating and insights; always be prepared for meetings…

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