20180623-20180628【充实计划】第747-751期

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挑战第一百一十九天   读12页书，完成当日目标

6月25日

昨日阅读2小时，累计66.5小时

https://bbs.pinggu.org/thread-5128209-1-1.html

创建《情感日志》

    ·今天，你向关系密切的人提出沟通邀请时，你注意到了什么？
    ·你提出的沟通邀请，对方如何回应？你认为这种回应方式怎么样？
    ·你注意到有人积极回应、回避或拒绝沟通邀请吗？具体情况如何？
    ·你提出沟通邀请的方式会影响对方的回应方式吗？下次你有需要改进的地方吗？
    ·今天，你如何回应他人的沟通邀请？
    ·你是否积极回应、回避或拒绝他人的沟通邀请？具体情况如何？
    ·他人提出沟通邀请的方式是否影响你的回应方式？你觉得他们需要何种改进？你认为他人提出沟通邀请的方式如何影响进一步的沟通？

    男性在决定婚姻质量方面发挥的作用不可低估。男人要主动积极回应邀约。
    妻子的幽默、兴趣和情感在很大程度上影响丈夫在争吵中保持冷静的能力——人们认为这种能力是决定婚姻稳固的终极力量。

    面对压力，男性倾向于选择“战斗或逃跑”，女性则倾向于选择“自助或求助”

沟通中的6只黑手——阻碍人际关系发展的症结

    第一只黑手：心不在焉
    “心不在焉”并不是蓄意而为，有时只是因为人们当时太专注其他事情，忽略了身边的人。
    什么才是化解“心不在焉”的解药呢？很简单，设定目标。

    收集“美好瞬间”可以帮我们摆脱“心不在焉”的恶习。

    人生就像一条珍珠项链，每一个美好瞬间都是一颗珍珠，我们应该有意识地收集这些美丽的珍珠。自从他成为一个忠实的“收集者”，他慢慢地学会倾心关注身边的人，同他们的关系也日益稳固。

    你的关注是通向情感沟通的桥梁，并为将来持久的感情铺平了道路。

做一名“美好瞬间的收集者”

    第二只黑手：口“剑”腹“蜜”
    你希望同对方沟通，于是你发出沟通邀请，可是你选择开始对话的方式却充满了责备和批评，结果自然事与愿违。
    心平气和地开始对话才是解决之道。
    如果“恶果”已经造成，另一个解决之道是事后再同对方沟通。

    第三只黑手：口无遮拦
    人际交往中，各种摩擦不可避免。在矛盾冲突中如何表达自己的观点，直接决定你的人际交往能力。
    人际交往中最根本的原则是：必要时可以抱怨，但绝对不要批判。

    第四只黑手：宣泄不当
    男人崩溃的概率大于女人。
    建议暂时不要考虑眼前的矛盾，去做点能让你平静的事情，至少20分钟。

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fighting....................

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2018-06-25

昨日阅读1小时，累计阅读315小时

1. 今天阅读到的有价值的全文内容链接:
Team Leadership — Maximizing Potential
https://www.pmi.org/learning/tra ... rojectified-podcast

2. 今天阅读到的有价值的内容段落摘录:

Andy Kaufman
I've had the opportunity to interview a number of different people like John Connor from Harvard and I've may not get it word perfect but his definition is, they're, when we're doing leadership if we articulate, the vision, so we define that, we align people with it, we inspire them, despite obstacles. So that's a, that's a pretty standard, there's a place we need to go, and we need to get aligned you know people aligned there. I've had Jim on our podcast twice, he and his writing partner have sold millions of copies of the leadership challenge. And he says it is slightly different, it's, he goes leadership is a relationship between those who aspire to lead and those who choose to follow. Which I think is really good definition. In that, some people say, well I want that role Stephen, because I'll get a raise.
Second part of it, they choose to follow, which is important part. Because sometimes people think well I got the title, I don't care if it's project manager, I don't care what it is, if I've got the title, I'm the boss, but people, you could argue in, in many respects, everyone, everyone is leading a team, they're leading a team of volunteer employees. I mean they're volunteering their effort, they're volunteering, so when I'm talking about leadership I, I'm, it's, it's the broadest sense of on a personal basis, what,  where do I aspire and how, who are, who are my, been asked to, to, to take this team and will, do they want to follow, will they choose to follow me? And not because necessarily I'm even the boss, maybe it's I'm trying to influence a stakeholder.  but I want them to follow with the idea.
You can be on those definitions, there's this guy named Justin Menkes wrote a book  Better Under Pressure. It's, it's actually my favourite definition of leadership, it is, maximising potential.
It's maximising potential, in ourselves, and in the people that we lead. And what I love about that one is, it, it, I think too often what we think is, Stephen when you run your projects, when I'm running my projects, whoever's listening to us, they're running their projects, we think our job is to hit a date, to deliver, but if we also load in the fact that it's to deliver results but it's to maximise their potential. And though it's not politically correct to say this, and please understand what I'm saying, not everyone has the same potential, they do as a human for sure, but some people don't, they want to stay technical. They don't wanna go into management, they don't wanna be in, you know, their, their potential, so it's, for every person around us, what can we do to maximise their potential? As we go about delivering and, that, that definition has served me well and am I maximising my potential?
It's powerful. And you can maybe even, if it maybe stretch it a little bit further that, much of what agile is, is maximising the potential of the value we can deliver? So this, it's, it's maybe somewhat related, how do we maximise the value of what we can get out of this project? How do we maximise the value out of the people around us, how do we, how do we maximise the value that we could provide. If we said you know what? I wanted to go to that conference that Stephen's at right now, but I just didn't take the time. They're not maximising their potential potentially. You know, it's like investing in their PMI chapter.
I've had over 250 coaching clients, and this has only happened once. But this person I was working with said, my boss, they, they sit at their cubicle, they sit on their desk, they don't, they, they don't make decisions. They, they'll, they just you know when we need something done, they'll, they'll be like oh well what do you guys think? And they, they don't, they don't lead. They, and, and  at one point this person said I asked my boss like, don't you think you ought to make this call? And he goes, I don't wanna make this sort of call. You know, I don't want, I don't want to do this, and so, there's a, does it matter? Yeah he would say, it, it just, it it slowed everything down, things didn't get decided, people were unmotivated, another client he worked at, a place where the, VP was like six months from retirement?
Didn't wanna make any, any decisions, because, I don't want to screw it up. And yeah too often people think, well it's, it's just a small circle that's gonna be impacted by this lack of leadership, but really you look at those two examples, there's this ripple effect, of impact. From apathy, to entropy, you know it just slows things down, thinks break down, we don't innovate because of it so, I, I you know, I don't want to overstate it, but I, I think there's a way you could say that everything that we're working on, rises and falls on leadership.
And it does mean just on one person, but even a shared leadership, that we're all willing to say hey I'm willing to maximise my potential, I'm willing to, to grow and to learn from this, it, it, where are we going, what are roles of responsibility that's just like basic, blocking and tackling from project major.
I've had the opportunity to speak on every continent except Antarctica, I haven't worked on any clients there yet, but I was over in Kenya and I asked somebody about, tell me about your soccer team. And they're like, a lot of townspeople, they can't win a game. And it, it, that's a picture for the fact that a team is not just a collection of individuals, because you might even have strong individuals, but there's something about, it's more than just a group of individuals, even if there's talent there, there's something about that team, on mission together. Okay. And so I, I'm sure they're quite  more brilliant academic definitions of it but the thing I'm looking for is we're a team, who, who even if we're not on, in a team, if we are the collection of individuals but we are on mission. And we are working together towards that same goal.
He's got a really good model, I mean there's plenty of models so it's, it's as good as any, and at the base of his team model, is trust. Okay so. I'm not gonna say this happens on a regular basis but just often enough. Where I'll tell you Stephen, you walk in, and it's like a fog. It, it, it's, it's  people, you can just tell that there's a finger pointing culture, and people are all looking around, their shoulder and it seems like they're always covering their back side and so, so trust at the basis of, does it peak says, our people willing to be vulnerable with each other?
Or is there somebody, can somebody say you know what? Like in a daily stand up can they go, you know, I'm struggling with this. And I'm struggling with that yesterday, I need some help. That's a pretty good sign for a team.
He puts conflict right on top of that, is, is there artificial harmony? So,  a way that I measure that one is, when a subject comes up, does everyone look at the boss first to see, how to answer? does, if the boss says something are people willing to be a bit of Devil's advocate so to speak, would they go well, Stephen I, I don't know if I agree with you on that. You know like, or, or, or what about this, as the academics call it, cognitive conflict versus affective. Cognitive is, it's, it's conflict. But it's, about, it's trying to move the subject forward, it's trying to get to a better solution and, and one of the things I work with teams on, Stephen is if they don't have cognitive conflict, that's not a good sign.
Yeah, so,  we just give it to you in a story. There's a guy named Keith Murnigham who wrote a book called  Do Nothing. Is the title of it. And his point is not that you do nothing.
That's the joke right? But he, but he goes, the higher you get up in an organisation, it should be perceived you're doing nothing. Now once again people go oh I know exactly it's like that, because, it's not that they're doing nothing, they're doing nothing in the day to day of today. They're looking further down the road, it's the premise of his book. Leaders need to look further down the road. One of the messages in the book, is you and I need to trust people more than they've earned.
And so I'll bring that up in like a keener version and I'll say alright, anybody have trust issues here? Anybody struggle with the fact, that he says we're supposed to trust people more than they've earned and everyone's like, yeah! I'll say why? And the pattern, is that people say this, they go, oh my name's of it Stephen. And if they drop the ball and my name's on it I get burned and you don't have to work too long before that's gonna happen and so as soon as you get, as soon as someone drops the ball, and my name is on it, and I look bad, and I take the hit for it, and so I think there are a lot of people, most organisations are pretty lean and I'm not talking philosophy I'm just talking just like staffing.
Right exactly, yeah and so it's the, listen, if I trust people more than they've earned, in fact his, his point I think would be, you have to because we're so, skeleton. You have to trust people more than they've earned, or you won't ever go home at night or you'll just be stressed out and so, you have, and to be fair to, if someone's earned a two, they don't say, give the person a ten. But if they are two, give them a four. And so that's some, sometimes the way we'll try to talk about it of, can you trust them a little bit more but I think a lot of times people feel like, you know, there are too many bulls eyes to go around and I don't want that bulls eye on me.
What's the business case for you know, it's, it's the, equivalent of we're taking that hill and the why, if people don't know the why, had the opportunity to Robert, the foremost researcher in writer on influence, and he's like, the word because, is the most influential word in the English language. If people don't know the because, if they don't know the why are why are we doing this, it's, it's difficult to kind of get alignment and  and so at, at the high level I can't get anywhere with alignment if, if we don't know that. But the, the more complex answer is, how culture just factors I know the work you've done, you could do the whole episode on just how culture affects things like this, but to get a team to be aligned without understanding the culture, had the opportunity to interview Ed Shine, the MIT fellow who coined the term corporate culture, and after I interview him, I within less than a month, I was at a client and COO goes, Andy I want you help us  change the culture here and so, I call Ed. I'm like, so Ed, a company wants me to help change the culture what do I do? And Ed must be in his 90s now, it was like talking to Yoda, I mean it was unbelievable.
He goes, you can't do it. And so, his, his point is, without, you can't do it from the outside. Anyway, his, his point was and there may even be exceptions to what he's saying but his point is, if they're not willing to do it, internally, you've, you've made a wonderful living doing that. Helping people, kind of think through and how do you change and do that. But his point is, that, alignment without understanding the culture of the organisation, and the history and the backstory, and the attitudes and behaviours that it's, it's much more difficult so, I like to say that I never knew more about having kids than before, I never more about child raising than before I had kids. Right.

3. 今天阅读的自我思考点评感想
                                

1)Leadership is a relationship between those who aspire to lead and those who choose to follow. It's maximising potential, in ourselves,and in the people that we lead. It is not just leading to achieve aparticular defined objective, but may be maximising the potential ofthe value we can deliver.

2) Ateam is a collection of individuals on mission together. There should be artificial harmony as a team. Example: is it safe, to bringup conjuring opinions or do you kind of get looked at like dude?

3)Where the trust issue is coming from? Leaders need to look furtherdown the road. You and I need to trust people more than they've earned. The the issue is that are our people willing to bevulnerable with each other.

4)team alignment: alignment without understanding the culture of the organisation, and the history and the backstory, and the attitudes and behaviours that it's, it's much more difficult. To get alignment,you really have to understand the culture around it.

5)Models of self directed, self led, self-organising, teams:You can'tforce it, but you can set the conditions in which people will bemotivated.

6)Shared leadership:

7)How important is hiring for team effectiveness? Just oneperson on the team as a slacker who was a withholder of effort, or a jerk who was something like violators of social normsor something like that.

,drops the team performance is 40%.

8)We're most motivated if we only have a 50 to 70% likelihood ofsuccess.

9)You get what you tolerate, so the solution is to challenge them.

6月第25天
昨日阅读3小时，累计阅读288小时

1.今天你阅读到的有价值的全文内容链接
推荐：《The Handbook of Portfolio Mathematics: Formulas For Optimal Allocation and Leverage》 关于头寸管理的经典，值得研读。仅1B，超值
https://bbs.pinggu.org/thread-3554532-1-1.html

2.今天你阅读到的有价值的内容段落摘录
今天继续读：《超级交易员训练法》 第四部分：资金管理的重要性
完成：头寸管理的CPR模型/头寸管理的基础/计算资产

……
        本书下一节提及的所有头寸调整模型都与我们账户中的资产金额有关。如果意识到计算资产规模的方法可以分为三种，这些模型一下子就会复杂得多。但事实就是如此。每种资产计算方法可能对你的风险敞口和投资回报产生不同的影响。这些方法包括核心资产法、总资产法和调整后总资产法。
计算资产的方法有多种核心资产法再简单不过。当你建仓时，只需按照自己的头寸调整方法决定将多少资产分配到这一头寸。如果你持有四个未平仓头寸，核心资产就等于初始资本金减去分配到这四个头寸的资金。
        假设你的初始账户资金规模为50000美元，每笔交易分配10%的资金。如果根据本书提到的“不同头寸调整方法”建立一个5000美元的头寸，那么你现在的核心资产就是45000美元。随后，你建立了一个新的头寸，并为该头寸配置了4500美元的资产，这样，你的核心资产就剩下45500美元。第三次建仓时，你投入的资金为4050美元，核心资产减至36450美元。这样一来，你到最后持有36450美元的核心资产和三个未平仓头寸。也就是说，核心资产等于初始资产减去为每个头寸分配的资金，到平仓时再做出相应的调整。新头寸的资产配置总是与当前的核心资产密切相关。
        如果你根据风险百分比进行投资，那么风险敞口金额就是配置的资金规模。假设你以每股100美元的价格买入100股股票，止损点位设置在95美元，那么你的风险配置就是500美元。你的总投资金额为10000美元，但配置资金指的仅仅是风险敞口金额，而非总投资金额。
        我是从一名因擅长利用“市场资金”而声名远扬的交易员口中第一次听到“核心资产”这个概念的。首次交易时，由于用的是自己的钱，他会尽可能地将风险最小化。如果获利，他就将这部分获利资金称为“市场资金”，愿意承担的风险敞口也大大放松。这位交易员一直都运用核心资产法进行头寸调整。
        总资产法也非常简单。你的账户资产价值就等于账户现金加未平仓头寸的价值。例如，假设你拥有40000美元的现金，一个价值15000美元的未平仓头寸，一个价值7000美元的未平仓头寸，以及另一个价值2000美元的未平仓头寸，那么你的总体资产就等于现金价值加上所有三个头寸的价值，等于62000美元。
        汤姆·巴索一直都在使用总资产法进行交易，他曾经教会我如何保持风险和波动性的恒定。这种方法很有效！如果希望维持恒定的风险，你可以让风险占投资组合总价值的百分比保持不变。
        调整后总资产法（这种方法有时被称做“调整后核心资产法”，但我认为这个名称并不妥当，因此将其重新命名。）结合了前两种方法的特点。根据调整后总资产法，建仓时配置的风险敞口必须从初始资产中扣除，这一点与核心资产法相似。但二者的区别在于，在市场条件有利的情况下，随着止损点位的调整，投资者获得的收益或减少的风险必须纳入调整后总资产。因
此，调整后总资产等于核心资产加上离场后任何未平仓头寸锁定收益，或上调离场点位后的风险降幅。
        例如，假设你拥有一个资金规模为50000美元的投资账户。你建立了一个5000美元的头寸。这样，核心资产（调整后总资产）就降至45000美元。随后，假设头寸价值上升，你也设立了一个追踪离场点位。由于设置了新的离场点位，风险敞口很快降至3000美元。因此，本交易日你的调整后总资产为50000美元减去最新风险敞口3000美元，等于47000美元。
      第二天，头寸价值下跌1000美元，但你的调整后总资产仍然是47000美元，因为如果及时止损，你的风险敞口并没有发生变化。只有当投资者为降低风险或锁定更多获利而调整离场点位或平仓时，调整后总资产才会发生变化。
…...

3.今天你阅读到的有价值信息的自我思考点评感想
        今天读到头寸管理的关键部分了。根据计算方法的不同，所得出的结果数据会有一定的区别。
        在几本书中多次看到CPR，终于看到了关于CPR的详细说明及计算范例。这是交易员日常最多用到的工具。掌握这个工具是交易员的基本技能：一定操作熟练。这个部分需要多读多算几遍，达到融会贯通的程度（至少也必须是熟能生巧的程度。练习，练习，刻意练习…...

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