Step 21: Mastering The Four P.A.S.E. Energies & Casanova’s Chameleon

The Big Idea: Understand your strengths. Work on your weaknesses. Learn to identify the strengths of other people. Speak in the language of other people’s strengths.

  • When you’re a worker, technical skills determine your success.
  • When you’re a leader, social skills determine your success.
  • Understand your core strength (P, A, S, E).
  • Understand your weakness (P, A, S, E).
  • P=practical: likes to plan ahead, likes numbers, conservative, diligent, doesn’t like uncertainty, patient, focus on planning with these people
  • A=action: likes action, starts but doesn’t always finishes, smart, easily distracted, concentrate on action with these people
  • S=social: doesn’t like plans, doesn’t like conflict, easygoing, likes being around people, sometimes flaky, keep it light and fun with these people
  • E=emotional: sensitive, intuitive, good at reading people, easily offended, sometimes driven by fear, connect emotionally to these people
  • Exercise a weakness to make it a strength.
  • Learn to quickly assess people in terms of their strength (and language).
  • When working with others, speak in *their* language.
  • Casanova was a social chameleon.
  • Casanova would know others’ strengths and connect with them on their strengths.
  • The ideal leader is able to shift from PASE strength to PASE strength, depending on the situation.
  • Note: emphasizing one strength will often bring out that strength in other people.

Tai Lopez is an entrepreneur, investor, and blogger who runs an awesome online book club. 67 Steps is a lecture series teaching how to be successful in health, wealth, love, and happiness.  I’m a big fan.

Step 20: Richard Branson’s Hurricane & The Imaginary World Of Kanye West

The Big Idea: If you were independently wealthy, what kind of life would you create? Work backward from there to engineer your ideal life.

  • An entrepreneur creates the world in his own image.
  • Richard Branson created Virgin Airlines because a hurricane stranded him on an island.
  • There are three types of people: people who watch things happen, people who make things happen, and people who wonder what happened.
  • Book recommendation: Screw It, Let’s Do It by Richard Branson
  • If you were independently wealthy, what would you do?
  • What do you love? If you love reading? Create a book club.
  • Even if you are not an entrepreneur, think like an entrepreneur and act like an entrepreneur.
  • Imagine your ideal world in these four areas: health, wealth, love, and happiness
  • You can have anything you want but not *everything*.  So be clear about what you want and work diligently towards it.

Tai Lopez is an entrepreneur, investor, and blogger who runs an awesome online book club. 67 Steps is a lecture series teaching how to be successful in health, wealth, love, and happiness.  I’m a big fan.

Square Foot Gardening by Mel Bartholomew

Last year, I planted my first ever square root, raised bed vegetable garden with my girlfriend and had no idea what I was doing.  This year, I’ll read up on it first.  Brilliant, right?

The Big Idea: Square foot, raised bed gardening will give you more vegetables with much less work, money, and space. For the home gardener, smaller is better. 

Why square foot gardens?

  • Makes your work easier since there is less soil and less garden to take care of
  • Makes water faster since there’s less garden to water
  • Makes weeding easier since there’s less garden to weed
  • Creates living mulch which helps create healthier soil and keep weeds away
  • Is more pleasant to look at, which makes you more like to spend time caring for your garden
  • Makes vegetable garden more practical for urbanites, since you can have a productive garden almost anywhere
  • Makes protective plants from the weather or pests with a cage or box possible since the garden is smaller
  • Gives the soil the right texture since you will never be walking on the soil.

How do you get started?

  • Build or buy a box with sides about 12″ high.
  • Place the box in an area with lots of sunshine.
  • Fill the box with good soil and compost.
  • Divide the box into 12″ x 12″ squares.
  • Each 12″ x 12″ square should get one type of vegetable.
  • Decide what you want to grow (look this up in a reference book or web site.)
  • Some vegetables (peppers) require the entire 12″ x 12″ square.  Other vegetables (carrots) can fit 16 to a 12″ x 12″ square.
  • Keep tall-growing plants on the north side of your garden.
  • Support your tall-growing, vining plants like tomatoes and cucumbers with stakes, cages, or trellises.
  • Look up which month to plant which vegetables.  (The average growing season is May to September.)
  • Water with a bucket of warm water and a cup.  Daily, when they are just starting, then weekly, or more, if you live in a hot climate.
  • Weed your garden once a week.
  • Remove pests by hand if you can, or use natural pest deterrents.
  • Fertilize as needed.
  • Harvest when ready (look this up in a reference book or web site.)

Made in America by Sam Walton

The Big Idea: Walmart succeeded through a combination of unique culture, very effective strategies, and lots of hard work. Nadine West’s two favorite role models are 1) Southwest Airlines and 2) Walmart, for their shared focus on affordable prices, lean operations, and Texas/Arkansas authenticity.

Wal-mart Culture

  • Building a great team is a given. Hiring only people with good attitudes is a given. Hard work is a given.
  • The whole point of retailing is to service the customer.
  • It’s always been more important for Wal-mart be the best than to be the biggest.
  • Wal-mart looks for action-oriented, do-it-now, go-getter types — not brilliant intellectuals who can’t get anything done.
  • Consider yourself lucky if you are short on cash early on.  It’s the best to build frugality into your DNA.
  • We’ve always tried not to take ourselves too seriously. Let’s have some fun.
  • Constant change is a vital part of the Wal-mart culture.
  • Wal-mart is not about big mansions or fancy cars.  We’re about serving our customer.
  • Wal-mart loves competition.  It only makes us better.
  • Big egos have no place at Wal-mart.  They tend to lead to bureaucracy and myopia, followed by decline.
  • Think small to grow big.  Remember what got us to where we are.

Wal-mart Strategy and Tactics

  • Always buy direct.  Using a middleman means you’re paying for their inefficiencies.
  • Don’t rely on third-party.  It’s harder to build your own logistics and distribution systems, but once you do, it’s a huge competition advantage.
  • Build stores in small towns that retailers are ignoring.
  • Use technology to improve the quality and speed of information.
  • Study your competition and copy what’s working.
  • Try lots of different things. Learn from the failures. Double down on what works.
  • Talk to everyone. The best ideas usually come from the front-lines, not headquarters.
  • If everyone else is going one way, think about going the opposite direction.
  • If you can, fly under the radar until you’re too far along to catch.
  • Share profits with employees and they will reward you with effort and loyalty.
  • Happy customers = word of mouth, which saves you a ton on advertising.
  • Be transparent about financials and share store financials with the people who work there.
  • When in doubt, over-communicate.
  • Focus on one store at a time – what they are getting right and wrong. Solve it for them and you can apply some of those solutions everywhere.

The Best Place to Work by Ron Friedman

The Big Idea: Happy employees are a competitive advantage.

 Chapter 1: Success is Overrated, Why Great Work Places Reward Failure
  • make it okay to try new things and fail
  • learn something from every failure, always
  • reward attempts, not just results
Chapter 2: The Power of Place, How Office Design Shapes Our Thinking
  • office design matters
  • eg. red invokes attention to detail, but also anxiety
  • eg. silence invokes focus, but also anxiety
  • optimal: caves + campfires
  • caves are quieter spaces where people can focus and think
  • campfires are interactive spaces where people can collaborate and communicate
  • good to have: safe and warm environment, nice views, scenes of nature, sunlight, lots of plants, aquariums,
  • use your workspace to convey what your company is about: Apple Store = simplicity, framed pictures, employee artwork,
  • let the team design their workspace
  • don’t forget about nice bathrooms (art, plants, magazines)
  • if possible, let people telecommute
Chapter 3: Why You Should Be Paid to Play
  • to improve problem solving and creative thinking, go on a walk
  • exercise improves your mood, triggers chemicals that reduces stress, and improves thinking
  • napping also improves problem solving and creating thinking
  • a careful balance of work and recovery is vital
  • late nights and burnout culture lower long-term productivity
  • disconnecting is important
Chapter 4: What Happy Workplaces Can Learn from a Casino
  • small, frequent pleasures can keep us happier than large, infrequent ones
  • perks communicate on an emotional level and provide a motivational boost
  • on-the-job rewards are significantly more motivating than cash bonuses
  • variety increases happiness
  • variation of activities make the workplace more enjoyable
  • unexpected pleasures deliver a bigger thrill
  • unexpected events have greater emotional weight
  • a constant flow of surprises keeps you engaged (movie, massage therapist)
  • experiences are more rewarding than objects; they involve other people, the memories improve with age; they can be relived
  • we don’t always know why we’re happy
  • color/scent/music can give an unconscious happiness boost
  • a grateful mind is a happy one;
  • gratitude: gratitude journal; ask staff to share what they are most proud of since last meeting; ask staff to thank someone else for a contribution made
  • excessive/extreme happiness can increase tendency to make mistakes, reduce motivation; people who don’t have negative emotions are called psychopaths
Chapter 5: How to Turn a Group of Strangers into a Community
  • the strongest predictor productivity: friendship at work
  • how to create workplace friendships: proximity, familiarity, similarity
  • how to accelerate friendship: share personal information
  • shared group activities (sports) >> happy hours and cocktail parties, because of interaction
  • a shared purpose (or common enemy) can unite factions
  • friendships at work help people stay emotionally and physically healthy
  • gossip can be a problem but it can also be useful to establish company culture and norms
  • gossip tends to happen when people are feeling powerless or insecure
  • identify strategic and persistent gossipers early
  • gossip tends to be a problem when leaders gossip
Chapter 6: The Leadership Paradox, Why Forceful Leaders Develop Less Productive Teams
  • intrinsic motivation > extrinsic motivation
  • emphasizing rewards reduces intrinsic motivation
  • the more emphasis placed on salary and bonuses, the more employees are going to focus on them
  • autonomy increases intrinsic motivation
  • let your team set their own calendar
Chapter 7: Better Than Money, What Games Can Teach Us About Motivation
  • the only thing that sustains happiness is status, respect and admiration among friends/family/peers
  • being recognized feels good
  • recognition feeds our need for competence
  • competence increases intrinsic motivation
  • being ignored is often more psychologically painful than being treated poorly
  • undeserved positive feedback is demoralizing to others who actually deserve the recognition
  • feedback is more effective when it is provided immediately
  • feedback is more effective when it is specific
  • compliment the behavior, not the person
  • public praise is more powerful than private praise
  • reward high performers with more responsibility
  • encourage peer-to-peer recognition
  • find a way to give meaning to the work (eg. nonprofit fundraisers)
  • to experience flow, work needs to be not too easy and not too hard
  • consider making on-the-job learning a requirement
  • acquiring new skills releases feel-good chemicals like dopamine
  • consider peer-to-peer coaching (pods of 3)
Chapter 8: How Thinking Like a Hostage Negotiator Can Make You More Persuasive, Influential, and Motivating
  • good communicators listen much more than they talk
  • good bosses listen much more than they talk
  • good listeners do a lot of paraphrasing and repeat backs
  • resolve workplace conflicts by understanding there is a task channel and a relationship channel
Chapter 9: Why the Best Managers Focus on Themselves
  • attitudes, emotions, and behaviors are contagious
  • leaders attitudes and habits are adopted by the members of their teams
  • culture comes from the top, so be aware that someone is always watching
Chapter 10: Seeing What Others Don’t, How to Eliminate Interview Blind Spots That Prevent You from Reading People’s True Potential
  • first impressions persist
  • referrals from your high performers (with no referral bonus) is the best strategy for hiring
  • interviews that involve a work assignment are optimal
  • cultural fit matters but too much similarity can lead to groupthink and impair innovation
Chapter 11: What Sports, Politics, and Religion Teach Us About Fostering Pride
  • pride in one’s company matters a lot
  • pride is fundamentally about status
  • share your company’s history with the team
  • share your company’s mission and vision with the team
  • being different is good (company culture)
  • include altruism alongside making a profit
  • emphasize everyone’s contribution: decision making, recognition by name
  • express appreciation directly to family’s for the person’s contribution
  • avoid inflated job titles

Anything You Want by Derek Sivers

The Big Idea: the purpose of life (and business) is happiness, not money.

  1. Business is not about money. It’s about making dreams come true for others and yourself.
  2. Making a company is a great way to improve the world while improving yourself.
  3. When you make a company, you make a utopia. It’s where you design your perfect world.
  4. Never do anything just for the money.
  5. Don’t pursue business just for your own gain. Only answer the calls for help.
  6. Success comes from persistently improving and inventing, not from persistently promoting what’s not working.
  7. Your business plan is moot. You don’t know what people really want until you start doing it.
  8. Starting with no money is an advantage. You don’t need money to start helping people.
  9. You can’t please everyone,
  10. Make yourself unnecessary to the running of your business.
  11. The real point of doing anything is to be happy, so do only what makes you happy.
  12. The best plans start simple.
  13. If you’re not saying, “Hell, yeah!” about something, say no.
  14. The way to grow your business is to focus entirely on your existing customers.
  15. Ideas are just a multiplier of execution.
  16. Care more about your customers (and employees) than about yourself.
  17. Don’t punish everyone for one person’s mistake.
  18. When you delegate, trust but verify.

Good to Great by Jim Collins

The Big Idea: 

Chapter 1: Good is the Enemy of Great

  • Good to Great companies always had Level 5 Leaders.
  • Recruit the right people before choosing a direction/mission/vision/strategy.
  • Confront the brutal truth and move forward anyways.
  • Stick to your core.
  • Create a culture of discipline.
  • Use technology as an accelerator of existing greatness.
  • Focus on small, continuous progress, not grand transformations.

Chapter 2: Level 5 Leadership

  • Level 5 leaders are a paradoxical blend of personal humility and professional will.
  • Level 5 leaders put their company and their team before themselves.
  • Level 5 leaders are fanatical about results, not credit.
  • Level 5 leaders come from within the company, not from outside.
  • Level 5 leaders display workmanlike diligence, not celebrity charisma.

Chapter 3: First Who…Then What

  • Hold out for the best talent.  Don’t lower your hiring standards.
  • Hire slow, fire fast.  Then strive to zero turnover.
  • Don’t rely on one genius leader.  Have lots of great minds on board.
  • There is no right answer for how to structure executive compensation.  Just make sure it makes sense. The right people will deliver the best results, regardless of the compensation structure.
  • You can create an environment that attracts the best people, but no compensation structure will turn poor performers into rock stars.
  • Hire for attitude and character than for specific knowledge and skills.
  • The best companies build great teams.  They don’t work their people to the bone.

Chapter 4: Confront the Brutal Facts

  • Don’t be afraid to look at the brutal facts.
  • Create a culture that embraces truth and honesty.
  • Ask a lot of question and engage in open dialogue.
  • When something doesn’t work, take responsibility, figure out why but don’t blame others.
  • Pay attention to key metrics so you know early when something is wrong.
  • Regardless of the situation, have unwavering faith that the team will find a way to succeed.
  • The three circles are: what are you deeply passionate about? What can you be the best in the world at?  What drives your economic engine?

Chapter 5: The Hedgehog Concept

  • Focus on the essentials and ignore the rest.
  • You will success if you can identify one simple concept that is good and execute it fanatically.
  • Eg. Walgreens key metric: profit per customer visit; Wells Fargo had profit per employee; Fannie Mae had profit per unit of risk; Kroger had profit per local population.
  • Everyone has strategic plans, but the good-to-great companies are more likely to be based around a simple idea.
  • Three key questions that define the hedgehog concept: what are you deeply passionate about, what can you be the best in the world, what drives your economic engine?
  • Don’t focus on mindless pursuit of growth. Focus on your core business, defined by your hedgehog concept.

Chapter 6: A Culture of Discipline

  • Startups often fail because they hire too many new people, acquire too many new customers, launch too many new products.
  • Things become too complex and problems start to surface.
  • Fast-growing startups will hire professional managers to reign in the mess, but also kill the entrepreneurial spirit.
  • Instead of installing bureaucracy to compensate for incompetence and lack of discipline, hire the right people in the first place.
  • Avoid bureaucracy and hierarchy and instead create a culture of discipline.
  • Build a culture around the idea of freedom and responsibility, within a framework.
  • Fill that culture with self-disciplined people who are willing to go to extreme lengths to fulfill their responsibilities.
  • Create a stop-doing list and focus on the hedgehog concept.
  • Develop a system and manage the system.  Don’t manage the people.
  • Culture beats great individual leadership.
  • A culture of discipline prevents you from expanding outside of your core.
  • A culture of discipline prevents you from an inflated overhead and layers of waste.

Chapter 7: Technology Accelerators

  • Be selective about which technologies you adopt.
  • Make sure your technology supports your hedgehog concept.
  • Technology by itself is never the primary cause of success or failure.
  • Reliance on technology can give you a false sense of invulnerability.

Chapter 8: The Flywheel and the Doom Loop

  • Success is an organic, cumulative process.  It never happens overnight.
  • Success takes patience and discipline.
  • Focus on continuous, incremental improvement, not miraculous transformations.
  • Once there is visible progress, keep the momentum going.  It is infectious.

Chapter 9: From Good to Great to Built to Last

  • The central concept of Built to Last: discover your core values and purpose beyond just making money (core ideology) and combine this with the dynamic of preserve the core/stimulate progress.
  • Hewlett Packard started with “who” before ever deciding what they would build (“what”.)
  • Walmart had taken 25 years to get to 38 stores, patiently defining their hedgehog concept.
  • Profits and cash flow are like blood and water.  They are necessary for life, but they are not the purpose of living.
  • Built To Last 1. Clock Building not Time Telling: culture and systems > single great leader/idea
  • Built to Last 2. Genius of AND: purpose AND profit, continuity AND change
  • Built to Last 3. Core Ideology: core values and purpose
  • Built to Last 4. Preserve the Core/Stimulate Progress: (except for core values) constant change, innovation, experimentation

High Output Management by Andy Grove

The Big Idea: Understand the principles of factory production and apply them to business management.

Chapter 1: The Basics of Production

  • Focus efforts on identifying and fixing the bottleneck (limiting step) in the workflow

Chapter 2: Managing The Breakfast Factory

  • Define good KPI’s.
  • Understand JIT inventory management.
  • Automate things to improve work leverage.

Chapter 3: Managerial Leverage

  • Judge a manager by the results of his team.
  • Results are what matter; not effort.
  • Most of a manager’s time is spent acquiring information, which is critical to making good decisions.
  • The most important resource for a manager is his time.
  • Being prepared for meetings saves a lot of other people’s time.
  • Investing time preventing someone important from quitting saves lots of time finding a replacement.
  • New employee orientations are important to do well since new employees are most impressionable.
  • Meddling too much can hurt performance in the long-run.
  • Delegation is another way to improve leverage.
  • When you delegate, you must still monitor and follow up.
  • When reviewing reports, ask to see the rough draft to add feedback as early as possible.
  • Batch similar tasks together to save time.
  • Use your calendar to manage your work and minimize interruptions.
  • Have some free-time projects to tackle during downtime.
  • Six to eight subordinates is about right.
  • Minimize interruptions and documenting FAQs, delegating, batching, and having fast access to information (KPI).

Chapter 4: Meetings

  • Meetings have a bad name, but they add lots of value if done well.
  • Regular meetings allow managers to batch decisions and batch information sharing.
  • One-on-ones are great for teaching, sharing information, and building relationship.
  • One-on-ones can start out weekly and move to monthly.
  • One-on-ones should be about an hour.
  • Staff meetings are to discuss issues and offer solutions.
  • Staff meetings should have an agenda and an open discussion session.
  • Mission oriented meetings are ad-hoc and designed to produce a key decision.

Chapter 5: Decisions

  • Be wary of groupthink in group decisions.
  • Be wary of peer-plus-one in group decisions, where everyone automatically agrees with the senior manager’s opinion.

Chapter 6: Planning

  • Understand basic factory production principles.
  • Apply Management By Objectives (Key Objective, Key Results) and review every quarter or every month.

Chapter 7: The Breakfast Factory Goes National (Scaling)

  • The central tradeoffs when scaling is centralization/decentralization.  (Buddhism/Catholicism in Scaling Up Excellence.)

Chapter 8: Hybrid Organizations

  • Mission-oriented companies are completely decentralized.  Units work towards the mission but operate independently.
  • Functional companies are completely centralized.
  • Most companies are a hybrid of mission-oriented and functional.

Chapter 9: Dual Reporting

  • Matrix management means employees can have two supervisors (their business unit supervisor and their functional unit supervisor.)
  • For example: a controller can report to the CFO and also to the business unit general manager.

Chapter 10: Modes of Control

  • Sometimes you will motivate by money, sometimes by contract, and sometimes by shared cultural values.

Chapter 11: The Sports Analogy

  • Management is a team activity.
  • Employee performance is a function of training and motivation.
  • Understand where on Maslow’s Hierarchy the employee is at.
  • Most people are competitive and motivation is a given in competitive sports, so try and turn work into a game by providing instant feedback and metrics.

Chapter 12: Task-Relevant Maturity

  • Provide detailed instructions to an inexperienced employee.
  • Establish monitoring and then give experienced employees freedom and autonomy.

Chapter 13: Performance Appraisals

  • Performance reviews are absolutely necessary.
  • Level, listen, and leave yourself out.
  • Document everything.
  • Give the review in writing, first, and then meet later in person to review.

Chapter 14: Two Difficult Tasks

  • Interviewing is just about impossible.
  • Do everything you can to save a valued employee who wants to quit.

Chapter 15: Compensation as Task-Relevant Feedback

  • Some employees view salary as a means to pay for living expenses.  Some employees view salary as a measuring stick to compare to others.
  • Performance bonuses should be partly individual, partly team, and partly organization.
  • Performance bonuses should be linked to objective metrics.

Chapter 16: Why Training Is the Boss’s Job

  • Don’t hire external trainers to train employees if you can do it yourself.
  • Managers should learn how to teach a formal course to employees.

 

Exceptional Service, Exceptional Profit by Leonardo Inghilleri and Micah Solomon

The Big Idea: Invest more in creating an exceptional customer experience.

What is the cardinal rule of exceptional service?
Anticipate the needs of your customers.

What are the four basics of good (but not yet exceptional) service?
1. Perfect product
2. Delivered by a caring, friendly person
3. In a timely fashion
4. Supported by good problem resolution if something goes wrong

Why are problems sometimes a good thing?
Many studies show that a customer whose problem is effectively resolved is a more loyal customer than a typical customer who has had no problem to resolve.

How do you create a loyal customer from a poor customer experience?
1. Sometimes customers who complain want to help improve your company.
2. Resolve the problem.
3. Go above and beyond with some personal gesture (eg. handwritten note or freebie.)
4. Identify and fix the root cause.

How do you ensure a consistent tone and use of language for every customer touch point?
Create a dictionary of preferred language and phrasing and use it for everything — signs, emails, voicemails, and employee orientations.

How do you institutionalize exceptional service? 
Develop a good system of tracking customer preferences, including personal information (birthdays, spouses, pets, occupation.)

Use Toyota Production System principles to build efficiency and eliminate waste in your service processes.  However, remember that exceptional service may seem wasteful in the short-run but will benefit your company in the long-run.

How do you measure your customer service? 
Financial: revenue, retention, profits.  Non-financial: surveys, mystery shoppers, willingness-to-recommend.

How do you build a good customer service team?
Hire for talent and attitude, not skills or experience. Look for personal warmth, empathy, optimism, teamwork, and integrity. Never lower your hiring standards just to fill a position.

How do you maintain exceptional service over the long-term?
Perform 5 minute daily standup meetings to keep everyone motivated and supported.  Treat employees as human beings, not “8 hours of labor” or “full-time equivalents.”

Exceptional service costs money.  How do you justify the costs? 
Consider the many long-term benefits: word of mouth marketing, low staff turnover, more productive staff, lower staff recruiting and training costs, higher sales per customer, higher customer loyalty.

How do you leverage the Internet for exceptional service?
1. Make yourself unusually easy to reach.
2. Respond to public complaints promptly and personally.
3. Build evangelists who can defend you online.
4. Use technology to offer even more human interaction (800 number, live chat.)
5. Make the experience fun and memorable.

What does good copy on the Internet look like?
Offer both short copy for people who just want a summary and long copy for people who want to read more.

Why should you pay more attention to hello and good-bye?
Neuroscience studies show that humans disproportionately remember the first and last impression, so make sure those are positive and memorable impressions.

 

Step 19: Amazon.com & The $32,000 Brain Budget

The Big Idea: Spend 30% of your monthly income on reading and learning. 

  • Do an audit of your finances.
  • Find out how much you spend on 1) consuming vs 2)  investing (specifically, learning).
  • Spend 30% of your income on learning new skills.
  • Spend 30% of your income on bills.
  • Spend 30% of your income on fun and leisure.
  • Spend very little money on things that rust, rot, or depreciate.
  • Buy fashionable clothes, but buy used.
  • Nobody has a library anymore, get a library card.
  • Hire a bookkeeper for your personal finances.
  • Read Poor Charlie’s Almanack
Tai Lopez is an entrepreneur, investor, and blogger who runs an awesome online book club. 67 Steps is a lecture series teaching how to be successful in health, wealth, love, and happiness.  I’m a big fan.