30 secs of MBA gold by Will Price



Harvard Business School ::

mark leslie :: https://hbr.org/2006/07/the-sales-learning-curve

Executive Leadership Fundamentals
with John Ullmen
Learn the executive leadership qualities that set the best apart from the rest.

  1. In order to build trust as an executive, take action to increase reliability (be someone who can be counted on), credibility (bring value), and connection (build repertoire and relationship).
  2. Executive leaders need to be the strongest advocate for employees to be the best selves they can be in order to unleash the full potential of the people around them
  3. CEOs report that everything they say counts is the most surprising element in their role

Earn their trust every day

I worked with an executive named Daniel from a leading investment bank who decided he wanted to start his own firm. He wanted to offer more transparency to his clients, and create a collaborative culture for people to work in. First, he had to relinquish all his clients to the investment bank and start fresh to try and re-engage those clients and new ones for him new firm. As for employees, he wanted to hire 16 people from the investment bank, but given regulations, and the urgency to get started immediately, he had a tight window to recruit them, so he invited all 16 people to a meeting at 4:30pm on a Friday, which was immediately after he officially severed ties with the investment bank.

He shared his vision with them for the first time, and he invited them to join. He said he’d understand if they said no, but there was literally not a day to lose because they had to wrap up that weekend, so if they were going to leave the investment bank and join his venture, they would need to decide, sign, and send the appropriate documents before 5pm. In other words, he asked 16 mature, extremely talented, accomplished professionals on 30 minutes notice to leave their stable, very well compensated, established positions in a world famous investment bank, to join a fledgling venture, which at that point had exactly zero clients and zero income.

All 16 said yes. They dropped everything to follow Daniel. Why? Because they trusted him. Because he earned their trust. In fact, he earned it long before he even considered starting his own firm. His consistent actions over time convinced them, beyond question, that their interest mattered to him, and he would come through for them. He earned the trust of his clients’, too. Daniel says one of the things he’s most proud of is what happened when he called his former clients and asked them for their business.

Well, previously under the auspices of that global, reputable investment back, he had several billion dollars from clients under management. After a round of calls to those same clients, he had regained the initial amount plus 50% more. These sophisticated, highly intelligent investors trusted him even more without the backing reputation and resources of a world famous firm. The employees voted with their feet and their futures. The clients voted with their hard earned income, and they were both right to trust Daniel.

His firm has grown sensationally since then, and he’s racked up a consistent streak of awards in his industry year after year. If Daniel hadn’t earned their trust long before he needed it, he, his employees, and his clients all would’ve lost out. None of this would’ve happened. Earning trust every day is the foundation of successful executive leadership. Whether they say it or not, a question on everyone’s mind is, “Why should we follow you?” The best answer is, “Because we trust you.” We trust you to look out for our best interest, to help us succeed, empower us to reach our goals, and do more than we thought we could.

To help us be proud of the meaningful work we’ve done. But there’s only one way to gain it and keep it, and that’s to earn it. Whether people trust us is 100% up to them based on the impact of our actions on them. When you build trust, everything goes better. When you damage it, everything gets worse. That’s why Daniel’s lesson applies to executive leaders in all organizations and industries. Here’s what to do. In your interactions every day, take actions that increase the three key factors that build trust.

Reliability, credibility, and connection.

  1. Reliability. Be someone who can be counted on. Show up on time, be prepared, and overdeliver. Make commitments, and follow through. Close the loop on all expectations. If sometimes you fall short, do whatever it takes to make it right.
  2. Credibility. Bring value to the table. Know what you’re supposed to know, and do what you’re supposed to do. Learn all you can about your business and industry. Step up when you’re needed. Make your presence felt, and add value.
  3. Connection. Build repertoire and relationship with others. Learn something from them or about them every time you interact. Find out what matters to them, and help them get it. Listen, understand, and give. Do this every day, and you’ll build strong trust, and like Daniel, when the day comes that you really need people to be there for you, you’ll find they already have been all along.

The four disciplines of executive leadership

– Executive leadership is like an ocean voyage of discovery and you’re the captain. Your people are counting on you to find a way to arrive safely and successfully despite currents and storms. How do you do it? The foundation is that all of your choices as an executive leader should align with two principles, earn trust and serve your people. Those are must haves. Those are litmus tests, and everything you do, everything you say, should pass those tests, and take strength from those motives. We cover those two principles in separate videos.

Now given that you follow those principles, how should you focus your efforts? In four distinct ways, what I call the four disciplines of executive leadership. By discipline I mean consistent action. The four disciplines are top priority, integrated sets of practices and actions for executive leadership success. First set direction, where are you leading us? Omar Bradley said, “Set your course by the stars, “not by the lights of every passing ship.” It’s challenging, we need direction, but not just any direction.

Nor one that is too susceptible to change, though things change around us every day. Second, motivate commitment. Why should we give our best effort? You must make a convincing case, and embody the inspiration you want to see in others. On this point, there’s a fine excerpt from The Little Prince that captures the difference between operational management and visionary leadership. “If you want to build a ship, “don’t drum up the people to gather wood, “divide the work, and give orders.

“Instead, teach them to yearn for the vast and endless sea.” Operational matters are crucial, and that’s why you place excellent people into those roles. Your role is to engender that yearning. That internal self-chosen dedication to bring our most engaged, creative, energetic selves to our shared purpose. Third, drive for results. What happens when trouble happens? Changes, challenges and crisis will come, you must prepare us to adapt and endure, and prevent us from giving in to excuses, naivety and fatigue.

William Arthur Ward said, “The pessimist complains “about the wind, the optimist expects it change, “the realist adjusts the sails.” Fourth, develop yourself. How do you equip yourself for the journey? You can’t give your people what they deserve for long unless you give yourself what you need too. Leading others is a voyage in the outer world of tangible results, and the inner world of your own growth. It takes curiosity and courage. Mark Twain said, “Twenty years from now, “you’ll be more disappointed by the things “you didn’t do than those you did.

“So throw off the bowlines. “Sail away from safe harbor. “Catch the wind in your sales. “Explore. “Dream. “Discover.” It’s a great theme for your learning as a leader. What you do to help your people grow too, as you set a course for them to succeed. That takes us right back to the first discipline, setting direction, so all four disciplines work together. As an executive leader your ability to master the disciplines enables you to fulfill the overarching aim of serving your people as well as you’re capable of doing.

You do what needs to be done to inspire them to do what they’re capable of doing, learning and becoming. In the following chapters each of the four disciplines is broken down into several practices each with its own video. Each video has several specific action steps to guide you how to implement each practice. It’s also summarized in a downloadable handout in your exercise file. So throw off the bowlines, catch the wind in your sails. Go through the videos in each of the four disciplines, and note carefully which action steps you need to do more often.

Then explore and discover. Start them right away.

1. Set Direction

Think strategically
Take responsibility and be decisive
Lead from “me” to “we”: define the past, present, and future
Create a shared purpose and compelling vision

2. Motivate Commitment

Inspire confidence, even under pressure
Energize and empower people
Encourage personal excellence
Create collaboration opportunities
Develop others and build a talent pipeline
Communicate to motivate

Be thoughtful and intentional about all you say!
Words of Integrity; Feel it before you talk…

Communicate to replicate

Leaders create simplicity;
Excess fails; simple scales
let them say it in their words

3. Drive for Results

Establish 3 priorities and focus
Ensure invigorating accountability
Influence without authority
Cultivate creative thinking and innovation
Lead large-scale change and shape culture

4. Develop Yourself

Increase self-awareness
Build resilience and resourcefulness
Keep learning: keep learning beyond your current role.
Keep connecting: Build a Personal Board ; 3mo mtg.

FIND THE PROBLEM TO SOLVE  http://youtu.be/XETaA1b6ep4

Competitive Strategy Fundamentals
with Anil Gupta
Global strategy expert and author Anil Gupta provides a primer on competitive strategy: being faster, better, and cheaper than the competitors in your market.

1. What Is Your Competitive Advantage?

in ABSOLUTION:: you MUST just simply be Better, faster & cheaper than competitors.

Does your product “enjoy” a competitive advantage of reliability in a given market.

  1. what is your business’ competitive disadvantage from your 2 customers

2. Sources of Onstage Advantage?

Know Industry Dynamics

Manage Complimentors

Pursue Deep Customer alignment

Focus like Amazon on entire purchase and consumption cycle

3. Sources of Backstage Advantage?

optimize value chain architecture

relationship advantage : MSFT stickyness

competing thru innovation :

technology innovation : genetic engineering
product innovation : Apple iphone
service innovation : Facebook
process innovation : Toyota production line
business model innovation : Amazon ecommerce

Communication Fundamentals with John Ullmen
Effective communication is more than what you say. Learn to overcome anxiety, improve your listening ability, hone your message, and deliver it better.

Marketing Fundamentals with Drew Boyd
Provides a roadmap for how to develop, implement, and measure a successful marketing plan.

1. Marketing’s Role

changing belief in minds of customers
Your product is Important and better value than competition

Marketing is an organization
Planning Process
The Team
Creating Marketing Plans
Know B2B vs. B2C
In B2B economic stressors lead functionality

2. Analyzing Your Business

Focus on Core Business
determine plan scope
research/profile competition

  1. direct; Pepsi at a concert
  2. indirect; Apple Cider at Harvest
  3. substitute ; drinking Fiji water & OJ for Coke…

 analyze products
analyze customer audiences
scrutinize buying/conversion process
analyze your markets: estimate bigge$t opportunities

3. Developing your strategy

“S” segmenting your customers (demo,geo,psycho *graphic)
“T” targeting your customers : which to go after
“P” positioning: customer thought of us vs others

4. Planning Tactical Phase

four “P”s in Mktg: product, pricing, promotion & placement
… packaging / presentation
… value proposition in all channels
… distribution & servicing turn-key
emotional leads economical zero point of influence for B2C

“S” specific

“M” measurable

“A” attainable

“R” relevant

“T” time bound

Customer wants is location & time

5. Aligning the Organization

Presenting to Leadership Teams :
lead w/ a success story
share whats changed “the burning platform”
share about the process of defining approach
elevator speech on conversion
funding marketing is investment not a cost
ask for support :
educate sales team w/ lead sales person training rest
guide vendors & agencies
draft creative brief… per initiative

6. RollOut & Measuring

launching estimates & budgeting
measuring Key Performing Indicators PKIs
calculating break-even points
calculating customer lifetime value
… define /decide which kind of customer youd choose
forecast retention vs. one time  w/ CLV formula
e.g. $89 selling unit costs $29 to make, unit life is 3 years and youd expect to retain them as a consumer for 20 years = $400 max investment to acquire someone
89 – 29 X 0.333 X 20 yrs = CLV $400
yieldprice – hardcost X exhaust X retention loyalty = investment ceiling


Finance Fundamentals with Jim Stice
Get a comprehensive introduction to the world of finance, from analyzing risk and return and obtaining financing to understanding how markets and financial institutions, such as banks, operate.


What is Finance

revenues – expenses = net income

biz risks = price, credit, interest rate, exchange rate & cash flow

2 elements of a budget = itemize expenditures and develop a written plan

Financial statements

capital structure : tax rates, collateral quality & cash flows

investment banks = help companies w/ deals & engage in investment trading

you lower debt equity when you perform capital budgeting


Short-Term Financial Statement

Risk and Return

managing receivables credit policy does not include method of payment

consider corporate “beta” in measurable pregnant risk assessment not impacted by broad economic movements


risk-free rate time value in money @5% :: think of candy now pay later

equity risk premium @11% avg so 6% is extra amt earned to invest on RISK

Capital Asset Pricing Model CAPM

== RiskFree + ( Beta X Equity Risk ) = Expected / entitled:anticipated Return

capital structure DOES impact the overall value of a business unless utopian theory; but think about the world income should never be gifted because thats taxable YES (interest expense) a loan is tax deductible

optimal borrowing structure

  1. high tax rate = borrow more
  2. quality of collateral = borrow more easier
  3. stability cash flow = borrow more accountable to repay

…failure to pay is subject to the law

Understanding Securities Markets

cost of capital structure that provides the lowest weighted structure 50%lender 50%equity

stock:equity ownership / variant , never repaid

bonds:loan debt / fixed, obligated to repay

Can you pick stocks in the stock market?

– Can you pick stocks in the stock market? Can we as individual investors use our ability to analyze financial data and economic trends to identify winning and losing stocks? Could we do that? No. Turns out the market’s just too fast. The market reacts to information quickly, in minutes. There are people in New York, smart people in New York, whose job it is to analyze all information poured into super computers, do the data analysis to find mispriced, publicly-traded stocks.

It’s their job. They’re paid millions to do it. Can you and I outfox them? That’s a stretch, unless we have information that they don’t have, it’s going to be a stretch because their function is to get all available information and have it reflected in the stock price. It turns out, for every buyer of a stock, there’s a seller. What makes you think you know more about the stock than does the seller? That’s very risky. If you think you’ve got inside information, think again.

You need to be very careful. It’s very tough to outfox the market

with Tom Pennella 212-617-7026 tpennella2@bloomberg.net

Live Help x2 type in and get back to us…
https://www. youtube.com /watch?v= LE8HiHZcgEE


Equity analysts use the financial analysis page look at key stats
for fundamental analysis

COPY paste values in Excel so values are static strings not requesting data from API formula to make excel data static

look at cost of equity

once you goto your Stock, [] WEIGHTED AVG (WACC) && []HISTORICAL PRICE (HP)

once stock is selected goto Analyst Recommendations [] EE


AMBER color is something you can edit/tune as a filter…

RED is to take the data off from Bloomberg for local custom reporting

read NEWS on bloomberg


= = = = = = = = = = = = = = = = = = = = = = = = = = = = = =  = = = = = = = = = = = = = = =

capital budget : .

Net Present Value NPV  … negative means the instant you decide to buy you’ve lost money

Financial Institutions


Accounting Fundamentals with Kay Stice
Learn about bookkeeping, financial, managerial, and tax accounting and how they work together to help businesses make decisions.

Establish Intentions and evolve your emotional intelligence
show up, pay attention to everything including how you feel, engagement
Be curious about your judgements rather than be controlled by them.
dont miss out of our perceptional experience concentration:

  1. developing management skills
  2. management of change (Technical side of change)
    1. Change risk analysis
    2. Review and approval
    3. Test and Validation
    4. Implementation
    5. Post Implementation Review
    6. document
      • vs. Change Management (People side of change)
        1. Change risk analysis : do we even need a change?
          1. Initiation, urgent ?
        2. Impact investigation..
          1. MOC team is established: leader, subject matter expert, n crew
          2. consequence X frequency HRA score
          3. Impact checklist made
        3. Approval closure based on Hazard Risk Assessment Eval
        4. Execution
          1. communicate change
          2. complete MOC actoin items
        5. After Actoin Review
        6. Closure
  3. Actively engaged leadership
  4. Communication
  5. Training and Coaching
  6. Feedback and corrective action
  7. Rewards and Reinforcement
  8. strategic management of diversity
    1. strategic priority :: match corporate strategy w/ HR
    2. Human capital strategies :: Innovation, Brand, Design, Price & Quality
    3. strategy means to say “No” ; focus , concentrate on positioning
    4. Dr. Trost argues every function is most important for NOVELTY but what is most vital is R&D…
    5. Consider “span of control” in terms of forecasted growth keep teams intimate
  9. project management