Quote from HS LIM book Living Well

There is no road. The road is made as we go ~ Antonio Machado

Nothing is cheap if it cannot be put to good use ~ HS Lim

Good actions give strength to ourselves and inspire good actions in others ~ Plato

Success often goes to the people who are ready, recognise opportunity and act on it immediately when it knocks. ~ HS Lim

No man is free who is not a master of himself ~ Epictetus

Our value is the aggregate of our

skills,

knowledge,

experience,

wisdom,

judgement & 

people-network. 

When someone looks for such a profile, we realise our future. ~ HS Lim

No job is to small for a bog man ~ HS Lim

Success is like setting a mouse trap, whatever the outcomes it's a Success! ~ HS Lim

By Learning you will teach, by teaching you will learn. ~ Latin Porverb

Forgiveness doesn't change the past, but it does enlarge the future ~ Paul Boese

what leads to success

From TED Talk Speaker (Richard's St John)

Druckers Note Summary

Crossing the Divide
Face Reality
The Management Revolution
Knowledge and Technology
Shrinking of the younger population
The Transnational company
The Educated Person
Balance Continuity and Change
Organizations Destabilize Communities
Modern Organisation must be a destabilizer
Human Factor in Management
Role of a Bystander
The Nature of Freedom
Demands on Political Leadership
Salvation by Society
Need For a Harmony of Interest
Social Purpose for Society
Reinventing Government
Reprivatization
Management and Economic Development
Failure of Central Planning
The Pork-Barrell State
The New Tasks of Government
Legitimacy of the Corporation
Governance of the Corporation
Balance Three Corporate Dimensions
Defining Business Purpose and Mission
Defining Business Purpose and Mission: The Custome
Understanding What the Customers Buys


The Change Leader
Test of Innovation
Knowledge External to the Enterprise
In Innovation, Emphasize the Big Idea
Managing for the Future
Innovation and Risk Taking
Creating a True Whole
Turbulence: Threat or Opportunity?
Organize for Constant Change
Searching for Change
Piloting Chnage
The Purpose of a Business
Converting Strategic Plans to Action
Unviersal Entrepreneurial Disciplines
Managing for the Short Term and Long Term
Balancing Objectives and Measurements
The Purpose of Profit
Morality and Profits
Defining Corporate Performance
A Scorecard for Managers
Beyond the Information Revolution
Internet Technology and Education
The Great Strength of E-Commerce
E-Commerce: The Challenge
From Legal Fiction to Economic Reality
Management of the Multinational
Command or Partner
Information for Strategy
Why Management Science Fails to Perfomr
Nature of Complex Systems
From Analysis to Perception


Managment as a Human Endeavor
The Responsible Worker
Spirit of Performance
Organization and Individuals
Picking a Leader
Qualities of a Leader
Base Leadership on Strength
Leadership Is Responsibility
Absence of Integrity
Crisis and Leadership
The Four Competencies of a Leader
Fake versus True Leader
Churchill the Leader
Alfred Sloan's Management STyle
People Decisions
Attracting and Holding People
Picking People: An Example
Decision Steps for Picking People
Placement That Fail
The Succession Decision
Sloan on People Decisions
A Good Judge of People?
The Crucial Promotions
Social Responsibility
Authority without responsibility is illegitimate; but so is responsibility without authority.
Corporate Greed and Corruption
What is Business Ethics
The Ethics of Social Responsibility
Business Ethics - Primum non nocere - 'First do no harm'
Psychological Insecurity


Managing Knowledge Workers
The Network Society
Global Competitiveness
Characteristics of the Next Society
The New Pluralism
Knowledge Does Not Elminate Skill
A Knowledge Society and Society of Organizations
Price of Success in the Knowledge Society
The Centre of Knowledge Society
Sickness of Government
Managing Foreign Currency Exposure
The Manufacturing paradox
Protectionism
Splintered Nature of Knowledge Work
Use of PEOs and BPOs
Managing Nontraditional Employees
The Corporation as Confederation
The Corporation as a Syndicate
People as Resources
Making Manual Work Productive
Productivity of Service Work
Raising Service-Worker Prodctivity
Knowledge-Worker Productivity
Defining the Task in Knowledge Work
Defining Results in Knowledge Work
Defining Quality in Knowledge Work
Management: A Practice
Continuous Learning in Knowledge Work
Rank of Knowledge Workers
Post-Economic Theory

Managing Oneself
A Successful Information Based Organisation & The Score
Taking Information Responsibility
Rewards for Information Specialists
Hierarchy Versus Responsibility
Sudden Incompetence
Self-Renewal
Individual Development
What to do in a Value Conflict?
Place yourself in the right organisation
Management Education
Attracting Knowledge Workers
Pension Funds Shareholders, Regulations, Capitalism
Test of Pension-Fund Socialism
The Busniess Audit
Inflation Versus Unemployment
When Regulation is Required
Goal and Vision for Work
Self-Governing Communities
Civilizing the City
Human Dignity and Status
Enjoying Work
Legitimacy of Management
Economic Progress and Social Ends
The Social Sector
Effective Management of Nonprofit

Theory of Business
Reality Test of Business Assumptions
Synergy of Business Assumptions
Communicate and Test Assumptions
The Obsolete Theory
Focus on Excellence
Creating Customer Value
Identifying Core Competencies
Each Organisation Must Innovate
Exploiting Success
Organized Improvement
Systematic Innovation
Unexpected Success
Unexpected Failure
Incongruity
Process Need
Industry and Market Structure
Demographics
Changes in Perception
New Knowledge
Innovation in Public-Service Institutions
Service Institutions Need a Defined Mission
Optimal Market Standing
Wrship of High Profit Margins
Four Lessons in Marketing - [Buying Customers doesn't work; Define the Market; Consider all customers; Exploit the Demographics ]
From Selling to Marketing
Cost-Driven Pricing
Cost Control in a Stable Business
Cost Control in a Growth Business
Eliminating Cost Centers
Making Cost-Control Permanent

Diversification
Being the Wrong Size
Growth
Managing the New Venture [ Every new project is an infant, and infants belong in the nursery]
Calculate Obsolescence
Tunnel-Vission Innovation
Social Innovation:[ The Research Lab; The Lab without Walla ]
Research Laboratory
The Infant New Venture
The Rapidly Growing New Venture
Managing Cash & Team in the New Venture
Unrealized Business Potential
Finding Opportunities in Vulnerabilities
Exploiting Innovative Ideas
First with the Most
Hitting Them Where They Aren't
Entrepreneurial Judo
Changing Economic Characteristics
Ecological Niche: Tollbooth Strategy; Specialty Skill Strategy; Specialty Market
Threat to Niche Strategies
Success Always create new realities
The Opportunity-Focused Organisations
Finding Opprtunity in Suprises
Maintaining Dynamic Equilibrium

Know Thy Time
Record Time and Eliminate Time Wasters
Consolidate Time
Practices of Effective Executives
Focus on Contribution
Performance Appraisals
How to Develop People
Knowledge Worker as Effective Executive
Take Responsibility for Your Career
Defining One's Performance
Result that make a Difference
Managing Oneself: Identify Strength; How do i Perform?; What to Contribute?; Work Relationships
Managing the Boss
Managing Oneself: The Second Half; Revolution in Society
A Noncompetetive Life
Staffing Decisions
"Widow-Maker" Positions
Overage Execuitves
Controls, Control & Management
Controls; Neither Objective nor Neutral
Controls Should Focus on Results
Controls for Nonmeasurable Events
The Ultimate Control of Organizations
Harmonize the Immediate and Long-range Future
Misdirection by Specialization
Compensation Structure

Organizational Agility
Business Intelligence Systems
Gathering and Using Intelligence
The Test of Intelligence Infromation
The Future Budget
Winning Strategies
The Failed Startegy
Stategic Planning
Long Range Planning
How to Abandon
Divestment
The work of Manager
Management by Objectives and Self-Control
How to use Objectives
The Management Letter
The Right Organisation
Limit of Quantification
Hierarchy and Equality
Charecteristics of Organization
The Federal Principle
Reservation of Authority
Rules for Staff Work/People/Public Relation
Control Middle Management


The work of Social Ecologist
Turbulent Times Ahead
The New Entrepreneur
Information on Cost and Value
Price-Led Costing
Activity Costing
Obstacles to Economic Chain Costing
EVA as a Productivity Measure
Benchmarking for Competetiveness
Resource-Allocation Decisions
Rules of Successful Acquisation
Promote Across the Line
Alliance for Progress
The Temptation to do Good
The Unfashionable Kierkegaard
Innovations for Maximum Opportunities.

Myers Brigg Profiling - 1st Attempt

I did Myers Brigg Profiling today and guess what the result is ..

I am an ENFJ. Meaning = Extrovert(33%), Intuitive(38%), Feeling (62%) & Judging( 44%)

[Myers-Briggs Type Indicator (MBTI) is one the systems to help you get how people tick. Each of the 16 Myers-Briggs types is a unique combination of the following four traits:]

• Introvert/Extrovert
• iNtuitive/Sensing
• Thinking/Feeling
• Judging/Perceiving

{from Quote : http://www.personalitypage.com/high-level.html }

ISTJ - The Duty Fulfiller

Serious and quiet, interested in security and peaceful living. Extremely thorough, responsible, and dependable. Well-developed powers of concentration. Usually interested in supporting and promoting traditions and establishments. Well-organized and hard working, they work steadily towards identified goals. They can usually accomplish any task once they have set their mind to it. Click here for a detailed description of ISTJ.

ISTP - The Mechanic

Quiet and reserved, interested in how and why things work. Excellent skills with mechanical things. Risk-takers who they live for the moment. Usually interested in and talented at extreme sports. Uncomplicated in their desires. Loyal to their peers and to their internal value systems, but not overly concerned with respecting laws and rules if they get in the way of getting something done. Detached and analytical, they excel at finding solutions to practical problems. Click here for a detailed description of ISTP.

ISFJ - The Nurturer

Quiet, kind, and conscientious. Can be depended on to follow through. Usually puts the needs of others above their own needs. Stable and practical, they value security and traditions. Well-developed sense of space and function. Rich inner world of observations about people. Extremely perceptive of other's feelings. Interested in serving others. Click here for a detailed description of ISFJ.

ISFP - The Artist

Quiet, serious, sensitive and kind. Do not like conflict, and not likely to do things which may generate conflict. Loyal and faithful. Extremely well-developed senses, and aesthetic appreciation for beauty. Not interested in leading or controlling others. Flexible and open-minded. Likely to be original and creative. Enjoy the present moment. Click here for a detailed description of ISFP.

INFJ - The Protector

Quietly forceful, original, and sensitive. Tend to stick to things until they are done. Extremely intuitive about people, and concerned for their feelings. Well-developed value systems which they strictly adhere to. Well-respected for their perserverence in doing the right thing. Likely to be individualistic, rather than leading or following. Click here for a detailed description of INFJ.

INFP - The Idealist

Quiet, reflective, and idealistic. Interested in serving humanity. Well-developed value system, which they strive to live in accordance with. Extremely loyal. Adaptable and laid-back unless a strongly-held value is threatened. Usually talented writers. Mentally quick, and able to see possibilities. Interested in understanding and helping people. Click here for a detailed description of INFP.

INTJ - The Scientist

Independent, original, analytical, and determined. Have an exceptional ability to turn theories into solid plans of action. Highly value knowledge, competence, and structure. Driven to derive meaning from their visions. Long-range thinkers. Have very high standards for their performance, and the performance of others. Natural leaders, but will follow if they trust existing leaders. Click here for a detailed description of INTJ.

INTP - The Thinker

Logical, original, creative thinkers. Can become very excited about theories and ideas. Exceptionally capable and driven to turn theories into clear understandings. Highly value knowledge, competence and logic. Quiet and reserved, hard to get to know well. Individualistic, having no interest in leading or following others. Click here for a detailed description of INTP.

ESTP - The Doer

Friendly, adaptable, action-oriented. "Doers" who are focused on immediate results. Living in the here-and-now, they're risk-takers who live fast-paced lifestyles. Impatient with long explanations. Extremely loyal to their peers, but not usually respectful of laws and rules if they get in the way of getting things done. Great people skills. Click here for a detailed description of ESTP.

ESTJ - The Guardian

Practical, traditional, and organized. Likely to be athletic. Not interested in theory or abstraction unless they see the practical application. Have clear visions of the way things should be. Loyal and hard-working. Like to be in charge. Exceptionally capable in organizing and running activities. "Good citizens" who value security and peaceful living. Click here for a detailed description of ESTJ.

ESFP - The Performer

People-oriented and fun-loving, they make things more fun for others by their enjoyment. Living for the moment, they love new experiences. They dislike theory and impersonal analysis. Interested in serving others. Likely to be the center of attention in social situations. Well-developed common sense and practical ability. Click here for a detailed description of ESFP.

ESFJ - The Caregiver

Warm-hearted, popular, and conscientious. Tend to put the needs of others over their own needs. Feel strong sense of responsibility and duty. Value traditions and security. Interested in serving others. Need positive reinforcement to feel good about themselves. Well-developed sense of space and function. Click here for a detailed description of ESFJ.

ENFP - The Inspirer

Enthusiastic, idealistic, and creative. Able to do almost anything that interests them. Great people skills. Need to live life in accordance with their inner values. Excited by new ideas, but bored with details. Open-minded and flexible, with a broad range of interests and abilities. Click here for a detailed description of ENFP.

ENFJ - The Giver

Popular and sensitive, with outstanding people skills. Externally focused, with real concern for how others think and feel. Usually dislike being alone. They see everything from the human angle, and dislike impersonal analysis. Very effective at managing people issues, and leading group discussions. Interested in serving others, and probably place the needs of others over their own needs. Click here for a detailed description of ENFJ.

ENTP - The Visionary

Creative, resourceful, and intellectually quick. Good at a broad range of things. Enjoy debating issues, and may be into "one-up-manship". They get very excited about new ideas and projects, but may neglect the more routine aspects of life. Generally outspoken and assertive. They enjoy people and are stimulating company. Excellent ability to understand concepts and apply logic to find solutions. Click here for a detailed description of ENTP.

ENTJ - The Executive

Assertive and outspoken - they are driven to lead. Excellent ability to understand difficult organizational problems and create solid solutions. Intelligent and well-informed, they usually excel at public speaking. They value knowledge and competence, and usually have little patience with inefficiency or disorganization. Click here for a detailed description of ENTJ.

RD Summary #1 - Reasons to be great alive now

Reasons to be great alive now

1) We're better off now

2) Urban living is a good thing -take up less space,less energy and less impact to natural ecosystem

3) Poverty is nose-diving

4) The important stuff costs less

5) The environment is better than we think

6) Shopping fuels innovation

7) Farming production = more wilderness

8) Oil is not running out

9) Population growth is not a threat

10) This depression is not that depressing

11) We are the luckiest generation

12) The good old days weren't

13) Great Ideas keep coming

14) Storms are not getting worse

15) We can solve all our problem

16) Optimist are right more often

Weekly Drucker #4

Economics as a Social Dimensions.
Behavior of people interest me.

Private Virtue and  the commonweal
For in a good, a moral,  alasting society, the public good must always rest of private virtue.

Feedback: Key to continuous learning
To know one's strengths, to know how to improve them, and to know what one cannot do - are the keys to continuous learning.

Reinvent Yourself
Knowledge people must take responsibility for their own development and placement.

A Social Ecologist
The tension between the need for continuity and the need for innovation and change was central to society and civilisation.

The Discipline of Management
If you can't replicate something because you don't understand it, then it really hasn't been invented, it's only been done.

Controlled experiment in mismanagement

Performance: The Test of Management
Achievement rather than knowledge remains both the proof and aim of management.

Grounded Management
Management has to be grounded in basic and predictable  trends that persist regardless of today's headlines.

A Functioning Society
Must be capable of organising the tangible reality of the social order.

Weekly Drucker #3

The Spirit of an Organisation
Figure out what each of your employees strengths are and develop these strengths to help people perform better

The Function of Management is to produce Results
Above all management is responsible for producing results.

Management: The Central Social Function
Non business institution need a yardstick to access their performance.

Society of Performing Organizations
Are your performance yardsticks appropriate to your objectives?

The Purpose of Society
Society is only meaningful if its purpose and ideals make sense in terms of the individual's purposes and ideals.

Nature of Man and Society
Every organised society is built upon a  concept of the nature of man and his function and place in society.

Profit's Function
Insure that you invest enough in innovation to prepare for the day where the current profitable business becomes obsolete.