Mba Completed Quotes

Tommy moved on. "Lash, your people have been oppressed for hundreds of years. It's time to strike back. Look, you don't have your MBA yet - they haven't completely juiced you of your usefulness yet. Would Martin Luther King back down from this challenge? Malcolm X? James Brown? Don't you have a dream? Don't you feel good, like you knew that you would, now?

A Checklist is an Externalized, predefined Standard Operating Procedure for completing a specific task. Creating a Checklist is enormously valuable for two reasons. First, Checklisting will help you define a System for a process that hasn’t yet been formalized—once the Checklist has been created, it’s easier to see how to improve or Automate the system. Second, using Checklists as a normal part of working can help ensure that you don’t forget to handle important steps that are easily overlooked when things get busy.

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During that time, the young man met and married a beautiful young woman who had completed her law degree from Columbia University but had decided to pursue her MBA afterward because she had no desire to practice law. Who does? Still, they were happy.

With an IQ of 160, Alex Volkov was a genius, or close to it. He was the only person in Thayer’s history to complete its five-year joint undergrad/MBA program in three years, and at age twenty-six, he was the COO of one of the most successful real estate development companies in the country. He was a legend, and he knew it.

1. Recruit the smallest group of people who can accomplish what must be done quickly and with high quality. Comparative Advantage means that some people will be better than others at accomplishing certain tasks, so it pays to invest time and resources in recruiting the best team for the job. Don’t make that team too large, however—Communication Overhead makes each additional team member beyond a core of three to eight people a drag on performance. Small, elite teams are best. 2. Clearly communicate the desired End Result, who is responsible for what, and the current status. Everyone on the team must know the Commander’s Intent of the project, the Reason Why it’s important, and must clearly know the specific parts of the project they’re individually responsible for completing—otherwise, you’re risking Bystander Apathy. 3. Treat people with respect. Consistently using the Golden Trifecta—appreciation, courtesy, and respect—is the best way to make the individuals on your team feel Important and is also the best way to ensure that they respect you as a leader and manager. The more your team works together under mutually supportive conditions, the more Clanning will naturally occur, and the more cohesive the team will become. 4. Create an Environment where everyone can be as productive as possible, then let people do their work. The best working Environment takes full advantage of Guiding Structure—provide the best equipment and tools possible and ensure that the Environment reinforces the work the team is doing. To avoid having energy sapped by the Cognitive Switching Penalty, shield your team from as many distractions as possible, which includes nonessential bureaucracy and meetings. 5. Refrain from having unrealistic expectations regarding certainty and prediction. Create an aggressive plan to complete the project, but be aware in advance that Uncertainty and the Planning Fallacy mean your initial plan will almost certainly be incomplete or inaccurate in a few important respects. Update your plan as you go along, using what you learn along the way, and continually reapply Parkinson’s Law to find the shortest feasible path to completion that works, given the necessary Trade-offs required by the work. 6. Measure to see if what you’re doing is working—if not, try another approach. One of the primary fallacies of effective Management is that it makes learning unnecessary. This mind-set assumes your initial plan should be 100 percent perfect and followed to the letter. The exact opposite is true: effective Management means planning for learning, which requires constant adjustments along the way. Constantly Measure your performance across a small set of Key Performance Indicators (discussed later)—if what you’re doing doesn’t appear to be working, Experiment with another approach.

In order to find and eliminate a Constraint, Goldratt proposes the “Five Focusing Steps,” a method you can use to improve the Throughput of any System: 1. Identification: examining the system to find the limiting factor. If your automotive assembly line is constantly waiting on engines in order to proceed, engines are your Constraint. 2. Exploitation: ensuring that the resources related to the Constraint aren’t wasted. If the employees responsible for making engines are also building windshields, or stop building engines during lunchtime, exploiting the Constraint would be having the engine employees spend 100 percent of their available time and energy producing engines, and having them work in shifts so breaks can be taken without slowing down production. 3. Subordination: redesigning the entire system to support the Constraint. Let’s assume you’ve done everything you can to get the most out of the engine production system, but you’re still behind. Subordination would be rearranging the factory so everything needed to build the engine is close at hand, instead of requiring certain materials to come from the other end of the factory. Other subsystems may have to move or lose resources, but that’s not a huge deal, since they’re not the Constraint. 4. Elevation: permanently increasing the capacity of the Constraint. In the case of the factory, elevation would be buying another engine-making machine and hiring more workers to operate it. Elevation is very effective, but it’s expensive—you don’t want to spend millions on more equipment if you don’t have to. That’s why Exploitation and Subordination come first: you can often alleviate a Constraint quickly, without resorting to spending more money. 5. Reevaluation: after making a change, reevaluating the system to see where the Constraint is located. Inertia is your enemy: don’t assume engines will always be the Constraint: once you make a few Changes, the limiting factor might become windshields. In that case, it doesn’t make sense to continue focusing on increasing engine production—the system won’t improve until windshields become the focus of improvement. The “Five Focusing Steps” are very similar to Iteration Velocity—the more quickly you move through this process and the more cycles you complete, the more your system’s Throughput will improve.

When Jia Jiang graduated with an MBA from Duke, he wanted to be an entrepreneur. Like so many of us, however, his fear of hearing no was holding him back. To face this fear head-on, he started a video blog called 100 Days of Rejection Therapy. His endearing, perplexing, and absurd videos document what happened as he approached complete strangers, day after day, with off-the-wall requests: to speak over Costco’s intercom, to become a live mannequin at Abercrombie and Fitch, or to borrow a dog from the Humane Society. I love his rejections so much that I challenge my students to replicate them. Jia’s tolerance for rejection and vulnerability reveal the delight and playfulness that can emerge out of the most awkward situations.

Accountants and finance professionals rely on a system called Segregation of Duties to prevent all sorts of shady activities. The system, which is intended to reduce cases of fraud and theft, limits a single person’s ability to complete the following business processes: 1. Authorization: reviewing, approving, or overseeing a Transaction. 2. Custody: receiving, accessing, or controlling any assets related to that Transaction. 3. Record keeping: creating and storing accounting records related to each Transaction. 4. Reconciliation: verifying that two sets of records, like internal company Transaction records and external bank statements, match with respect to timing and amount.

No matter the outcome, having completed a series of MBA applications in a serious, thoughtful way is a real achievement.

Reduce your plan to writing. The moment you complete this, you will have definitely given concrete form to the intangible desire.

reality: You’re scared and uneasy about fully and completely jumping into your new business. •    Limiting belief that caused bad feeling: I’m not ready. I have to get a MBA before I open my business. •    Fearful thought that caused limiting belief: I’ll never be good enough

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Work expands so as to fill the time available for its completion.

picture yourself saying something like this to your very best friend: “You know, I really love you … but your body sure isn’t perfect. Look at your disgusting, flabby upper arms! When’s the last time you worked out? And frankly, the way you scolded your son about forgetting to mow the lawn the other day—jeez, you’re a nasty shrew. And while we’re at it, what’s with that bare spot on the wall where your MBA degree should be? What a complete failure you are at everything.” Would you say any of these things to someone you love? Of course not. When it comes to talking to yourself, however, there’s no limit to how brutal you can be. Just look at the self-criticism contained in your comments