A Quote by Ravi Subramanian

While a lot of management development books try to teach you a lesson or give you a scenario of what corporate culture and work practices are about, they're theoretical and written in a sermonizing way. Most people don't get past the first chapter, and they just look nice on the bookshelf.
First rule of Teach Kane a Lesson: you don’t talk about Teach Kane a Lesson. Second rule of Teach Kane a Lesson: you don’t talk about Teach Kane a Lesson. Third rule of Teach Kane a Lesson: if someone taps out, you just keep fighting. Fourth rule of Teach Kane a Lesson: there are no rules. Got it?
[Corporate programming] is often done to the point where the individual is completely submerged in corporate "culture" with no outlet for unique talents and skills. Corporate practices can be directly hostile to individuals with exceptional skills and initiative in technical matters. I consider such management of technical people cruel and wasteful.
If Mother Culture were to give an account of human history using these terms, it would go something like this: ' The Leavers were chapter one of human history -- a long and uneventful chapter. Their chapter of human history ended about ten thousand years ago with the birth of agriculture in the Near East. This event marked the beginning of chapter two, the chapter of the Takers. It's true there are still Leavers living in the world, but these are anachronisms, fossils -- people living in the past, people who just don't realize that their chapter of human history is over. '
Fixing culture is the most critical ? and the most di?cult ? part of a corporate transformation… In the end, management doesn’t change culture. Management invites the workforce itself to change the culture.
Writing is like everything else: the more you do it the better you get. Don't try to perfect as you go along, just get to the end of the damn thing. Accept imperfections. Get it finished and then you can go back. If you try to polish every sentence there's a chance you'll never get past the first chapter.
The two mistakes that come to mind are people who introduce a flood of characters in the first few pages. Where the reader has to stop and get out a flow chart and has to figure out who is who. And you just can't do that - introduce the first four generations of a character's family in the first chapter. You can introduce four or five characters at the most in the first chapter. Another mistake is to use big words that are not normally used in conversation to try to impress folks with your vocabulary.
It's been nice, actually, to keep in touch with a lot of the people and families that I've written about. Like with the kids I was just writing about from Guatemala, who survived being kidnapped and fleeing violence, it was nice to just sit down in their living room and play bingo with them, go to dinner with the family. And sometimes not thinking about it in such a mechanistic "I am now coming to report and get what I need" way, but just spending time, helps you see a more natural version of who they are too.
Japanese management practices succeed simply because they are good management practices. This success has little to do with cultural factors. And the lack of cultural bias means that these practices can be - and are - just as successfully employed elsewhere.
If I walk into a place, a party, say, and there's a bookshelf, I immediately gravitate toward it. Unless there's a bar. But even then, it's only a matter of a few rounds before I make my way to the bookshelf. If there are good books on it, I may never leave the spot all night. Anybody I really want to talk to is going to make his or her way to that bookshelf sooner or later, anyway, right? Books are a nexus. They start conversations, and they continue conversations, and they make people better conversationalists. I have not found this to be the case with Iron Chef, or even alcohol.
While writing books about the past, I think about the present. It's not intentional, but somehow my books end up being written under the sign of a political mood.
One way to feel good about oneself is to not fail. The easiest way to not fail is to not try in the first place. So, I see lots of people give up before they start. That way they don't have to face uncomfortable failures. They can sort of "remain on the sideline while the game is going on." While this may make people feel good about themselves, it won't get them any power or success. As any successful salesperson will tell you, if you haven't been rejected, you haven't tried enough with enough people.
If you look at the beginning of children's entertainment in literature, the first books that were written for kids were cautionary tales. They were books that were there to teach kids about growing up and how to live life.
Most books on management are written by management consultants, and they study successful companies after they've succeeded, so they only hear winning stories.
Many books condemn 'secular' culture, just as many books advocate (consciously or unconsciously) accommodating ourselves to culture. Brett has written something much different: a biblically informed and culturally savvy approach to consuming culture in a God-honoring, community-building, and mission-advancing way.
When it comes to time management, I talk a lot more about energy management. I try to give people 100% of my energy even if I'm giving them very little of my time.
People still try to sell books that way - as 'books can take you to foreign lands.' We've given children this idea that reading and books are a nice option, if you want that kind of thing. I hope we can get over that idea.
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