Profile for ServantofGod > Reviews


ServantofGod's Profile

Customer Reviews: 866
Top Reviewer Ranking: 2,013
Helpful Votes: 5935

Community Features
Review Discussion Boards
Top Reviewers

Guidelines: Learn more about the ins and outs of Your Profile.

Reviews Written by
ServantofGod RSS Feed

Page: 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | 11-20
The Flirting Bible: Your Ultimate Photo Guide to Reading Body Language, Getting Noticed, and Meeting More People Than You Ever Thought Possible
The Flirting Bible: Your Ultimate Photo Guide to Reading Body Language, Getting Noticed, and Meeting More People Than You Ever Thought Possible
by Fran Greene
Edition: Paperback
Price: $13.70
73 used & new from $3.49

3.0 out of 5 stars Marginally useful for starting a conversation, thus at most the first 20% of the game, unless you are exceptionally gorgeous, September 15, 2014
Whilst I do appreciate the author's emphasis on the right mindset, attitude and body language, there are several issues she should have addressed better. First, the heavy use of photos did not bring together the right dose of illustration. Second, the very little on how to "connect" with the target failed to make this book complete. For men who want to sharpen their edge, I would strongly recommend "How to Make Anyone Fall in Love with You by Leil Lowndes", "The Art of Seduction by Robert Greene" and "How to Succeed with Women by Ron Louis".

p.s. Below please find some of my favorite passages for your reference.
Flirting is less about what you say and more about the energy you create with your flirting interest. Playful banter, intense eye contact, curiosity, and undivided attention will create stimulating and exciting flirting energy. To do this, focus on the other person and do whatever you can to make him/her feel special. Block out the rest of the world to establish a bond between you. Pg34
Look at the person for approximately two to four seconds, smile, look away, and then continue on your way. This activity puts you more at ease smiling at strangers so it becomes your second nature. Pg46
Eye contact is the soul of flirtation. It establishes trust and intimacy. Making eye contact is a great way to introduce yourself to your interest. It should last two to four seconds. Anything longer will cause the other person to feel uncomfortable. Pg48
Acting self-confident can boost your self-confidence for real. Fake it until you make it! It really works. Pg50
How to do the male flirtatious handshake? 1) Smile 2) Look directly into her eyes 3) Move in toward her and extend your right hand to initiate a handshake 4) With your right hand, shake her right hand as you normally would. Simultaneously, bring your left hand into the shake and give an extra squeeze to the back of her hand (the one you are holding). Think of your hands as the bread of a sandwich, with her hand as the filling. 5) Say hello and state how nice it is to meet her. Pg66

Simply Managing: What Managers Do  -  and Can Do Better
Simply Managing: What Managers Do - and Can Do Better
by Henry Mintzberg
Edition: Paperback
Price: $13.89
50 used & new from $11.24

5.0 out of 5 stars A Masterpiece, September 15, 2014
When it comes to popularized management/leadership wisdom, there are a lot of balloons of ignorance out there, many of them reinforced by self interest and self confidence. Fortunately Henry Mintzberg is also out there, popping those balloons with intelligence, style and wit. You can learn a great deal, about management and otherwise, by reading this masterpiece.

p.s. Below please find some of my favorite passages for your reference.
How you would like to be managed by someone who doesn't lead? That would be dispiriting. Well, then, why would you want to be led by someone who doesn't manage? That could be disengaging; how are such leaders to know what is going on? Pg7
Today we should be more worried about macroleading from people in senior positions who try to manage by remote control, disconnected from everything except the big picture. It has become popular to talk about us being overmanaged and underled. I believe we are now overled and undermanaged. Instead of distinguishing leaders from managers, we should be seeing managers as leaders, and leadership as management practiced well. Pg7
Managing - Put together a good deal of craft with the right touch of art alongside some use of science, and you end up with a job that is above all a practice, learned through experience and rooted in context. Pg9
To succeed, manages have to become proficient at their superficiality. It has been said that an expert is someone who knows more and more about less and less until finally he or she knows everything about nothing. The manager's problem is the opposite: knowing less and less about more and more until finally he or she knows nothing about everything. Pg21
Thinking is heavy - too much of it can wear a manager down - while acting is light - too much of that and the manager cannot stay put. Moreover, too much leading can result in a job free of content - aimless, frameless, and actionless - while too much linking can produce a job detached from its roots - it becomes public relations. The manager who only communicates never gets anything done, while the manager who only does ends up doing it all alone. And the manager who only control risks controlling an empty shell of yes men and women....The manger has to practice a well-rounded job. Pg66
Effective managers do not exhibit perfect balance among the roles, but rather a dynamic balance across them, as they tilt back and forth between them. Pg70
It has been said of great athletes that they see the game just a little bit slower than the other players, and so they can make that last second maneuver. Perhaps this is also a characteristics of effective managers; faced with great pressure, they can cool it, sometimes just for a moment, to make that thoughtful maneuver. Pg110
All alone, the managers have to convey the impression that they know where they are going, even when they are not sure, so that others feel safe to follow. In other words, managers often have to feign confidence. For modest managers, this can be difficult enough; for the supremely confident, it may be not difficult at all, just catastrophic. Pg131
Events are always unfolding. And major events usually unfold unpredictably. So the trick is to know when to wait, despite the cost of the delay, and when to act, despite unforeseeable consequences. Pg134
These paradoxes, predicaments, labyrinths, riddles and others are built into managerial work - they are managing - and there they shall remain. To repeat a key point, they can be alleviated but never eliminated, reconciled but never resolved. Pg138
Managers certainly think in order to act, but they also act in order to think - to discover what works. And above all, they think while they act. Pg161

Resilience: The Science of Mastering Life's Greatest Challenges
Resilience: The Science of Mastering Life's Greatest Challenges
by Steven M. Southwick
Edition: Paperback
Price: $18.44
71 used & new from $13.95

4.0 out of 5 stars Well researched with solid scientific reference and plenty of real stories, September 15, 2014
My review title says it all. Good for readers who need resources to strengthen their own resilience and great for professionals who need resources to help the needy in that regard.

p.s. Below please find the ten resilience factors prescribed by the M.D. authors for your reference.
Fostering optimism
Facing fear
Solidifying moral compass
Practicing religion and spirituality
Attracting and giving social support
Imitating resilient role models
Physical training
Mental and emotional training
Enhancing cognitive and emotional flexibility
Finding meaning, purpose and growth

Brand Romance: Using the Power of High Design to Build a Lifelong Relationship with Your Audience
Brand Romance: Using the Power of High Design to Build a Lifelong Relationship with Your Audience
by Yasushi Kusume
Edition: Hardcover
Price: $40.59
30 used & new from $32.85

2.0 out of 5 stars Dull! Marketing basics! The only bright spot is the catchy title, September 14, 2014
My rating and review title seem very negative. Nevertheless, I really want to deter potential readers from wasting their money and time on this. I know it's hard to trust a stranger. So, first of all, I would like to suggest potential buyers to check the "look inside section" here on Amazon and go through the table of content. Second, please think about the four principles of High Design:- people focused; business integrated; research based; multi-disciplinary. Third, your kind consideration of my review record, that I rarely rated a book a two star, is much appreciated. It's just that the writing and organisation of the book is as bad as its content/ideas. In short, not recommended.

p.s. For those who want to read about branding, "22 Immutable Laws of Branding by Al Ries", "Made to Stick by Chip Heath" and "The Brand Gap: How to Bridge the Distance Between Business Strategy and Design by Marty Neumeier" are much better choices.

The Complete TurtleTrader: How 23 Novice Investors Became Overnight Millionaires
The Complete TurtleTrader: How 23 Novice Investors Became Overnight Millionaires
by Michael Covel
Edition: Paperback
Price: $10.69
88 used & new from $3.74

4.0 out of 5 stars A good account of a legendary trading squad. Helpful or not? Depends, September 14, 2014
Honestly I had certain difficulty rating and reviewing this book. It's a mixed bag of history and trading skills. Despite the author's expertise in both trading and writing, as a pragmatic trader/reader who read primarily to sharpen my edge, I was not fully satisfied. Readable for sure, but not good enough to be on its target audience' priority list.

p.s. Below please find some of my favorite passages (all trading skills oriented) for your reference.
Every morning in Africa a gazelle wakes up. It knows it must run faster than the fastest lion or it will be killed. Every morning a lion wakes up. It knows it must run faster than the slowest gazelle or it will starve to death. It doesn't matter whether you are a lion or a gazelle. When the sun comes up, you better start running. - African proverb
Instead of employing a statistical thinking toward market decisions, the general public keeps investing based on impulsive feelings, letting an assortment of emotional biases rule their lives. In the end, in their detriment, people are always risk adverse toward gains, but risk seeking toward losses. They are stuck. Pgxv
Great investors conceptualize problems differently than other investors. These investors don't succeed by accessing better information; they succeed by using the information differently than others. - Michael J. Mauboussin pg9
The Turtle's core axioms were the same ones practiced by the great speculators from one hundred years earlier:
Do not let emotions fluctuate with the up and down of your capital.
Be consistent and even tempered.
Judge yourself not by the outcome, but by your process.
Know what you are going to do when the market does what is going to do.
Every now and then the impossible can and will happen.
Know each day what your plan and your contingencies are for the next day.
What can I win and what can I lose? What are probabilities of either happening?
However, there was precision behind the familiar sounding euphemisms. From the first day of training, William Eckhardt outlined five questions that were relevant to what he called an optimal trade. The Turtles had to be able to answer these questions at all times:
1. What is the state of the market?
2. What is the volatility of the market?
3. What is the equity being traded?
4. What is the system or the trading orientation?
5. What is the risk aversion of the trader or client? Pg55-6

Compete Smarter, Not Harder: A Process for Developing the Right Priorities Through Strategic Thinking
Compete Smarter, Not Harder: A Process for Developing the Right Priorities Through Strategic Thinking
by William Putsis
Edition: Hardcover
Price: $16.03
43 used & new from $11.25

4.0 out of 5 stars A highly practical and helpful blueprint for any business/marketing practitioner, September 13, 2014
Seldom can I read such a complete yet concise, strategic yet tactical work, by a scholar and consultant, which is so practical and helpful. Solid framework built upon well researched cases peppered with well selected quotes. In short, recommended!

p.s. Below please find some of my favorite passages for your reference.
The art of the wise is knowing what to overlook. - William Blake pg3
Thinking out of the box without having a box in the first place can be dangerous. - Phil Rizzuto pg15
Rizzutoism: the use of convoluted logic in business. Cost plus pricing, product based segmentation and distributional asymmetric incentive structures are all serious examples. Pg19
Focus on attributes, not core competencies - develop core competencies to meet the needed attributes in the market. Pg35

Errornomics : Why We Make Mistakes and What We Can Do to Avoid Them
Errornomics : Why We Make Mistakes and What We Can Do to Avoid Them
by Joseph T. Hallinan
Edition: Paperback

4.0 out of 5 stars Very knowledgeable indeed. Can be helpful as well, September 9, 2014
A good read for sure, with an excellent front page design and many well written illustrations about how so biased we are. Well worth the price and the time. Recommended!

Below please find some favorite passages of mine for your reference.
At the exact moment any decision seems to be being made, it's usually long after the real decision was actually made - like light we see emitted from stars. Which means we usually make up our minds about important things far too soon and usually with poor information. -Richard Ford pg0
We learn so little from experience because we often blame the wrong cause. Pg5
One study found that when prices are set for multiple units (four for a dollar) instead of a single units (one for 25 cents), sales increase 32 percent. Pg7
Handedness is the best predictor of a person's direction preferences.....One should look to the left for searching the shortest lines of people at stores, banks and the like. Pg13
If you want to remember someone, try judging his face for emotional traits, like honesty. Pg38
In a gambler's hindsight, a loss isn't really a loss - it's a near win. Pg68
Context is important when it comes to remembering things. When something is out of context, it is not only harder to recognize, it is harder to remember. But reinstate the context, and memory improves....When children were taken back to a park, they remembered significantly more about a prior visit....Happy times are best remembered when we're happy. Pg116-7
We think conversation is about imparting information - but it's not. Sometimes it's a form of impression management. Pg131
Almost everyone is overconfident - except the people who are depressed, and they tend to be realists. Pg149
Give an unsuspecting friend three things - a book of matches, a box of tacks and a candle. The task: attach the candle to the wall....Very few of them think of using the box as a candleholder and then tacking the box to the wall. Instead, they just think of the box as a container for tacks. They do not, as the saying goes, think outside the box. Pg182
Identifying the source of an error also requires knowing where and how to look. After something goes wrong, we tend to look down - that is, we look for the last person involved in the chain of events and blame him or her for the outcome. But this approach usually doesn't stop an error from being repeated...Systemic errors have their roots at a level above the individual. Which is why, when looking for source of errors, it pays to look up, not down. Pg191
What prompted borrowers to borrow?...It was a woman's picture....What about the penalties against teams in NFL and the NHL?...The color of the uniforms....the tiniest little change in circumstances can have big impacts on people's behavior. Pg210
The next time you have a major decision to make, ask yourself: What could go wrong? ..... Rather than being content to treat the injuries, doctors asked a more unnerving question: Why had so many injuries occurred? It turns out that young soldiers weren't wearing their protective goggles - they were too ugly. So the military switched to cooler looking ballistic eyewear. The soldiers wore the glass more often, and eye injury rates dropped immediately. Pg213
With increasing fatigue, people demonstrate a greater willingness to take risk. Pg216

The Investor's Paradox: The Power of Simplicity in a World of Overwhelming Choice
The Investor's Paradox: The Power of Simplicity in a World of Overwhelming Choice
by Brian Portnoy
Edition: Hardcover
Price: $20.23
70 used & new from $10.00

4.0 out of 5 stars Quite conceptual. Behavioural psychology focused. Primarily for fund of fund managers yet readable for all, September 7, 2014
I do not work in the fund of fund industry nor I can talk with many fund managers. So, I am obliged to thank the author, with his good writing skill and expertise, opened my eyes to something new beyond the tens of trading/investment books I had read. In short, readable, especially the passages about con men with reference to the Madoff Ponzi Scheme, though it would help common investors little on improving their trading skill and investment return.

p.s. Below please find some of my favorite passages for your reference.
An expert is a person who has made all the mistakes that can be made in a very narrow field. - Neils Bohr pg1
When outcomes don't meet expectations, we are distressed in proportion to the magnitude and consequence of the miss. This is not merely a cold calculation; it's a built in physiological response. As biologists have recognized, when stimuli meet or exceed our expectations, the brain release dopamines, which are pleasurable. After a pattern forms between stimulus and outcome, the brain is conditioned to expect this relationship, and, in turn, we adjust our behavior to drive further pleasurable outcomes. When expectations are met, dopamines are released. When the pattern is broken, when prediction error occurs, the anticipated dopamines are not released. This is a demonstrably uncomfortable experience. Pg51
We instinctually generalize from a small number of other situations (sometimes just one) to what we perceive to be broader tendencies. How we see the world tends to be episodic,, not statistical, so we naturally gravitate toward compelling stories to make sense of it all. We then take the next leap to implicitly or explicitly identify patterns or rules based on them. Those perceived patterns rarely exist in reality. Pg99
Yet like the fictional Harvard law student in The Paper Chase, who has a photographic memory but lacks the ability to synthesize his mental encyclopedia, prodigious detail is ultimately insufficient. It is learning without understanding, cataloging without analyzing. Pg100
Traders who are successful over the long run adapt. If they do use rules, and you meet them10 years later, they will have broken those rules. Why? Because the world changed. Pg116
The term "con man" is now so common that we mostly forget it is an abbreviation of "confidence man". While we all know that con men cleverly scheme to rip us off, most people think they do so by concocting a way for us to trust them. That's true, but it's only the second stage of the scheme. The first, more insidious angle is when the con man feigns confidence in you. This is the hard edge of the con: before receiving confidence, the rogue offers it. Pg125
Our fast thinking minds are always switched on, searching for recognizable patterns, which we find pleasurable. Sometimes we find them, but mostly we fabricate them. We see patterns in random sequences because randomness is psychologically disorienting, and we strive to avoid it. Part of this phenomenon stems from our need to control our environment. Our natural survival instincts are heightened when we don't comprehend our surroundings and we feel unsafe. Generally, given a choice between known risks and uncertainty, we prefer the known risks. Thus we subconsciously see patterns in random events in order to give ourselves the illusion of control and, thus, safety. In finance, the craving for predictability is a powerful force. The emotions that always receive top billing are fear and greed - be greedy when others are fearful, and fearful when others are greedy, as the saying goes. Pg135

The Myths of Creativity: The Truth About How Innovative Companies and People Generate Great Ideas
The Myths of Creativity: The Truth About How Innovative Companies and People Generate Great Ideas
by David Burkus
Edition: Hardcover
Price: $16.00
47 used & new from $10.78

4.0 out of 5 stars Readable. How helpful? Depends, September 5, 2014
This is an interesting book of solid premises and sound anecdotes that aims to demystify. No doubt about that. Nevertheless, I did forget the ideas of it real fast and I had to skip through it again before I started writing this review. That, per my experience of reading and writing reveiws for hundreds of books, the mark of a truly good and helpful work is missing. Pardon me for using the following analogy: Somebody tells me what went wrong doesnt necessarily help me much to do it right. So in case you want to read for fun, you will be satisfied. If you want to learn and imitate how innovative companies and people generate great ideas, you probably need to read some books else.

p.s. Below please find some of my favorite passages for your reference.
It's likely that Newton found the beginnings of his formula for gravity and Archimedes realized his method for testing the golden crown after a period of incubation. The allowed their minds to relax and a chance observation directed their attention back to their problems, causing them to stumble on new possibilities. It was incubation that led to a solution, not falling apples or spilled bathwater. So why do the eureka stories persist? Probably because history has a story centric nature, and tales of fallen apples and relaxing baths are far more engaging than the truth. Pg26
Ford was remarkably blunt when he took the stand and defied the validity of the Originality Myth, who testified, "I invented nothing new. I simply assembled into a car the discoveries of other men behind whom were centuries of work...Had I worked fifty or ten or even five years before, I would have failed. So it is with every new thing. Progress happens when all the factors that make for it are ready, and then it is inevitable. To teach that a comparatively few men are responsible for the greatness forward steps of mankind is the worst sort of nonsense." Pg56
The greater the number of associations that an individual has to the requisite elements of a problem, the greater the probability of his reaching a creative solution. - Sarnoff Mednick pg57
Gray matter (brain) is literally what we think about when we think. White matter is the connective tissue that transfers electrical signals across the brain like the wire of a telephone. White matter is the wiring that keeps different facts and memories connected. If gray matter is what we think, then white matter is how we think. When we say that we forget some fact or memory, we still have that memory in our gray matter. It's our white mater that has trouble connecting the thoughts and recalling the information.....Creative individuals had significantly more white matter than the less creative comparison group. Pg58

Why Is the Penis Shaped Like That?: And Other Reflections on Being Human
Why Is the Penis Shaped Like That?: And Other Reflections on Being Human
by Jesse Bering
Edition: Paperback
Price: $11.94
118 used & new from $1.15

5.0 out of 5 stars Fun, knowledgeable and provoking, September 4, 2014
In case you want to read something very interesting yet scientific about humans from the perspective of a gay evolution psychologist, this collection of 30+ essays on a wide variety of topics will suit you well. I simply love the author's wisdom, honesty and humor. Highly recommended!

p.s. Below please find some of my favorite passages for your reference.
For the evolutionary psychologists, the pressing questions are, essentially, Why is it like that? And What is that for? The answer isn't always that it's a biological adaptation - that it solved some evolutionary problem and therefore gave our ancestors a competitive edge in terms of their reproductive success. Sometimes a trait is just a byproduct of other adaptations. Blood isn't red, for e.g., because red worked better than green or yellow blue, but only because it contains the red hemoglobin protein, which happens to be an excellent transporter of oxygen and carbon dioxide. But in the case of the human penis, all signs point to a genuine adaptive reason that it has come to look the way it does. Pg18
Male partner income correlated strongly and positively with female orgasm frequency, and this income effect panned out even after the authors controlled for a host of extraneous variables, including health, happiness, education , the woman's personal income, and "Westernization." Pg160
The amoral beauty of Darwinian thinking is that it does not or at least should not and cannot prescribe any social behavior, sexual or otherwise, as being the right thing to do. Right is irrelevant. There is only what works and what doesn't work, within context, in biologically adaptive terms. Pg182
There are two main stages associated with a dead and dying romantic relationship, which is so often tied to one partner's infidelities. During the protest stage that occurs in the immediate aftermath of rejection, abandoned lovers are generally dedicated to winning their sweetheart back. They obsessively dissect the relationship, trying to establish what went wrong; and they doggedly strategize about how to rekindle the romance. Disappointed lovers often make dramatic, humiliating, or even dangerous entrances into a beloved's home or place or work, and then storm out, only to return and plead anew. ....At the neurobiological level, the protest stage is characterized by unusually heightened, even frantic activity of dopamine and norepinephrine receptors in the brain, which has the effect of pronounced alertness similar to what is found in young animal abandoned by their mothers. This impassioned protest stage slowly disintegrates into the second stage of heartbreak, "resignation/despair", in which the rejected party gives up all hope of ever getting back together. "Drugged by sorrow"....At the level of the brain, overtaxed dopamine making cells begin sputtering out, causing lethargy and depression.....So we may not be "naturally monogamous" as a species, but neither are we entirely naturally polygamous. Pg184

Page: 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | 11-20