關於 question about a company ，我們在網路上蒐集到這些相關的討論、資訊與評價

So the question some of you may have is who is Hisense and are their TVs any good? Well, in the past, I have taken a look and reviewed some amazing TVs and also their laser projectors from the company, and yes, they have been pretty amazing.

In this video, I will be reviewing the new 2021 line of TVs from Hisense, which is the Hisense U7G and I will give you a definite answer on who this 4K Smart TV is for and whether or not it is worth it.

If you find this video helpful and would love to watch more, you can SUBSCRIBE here:
https://bit.ly/2HqeKrW
​
Timecode:
00:00 - Intro
00:35 - Hisense Brand
01:33 - Specifications
05:06 - Audio
05:25 - Operating System
07:45 - Conclusion

Get the Hisense U7G TV at the link below:-
https://invol.co/cl6279c
​
👨🏼‍💻 My Desk Setup 2020
https://youtu.be/xK1QUClu-V0​
​
👨🏼‍💻 Check out my other videos about Hisense:
Hisense 100L5F Laser TV - https://youtu.be/kXmI6DizZpo
Hisense B7100 4K HDR TV - https://youtu.be/PnhNche4D7E

👨🏼‍💻 Or check out my entire playlist on TV reviews!
https://youtube.com/playlist?list=PLn02abmm5Ra5QOKHR8uPxQ0zLYL6qsdnH

---

ABOUT ME:

Hey you! Thanks for checking out Adam Lobo TV on YouTube!

My name is Adam Lobo, I'm a Tech YouTuber from Kuala Lumpur, Malaysia, who creates high-quality tech reviews on YouTube, Instagram & Facebook and I am currently the only Malaysian Tech YouTuber who produces 6K Resolution content.

My passion is to help everyone to make a purchase decision with all the tech items I get my hands on, where you'll find weekly smartphones, tablets, audio, smart home and other cool tech related videos as well. I produce these videos at least twice a week so do consider subscribing to my channel.

Find me at these Social Media platforms:
YouTube (Adam Lobo TV) - https://www.youtube.com/c/adamlobotv/​
Facebook (Adam Lobo TV) - https://www.facebook.com/adamlobotv/
​Instagram (@adamlob0) - https://www.instagram.com/adamlob0/
​Twitter (@adam_lob0) - https://twitter.com/adam_lobo
​Website (Adam Lobo TV) - https://adamlobo.tv/
​

#adamlobotv #HisenseU7G #HisenseMalaysia

《 #籠罩下的巨大哀愁 》
正式開展啦～
歡迎各位到台北當代藝術館

/
詳細資訊｜https://reurl.cc/bXy09v

________________________________________________

A Dark Cloud of Sorrow Looms Over

by Yu-Jun LIN

Late mornings and sleepless nights. Frustration. Anxiety.

They seem to have infiltrated our consciousness and entered our dreams. We recognize the shape of eaves, the folding line of streets, and return to our dwelling coordinates where we hide and live. We see restless men and women in full feather wandering through the brightly-lit city and then sitting shoulder to shoulder with countless strangers, between countless walls.

In the 1970s, urbanism started paving its way into Taiwan. Bidding farewell to the landscape of an agricultural society, life thus became crowded and repressive in cities. The meaning of “urbanism” does not merely lie in towering skyscrapers but in altered landscapes, living conditions, isolation and loneliness as well as increasingly complex social issues. Submerged in the capitalist system, every person has been assumed as a tiny component, whose labor force is needed by the whole mechanism, but not with one’s individuality as well.

However, the construction of liberalism constantly reminds us of our own subjectivity, along with the importance of being viewed as a whole. Such contradictory values leads to extreme unease and confusion that keeps building up and ceaselessly floods our minds with external chaos. As worries that never subside loom over us, we are forced to retreat to our dwellings, where we are perfectly alone, and safe. We can uninhibitedly be ourselves – yet under the lingering dark cloud of sorrows.

Frustrating questions as “Who am I?” seem to return in lonesome nights, invariably. When night falls, myriads of dazzling lights glisten in innumerous windows at the near distance. Gazing into the dreamlike, transient light, we recall things we hope to seal for good in our troubled mind. We question again and again, about what role we should be playing to integrate into the society but still maintain the integrity of our own subjectivity.

A Dark Cloud of Sorrow Looms Over features eight selected pieces and delineates the question of how people, as individuals, should coexist with others, a question deriving from urbanites’ perceptual conflicts experiences.

Zheng Er Qi | People
“People” mirrors the phenomenon of Taiwan’s transition from being an agricultural society to city since 1970. It precisely portrays everyday urbanity that people nowadays are familiar with: Although millions of people reside on one spot, their recognition of one another fails to grow with urbanization, despite the presumable nearness.

Chung Chih Ting｜I Am by Your Side
With the explanation by an offscreen sound and the roleplay image, “I Am by Your Side” depicts how urbanites try to be in company, revealing people’s natural urge for social connection. Yet it ends up to be talking to oneself or pointless mumbles, simply a futility of communication.

Wu Bo Sian | Chimps with Mona Lisa’s Smile
In the video, the chimpanzees form a spectacle, say, abnormality, in a seemingly normal context. “Chimps with Mona Lisa’s Smile” is a response to conflicts between public administration and individual freedom, zooming in on the contradictions or constraints between all the intervenable and the non-intervenable in everyday scenes.

Wang Ding Yeh | One-One
“One-One” depicts how people try to maintain an intact, rational space of survival while sometimes fail to avoid transgressing, under limited resources in a highly competitive society. With much precision, it captures the specific default interpersonal distance, and poses the question: How should each person navigate to find the best living posture at the moment?

Tsai Jie | When the Dust Settles
“When the Dust Settles” shows people restlessly beating on a possible exit to get out. However, does such an exit really exist? Or is it simply a delusion stemming from one’s untamable impetuosity? The work reflects the desolation of men and women, who are rumbustious, but aimless.

Huan Yen Chiao | 1, 2, 3. Are You Already in Hiding, Fish?
Fish in the bowl resembles people trapped in cities: extravagant outfits, splashing neon lights; sensational visual effects indeed. “1, 2, 3. Are You Already in Hiding, Fish?” presents how people escape from their anxiety and weariness for the time being. The work highlights the entire incompatibility and a sense of solitude after one’s subjectivity is highly developed.

Wong Shu Lian | I found myself floating and sinking down once in a while
The work addresses the enduring controversy between liberalism and capitalism that have been engendering people’s inner conflicts. It captures one’s self-doubt and angst in a profound way while, by exploring how to determine one’s best position, raises the ultimate question – Who are we after all?

Chen Chia Jen | SWEETWATER
“SWEETWATER” was born under Chen’s reflections during his artistinresidence experience in Southeast Asia. Between people living in urban and rural areas, there is a grand difference of perspectives, regarding how to survive and live a good life. It implies the fact that the widely-recognized future image, constructed by our society, might not be as clear or real as it seems, or perhaps what people accepted is simply a vague, even somehow out-of-focus, prospect.
＿＿＿＿＿＿＿＿＿＿＿＿＿＿＿＿＿＿＿＿＿＿＿＿＿＿＿＿＿

《籠罩下的巨大哀愁》展覽資訊
展覽日期｜2021/08/07(Sat.) ─ 09/12(Sun.)
展覽地點｜台北當代藝術館廣場電視牆 MoCA Plaza LED TV Wall
播映時間｜ Mon. ─ Sun. 16:00-21:00

特別感謝｜ 贊助單位
厭世會社 @mis.society

#王鼎曄 #吳柏賢 #陳嘉壬 #黃彥超 #黃淑蓮 #蔡傑 #鄭爾褀 #鍾知庭 #林郁晉 #A_Dark_Cloud_of_Sorrow_Looms_Over
#MisanthropeSociety厭世會社
#厭世會社

🔥🔥 10 Points in Response to the Prime Minister's "Recovery Plan". Window Dressing Is Not Going To Cut It This Time | Industries Unite

(1) The fact that we have a one-pager after enduring the pandemic for 15months, speaks volumes of the perceived indecisiveness, inefficiency and lack of a cohesive idea on the part of the Government on how and when we are going to come out of this. Contain the pandemic and have a structured economic recovery.. There are too many if's and variables in play for the plan to actually spur the confidence of the #Rakyat.

(2) Weren't we at these levels last year? Unless we have a clear and defined path forward the idea that we will come out of this in September or October 2021, is not convincing; amongst others as the whole plan is entirely based on the accuracy of purported numbers of infected persons and the availability of vaccinations on time. Many analysts have openly stated serious doubts on this.

(3) There are serious doubts about the absolute numbers that the government is resting the substratum of the 'Recovery Plan' on. Limited and variable testing numbers and testings may mean that there are flaws in the absolute numbers being relied upon here. This appears to be supported by the Code-Blue stats.

(4) Where is the tracking data on clusters and contact tracing?
Without this, we are fighting with eyes closed. In any case, most of the cases appear to be asymptomatic, so are the numbers correct?

(5) What if this doesn't work? We simply cannot afford to get it wrong now, the fear is that the projection put forward by you, is not based on any data that has been made available to be scrutinised and verified. Just a blanket wish-list. With the current numbers of new cases and the projection of average positivity rate. With the data, We will be able to see the real numbers (projected forecast) and tabulate a much more concrete plan. However, is the government not doing this because as the numbers are bad? These are serious questions that we have.

(6) Increasing the capacity to vaccinate should be the priority moving forward. Delay and bureaucracy are issues ignored here. Private practitioners who have been inoculating children and adults for decades are not being fully mobilised , these private practitioners, who are by law allowed to vaccinate the public are frustrated by the process of having to register and by trained by a private company #ProtectHealth. The Government's refusal to fully utilise the existing infrastructure of the many #Klinik #Kesihatan and government hospital out-patient facilities, preferring them to mega #PPVs is not optimising the capacity to vaccinate. They have not taken into account that many people especially in the rural areas do not have smart phones or connectivity, yet we insist on deployment of a RM70 million application that has shown itself to crash twice! A manual system was used to great effect in the USA and UK to great effect in simplifying the process and increasing capacity.

(7) The idea of employers being allowed to pay to vaccinate raises the question of allocation of vaccines and a two class system of vaccination process.

(8 ) There is no indication of how and when the vaccination are going to be distributed to the states. Why are we not involving the individual state health apparatus. Surely, they are already set up and are better positioned to roll it out .

(9) Where are the dollars and cents in numbers, in-terms of assistance and Aid to the #public and #businesses to stabilise their economic position for the duration that there are restrictions on movement (#FMCO). Where is the Plan B, in case the targets as stated are not met? What is the plan? Can the government be sure?

(10) Surely a recovery plan should include a plan for Economic Recovery over at least 3 years. If there is One, Where is it?

(11) Do we have an adequate safety net for the public? There is no indication of when people will get back jobs and when, businesses will get back to normal. One cannot assume economically everything will be ok, once we reach October 2021.
It will take many months thereafter to get back to employability and profitability. So whats the plan for that? What are the projections? What are the solutions? What is the plan ?

WE SIMPLY CANNOT AFRORD TO GET THIS WRONG THIS TIME.
PEOPLE ARE DYING. BUSINESSES ARE FOLDING. WE NEED MORE.

Dato' David Gurupatham
Datuk Irwin SW Cheong
On-behalf of #IndustriesUnite.

#OneVoice #kitajagakita #ManaPelan #JabatanPerdanaMenteri #RecoveryPlan #MOFMalaysia #KementerianKewanganMalaysia #KKM #covid19 #PKP3 #MCO3 #RintihanRakyat

哈佛知識分享: 做生意，七大困難選擇!

七條策略問題 Seven Strategy Question《第二: 核心價值 - 公司股東、顧客、員工，誰優先? 》

Business is about making tough choices. 上一集就講咗 Who is your primary customer? 誰是你首要顧客?

今集我會同你探討第二個策略問題: 核心價值 - 你是把公司股東、顧客、或員工利益行先?

How do your core values prioritize company shareholders, emoloyees and cuatomers? Who come FIRST? 當有衝突，邊個利益行先?

根據哈佛教授 Bob Simons 呢本書 Seven Strategy Questions，冇話對唔與錯。 但搞唔清楚就一定錯。三選其一，你揀邊個行先?

(1) 公司/股東 (Shareholders) 行先? 李嘉誠就最出名股東行先。佢退休前最後一次主持長和系股東會，被問及一個出色的企業家最重要是什麼，李嘉誠話：「最重要忠誠為股東爭取正常收入，為股東設想，投資有前途項目，派息要合理，將股東利益排第一。」 我諗你咁多年都聽唔少佢講話股東利益排第一。 因此，好多人都話同長實做生意唔簡單， 甚至乎有時畀人感覺 (no offense) 賺到盡， 一蚊一毫都同你計，why? 因為股東利益行先，佢又啱喎。 但做善事? 李嘉誠本人捐幾十幾百億佢就好疏爽，因為唔關股東事。

Core value (核心價值)係股東行先，即係公司利益行先，成日話為公司著想，即係等於話為公司股東著想。 因此好多上市公司， 甚至乎初創企業，都會有 employee stock option，希望員工同公司利益一致。 希望佢哋由朝到晚都諗住 Creating Shareholder Value，為公司 = 為自己增值。

根據呢本 Seven Strategy Questions, AIG (AIA 母公司)、Citigroup、Pfizer 輝瑞藥業都係出名 shareholders 行先的公司，也是好成功的公司。做生意就係先講賺錢， 天公地道。

(2) 有啲公司嘅 Core Value 就係顧客行先 Customers First。例如，Johnson & Johnson 強生，係1943年就 craft 咗呢個 Credo (教義) :

We believe our first responsibility is to the patients, doctors and nurses, to mothers and fathers and all others who use our products and services....

We are responsible to our employees who work with us throughout the world.

We are responsible to the communities in which we live and work and to the world community as well....

Our final responsibility is to our stockholders. Business must make a sound profit....

When we operate according to these principles, the stockholders should realize a fair return.

Johnson & Johnson 的核心價值 core value 係顧客行先、員工第二、community 社群圈子第三、股東利益排第四。

我相信好多公司都係「話」顧客行先， 但有冇寫到好似強生咁清楚呢? 當然我相信更加多嘅公司，就係口講一套，做另一套。 口講顧客行先， 實質上遇到任何金錢利益，就縮數，公司/股東利益行先。

例如你開間茶餐廳， 有啲食材就嚟到期， 喺掉同唔掉的邊緣， 又唔會食死人，但又未必係最靚料，咁你會點? Be honest! ..... 公司賺少啲都揼?你就係顧客行先。 側側膊，唔多覺照用，慳番啲成本? 你就係公司行先。 無話對與錯， 最緊要搞清楚。你知啫，但係全公司同事知唔知? 能唔能夠全部人都言行一致?

(3) 如果我問你，有 covid 肺炎前， 某航空公司嘅股價喺呢道， 現在估計應該係邊? 如果我同你講仲高過肺炎之前，你會唔會信? 肺炎前係每股USD57，依家? USD62，高咗近10%。 佢就係美國西南航空 Southwest Airlines， 記住呢個係全球最多人染病嘅美國喎，有排都未走出疫情。佢就係出晒名 Employee First 嘅公司。Yes! The airline puts employee happiness above customet satisfaction. 員工開心，更重要過顧客滿意程度。

Southwest ranks employees first, customers second, and shareholders third.  員工第一、顧客第二、公司/股東第三。

你有無坐過Southwest Airlines 嘅飛機? 搭飛機通常最悶嘅就係一開始嘅 Safety Annoucement 安全提示。 但如果喺 Southwest? 你會聽有人講 jokes .... 有人 Rap!

呢啲講笑、唱歌、跳舞冇得迫。 員工開心，佢哋就自然會做。 你上網睇到會更多更多其他搞笑例子。

Southwest company blog says: "We believe that if we treat our employees right, they will treat our customers right, and in turn that results in increased business and profits that make everyone happy."

Employees come first 嘅理念，令到Southwest Airlines 每兩秒鐘就收到一份 job application, 每100個人申請，只有兩個人能夠成功獲取錄。2% acceptance rate， 好多傳媒都話去 Southwest 返工仲難過入哈佛! 有好嘅人才，就自然有好嘅服務，有好嘅業績。 亦都因為咁Southest Airlines 一間公司嘅市值，曾經係等於美國所有其他航空公司(American Airlines, Delta, Continental, UA etc)加埋嘅總和，都唔夠佢一間公司值錢。

你唔好以為Southwest Airlines 淨係員工開心喎，根據權威市場研究公司 J.D.Power 2020 survey，Southwest Airlines 嘅顧客滿意程度 customer satisfaction 都係全美國最高，both long and short-haul. 長短途都贏曬!

但老實說，坊間有幾多間公司會大聲講話員工行先? 間間都話顧客行先? 但諗真啲，係唔係真呢? 轉一轉個優先次序， 會唔會有另一番景象呢?

公司/股東、顧客、員工， 係你嘅核心價值邊個行先? 冇話對與錯。 但最緊要搞清楚， 萬一互相有衝突，你會揀邊個先? 係咪全公司上下同事、顧客、股東、合作伙伴都知? 你是否言行一致?

因為錄呢條片，我都問咗自己好多問題。我自己盛滙商舖基金係邊個行先? 我老婆答案即刻答我: 「你梗係員工行先啦! 因為嗰次點點點.... 」

Yes. 我自己商舖基金係員工行先 Employee First 嘅公司。因為我成日都同同事們講:
「錢賺唔晒，最緊要大家 happy!」...
「唔鐘意賺嗰個人嘅錢，就冇賺!」...
「我哋人少少，賺多啲，遠遠好過人多多，個個賺少啲! 大家都想養家活兒，搵到、洗到、身體好!」

我相信只要能夠建立一個好嘅 culture 企業文化， 大家同事們自然會作出個啱嘅決定，買舖賣舖，有條好嘅 team，真係好難輸。 因此，老實說，如果有邊個客唔妥我嘅員工，我通常都會「唔妥」返佢 - 當然呢個要建基於你哋員工嘅信任。

To me ....「顧客不是永遠對的!」 選擇適當的顧客，長遠回報會更佳， 對你選擇嗰班顧客回報都會更佳。我係道都好幸運地同你講，我商舖基金由2016年成立以來加入的同事們，公司基本上係冇人走過。Turnover 近乎零! 你對人點，人就自然對你點! As said ... 錢賺唔晒，最緊要大家同事們Happy! 人客/公司自然賺錢。

你呢? Who comes first in your business? Company/Shareholders, Customers, Employees? 你公司嘅核心價值，邊個是優先? 無論你揀邊個都好，係唔會同你選擇嘅Primary Customers (首要顧客)有衝突， 只會更加強化你服務佢哋嘅能力及提升你競爭力。 最緊要搞清楚 WHO COMES FIRST!

有興趣聽多啲，就來我五月份星期六嘅早餐會啦! 呢兩集同你講咗 Who is your primary customer? 同埋 Who comes first? Company/Shareholders, Customers or Employees?

下一集同你，What Critical Performance Variables Are You Tracking? 追數? 你應該最追幾條數?

。。。。。

五月份早餐分享會 Topic: The Seven Strategy Questions by Harvard Professor Robert Simons

哈佛分享: 七條做生意策略問題

2012至2014間，我連續三年在哈佛上了 Robert Simons 的堂，畢生受用。我自己成間商舖基金公司都是建基於這本書。

有興趣 sign up la ? 每次限四位 (包括我)。 人多傾唔到計。

5月1日或8日或15日，星期六早上9時開始，約三小時。地點中環。

對象: 管理層/生意經營者/創業者，連我限4位。

有興趣參加的話，請 whatsapp 你的名片給 Suki (我助手) (+852) 5566 1335。

大家交流做生意最重要的幾條問題。

我唔係靠呢行搵食，免費，我請食早餐 ? Be friends ..... 有機會到時見你。李根興 Edwin

www.edwinlee.com.hk

聯絡李根興 whatsapp (+852) 90361143

。。。。。。。。。。

購買李根興的【李根興的生意哲學】(最新2020年6月出版 - 定價$198)，或【買舖 要買得 PRO】(定價$198)，連親筆簽名，可 whatsapp Suki (+852) 5566 1335。各大書局也有售。

What Does Success Really Mean? And Do You Have To Start A Business To Be Successful? Here’s Why Success Can Have Many Forms. Want To Unlock Your Full Potential In All Areas Of Life? Get Your Free Unlock It Book Here: https://businesstobesuccessful.danlok.link

Do you often see people on social media who go on crazy holidays and own expensive cars? Maybe that’s why you want to be an entrepreneur too? The question is, do you really have to start a business to be successful? Discover how Dan Lok defines success and why it can have many different forms. What’s your definition of success? Comment below.

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And as chairman of DRAGON 100, the world’s most exclusive advisory board, Dan Lok also seeks to provide capital to minority founders and budding entrepreneurs.

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★☆★ CONNECT WITH DAN ON SOCIAL MEDIA ★☆★
YouTube: http://youtube.danlok.link
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Linkedin: http://mylinkedin.danlok.link
Podcast: http://thedanlokshow.danlok.link

#DanLok #StartABusiness #BusinessTips

Please understand that by watching Dan’s videos or enrolling in his programs does not mean you’ll get results close to what he’s been able to do (or do anything for that matter).

He’s been in business for over 20 years and his results are not typical.

Most people who watch his videos or enroll in his programs get the “how to” but never take action with the information. Dan is only sharing what has worked for him and his students.

Your results are dependent on many factors… including but not limited to your ability to work hard, commit yourself, and do whatever it takes.

Entering any business is going to involve a level of risk as well as massive commitment and action. If you're not willing to accept that, please DO NOT WATCH DAN’S VIDEOS OR SIGN UP FOR ONE OF HIS PROGRAMS.

This video is about Do You Have To Start A Business To Be Successful?
https://youtu.be/6P7fs-sR2zA
https://youtu.be/6P7fs-sR2zA

《我在哈佛學的領袖技能》工作坊 : Invitation - 2020年2月8日或15日 (星期六)《Leadership Workshop》9am to 1pm

我曾經在哈佛讀過三年(2012/13/14)教授 Robert Steven Kaplan 的領袖課程。Changed my life!

農曆新年後，連我自己18年創業經驗，我希望和你分享我在哈佛學到及應用了什麼 (幸運地，我公司過去幾年的同事們 turnover 都是近0)，可能令你的領袖能力亦有所啟發。

題目: 六步提升你的領袖能力 (6 Steps to Become A Better Leader) based on Harvard Professor Robert Steven Kaplan's teaching and his 3 books.
日期: 2020年2月8日或15日 (星期六)
時間: 9am to 1pm
地點: Classified Cafe and My Office at New World Tower, 16 Queens Road Central, HK.
人數: 每場限20位，
對象: 免費，但只適合工作經驗5至10年以上的管理人士參與。
教材: 講廣東話，內容是英文
Agenda:
(1) Speed dating, self intro and expectations.
(2) Split into teams of 2 or 3 people.
(3) Go thru the leadership framework by Prof. Robert Steven Kaplan (現任美國達拉斯 Dallas 聯邦儲備銀行行長卡普蘭)
(4) Ask those questions and answer in teams.
(5) 回答你任何對做生意的問題，takeaway value and let's all be friends.

報名方法: 請WhatsApp你的卡片給Suki/Monica +852 9218 5223

我之前關於 Prof. Robert Steven Kaplan 的領袖影片:

https://youtu.be/YVplfngE9KM

https://youtu.be/PhPBbbq9oc0

https://youtu.be/Oloo1uA3UvE

Note: 如果之後你覺得此 workshop 有用，希望你可以考慮捐款 support 我 brother-in-law (Derrick Pang) 創立的 Lifewire.hk 慈善組織，幫助患有罕見疾病的兒童。

http://www.lifewire.hk/tc/support-lifewire/How-To-Donate.html

#哈佛領袖技巧工作坊，#Leadership_Workshop

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Leadership Framework (by Harvard Prof. Robert Steven Kaplan)

A. STRATEGIC DIRECTION AND KEY CHOICES

(1) Ownership Mindset (Leadership is not about position, is mindset)
(2) What Do You Believe In?
(3) Have You Acted On It?
(4) Add Value To Others
(5) Vision (Where? Why? Distinctive?)
(6) Priorities (3 or 4)
(7) Alignment
- People
- Task
- Organization
- You

With active communication of vision and priorites everyday.

..........................................................................

B. DEVELOPING YOURSELF AS LEADER

Understanding yourself:
A. Assess your own strengths and weaknesses
- Write down your own
- Find others write on yours too
B. Finding your passion
C. Value, ethics, morals
D. What is your story? Be authentic

Why leaders fail?
A. Open to learn?
B. Ask questions?
C. Do you listen?
D. Fight through isolation
E. Ok feeling vulnerable

The leader as role model
A. Do you act as role model?
B. What are the two to three key messages you want to send to people?
C. Do your behaviors match your words
D. How do you plan to improve on your weaknesses, and build on your strengths?

Tools to become better leader:
A. Support group
B. Keep a journal (to do, ideas, knowledge, etc)
C. Face to face communication
D. Interview people (how u do it?)
E. Think one level up.
..........................................................................

C. BUILDING RELATIONSHIP (YOU CAN'T DO IT ALONE)

(1) Build Relationship
. Mutual Understanding
. Mutual Trust
. Mutual Respect
(2) Self disclosure
(3) Inquiry
(4) Advice seeking

Build Relationship Exercise:
A. Write down something about yourself that the other person probably doesn't know. Have the other person do the same.
B. Write down a question you like to ask the other person that would help you understand him or her better. The other person do the same. Ask them.
C. Write down an area of deep self doubt. Disclose to other person and ask for advise.

........................................................................

D. GETTING AND GIVING FEEDBACK

Giving and getting feedback
A. Seek feedback and seek coaching .
B. Actively coach others. Coach up and coach down. Are your advice specific, timely, actionable?
- Coaching is watching vs mentoring is telling.
C. Not year end review alone. It will be a verdict. Review frequently.

Communication with peers:
A. Ask why do you work here? What's great?
B. What do you hate about here?
C. Can you suggest what action to improve above?

......................................................................

E. ACTIVE MANAGEMENT OF TIME

Managing time
A. Do you know how you spend your time?
B. Does it match the key priorities?
C. 1, 2, 3.
(1) One is related to priorities and must be done by you
(2) Two is related to priorities but can be done by someone else (at least partly)
(3) Three is not related to priorities

....................................................................

F. EVALUATION AND RE-ALIGNMENT

A. Design of company still align with vision and priorities?
B. Blank sheet of paper exercise, what should you / we do? If so, what's stopping you?

END