Stay commited to your decision . But stay flexible in your approach .Atleast read end paragraphs

Chapter -1 Charles Bukoski was an alcoholic, a lout , womanizer , cheapskate ,a deadstick and on his worst days a poet . He is probably the last person you would ever look for a life advice .That's why he is the perfect man to start with...

Don't Try 

Charles wanted to be a writer but for decades his work has been rejected by almost every publisher, jounral, newseditor . Deprave, disgust they said .As the piles of failure stacks upon, the burden pushed him into an alcohol fuelled depression which will follow him for rest of his lif e.A small independent newseditor took a strange intrest in him and wanted him to give a chance . Charles knew that it was hisfirst and last real shot ......Charles made out as a best publisher writing 6 fucking novels and more than 200 poems .

Backstory 

of his own . Feeling motivated 😊. But that's the problem .Because his EPtiah reads - DON'T TRYA story which embodies an American dream .A man fights for his dreams , struggles and ultimately achieve his wildest fantasy .

His Success Defied Everyones' Expectations Particularly 

Despite the fact of the numbers he sold and fame he earned , he was a loser and he knew he was a loser . His success didn't stemmed out with the will to be an outshining literary star and to defy the odds but with his comfort of being a loser He worked hard and published openly about being a loser .

Reason 

Our society is obsessively focused on forced unrealistic positive expectations .be happier, be healthier,be best better than the rest . Be envied ,more admired and crap out twelve nuggets of gold before going to your willingly wonderful job .but when you Really stop thinking about this conventional life advice , it is which fixating you on the things you lack ask yourself a question , how many times gave you seen someone sad or living a normal life on instagram or Facebook .Man fuck this metallistic world yo enjoy this fucking life .............

Problem With Society Or With You

They help me to live my life out with comfort .

#1 New York Times Bestseller Over 1 million copies sold In this generation-defining self-help guide, a superstar blogger cuts through the crap to show us how to stop trying to be "positive" all the time so that we can truly become better, happier people. For decades, we’ve been told that positive thinking is the key to a happy, rich life. "F**k positivity," Mark Manson says. "Let’s be honest, shit is f**ked and we have to live with it." In his wildly popular Internet blog, Manson doesn’t sugarcoat or equivocate. He tells it like it is—a dose of raw, refreshing, honest truth that is sorely lacking today. The Subtle Art of Not Giving a F**k is his antidote to the coddling, let’s-all-feel-good mindset that has infected American society and spoiled a generation, rewarding them with gold medals just for showing up. Manson makes the argument, backed both by academic research and well-timed poop jokes, that improving our lives hinges not on our ability to turn lemons into lemonade, but on learning to stomach lemons better. Human beings are flawed and limited—"not everybody can be extraordinary, there are winners and losers in society, and some of it is not fair or your fault." Manson advises us to get to know our limitations and accept them. Once we embrace our fears, faults, and uncertainties, once we stop running and avoiding and start confronting painful truths, we can begin to find the courage, perseverance, honesty, responsibility, curiosity, and forgiveness we seek. There are only so many things we can give a f**k about so we need to figure out which ones really matter, Manson makes clear. While money is nice, caring about what you do with your life is better, because true wealth is about experience. A much-needed grab-you-by-the-shoulders-and-look-you-in-the-eye moment of real-talk, filled with entertaining stories and profane, ruthless humor, The Subtle Art of Not Giving a F**k is a refreshing slap for a generation to help them lead contented, grounded lives.

mentalhealth

Mental Health

problemsolving

Problem Solving

books

Books

leadershipandmanagement

Leadership & Management

#1 New York Times BestsellerOver 10 million copies soldIn this generation-defining self-help guide, a superstar blogger cuts through the crap to show us how to stop trying to be "positive" all the time so that we can truly become better, happier people.For decades, we’ve been told that positive thinking is the key to a happy, rich life. "F**k positivity," Mark Manson says. "Let’s be honest, shit is f**ked and we have to live with it." In his wildly popular Internet blog, Manson doesn’t sugarcoat or equivocate. He tells it like it is—a dose of raw, refreshing, honest truth that is sorely lacking today. The Subtle Art of Not Giving a F**k is his antidote to the coddling, let’s-all-feel-good mindset that has infected American society and spoiled a generation, rewarding them with gold medals just for showing up.Manson makes the argument, backed both by academic research and well-timed poop jokes, that improving our lives hinges not on our ability to turn lemons into lemonade, but on learning to stomach lemons better. Human beings are flawed and limited—"not everybody can be extraordinary, there are winners and losers in society, and some of it is not fair or your fault." Manson advises us to get to know our limitations and accept them. Once we embrace our fears, faults, and uncertainties, once we stop running and avoiding and start confronting painful truths, we can begin to find the courage, perseverance, honesty, responsibility, curiosity, and forgiveness we seek.There are only so many things we can give a f**k about so we need to figure out which ones really matter, Manson makes clear. While money is nice, caring about what you do with your life is better, because true wealth is about experience. A much-needed grab-you-by-the-shoulders-and-look-you-in-the-eye moment of real-talk, filled with entertaining stories and profane, ruthless humor, The Subtle Art of Not Giving a F**k is a refreshing slap for a generation to help them lead contented, grounded lives.

Mark Manson (born 1984) is a professional blogger, entrepreneur, and former dating coach. Since 2007, he's been helping people with their emotional and relationship problems. He has worked with thousands of people from over 30 different countries. He regularly writes and updates his blog at: www.markmanson.net

Mark Manson

The Subtle Art of Not Giving a F*ck

Transformational leaders are those who engage with followers to raise one another to higher levels of motivation and morality.
How do they achieve this? By embodying an inspiring vision in order to motivate followers to work on shared goals that transcend their self-interest.

Transformational Leadership

<ul><li>Extraversion</li><li>Low neuroticism and high levels of self-efficacy</li><li>Openness to new experience</li><li> Conscientiousness</li><li>Agreeableness and supportiveness</li></ul>

Characteristics and Traits of a transformational leader

Transformational leaders set a high standard of moral and ethical conduct to engender loyalty and respect in their followers. One might say they ‘walk the talk’ or lead by example.

Components of transformational leadership: Idealized influence

Transformational leaders stimulate the inner emotional worlds of their followers by appealing to higher ideals and values.They achieve this by tenaciously upholding an inspiring vision linked to clear goals. Rather than obfuscating the vision with jargon, they repeatedly and enthusiastically repeat it to keep it front of mind.Idealized influence and inspirational motivation are highly correlated, sometimes combined in the research to form the dimension ‘charisma.

Inspirational motivation

Transformational leaders also model concern for their team’s welfare, creating an atmosphere of trust. By <a href="https://positivepsychology.com/coaching-mentoring-counseling/">coaching and mentoring</a> with empathy, they promote growth and development while garnering meaningful insights into any problems occurring on the ground.

Individualized consideration

Transformational leadership is often juxtaposed with transactional leadership. The latter leaders “cater to their followers’ immediate self-interests” instead of uplifting the morals of their followers through inspiration Transformational leaders foster creative, innovative problem solving, as well as a culture that regularly challenges the status quo.

Intellectual stimulation

EI (Emotional Intelligence) is virtually synonymous with good leadership. There are five elements of emotional intelligence:
<ul>
<li>Self-awareness: The ability to recognize and understand one’s own emotions, as well as one’s effect on other people. </li>
<li>Self-regulation: Being able to manage one’s emotions appropriately. </li>
<li>Social awareness: Skillful interactions that build meaningful relationships. </li>
<li>Empathy: The ability to understand how others are feeling and respond with care. </li>
<li>Self-motivation: Being able to harness passion, as opposed to extrinsic incentives, to fulfill one’s inner needs.</li>
</ul>

Transformational Leadership & Emotional Intelligence

A large body of evidence shows that transformational leadership positively aligns with how well companies, the military, governmental organizations, educational institutions, and nonprofits perform.Here are five specific research findings that found a link between transformational leadership and employee/organizational effectiveness:<ul><li> Team performance</li><li> Employee job performance</li><li>Communication</li><li>Employee outcomes</li><li>Inspirational motivation</li></ul>

Effectiveness Of Transformational leadership

Transformational Leadership isn’t a blanket solution to be used in every scenario and across every setting. Some argue that some teams need a more transactional style, meaning closer supervision and greater direction. This might especially be the case when followers are unskilled and require more oversight.Transformational leadership is also more effective when applied in smaller, privately held organizations compared to larger, more complex ones

Advantages & Disadvantages of Transformational Leadership

<ul><li> Limited interest in group-level processes</li><li>Ambiguity about transformational behaviors</li><li>Ambiguity about transactional leadership</li><li>Omission of important behaviors</li><li> Insufficient specification of situational variables</li><li>Insufficient identification of negative effects</li><li>Heroic leadership stereotype</li></ul>

Criticisms of Transformational Leadership

Five key elements of optimum leadership in healthcare settings:<ul><li>Inspiring visions at every level, along with upholding a shared, holistic view of care</li><li>Clear, aligned objectives for all teams, departments, and individual staff</li><li>Supportive and enabling people management and high levels of staff engagement</li><li>Learning, innovation, and quality improvement embedded in the practice of all staff</li><li>Effective teamwork</li></ul>

Applying Transformational Leadership in Healthcare

We explore the origins of transformational leadership theory, which can cause top-down paradigm shifts in the way organizations are run.

Transformational Leadership: How to Motivate & Inspire Teams

Employees who feel connected and have a sense of belonging are more productive and committed to their companies. Leaders should use everything at their disposal, including new technologies, to foster their company culture.
Encourage your managers to do the same. Taking the necessary precautions, host monthly in-person, all-company gatherings for employees to reconnect, as well as special events like team luncheons, wellness discussions, happy hours, or even a yoga health retreat

Fostering Connectedness

The pandemic put corporate communications functions to the test and leaders learned firsthand how being authentic and vulnerable builds trust. Leaders who continue to be transparent with their feelings, both positive and negative, will build stronger connections and loyalty. When people see you being authentic, asking for feedback, or acknowledging difficulties, it shows them it’s ok to do the same, and creates a place where people feel they can voice their opinions and be their true selves.

Authenticity

Employees who<a href="https://www.mckinsey.com/business-functions/people-and-organizational-performance/our-insights/help-your-employees-find-purpose-or-watch-them-leave"> find purpose</a> in their work are more engaged and productive. As many workers reevaluate their priorities during the pandemic, they’re bound to consider how a company’s purpose and values align with their own. Help employees see the connection between the work they do and the organization’s greater purpose. Reinforce the important role they play. If they crave a new challenge, work with them to identify new career development opportunities. Explore pro-bono or low-bono projects with nonprofit partners.

Promote A Sense Of Purpose

It’s common sense to show employees your appreciation, but it might not be felt as deeply in the hybrid workplace. A lack of positive feedback or appreciation can cause workers to feel ineffective or stuck in their jobs. Besides giving feedback and praise during regular interactions, ramp up more formal recognition opportunities. Consider highlighting great work and how employees have lived your corporate values during weekly, monthly or quarterly communication and meetings. Show appreciation in unique ways that also foster connection.

Show Appreciation

Every New Year’s resolution list should include a focus on mental health. We’ve all been through a lot and workers now rely on employers to help them cope. If you’re not already, offer mental health support in your benefits package. This could include access to online resources, providing a wellness-related allowance that supports employees’ external endeavors, or expert guided gatherings or safe spaces where employees can talk, process issues, and learn from each other.

Prioritize Mental Health

In times of uncertainty, it’s easy to stay the course and play it safe. However, people have been wading through the global pandemic for almost two years and are ready to move beyond uncertainty. Experienced leaders know that transparency, a clear vision, ambitious goals, and employee appreciation energize workers. It’s time to be bold and make moves that inspire transformational ideas that help us emerge out of the pandemic.

Think Bold

Employees want to move beyond the uncertainty of the past two years of the pandemic—but keep the flexibility that remote and in-person work allows.


corporateculture

Corporate Culture

A 6-point plan to hypermotivate your hybrid teams in 2022

Here's how conflict handling would work using the "SAS" rule:
<ul>
<li>Step 1: (S)tep back -- physically. This creates space between you and your colleague and sends the signal that you're not interested in further aggression or tension.</li>
<li>Step 2: (A)sk for a second to think about the situation logically. With a pause in the communication, ask yourself two critical questions: What is the most important fact on each side of the argument?</li>
<li>Step 3: (S)hare your realization with the other person calmly. Be sure you acknowledge both sides of the argument and how your emotion was coloring your communication.</li>
</ul>

The SAS Rule To Quickly Defuse Conflict

At this point, you may be able to continue a constructive conversation that reaches a peaceful resolution. If, however, there is still tension, ask to excuse yourself so both of you can calm down and rationally think about both sides of the argument.Follow up after a few hours (or days, depending on how much time you need) to calmly discuss the issue and come to a resolution. Be prepared to listen and, as needed, make a concession or compromise.

Follow Up And Listen

You can prepare an agenda for your follow-up or craft a statement of facts or beliefs that frame your side of the argument. Both of you should do this and share it with the other to review in advance. This avoids possible inflammatory statements at the moment and forces you to think about the other person's position.Overall, it's best to defuse these situations quickly and let the other person know you have no interest in conflict, but that you'd much rather listen, share, and come to an understanding calmly. It's the only way forward -- for the issue at hand and for your relationship.

Closure

Conflict appears in many forms, but we seldom are prepared to deal with it. Fortunately, this 3-step rule defuses tense situations and facilitates constructive resolution.

personaldevelopment

Personal Development

communication

Communication

Use The "S-A-S" Rule to Quickly Defuse Conflict & End Arguments 

While the underlying components of the formula for executive presence(credibility + ease/ego) are universal, a strong or effective executive presence might look different from one individual, situation, or culture to the next. 
People should think of the pieces that make up these components as dials on an instrument panel. Depending on the circumstance, you can turn some dials up and others down.

Executive Presence

Credibility has one important piece: expertise in your role.No level of executive presence can compensate for a lack of ability. 
You need to be able to communicate your credibility to others. So once you’re sure you know your stuff, how can you work to better convey that?
<ul>
<li>Avoid a monotone delivery. </li>
<li>Avoid using too many filler words—“er,” “um,” “uh”—which can be distracting from the message you’re trying to convey.</li>
<li>Make sure you aren’t fidgeting or using “props” in a meeting.</li>
</ul>

Credibility

As with credibility, ease also has several foundational elements. These include making sure you are eating and sleeping well, having social support, and are making time for movement in your day. These things will help build your capacity for resilience under stress.
Other ways to convey ease include connecting with those you work with, avoiding emotional outbursts, listening well, maintaining eye contact, as well as authenticity, which signals “a sense of self-assurance.”

Ease

With ego, the focus is on true confidence and true humility.
With ego being the denominator in the executive-presence formula, you don’t want to have a minuscule ego, nor do you want an oversized one, since both a negative number and a giant number will mean an erosion of the credibility and ease that you’ve worked to convey.
Tips:
<ul>
<li>Stop thinking about yourself too much.</li>
<li>A focus on doing good work is what will ultimately determine how your peers or your boss or your clients think of you.</li>
</ul>

A professor and executive coach unpacks this seemingly elusive trait.

career

Career

Executive Presence Isn’t One-Size-Fits-All. Here’s How to Develop Yours.

Even though many organisations have now transitioned back to a phased or hybrid return to the office, the unknowns surrounding the pandemic has prompted a return to working from home.
Given this trend, leaders must ensure that their employees are once again set up for remote working. Employers are likely to want to continue making the most of the advantages of this working format, which will mean that leadership figures will need to carefully manage productivity and encourage continued communication.

Resurgence in Remote Working

80% of employees want inclusive companies, and almost half of respondents believed that their company needed to improve diversity, race and gender equality. This tells us that every industry leader must strive to familiarise themselves with diversity-related issues in order to create a truly inclusionary working environment.
These issues are now at the top of the agenda – both internally and externally – so we can expect to see leaders working towards a more inclusive working environment in 2022.

Improved Diversity & Equality

Due to extenuating circumstances, such as the pandemic, many industries are reporting considerable skills gaps. For example, there are thought to be skills gaps in up to 70% of the technology industry, and many other industries are finding similar gulfs in appropriately trained workers.
To address this, business leaders must understand where gaps exist in their own organisation and look to develop their employees to fulfil specific skills gaps.

Addressing Skills Gaps

Organisations are failing to develop middle-management to eventually take on C-Suite(senior and executive level) positions. In 2022, businesses must roll out strategies designed to equip middle-management with the skills they need to lead and therefore be considered for roles within the C-Suite.
Crucially, this training must focus on training leaders for the here-and-now, as well as those that are able to develop empathy and an emotional connection with their teams.

Developing Successors

While employees and management may be open to the idea of change in the working environment, implementing large-scale changes can create further issues with change fatigue – particularly prevalent given what we’ve experienced these past few years. If this is the case, then working to reinforce change management should certainly be on your list of priorities for 2022.
Leaders must prioritise the way they manage organisational change since it is likely that almost two years of upheaval in the workplace has greatly contributed to fatigue and burnout.

Managing Change Fatigue

In 2022, employers will need to review their hiring policies to ensure they’re finding those with high ceilings when it comes to their potential.
Hiring new talent has always been a lottery, and that won’t change. However, as a consequence of these changes in the employment market, the penalties for hiring the wrong person could mean that you miss out on that one person that your organisation craves.

Finding the Diamond in the Rough

There was once a time when employees clocked in and clocked out; no questions asked. But these days employees care far more than just their salary. While, clearly, wages are a key pointer for employees to remain with a business, they are now just as concerned about the environment they are being asked to work.
In 2022, businesses must find new ways to bolster the overall health and wellbeing of their employees – this could mean anything from offering perks to preparing them to take the next step in their careers.

Employment Benefits

Employees are also keen to know that their health and welfare is taken seriously; this means everything from ensuring correct health protocols to ensuring that mental fatigue and burnout are addressed quickly and correctly.
Now that remote working continues to look increasingly likely heading into 2022, it’s crucial that organisations rally in order to create a healthy working culture. And for those that must continue with a hybrid working approach, safety must be taken very seriously.

Creating a Healthy Atmosphere in 2022

In this story, we’ll be exploring 7 of the issues that may face business leaders in 2022 and how best they can manage them.

7 Leadership Issues Managers Face in 2022

We spend much of our day on autopilot not giving much thought to what we are doing with our time. This is a problem. We should adopt the habit of pausing before action and asking, "What makes the most sense right now ?". Hence,you should schedule every minute of your day. Without structure,its easy to allow you to waste your time on social media,web surfing. To summarise, the motivation for this strategy is to recognise that deep work requires you to treat your time with respect. Scheduling every minute of the day is a simple habit that helps you to manage your time and maintain productivity.

Schedule Every Minute Of Your Day

Read the Wall Street Journal Bestseller for "cultivating intense focus" for fast, powerful performance results for achieving success and true meaning in one's professional life (Adam Grant, author of Give and Take). Deep work is the ability to focus without distraction on a cognitively demanding task. It's a skill that allows you to quickly master complicated information and produce better results in less time. Deep Work will make you better at what you do and provide the sense of true fulfillment that comes from craftsmanship. In short, deep work is like a super power in our increasingly competitive twenty-first century economy. And yet, most people have lost the ability to go deep-spending their days instead in a frantic blur of e-mail and social media, not even realizing there's a better way. In Deep Work, author and professor Cal Newport flips the narrative on impact in a connected age. Instead of arguing distraction is bad, he instead celebrates the power of its opposite. Dividing this book into two parts, he first makes the case that in almost any profession, cultivating a deep work ethic will produce massive benefits. He then presents a rigorous training regimen, presented as a series of four "rules," for transforming your mind and habits to support this skill. 1. Work Deeply 2. Embrace Boredom 3. Quit Social Media 4. Drain the Shallows A mix of cultural criticism and actionable advice, Deep Work takes the reader on a journey through memorable stories-from Carl Jung building a stone tower in the woods to focus his mind, to a social media pioneer buying a round-trip business class ticket to Tokyo to write a book free from distraction in the air-and no-nonsense advice, such as the claim that most serious professionals should quit social media and that you should practice being bored. Deep Work is an indispensable guide to anyone seeking focused success in a distracted world. An Amazon Best Book of 2016 Pick in Business & Leadership Wall Street Journal Business Bestseller A Business Book of the Week at 800-CEO-READ

productivity

Productivity

timemanagement

Time Management

Master one of our economy’s most rare skills and achieve groundbreaking results with this “exciting” book (Daniel H. Pink) from an “exceptional” author (New York Times Book Review). Deep work is the ability to focus without distraction on a cognitively demanding task. It's a skill that allows you to quickly master complicated information and produce better results in less time. Deep Work will make you better at what you do and provide the sense of true fulfillment that comes from craftsmanship. In short, deep work is like a super power in our increasingly competitive twenty-first century economy. And yet, most people have lost the ability to go deep-spending their days instead in a frantic blur of e-mail and social media, not even realizing there's a better way. In Deep Work, author and professor Cal Newport flips the narrative on impact in a connected age. Instead of arguing distraction is bad, he instead celebrates the power of its opposite. Dividing this book into two parts, he first makes the case that in almost any profession, cultivating a deep work ethic will produce massive benefits. He then presents a rigorous training regimen, presented as a series of four "rules," for transforming your mind and habits to support this skill. 1. Work Deeply 2. Embrace Boredom 3. Quit Social Media 4. Drain the Shallows A mix of cultural criticism and actionable advice, Deep Work takes the reader on a journey through memorable stories-from Carl Jung building a stone tower in the woods to focus his mind, to a social media pioneer buying a round-trip business class ticket to Tokyo to write a book free from distraction in the air-and no-nonsense advice, such as the claim that most serious professionals should quit social media and that you should practice being bored. Deep Work is an indispensable guide to anyone seeking focused success in a distracted world. An Amazon Best Book of 2016 Pick in Business & Leadership Wall Street Journal Business Bestseller A Business Book of the Week at 800-CEO-READ

Cal Newport is Provost’s Distinguished Professor of Computer Science at Georgetown University, and the author of seven books. His ideas and writing are frequently featured in major publications and on TV and radio.From his website: "I write about the intersection of digital technology and culture. I’m particularly interested in our struggle to deploy these tools in ways that support instead of subvert the things we care about in both our personal and professional lives."

Cal Newport

Deep Work

Any student of economics knows this basic rule, which states that rational agents should not take irrecoverable or “sunk” costs into account when making decisions about present or future investments. Nevertheless, human beings break this rule all the time, succumbing to a cognitive bias known as the “sunk-cost fallacy.” 
If you have ever sat through a bad movie because you did not want to “waste” the money you paid for the ticket or finished a PhD program you lost interest in years ago because of all the work you had already done, you have made this mistake.

Sunk Cost Fallacy

But what if this behaviour was not always a mistake—what if, in certain situations, this “fallacy” were actually an optimal decision-making strategy?
Human beings—even rational ones—have a limited capacity to remember the original reasoning behind their decisions. If that capacity is exceeded, the information could be lost—so we need a mental placeholder that can remind us of why we decided something, just as tying a string around your finger reminds you that you need to pick up milk on the way home from work. This kind of ad hoc “memory device” is called a mnemonic.

Sunk Cost: Keep Calm and Carry On

The Sunk Cost fallacy, then is a useful mental shortcut passed down to us by our savannah-dwelling ancestors.
We call it the ‘theory of the second best': The more you can remember, the better it is, and you don’t have to commit this fallacy at all. But if it’s a common feature of human beings that they do forget stuff, then the sunk cost fallacy is an optimal response to that forgetfulness. Sunk costs can encode information about decisions you made in the past, and if that’s the case you should take them into account, because if you didn’t, you’d make even worse decisions.

Inducing Forgetfulness for Fun and Profit

Understand yourself and those around you.

psychology

Psychology

Discover the world of business and economics.

economics

Economics

Is the Sunk Cost Fallacy Actually Smart Business?

It would be easy to ascribe these tendencies to a simple quirk of evolution—a kind of mental tic encoded in our genes. But what if the cognitive biases we exhibit when making choices are not limited to us? What if these biases are basic emergent properties of any system forced to make decisions with limited mental resources?
In order to get inside the “black box” of humanity’s irrationality when deciding between many options, researchers created a simplified mathematical model of how a machine—an “automaton”—would make choices.

Making Decisions

Automatons are decision-making algorithms expressed mathematically rather than in code. These automatons commit the same “mistakes” that humans do when making decisions. An automaton may exhibit a “primacy” effect, in which it tends to pick one of the first items on a list. An automaton may also exhibit a “recency” effect, in which it goes for the last item on a list.
The ability of automatons to mimic human behavior, and the fact that they are built from mathematical first principles, means automatons can be used to formally analyze the fundamental tradeoffs that we face when making choices.

Automatons

When decision-makers are satisficing, it is not hard to see why they would be more likely to choose an item that appears earlier on a list, because they stop as soon as they find one that meets their pre-existing criteria, and might not even look at every item in a list. 
Contrast this strategy with rational decision making, which is a standard assumption in many economic models. It turns out that making a decision “rationally”—which in economics terms means analyzing every possible option—requires a great deal of cognitive horsepower.

Rational Or Irrational Decisions

Humans are neither perfectly rational decision-makers nor strict satisficers, no matter how Spock-like or impulsive any individual may seem.
A history-dependent satisficer automaton has some ability to remember what options it has seen before and to modify its criteria accordingly. The more memory this automaton possesses, the closer it gets to the choices yielded by rational decision making. The more states the automaton has, the better a decision it can make.

History-Dependent Satisficer

The effects that researchers derive using mathematical analysis show up everywhere in the real world. Humans are more likely to vote for candidates who appear first on a ballot, more likely to click on options at the top of their computer screen, and more likely to give high scores to competitors who appear first and last in a competition.
There was even a lawsuit in the 1980s in which the federal government forced American Airlines to stop putting its own flights above those of its competitors in American’s computer reservation system.

The First Option On The List

Psychologists and behavioral economists have established that humans exhibit a number of fairly predictable biases in their decision making. For example, when offered a menu, people generally choose one of the first items on it or the very last item.

Why humans can’t seem to make the “right” choices

Decisions, Decisions

It is best not to rush through writing up a summary of your year. Your employer will ideally let you know what the performance reviews are used for and the effect they could have on your career.Year-end evaluations can be a way to get your boss up to speed on what they may have missed, but they can also be used as part of the compensation cycle. Therefore, you have to be strategic about what you advocate for.

Performance review self-assessment

Vague statements include being a good co-worker, well-organised or a good communicator. <ul><li>Instead, mention specific and relevant accomplishments. Share how they happened and why you could achieve them. Ensure to quantify the impact it had on the business.</li><li>If you don't know how to mention a win, ask yourself why it mattered. What was the effect?</li><li>Consider the people you work with (your manager, colleagues, customers). Gather emails, reports and communications that support your work, then ask yourself what you did to make their life easier and how you can improve?</li></ul>

Don't be vague. Be specific in mentioning relevant progress

Leaving out areas for improvement could be a missed opportunity to make the evaluation a pitch to your boss about what skills you would like to learn or ideas you want to explore. If you want to move up the corporate ladder, ensure your self-evaluation reflects that. If you feel you are ready for more responsibility or a promotion, express that.

Share what you want to improve next year

Using the pandemic as an excuse for not performing your job in the best way is not going to put you in the best light. Language that shows you are stagnant, such as "we did not have enough resources", will taint your evaluation. Instead, use words that show you are moving forward, such as "I was able to be agile during our challenges and changes."

Don't blame others for your setbacks

It's difficult to remember in December what you worked on in February. <ul><li>Habitually keep track of emails, collaborations and projects that are applicable to the team and business goals.</li><li>Every month, ask what you did that month. What stood out to you? </li><li>Keep track of project milestones reached, emails with positive feedback, reports with sales numbers or other metrics and moments that make you proud.</li></ul>

Keep track of your accomplishments and results

False modesty is not helpful in a year-end review, but neither is vague praise.

How To Advocate For Yourself In Your Year-End Review

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