20181206【充实计划】第912期

从今天开始阅读，阅读2小时，最近都准备学习流程再造，是一个新的领域，对于我来说，这也算是跨学科了。不过向芒格说的，要保持终身学习的能力，也要跳出舒适区，挑战一下自己，进行跨学科学习，希望从今天开始能坚持，和大家一起进步，感谢论坛提供这么多专业的知识 。这是持续签到的贴，先立个flag

昨天阅读2小时，累计阅读17小时

昨天阅读2小时，累计阅读406小时
昨天做Act Like a Leader  第三章摘要如下：
3.        Network Across and Out
We’re All Narcissistic and Lazy. We are more likely to be attracted to people with whom we have important things in common—and who therefore remind us of ourselves. We call this tendency to prefer interacting with people who are similar to ourselves the narcissistic principle of relationship formation. We are drawn spontaneously to people who are like us in ways that are important to us, and we give those people the benefit of the doubt, creating conditions that increase the likelihood that a relationship will develop. The narcissistic principle is especially strong under conditions of threat or ambiguity, when we seek safety and certainty. Not only are we narcissistic, but we’re also lazy. We get to know and like people who are easy to get to know and like because we bump into them with minimal effort. This is physical proximity, or the lazy principle.
You can’t possibly stay current with new trends in the world, much less lead the way, if your network is a product of the narcissistic and lazy bias. Unlike delivery-driven executives who network to do today’s job, effective leaders create and use networks to tap new ideas, connect to people in different worlds, and access radically different perspectives. As we’ll see, effective leaders have many people they can turn to who can help them think through difficult problems or support them in their initiatives. These leaders understand that the time spent building and maintaining their connections is an investment in their leadership skills. Acting like a leader, is not just about what you do, but also about the company you keep. Stepping up to leadership, as we’ll see below, requires that you cultivate a diverse, widespread, dynamic, and cross-cutting set of relationships to help you lead change, move into assignments in which you can play a bigger leadership role, and take charge of your professional development.
How Leaders use Networks as an Essential Leadership Tool: (1) Sensing trends and seeing opportunities. (2) Building ties to opinion leaders and talent in diverse areas. (3) Working collaboratively across boundaries to create more value. (4) Avoiding groupthink. (5) Generating breakthrough ideas. (6) Obtaining career opportunities.
Mind-sets That Create Network Traps. The more power people have, the less likely they are to have qualms about instrumental networking. Recruiting stakeholders, lining up allies and sympathizers, and sensing the political landscape are all part of the leader’s job. The only way to conceive of networking in nobler, more appealing ways is to do it, and experience for ourselves its value, not only for ourselves but also for our teams and organizations.
Traps That Keep You from Expanding Your Networks: (1) You think networking is not real work. (2) You think it is using people and it feels inauthentic. (3) The payoff is long term, and you have more urgent things to do. (4) You think that relationships should form spontaneously.
At least three different networks—operational, personal, and strategic—can play a vital role in helping you step up to lead. The first helps you manage current internal responsibilities, the second boosts personal development, and the third focuses on new business directions and the stakeholders you must get on board to pursue these directions.

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完成《EFFICIENTLY INEFFICIENT》 ch2 Evaluating Trading Strategies Performance Measures

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