The 4S Framework: Lessons from Origami for Life and Business

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How the ancient art of paper folding teaches us Thomas Sterner‘s principles of discipline and focus

There’s something magical about watching a master origami artist transform a simple sheet of paper into an intricate crane, dragon, or flower. What starts as a flat, unremarkable square becomes something beautiful and complex through nothing more than strategic folds. This transformation embodies a profound truth about learning, growth, and achievement—one that Thomas M. Sterner captures brilliantly in his book “The Practicing Mind” through what I call the 4S Framework: Simplify, Small, Slow, and Short.

The 4S Framework Explained

Sterner’s framework offers a counterintuitive approach to mastery in our fast-paced, instant-gratification world. Let’s explore each element through the lens of origami, then see how these principles revolutionize business thinking.

1. Simplify: The Power of Reduction

In origami, every complex creation begins with the same foundation: a single square of paper. No glue, no scissors, no elaborate tools—just paper and intention. The art lies not in adding complexity, but in finding the elegant simplicity within complexity.

Master origami artists don’t start by imagining the final crane; they focus on the next fold. Each fold is a simple action: valley fold, mountain fold, inside reverse fold. The complexity emerges from the accumulation of simple, deliberate actions.

The Business Connection: The most successful businesses often have the simplest core concepts. Amazon started with one idea: sell books online. Google began with one mission: organize the world’s information. Netflix simplified entertainment: movies by mail, then streaming. They didn’t launch with dozens of features—they perfected one simple value proposition first.

2. Small: Starting with Minimal Viable Actions

Every origami journey begins with a modest square of paper—often just 6 inches by 6 inches. You don’t need expensive materials or vast resources. The constraint of size actually enhances creativity and forces precision. Small paper means small mistakes, quick learning cycles, and lower stakes for experimentation.

When learning origami, you don’t start with a 1,000-step dragon. You begin with a simple boat or paper airplane. These small projects build fundamental skills while providing immediate satisfaction and confidence.

The Business Connection: The startup world has embraced this through the Minimum Viable Product (MVP) concept. Instead of spending years building the perfect product, successful entrepreneurs start small. Facebook began as a simple directory for Harvard students. Airbnb started with air mattresses in the founders’ apartment. Twitter emerged from a simple question: “What are you doing?”

Small beginnings allow for rapid iteration, reduced financial risk, and faster market feedback. They also make the seemingly impossible feel achievable.

3. Slow: The Paradox of Patient Progress

Here’s where origami reveals its deepest wisdom: going slow actually makes you faster. When you rush through folds, you create imprecision that compounds throughout the model. A valley fold that’s slightly off becomes a major structural problem twenty steps later. You end up starting over, taking much longer than if you’d been deliberate from the beginning.

Experienced origami artists move with methodical precision. They study the diagram, understand the intended result, make the fold carefully, and ensure it’s correct before proceeding. This “slow” approach leads to flawless execution and faster overall completion.

The Business Connection: In business, “slow” means taking time to understand your market, validate assumptions, and build solid foundations. Companies that rush to scale often collapse under their own weight. Those that move deliberately—like Patagonia’s careful expansion or In-N-Out Burger’s methodical geographic growth—build sustainable, lasting enterprises.

Slow also means giving your team time to understand strategy, your customers time to adopt your product, and yourself time to develop genuine expertise. The paradox is that this patient approach ultimately accelerates long-term success.

4. Short: Bite-Sized Learning Sessions

Origami mastery doesn’t come from marathon folding sessions that leave you frustrated and fatigued. It comes from consistent, short practice periods. Fifteen minutes of focused folding is more valuable than two hours of distracted attempts.

Short sessions maintain engagement, prevent mental fatigue, and allow for better retention. Each brief practice builds on the previous one, creating steady progress without burnout. You might learn one new fold per session, but those folds compound into increasingly sophisticated models over time.

The Business Connection: The most effective business development happens in short, focused sprints rather than endless work marathons. The Pomodoro Technique, agile development cycles, and regular brief check-ins all reflect this principle.

Short also applies to goal setting. Instead of aiming to “transform the industry,” successful businesses set short-term, achievable milestones. Weekly objectives, monthly targets, and quarterly goals create momentum and maintain motivation while building toward larger visions.

The Compound Effect: How 4S Creates Mastery

The magic happens when these four principles work together. In origami, you simplify complex forms into basic folds, start with small projects and small pieces of paper, work slowly and deliberately, and practice in short, focused sessions. This approach doesn’t just create paper art—it develops patience, precision, spatial intelligence, and the ability to see complex systems as sequences of simple steps.

The same compound effect occurs in business. Companies that simplify their core offering, start small with their market, move slowly enough to build solid foundations, and focus on short-term achievable goals often outperform those that try to do everything at once.

Practical Applications for Your Business

For Entrepreneurs:

  • Simplify your business model to one clear value proposition
  • Start with a small, well-defined target market
  • Move slowly enough to gather meaningful customer feedback
  • Set short weekly goals rather than only focusing on yearly objectives

For Teams:

  • Simplify project scope to essential features
  • Break large initiatives into small, manageable components
  • Allow time for thorough planning and execution
  • Work in short sprints with regular review cycles

For Personal Development:

  • Simplify skill development to one core competency at a time
  • Start with small daily practices
  • Progress slowly enough to build solid foundations
  • Commit to short, consistent learning sessions over sporadic marathons

The Origami Mindset in Leadership

Perhaps the most profound lesson from origami is about the nature of creation itself. Every fold matters. Every decision has consequences that ripple through the entire structure. There are no shortcuts, but there is elegance in the process when you embrace the 4S principles.

Great leaders, like master origami artists, understand that transformation happens one fold at a time. They resist the urge to force outcomes and instead focus on perfecting the process. They know that rushing leads to structural weaknesses, while patience creates strength.

Conclusion: The Art of Disciplined Progress

In our age of instant everything, origami offers a different path—one that mirrors Sterner’s insights about developing a practicing mind. The art teaches us that complexity emerges from simplicity, that small beginnings enable great achievements, that slow progress is often the fastest route to mastery, and that short, focused efforts compound into extraordinary results.

Whether you’re building a business, developing a skill, or pursuing any meaningful goal, the 4S framework provides a sustainable path forward. Like the origami artist who transforms a simple square into something beautiful, you can transform your aspirations into reality—one deliberate fold at a time.

The next time you feel overwhelmed by the complexity of your goals, remember the origami master. Pick up that simple square of paper. Make one fold. Then another. Trust the process, embrace the principles, and watch as something extraordinary emerges from the most humble beginnings.

What will you create with your next fold?

Reasons are bullshit.Reasons are often just excuse, however, we use them to hide our shortcomings from ourselves.

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Have you ever wondered why some people seem to effortlessly turn their dreams into reality while others remain perpetually stuck in the planning phase? Bernard Roth’s “The Achievement Habit: Stop Wishing, Start Doing, and Take Command of Your Life” offers a refreshingly honest answer: achievement isn’t about having the best ideas or the most talent, it’s about developing the right habits and taking consistent action.

The Core Message: Achievement Is a Learnable Skill

Roth, a Stanford professor and co-founder of the renowned d.school, brings decades of design thinking expertise to personal development. His central thesis is revolutionary in its simplicity: achievement is a habit that can be learned, practiced, and strengthened like a muscle. Drawing from real student transformations in his Stanford class “The Designer in Society,” Roth demonstrates that the same design thinking principles used to solve complex organizational problems can redesign your entire life.

The book’s power lies in its practical approach. Rather than offering feel-good platitudes, Roth presents a systematic method for breaking through self-imposed limitations and creating lasting change.

Three Game-Changing Takeaways

1. Your Perspective Creates Your Reality

One of the book’s most profound insights is that meaning is entirely subjective—we assign significance to everything in our lives, and these assignments shape our actions and outcomes. Roth argues that changing how you label and view situations can unlock creativity and positive transformation.

This isn’t just positive thinking; it’s strategic reframing. When you recognize that your interpretation of events—not the events themselves—determines your response, you gain tremendous power to change your experience. The practical exercise here is simple but transformative: regularly question your assumptions and consciously relabel familiar situations to open new possibilities.

2. Reasons Are Just Sophisticated Excuses

Perhaps the book’s most controversial chapter tackles our relationship with excuses. Roth boldly states that most reasons we give for our actions are simply sophisticated excuses designed to protect our self-image. While this might sound harsh, it’s liberating once you embrace it.

The author isn’t advocating for social rudeness, externally, reasons may still be necessary. But internally, questioning every reason forces honest self-assessment. If something truly matters to you, your actions should reflect that priority without elaborate justification. This shift from explanation to action is where real change begins.

3. Doing Beats Trying Every Time

The distinction between “trying” and “doing” runs throughout the book like a golden thread. Roth emphasizes that real achievement comes only through committed action, not good intentions or endless discussions. There’s a fundamental difference between someone who says “I’ll try to exercise” and someone who simply exercises.

This connects to his advocacy for prototyping, taking small, experimental steps to build momentum. Rather than waiting for the perfect plan, start with imperfect action. Small wins build confidence and break the inertia that keeps most people stuck in perpetual preparation mode.

Why This Book needs recommendation?

In our age of endless information and analysis paralysis, “The Achievement Habit” offers a refreshing antidote. Roth’s background in design thinking brings practical structure to personal development, moving beyond motivation to methodology. The book doesn’t just inspire—it instructs.

What makes this particularly relevant is how Roth addresses modern challenges like overthinking, perfectionism, and the tendency to substitute planning for action. His emphasis on collaboration and asking for help counters our increasingly isolated approach to personal growth.

The Bottom Line

“The Achievement Habit” succeeds because it treats personal development as a design problem rather than a motivation issue. Roth shows that achievement isn’t about having the right personality or waiting for inspiration, it’s about building systems and habits that consistently move you forward.
The book’s real strength lies in its integration of mindset shifts with practical action. It’s not enough to change how you think; you must change what you do. And it’s not enough to take random action; you must align that action with an empowering self-image and clear purpose.

If you’re tired of books that make you feel good but don’t create lasting change, “The Achievement Habit” offers something different: a proven framework for turning intentions into results. Roth’s message is both challenging and hopeful, you have more control over your outcomes than you think, but only if you’re willing to stop making excuses and start taking consistent action.

The question isn’t whether you can achieve more in your life. The question is whether you’re ready to make achievement a habit.

Why Winners Obsess Over Processes, Not Just Goals

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Winners Focus on Processes, Losers Fixate on Goals – anonymous

Ever hit a big goal, then found yourself slipping back to old habits? That’s the problem with goal-setting without a process.

Many people believe that setting ambitious goals is the key to success. However, high achievers don’t just set goals—they build systems and processes that make success inevitable.

Many of us believe SMART goal is enough to deliver, what we miss is “how to repeat the performance”? And that’s answered by the process. A process to achieve the Goal is more important than the only focusing on Goal, this will help keep the pace when the goals become blurry due to some unforeseen conditions in the way to achieve the goal.

This idea is best captured by James Clear in Atomic Habits:

You do not rise to the level of your goals. You fall to the level of your systems.

Let’s break this down further.

1. Goals Give Direction, But Processes Drive Progress

Imagine two runners preparing for a marathon:

• Runner A sets a goal to finish the race in under four hours but doesn’t follow a structured training plan.

• Runner B sets the same goal but focuses on a disciplined routine—consistent training, proper nutrition, and recovery strategies.

When race day arrives, Runner B is far more likely to succeed. Why? Because they followed a process that naturally led to their goal.

A goal is just an outcome. A process is the repeated effort that makes the outcome possible.

Goals are the destination; systems are the GPS.

2. Winners Fall in Love with the Process

A common mistake people make is thinking, “Once I achieve my goal, I’ll be happy.” But this mindset often leads to frustration:

• A student who aims for straight A’s but crams before exams is unlikely to retain knowledge.

• A company that chases revenue targets without refining its operations will struggle to scale.

On the other hand, successful people don’t just work toward a goal—they enjoy the daily habits and actions that bring them closer to it.

Cramming may get grades, but not confidence. Growth without good systems leads to stress, not scale.

3. Why Just Chasing Goals is a Problem

• Goals create temporary motivation , You push hard until you reach the target, but what happens next? Without a system, success isn’t sustainable.

• Goals rely on external validation , If you only measure success by hitting targets, you might feel like a failure when you miss one.

• A manager focused solely on reducing machine downtime in the current quarter might skip preventive maintenance to hit the target faster. While short-term numbers improve, long-term reliability suffers—leading to higher breakdowns, team burnout, and customer dissatisfaction. By chasing the goal without investing in a sustainable process, the manager risks the organization’s future stability for a quick win.

It’s like building a house on quicksand. Looks fine—until it starts sinking.

4. Shifting the Mindset: How to Focus on Systems

• Want to lose weight? Instead of setting a target weight, focus on sustainable daily habits like balanced meals and regular exercise.

• Want to grow your business? Instead of obsessing over revenue numbers, refine processes for sales, marketing, and customer service.

• Want to improve leadership? Instead of aiming to “be a great leader,” create a habit of active listening, mentorship, and continuous learning.

The key? Make success a byproduct of your habits, not just a one-time event.

5. The Process Becomes Your Identity

The magic happens when your habits become who you are.

True transformation happens when success is not just something you chase but part of who you are. If you focus on the right habits:

• You’re not “trying to get fit”, you are someone who exercises daily.

• You’re not “working toward a book”, you are a writer who writes every day.

• You’re not “trying to hit sales targets”, you are a business that consistently delivers value.

In the long run, winners win because they commit to the process, not just the prize.

Final Thought

Goals are good for setting direction. But processes are what create real, lasting success. The next time you set a goal, ask yourself:

“What system can I build to make this success inevitable?”

That’s what separates winners from the rest.

From Change to Clarity: My 2023 Reading Journey

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As 2023 draws to a close, I can’t help but reflect on the incredible journey this year has been—a tapestry woven with challenges, opportunities, and, above all, the profound impact of the books that accompanied me through it all.

In the realm of managing change, “The Leader’s Handbook,” “Amazon Unbound,” “Catalyst,” “The Upside of Uncertainty,” and “The Coaching Habit” stood out as guiding lights. Each page turned felt like a step toward mastering the art of navigating uncertainty and embracing change.

In the pursuit of personal and professional excellence, I found solace in “Build,” courage in “Skin in the Game,” clarity in “Clarity,” emotional mastery in “Master Your Emotions,” and a guide to staying focused in an ever-distracting world with “Indistractable.” Also “The First 90 days” helped me navigate my professional change!.

To stay ahead of the curve and catch the elusive trends, “How Data Happened,” “Power of Prediction,” and “Game Theory” became my trusty companions, offering insights that proved invaluable in both my personal and professional spheres.

The motivational force of “The Code Breaker,” “Educated,” “Lesson in Chemistry,” “Katha,” and “The Lego Story” fueled my spirit, reminding me that the human experience is a rich tapestry of stories waiting to be explored.

And in the realm of fiction, “Contact” and “Station Eleven” etched themselves into my all-time favorites, transporting me to worlds that stretched the boundaries of imagination.

As I bid farewell to 2023, I eagerly anticipate the surprises and discoveries that 2024 holds. May this new year be filled with joy, growth, and a plethora of captivating reads. Wishing you all a delightful holiday season, a Happy New Year, and countless adventures within the pages of wonderful books! 📚✨

Ethics 101 : Beginner’s guide in Ethics

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“Ethics 101: From Altruism and Utilitarianism to Bioethics and Political Ethics, an Exploration of the Concepts of Right and Wrong” by Brian Boone is a beginner-friendly guide that explores various ethical theories and concepts. The book covers a range of ethical perspectives, from historical theories like utilitarianism and deontology to contemporary issues in bioethics and political ethics. Boone provides a concise overview of each concept, breaking down complex ideas into easily understandable terms. The book is designed to introduce readers to the fundamental principles of ethics, making it accessible to those who may be new to the subject. It serves as a primer for individuals interested in understanding different ethical frameworks and their applications in various aspects of life

Major topics covered

  1. Introduction to Ethics: Basic definitions and the importance of ethical considerations.
  2. Historical Ethical Theories:
    • Utilitarianism: The idea that actions should maximize overall happiness or utility.
    • Deontology: Emphasizing the importance of following moral rules and duties.
  3. Virtue Ethics: Exploring the development of good character traits as the foundation for ethical behaviour.
  4. Applied Ethics:
    • Bioethics: Ethical considerations in the field of biology and medicine.
    • Environmental Ethics: Ethics related to the environment and our impact on it.
    • Business Ethics: Moral considerations in the business world.
  5. Political Ethics: Examining ethical principles in the context of politics and governance.
  6. Social Justice: Addressing issues of fairness and justice in society.
  7. Metaethics: Exploring the nature of ethics, including questions about objectivity and subjectivity.
  8. Religious Ethics: Considering how various religious traditions approach ethical questions.
  9. Current Ethical Issues: Examining contemporary ethical challenges and debates.

What do I like in this book most?

The book is designed to be a primer, providing a concise introduction to key ethical concepts without overwhelming me with unnecessary details. It explores how ethical theories can be applied to real-life situations, making it relevant to everyday decision-making. The book also covers a wide range of topics within ethics, from historical theories to contemporary issues.

Summary:

I made small timelines on various philosophers and ethicists which are mentioned in this book.

This book also recognizes a potential avenue for my further exploration. The primary discussion and renowned theories originate from the Western perspective. Even though the Eastern tradition has a longer history of engaging in ethical discourse, particularly from the perspective of virtues, it is an area that I find intriguing and may delve into as my next in-depth study.

A 200+ page, easy read book is a good leisure read, but be prepared to learn new insights on Ethics.

Have a good read!

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Book Review: “Skin in the Game” by Nassim Nicholas Taleb and “Basic Economics” by Thomas Sowell

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I read somewhere that the technology keeps on changing, but the economics do not. However, I recently encountered two books with thought-provoking and belief-conflicting theories. Both Nassim (writer of the famous book Black Swan & Antifragile) and Thomas Sowell (Known capitalistic economist) are subject-matter expert, and both are working in economies of scales.

The challenge was for me to read these books together, in order to gain a greater perspective on risk management and how economies work. The books are on different topics, but the genre is the same… how the environment manages/appreciates/supports risks.

Nassim’s writing is complex, and sometimes you may feel highly biased, but don’t fall for it, what he does is ask questions, and make you dwell deeper in to conflict, as there you may realize the fundamentals. Sowell is straightforward, easy to read, and I can see bias, but the examples given and logic explained make me conflict with my belief system, which gives me better insights on the subject.

I’m unable to make a mind map this time around; however, the following summary will give you some insights.

Both “Skin in the Game” by Nassim Nicholas Taleb and “Basic Economics” by Thomas Sowell are well-regarded books, but they approach the subject from different angles and with different emphases. Here are some potential points of conflict or difference between the two:

1. Approach to Risk and Uncertainty:

• Taleb: In “Skin in the Game,” Taleb stresses the importance of personal risk in decision-making. He argues that systems are more stable and ethical when individuals have a personal stake in the outcomes of their actions. Taleb is also known for his focus on the impact of highly improbable events (“Black Swans”) and how they can disrupt systems.

• Sowell: “Basic Economics” is more of a foundational overview of economic principles. While it touches on risk in terms of costs and benefits, it doesn’t delve deeply into the philosophical or ethical implications of risk in the way Taleb does.

2. Role of Experts:

• Taleb: Taleb is often critical of experts, especially when they don’t have “skin in the game.” He believes many experts can make predictions or decisions without facing the consequences of being wrong.

• Sowell: While Sowell also criticizes some experts, especially when discussing the potential pitfalls of central planning, his approach in “Basic Economics” is more to explain economic principles clearly rather than to critique the role of experts in decision-making.

3. Government Intervention:

• Taleb: Taleb doesn’t necessarily oppose government intervention, but is sceptical of interventions by individuals or entities that don’t bear the risks of their actions.

• Sowell: In “Basic Economics,” Sowell often points out the unintended consequences of government interventions in the market. He leans towards a free-market perspective, emphasizing that many government interventions can lead to inefficiencies or distortions in the market.

4. Nature of Economics:

• Taleb: Taleb’s works, including “Skin in the Game,” tend to be more philosophical and touch upon a wide range of subjects, not just economics. He typically integrates ideas from probability, ethics, and epistemology.

• Sowell: “Basic Economics” is more focused. It’s an introductory text that lays out the foundational principles of economics in a straightforward manner.

5. Writing Style:

• Taleb: Taleb’s writing can be polemical and is frequently interlaced with anecdotes, historical examples, and philosophical musings.

• Sowell: Sowell’s writing in “Basic Economics” is clear, direct, and educational, aiming to explain economic concepts simply.

Both Nassim Nicholas Taleb and Thomas Sowell have expressed political viewpoints, albeit from different angles and frameworks. Here’s a brief summary of their political stances based on their writings and public statements:

1. Thomas Sowell

— Free Market Capitalism: Sowell is a strong proponent of free market capitalism. In “Basic Economics” and other works, he argues that market mechanisms are the most efficient way to allocate resources and that many problems arise from government interventions.

—Conservatism: Sowell is often identified with conservative viewpoints, especially in the American context. He has critiqued various progressive policies, especially those that, in his view, don’t consider the economic consequences.

— Race and Culture: In books like “Race and Culture,” “Black Rednecks and White Liberals,” and “Intellectuals and Race,” Sowell argues against a victimhood narrative and suggests that cultural factors play a significant role in the success or challenges of different groups.

2. Nassim Nicholas Taleb:

— Decentralization: One of Taleb’s recurrent themes is the idea that smaller, decentralized systems are more robust and antifragile. He regularly critiques large-scale top-down interventions and bureaucracies.

— Scepticism of Experts: As mentioned earlier, Taleb is sceptical of experts who don’t bear the consequences of their decisions, which has political implications in terms of policymaking and governance.

— Ethical Framework: Taleb’s “skin in the game” concept is as much an ethical principle as it is a practical one. He believes that decision-makers should bear the risks of their decisions, leading to more ethical and robust systems.

—Political Classification: Taleb has resisted being easily classified under traditional political labels. He often critiques both left and right viewpoints, focusing instead on principles like antifragility and skin in the game.

While both authors might overlap in their scepticism of certain types of top-down interventions, their reasons and frameworks differ. Sowell’s critiques frequently come from an economic efficiency and individual freedom perspective, while Taleb’s come from a risk, ethics, and systemic robustness viewpoint.

In “Skin in the Game” by Nassim Nicholas Taleb, the concept of asymmetry plays a central role. Taleb uses several examples and situations to illustrate the idea that when there’s a misalignment of risks and rewards, or when one party bears more risks than the other, it can lead to systemic problems. Here are some examples of asymmetries discussed in the book:

1. Bankers and Bailouts: One of the most cited examples is the 2008 financial crisis. Bankers had incentives to take large risks because they reaped the rewards when things went well but faced limited consequences when things went wrong, as many banks were bailed out. This is an asymmetry because the risks were effectively transferred to taxpayers.

2. Consultants and Decision-making: Taleb talks about consultants giving advice. If the advice works, they get paid and hailed, but if it goes wrong, it’s the company that suffers. The consultant doesn’t have “skin in the game.”

3. Bureaucrats and Wars: The decision-makers who opt for war might not have personal risks involved (they or their loved ones are not on the frontline). This disconnect can lead to poor decision-making because those making the decisions aren’t bearing the full consequences.

4. Centralization: Larger, centralized entities making decisions for a diverse range of smaller entities can lead to asymmetries. Decisions made centrally might not consider local nuances, and if those decisions are detrimental, it’s the local entities that bear the brunt.

5. Minority Rule: Taleb describes how a small, intransigent minority can dictate the preferences of a more flexible majority. For instance, if a small percentage of the population has a specific dietary restriction and is inflexible about it, food producers might find it easier to cater to that restriction universally, making the minority’s preference the de facto standard.

6. The Bob Rubin Trade: Taleb often cites the example of Robert Rubin, a former U.S. Treasury Secretary and Citigroup executive. Rubin received large bonuses when the risky investments he endorsed did well, but when those same investments later resulted in significant losses, he didn’t face corresponding personal financial consequences.

These examples underscore the central theme of the book: that it’s vital for decision-makers to have “skin in the game” to ensure that risks and rewards are aligned, leading to more ethical, robust, and effective systems.

Have a nice good read

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Book Review : The Coaching Habit

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Coaching is one of the most important tools a leader can use to make his team more efficient, productive, and interested in achieving the common goal. However, knowing this fact, we typically struggle to ask the right question to coach one. Some time, coaching becomes mentoring and loses its focus. The focus of Coaching is to make one more productive and help him achieve his short-term goals. It’s significant to note that coaching is a collaborative process, where the coach and coachee work together towards the cochiee’s goals. The coach provides guidance, support, and expertise, while the coachee actively participates, takes ownership of their development, and implements the recommended strategies.

The process necessitates a focus on short-term objectives, thereby necessitating the coachee’s efficacy in assisting the coachee in attaining their desired outcomes and enhancing their effectiveness. This goal makes this book a useful guidebook for a leader to be a better mentor.

The book is about seven questions, which a leader can ask to be a more effective coach. These questions are:

  1. Whats on your mind?
    • It is a question that says, ‘let’s talk about the thing that matters most., it is a kick-start question.
  2. And What Else?
    • You create more opportunity to create more insight on the topic.
  3. What is the real challenge here for you?
    • This makes you pay attention to the things that immediately need scrutiny.
  4. What do you want?
    • Is the listener aligned to coachee? This helps bring the trust between coach and coachee.
  5. What was most useful for you?
    • People don’t learn while seeing or doing things, but rather when they recall and reflect on something
  6. If You Are Saying ‘Yes’ To This, What Are You Saying No to?
    • It’s a strategic question. It asks people to be clear and committed.
  7. How Can I Help?
    • It’s a lazy question, this is a clear and direct question.

Each question, is an open-ended question, few are enticing to give an alternate to the proposed solution, few are challenging one to explore further, few are helping in finding the other side of the story.

Each question is powerful, but they need additional information to be more effective. Based on situation, requires, these questions can be tweaked and sequence can be changed, or a few questions out of seven can be asked.

Our job as manager/ leader is to help create the space for people to have those learning moments. And to achieve that, we need to ask questions which will make them die deeper to find solution and learn in the process.

Get this #goodreads as one tool in your toolbox. And following mind map for more insights.

Quick Book Summary

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Book Review: Lights Out: Pride, Delusion, and the Fall of General Electric

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“Lights Out: Pride, Delusion, and the Fall of General Electric” is a book written by Thomas Gryta and Ted Mann. It provides a detailed account of the decline and downfall of one of America’s most iconic companies, General Electric (GE). The book explores the internal culture, leadership decisions, and strategic missteps that led to GE’s dramatic decline and loss of its once-stellar reputation. It sheds light on the hubris, excessive risk-taking, and financial mismanagement that ultimately brought the company to its knees. Through extensive research and interviews, the authors paint a compelling picture of the unravelling of a corporate giant and offer insights into the lessons that can be learned from GE’s collapse.

Winning was my one if the first book when I started reading leadership and management book. Jack Weltch’s unapologetic style of “winning at all cost” and building “winning team” by yanking 10% underperformers each year.

The book got me on “the other side of the coin”. The approach fostered a cut-throat and high-stress work environment, leading to short-term thinking and a lack of focus on long-term growth and innovation. Additionally, this strategy led to a loss of valuable talent and demoralized the workforce. Welch’s heavy reliance on financial metrics has also been viewed as prioritizing shareholder value over other important aspects of the business, such as employee development, customer satisfaction, and long-term sustainability.

The book starts with “winning” by Jack Welch and its heavy focus is post 2001 era, which was led by Jeff Immelt. One can see how the big company like GE struggled with the 2001 slow down, impacted by moving focus from organic fuels to green energy, and how it was struggling with red tapes and decisions of few at the top.

The book also provides insight on corporate governance and the importance and role of Directors in shaping and safeguarding the company. An insightful book written to get almost all the aspects of how (not) to manage the big company and insights on how (not) to catch up with upcoming trends and be wary of fads.

Each chapter could be a case study, on how management takes decisions based on external stimuli and how things might go wrong or become a success. Many insights and definitely a good read for my fellow friends!

Find below MindMap to get more insights.

Book Review : Catalyst: The Ultimate Strategies on How to Win at Work 

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Do we learn from our experience? What differentiates an experience with a learning experience? How to ensure we learn from experience and be aware of experience as it’s happening and use it to build the knowledge base? That’s this book is all about “Catalyst”

Really a #GoodRead , Catalyst by Chandramouli.
The author, who has a 30+ year track record in Indian industry across sectors, shares his insights and experiences on how to leverage various catalysts that can accelerate your growth and performance. Some of the catalysts he discusses are: learning opportunities, experience algorithm, good bosses and mentors, first half and second half of career, and knowing when to quit. The book is written in an engaging and easy-to-follow style, with real-life examples and anecdotes.

What makes up experience different than learning? The TMRR model!

This book explains how to convert your time and activity into experience by using the TMRR model, which stands for Target, Measure, Review and Reflect.

So we have so many experiences thru out life, but how many times we learn out of it? Example we are part of so many cross functional teams, lead or part of so many projects, how much we learn apart from learning from “burning fingers”.

This TMRR model is one way to deliberately capture those learning from routine experiences.

The book also emphasizes the importance of learning opportunities, which are situations that challenge you and help you grow. It suggests that you should seek out learning opportunities, such as new projects, roles, assignments or geographies, and use the TMRR model to maximize your learning from them

Compact book full of real examples and guiding on how to navigate those challenges.

Some highlights during my book reading

that project leadership is different from thought leadership. As mentioned, major learning cycles more often than not also happen to be important initiatives and projects for organizations

How much experience you extract out of the learning cycle will be driven by how well you applied the TMRR process on the learning cycle!

“Converting time into experience is the very bedrock of real individual growth. An effective TMRR model is the key to converting the time you are spending at work into an experience algorithm that will drive your success in the future”

“Applying the TMRR algorithm on major learning cycles is an exponential way to drive real individual growth.”

“Just building the experience algorithm is not enough. You have to parallelly grow your productivity. Productivity is the means through which you can convert the experience algorithm into results. The key to growing productivity is to focus on the circle of influence and to make sure you allocate your time to the rocks and not the sand”

The LEGO Story

GoodRead, ,
The LEGO Story

What I learned new about LEGO

⁃ Danish company

⁃ Started in 1930s

⁃ It started with wood furniture business

⁃ Ole Kirk took the decision to make simple toys for kids

⁃ Cars, YoYo become its key product

First Price list!

⁃ Largely driven by family values and under influence of Word war 1 and 2

⁃ Very early on tried to involve girls as one of the end consumers, but till date, its products are mostly used by boys.

Early on always questioning use of arms in toys, nevertheless the fist famous product was a wooden toy gun with moving items, portraits as “peace pistol” with ammunition!

⁃ Founder always took risk, gone for more investments in new technologies.

⁃ Founder also went to exhibitions and tried to get more insights on trends, helped him to “copy” LEGO idea.

⁃ Also worked with education community, to press use of toys for intellectual development rather than using it just as a toy. This helped LEGO long term

⁃ Second generation, founder early on got insight to decide which sibling will be taking lead post him.

⁃ Conflict between generation gaps are nicely put forward by second generation (Godtfred k and Kjed K, both mentioned their struggles with their father, unlike Goftfred 2nd generation, it’s more with Kjed, 3rd generation)

⁃ 3rd Generation decided to bring more new management, younger and western philosophy.

⁃ Nicely told story about the cultural shift in the management style, also inclusivity of women in upper management.

Key insights

  • Focus on technology and keep key theme intact during growth.
  • Diversification not only on portfolio but also on approach (physical toys to movies and theme parks)
  • How to ensure the family inheritance to continue and ensure success of LEGO, creation of “LEGO Idea Paper”, set of guidelines helping future generations to get clear vision.
  • LEGO is not the first in “self locking block”, it was Kiddicraft’s self locking block.
  • LEGO’s change in focus from toys to system. Rather creating individual toys, LEGO brought a “system” of creating anything out of blocks.
  • LEGO’s translation from “make anything from blocks” to product which are now coming with “manual” to create complex toys.
  • In 1958, the modern LEGO brick was patented, featuring tubes and studs.

LEGO, then and now!

Cars was one of the first famous toys from LEGO
The Peace Pistol!
Girls are missing LEGO
LEGO Patent