Swimming is improving. Biking is getting all right. Running is getting weaker...
Training days;13 Run;15km Swim;15km(15x4=60km) Bike;187km (187x0.4=75km) Total;150km
I have changed the handlebar of my bike to the drop style (Cost S$450), which makes me faster. It gives less burden to my hip but more to back waist.
Today, we did 72km ride at 25-30km/h speed. really exhaused.
Afternoon, I did 5km run. Recently I concentrated in biking and swimming, so I coundn't run through only 5km... need more running training.
- 作者: 竹内 一郎
- 出版社/メーカー: 新潮社
- 発売日: 2005/10
- メディア: 新書
- 出版社/メーカー: 松竹
- メディア: DVD
This is Muhammad Ali story. Will Smith acts as him. He gains 20kg to do this. Actor is also the professional job, isn't it?
- 作者: 吉川 良三
- 出版社/メーカー: 角川書店(角川グループパブリッシング)
- 発売日: 2011/04/09
- メディア: 新書
- 作者: 櫻井よしこ
- 出版社/メーカー: 産経新聞出版
- 発売日: 2011/02/11
- メディア: 単行本
- 出版社/メーカー: 東洋経済新報社
- 発売日: 2011/01/21
- メディア: 大型本
２００５年にUSのビジネスウィークに掲載された「BからDへ」の記事によると、企業がもはやB（Business ） Schoolではなく、D(Design) Schoolの学生を採用するようになってきた。D Schoolは、過去のDesignと同じものをつくっても全く評価されない世界である。過去を学ぶことは重要だけれども、そこから新しい付加価値を加えることができなければ、存在価値はないのだ。
- 出版社/メーカー: 東宝
- メディア: Blu-ray
We had the 3rd ex-AMC gathering tonight. This is the reunion of our team who worked together in Singapore in 1990's.
Interestingly, Tokyo team had the gathering at the same time. So we connected them by Skype. It is new style gathering, isn't it?
- 作者: 塩野 七生
- 出版社/メーカー: 文藝春秋
- 発売日: 2010/06/17
- メディア: 新書
After 52km bike training in the early morning, we did the swim time trial at the pool in the afternoon. Amazingly, my time of 1.5km has been improved a lot - 42m50s. So I have a confidence to pass the pool test ,which qualifies the swimmer at the level of less than 55mins.
However it seems that there is the swimming limit time in the actual race, which is 50mins! Is it true?
- 作者: Vineet Nayar
- 出版社/メーカー: Harvard Business School Pr
- 発売日: 2010/06/08
- メディア: ハードカバー
Business leaders always say " Our most important asset is human resource ". On the other hand , they say " Innovation is critical for the company's future and we should foster this value ". Normally, the latter part is stressed more often, innovation will be realized by people,though.
I seldom see the companies which regard their employees as a first priority - but not customer.
This company has the philosophy as EFCS - Employees First, Customers Second.
I agree this philosophy, EFCS is the most effective and fastest way to make innovation and grow.
●IT innovation led to a dramatic rise in the importance of th position of chief information officer,(CIO). Now CIOs were expected to deliver faster,cheaper, and better processes that could help the companies differentiate themselves from their competitors and achieve the desired competitive advantage. This shift was so dramatic that a new career path opened, from CIO to CEO. In the traditional IT organization, the CIO often acted as a competent caretaker. In the new intelligent enterprises, CIOs were expected to be proactive and to become agents of change,contributors to business agility, and managers of mission-critical operation.
●While I was working with my social networking group, we came up with an idea we called U&I - an online forum where any employee could post any question, which I, along with my leadership team, would answer. The idea was to build an open site where everyone would be able to see the question, the questioner, and the answer.Today,I see forums like this in many companies.
●Participation in 360 degree survey is generally low, because subodinates see no win for them in evaluating their bosses. And as the results of most surveys are kept confidential, the participants don't know if their feedback was similar to that of others or if their suggestions have been acted upon. And finally, the manager's superior often disregards the 360 altogether,because of his or her own concern and perceptions.Why not open it up? So I posted my 360-dgree survey result for all the company to see. Once I did this, other senior managers followed suit.
●Only passion makes people jump out of bed in the morning looking forward to the work of the day. Ony passion makes them take on responsibilies or accept tasks that are not strictly specified in a contract document. So we developed an initiative called the Employee Passion Indicative Count (EPIC).we identified a short list of the main drivers of passion and organized them into three themes: self,social and secular. The passion survey turned out to be a huge hit. People loved thinking about the passion they had,or did not have,for the jobs they were doing. They were intrigued to learnlearn what others were doing.
【Synopsis】One small idea can ignite a revolution just as a single matchstick can start a fire. One such idea - putting employees first and customers second - sparked a revolution at HCL Technologies, the IT services giant. In this candid and personal account, Vineet Nayar - HCLT's celebrated CEO - recounts how he defied the conventional wisdom that companies must put customers first, then turned the hierarchical pyramid upside down by making management accountable to the employees, and not the other way around. By doing so, Nayar fired the imagination of both employees and customers and set HCLT on a journey of transformation that has made it one of the fastest-growing and profitable global IT services companies and according to "BusinessWeek", one of the twenty most influential companies in the world. Chapter by chapter, Nayar recounts the exciting journey of how he and his team implemented the employee first philosophy by: creating a sense of urgency by enabling the employees to see the truth of the company's current state as well as feel the 'romance' of its possible future state; creating a culture of trust by pushing the envelope of transparency in communication and information sharing; inverting the organizational hierarchy by making the management and the enabling functions accountable to the employee in the value zone; and unlocking the potential of the employees by fostering an entrepreneurial mind-set, decentralizing decision making, and transferring the ownership of 'change' to the employee in the value zone. Refreshingly honest and practical, this book offers valuable insights for managers seeking to realize their aspirations to grow faster and become self-propelled engines of chan
Sentosa Tanjong 108 P36 F6(43%,P1),B5(5),I60
- 作者: 大下 英治
- 出版社/メーカー: 光文社
- 発売日: 1998/11
- メディア: 文庫
I went the show in Marina Sands Bay with my wife. This show presents Michael Jachon's hit number. It was enjoyable.
Again, I got up at 4am and did the bike training with my collegues. Today we went to Chnagi Village passed by East Coast, which was nicer than west for me. we did 63km ride and it took us 3h15m. Average speed was 23km/h. It was bit tough.
Moreover we did the 1h swimming training in the late afternoon. This was good to soften our muscle.
Recently I feel I am doing sports more than my student's time.
Tomorrow, I will do golf and open water swimming training...
Sentosa Serapong 121 P44 F3(21%,P1),B10(6),I52
Official HP Sentosa 27.6
Before oil was found in the early 20th century, people in the Middle East were living peacefully. After the discovery, Western countries became involved in the region to secure the oil. Then, they were 'distracted' for a while by a whirlpool of world politics such as Cold War between the US and the Soviet Union. Actually Saddam Hussain and Osama bin Laden got the US assistance against the Soviets at different times in the past.
After having seen a lot of disasters happen, some people in this area started to think that the US - which was the main foreign player - should be out of the region. They made their claim through terrorist acts (like the Hammurabi code- an eye for an eye, a tooth for a tooth).
US president Barack Obama announced yesterday that Osama bin Laden was killed by US Special forces in Pakistan and that justice had been done.
I worry that this may accelerate terrorism... remember an eye for an eye philosophy.
We are also witnessing another momentum in these countries, which are democratic movements by ordinary people connected through the Internet.
I hope people will go this way.
”Justice" → http://nasser.blog.so-net.ne.jp/2010-07-18
Orchid Club 99 P 34 F(43%,P0),B10(7),I41
- 出版社/メーカー: ダイヤモンド社
- 発売日: 2011/02/10
- メディア: 雑誌
Don't you think ”徳‐Virtue" is vital for our life? Probably everybody agree this which we have learned in the primary school time. However I don't see so much that people have this particularly in the business world.
The most of the case, the founder of the company have this. I deem that the successful business man like founders seek for the future to sustain their business success. So naturally they look into nuturing the people as the long term strategy.
Mr.Katsuya Nomura - famous Japanese baseball coach quotes Mr.Shinpei Goto's word
"People who make fortune are below average in life. Those who have built successful businesses are average. Those who have nurtured people are at the top in life."
However, the non-founder leaders have to seek the short term business sucess to be in the leaders' position in order to execute the long term strategy. It takes a long time to nuture the people so that it becomes the second priority for them.Maslow's hierarchy of needs is a theory in psychology. Maslow's theory suggests that the most basic level of needs must be met before the individual will strongly desire the secondary or higher level needs. 1. Physiological needs; they are the literal requirements for human survival2. Safety needs; physical safety and financial safety3. Love and belonging; social and involve feelings of belongingness. Friendship, Intimacy and Family.4. Esteem; self-esteem and self-respect5. Self-actualization; desire to become what can be at the maximum level. To act as we want , then eventually this works for others
According to this theory, these non-founder leaders reach at the level 4. It means that they are not fully satisfied in their life.
This is ironic...
- 作者: Richard Strozzi-Heckler
- 出版社/メーカー: Frog Books
- 発売日: 2007/09/04
- メディア: ハードカバー
I received this book for the leadership training seminar, which was rather difficult to understand by using conceptional wording.
●Leaders cultivate the self in order to better serve others.
●If you want one year of prosperity, grow grain
If you want ten years of prosperity, grow trees.
If you want one hundred years of prosperity, grow people.
by Chinese proverb
●Make a list of the habits and routines you're currently engaged in. Are these habits and routines relevant to who you're becoming as a leader and where you want to go?
●people stated that the believability of someone's message was influenced 7 percent by contents, 38 percent by voice tone and tempo, and 55 percent by body language.
【Synopsis】History is filled with accounts of great leaders, but how did they become so? Written for emergent leaders in any endeavor, this new work from renowned consultant Richard Strozzi-Heckler offers a new approach to leadership. The first book of its kind to base business and management strength on integral body awareness, the book presents key principles such as shugyo, or self-cultivation, as crucial in developing the individual responsibility, social commitment, and moral and spiritual vision required to lead with authority and efficacy. The Leadership Dojo is based on three questions: What does a leader do? What are the character values most essential to exemplary leadership? How do you teach these values?
18 books in 2011