Principles Life and Work Free read ó 104

Read & Download Principles Life and Work

Principles Life and Work Free read ó 104 Ç ❮Read❯ ➲ Principles Life and Work ➵ Author Ray Dalio – Ray Dalio one of the world’s most successful investors and entrepreneurs shares the unconventional principles that he’s developed refined and used over the past forty years to creaRay Dalio one of the world’s most successful investors and entrepreneurs shares the unconventional principles that he’s developed refined and used over the past forty years to create uniue results in both life and business and which any person or organization can adopt to help achieve their goalsIn Ray Dalio founded an investment firm Bridgewater Associates out of his two bedroom apartment in New Principles Life ePUB #241 York City Forty years later Bridgewater has made money for its clients than any other hedge fund in history and grown into the fifth most important private company in the United States according to Fortune magazine Dalio himself has been named to Time magazine’s list of the most influential people in the world Along the way Dalio dis. Overall I'm having trouble understanding the hype around this book except that the author is super rich So maybe no one wants to contradict him or even edit his writing for rampant redundancies Much of the original advice is problematic Radical transparency which is the main concept is a non starter in a culture of corruption and incompetence And that's what we're living in Detroit An American Autopsy So if you're a mid level manager in a large organization you will probably have a lot of trouble if you try to implement Dalio's advice He can do it because he's the eccentric boss of his own privately held firm But even there it doesn't seem to work very well Despite their extreme vetting process for new hires they dispose of one third of them For a very long book about evidence based management there's a conspicuous lack of evidence even testimonials from happy employees about how great it is to work at BridgewaterMuch of the advice is unoriginal There's a long detour into neurobollocks Brainwashed The Seductive Appeal of Mindless Neuroscience that adds little to the ancient metaphor of the little Reason rider trying to control the Emotions elephant The great classic business advice writers Carnegie Covey etc make a point up front that they are not inventing anything because they are borrowing from the wisdom of the world Dalio wants to give the impression that these are his Principles he came up with So what Well he makes a really big deal about humility The chain of internal inconsistencies makes me wonder if there's any there there I think an advice book is worthwhile if it provides one useful tip The ten minute daily report email eg I might try If I implement something helpful I'll come back and bump up the scoreUpdate June 2018 I'm knocking the score down because the book overall seems like BS and the ten minute daily report for example is not useful for me

Ray Dalio ↠ 4 Free read

Covered a set of uniue principles that have led to Bridgewater’s exceptionally effective culture which he describes as “an idea meritocracy that strives to achieve meaningful work and meaningful relationships through radical transparency” It is these principles and not anything special about Dalio who grew up an ordinary kid in a middle class Long Island neighborhood that he believes are the reason behind his successIn Principles Dalio shares what he’s learned over the course of his remarkable career He argues that life management economics and investing can all be systemized into rules and understood like machines The book’s hundreds of practical lessons which are built around his cornerstones of “radical truth” and “radical transparency”. When I first began reading it I rather liked it I also liked the idea of it a successful man who has attempted to identify the specific habits or behaviors that enabled his success I was especially interested in his comment about having put the principles into a computer so that he could have software make the same decision and then compare the results to what he and his team came up with so that any differences could be resolved and the rule base improved He brings this up early but never goes into any specifics on how the rule base is structured the technology or what the inputs would be to such a generalized decision making systemThe basic idea is I think very sound use evidence to make decisions; if using opinion weight those with a track record heavily; when you fail and you will learn from the mistakes and incorporate the learnings into your principles or rules or however you want to characterize the set of heuristics you use for decision makingBut the further you go the problematic the book becomes For one thing it's overwritten The real meat of this book can be summarized in a Harvard Business Review article but he keeps circling around to the same topics over and over And not to add evidence but just to talk in vague generalities about how important this or that concept isTake for example the concept of radical honesty Bridgewater famously records conversations and meetings so that they can be used for training purposes which is fair enough In one conversation that allegedly was used for training purposes but is no longer shown is Dalio speaking with an underling who eventually breaks down crying I have never seen it but have no reason to doubt its existence Now this book is 500 pages long and I didn't count how many times he spoke of being a straight shooter and believing in tough love and radical honesty but it was a lot What he never did is print a transcript of any one conversation that he felt was a good example of his radical honesty and offer commentary on why he said the way he said it or reflect on whether it could have been phrased better so that the person on the receiving end didn't feel belittled or demeaned as a result of his tough love approachI've been working professionally for nearly 35 years and I can say that I'm trying pretty hard when I write software my primary task but I know I can make mistakes both in execution and on the big picture view I'm generally uite pleased when someone offers true constructive criticism because I want them to be happy with my work I want them to be engaged in what I've done and constructive criticism means that they're trying too and that they want the project to be its best I've never seen anyone cry not once in 35 years as a result of well intentioned constructive criticismI think that if he had printed a transcript it might have shown that any of the work related criticisms could have been delivered in a manner that would have made it clear that everyone involved was only trying to improve the outcome It would have also shown that there were likely attacks on the individual on their intellectual shortcomings or underlying character I could be wrong though maybe the transcript would have supported his view But the point is that the transcript would have been evidence and it would have improved Dalio's believability on one of the main points of his book He didn't offer a single transcript Not a oneThe fact that Dalio harps on radical honesty and tough love and how a lot of people don't fit with their corporate culture leads me to think that maybe he's actually a dick in his interpersonal relationships Maybe he has no interest in changing how he deals with people that is in a bullying belittling and demeaning manner and so he's constructed this rationale in his own mind that he's a straight shooter that it's tough love and all in service of some higher mission and purpose Because he's a billionaire he has further proof that his rationalization is correctI have no problem with radical transparency either The company I work for uses the the maxim don't do anything that you'd be uncomfortable seeing on the front page of your local newspaper and I'm good with that But it takes little searching to find an example of Bridgewater and its supposedly exemplary culture acting exactly like any other company when stressed The link an incident of alleged sexual harassment of an employee Christopher Tarui If this is believed again it could be a total fabrication but there seems little reason for the employee to make this up it shows the company hiring someone the boss who was not at all considerate of others and a reaction by the company aimed at sweeping an incident under the rug and making it go away than one fueled by radical honesty and transparency where an uncomfortable situation was confronted dissected and learned from I'm not saying the company's behavior was bad illegal or unethical it simply acted as any typical company would trying to protect itself My point in bringing it up is that it in my opinion shows Bridgewater of being utterly unlike the company and culture that Dalio spends 500 pages pontificating about Perhaps Dalio's defense would be that this happened after he stepped away from daily management but if so it would also be evidence that the machine he built did not continue to operate in the same way after his departure and that his principles did not outlast his tenure The likely explanation again my opinion is that his principles are actually after the fact rationalizations attempting to explain his success than the underlying driversMost his work principles seem unsurprising or downright trite I think most people know that work goes better if you treat the people you work with in a considerate fair and euitable manner And that you keep an open mind to the idea that you may be wrongUltimately I would echo the Reverend Martin Sherlock in a review he wrote back in 1781 In general throughout the work what is new is not good; and what is good is not new

Download â PDF, DOC, TXT or eBook ↠ Ray Dalio

Principles Life and WorkInclude Dalio laying out the most effective ways for individuals and organizations to make decisions approach challenges and build strong teams He also describes the innovative tools the firm uses to bring an idea meritocracy to life such as creating “baseball cards” for all employees that distill their strengths and weaknesses and employing computerized decision making systems to make believability weighted decisions While the book brims with novel ideas for organizations and institutions Principles also offers a clear straightforward approach to decision making that Dalio believes anyone can apply no matter what they’re seeking to achieveHere is a rare opportunity to gain proven advice unlike anything you’ll find in the conventional business pres. The utility of the content in the book is worth 5 stars but I'm docking a star for the smarmy tone within the historical section about early Bridgewater and early career Dalio I'm certain I will return to the material and continue to dig out sometimes radical approaches to my life and work but I'm also pretty sure I'll never go cover to cover again