How Investors Make Better Decisions: The Investment Readiness Level

Here’s the 3rd post related to the Investment Readiness Level by Steve Blank.

1st post here: It’s Time to Play Moneyball: The Investment Readiness Level.

2nd post here: Is This Startup Ready For Investment?.

Steve Blank

Investors sitting through Incubator or Accelerator demo days have three metrics to judge fledgling startups – 1) great looking product demos, 2) compelling PowerPoint slides, and 3) a world-class team.  Other than “I’ll know it when I see it”, there’s no formal way for an investor to assess project maturity or quantify risks. Other than measuring engineering progress, there’s no standard language to communicate progress.

What’s been missing for everyone is:

  1. a common language for investors to communicate objectives to startups
  2. a language corporate innovation groups can use to communicate to business units and finance
  3. data that investors, accelerators and incubators can use to inform selection

Teams can prove their competence and validate their ideas by showing investors evidence that there’s a repeatable and scalable business model. While it doesn’t eliminate great investor judgment, pattern recognition skills and mentoring, we’ve developed an Investment Readiness Level tool that fills in these missing…

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Why Build, Measure, Learn – isn’t just throwing things against the wall to see if they work

Latest on Lean Start Up

Steve Blank

I am always surprised when critics complain that the Lean Startup’s Build, Measure, Learn approach is nothing more than “throwing incomplete products out of the building to see if they work.”

Unfortunately the Build, Measure, Learn diagram is the cause of that confusion. At first glance it seems like a fire-ready-aim process.

It’s time to update Build, Measure, Learn to what we now know is the best way to build Lean startups.

Here’s how.

Build, Measure, Learn sounds pretty simple. Build a product, get it into the real world, measure customers’ reactions and behaviors, learn from this, and use what you’ve learned to build something better. Repeat, learning whether to iterate, pivot or restart until you have something that customers measure learn

Waterfall Development
While it sounds simple, the Build Measure Learn approach to product development is a radical improvement over the traditional Waterfall model used throughout the 20th century to build…

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The Math of Life

Yesterday was my 35-th birthday and I saw this picture on a friend’s facebook post:

which puzzled me, because I don’t think it’s correct. I see it more like:


(I used this LaTeX Equation Editor, I know it’s not perfect, but it gives the idea… 😉 )

I consider happiness a function of time, while in the original formula it seems like the older you are, the less happy you are (as time is at the denominator)…

Now, given that birth can be considered a constant (in the sense that it doesn’t depend much on us), to maximize the integral we can:

  1. “increase” death, which is to take it as far away from birth as possible (supposing happiness to be a positive function, which is not so in the case of deep sorrow).
    Now you’re gonna tell me “but I can’t decide when I’m gonna die!” Of course not, but we can take action on trying to make life longer (namely sleeping properly, doing physical exercise, having a healthy diet, living in a less polluted city, etc.)
  2. having happiness(time) as “big” as possible. I think everyone defines happiness in their own way, it could be a mixture of success, freedom, fulfillment, love, meeting Maslow’s needs, ecc.
    Personally I find that, once you have enough money not to worry too much about the future, spending time with my friends and family (and taking care of them, and myself), while doing cool and challenging work, and discovering new and adventurous things (by reading, travelling, learning, etc.) are what thrill me the most about the day ahead.
    Taking also into account that you can be happy:

    1. by living in the moment a happy situation, or also
    2. by remembering past happy situations (or also thinking about sad memories in a more pleasant way)

    I figured that I’m meeting the purpose of life at a greater extent than I thought, especially lately! And I wish you can do that too!!


“There are many types of rich — and I am talking about both external and internal rewards. Being rich is about having an abundance of what matters to you most.”

Btw, I also got the bestest present in my world yesterday, thanks to my goddess, whom I dedicate this song to:

100 happy days

Yesterday I’ve stumbled upon this website:
and thought to give it a try! All my pictures will be on instagram! Wanna join me?

Other sources:

6 Ways to Better Persuade Others

Unarguably a guru on persuasion, Robert Cialdini introduces to us the key principles of having people say YES! Have a look at the video, my notes below:

  1. Reciprocity: be the first to give, and the gift must be personalized and unexpected (e.g. waiter gives you a mint with the check, and then another one because “you’re nice”, and you give him more tip)
  2. Scarcity: people want more of what there’s less –> talk about benefits of my product & what’s UNIQUE about it and what they’d lose if they fail to consider my proposal
  3. Authority: people will follow the lead of credible knowledgable experts, or people in uniform (have someone else to introduce your credentials to the prospect, e.g. “let me introduce you to … who has X many years of experience in this field”)
  4. Consistency: look for and ask for small initial commitments (voluntary, active, and public commitments and get them in writing) that can be made (and they’ll afterwards commit to other things consistent with them, e.g. patients writing their own next appointment details commit to it more often)
  5. Liking: people say yes to whom they like (people who are similar to us, who pay us compliments, who cooperate with us towards mutual goals) –> before starting negotiating exchange personal info and build common ground of things both of you like + pay compliments, before getting down to business
  6. Consensus: when uncertain, people look at actions of others to determine their own (point out what SIMILAR others do, e.g. 75% of people in THIS hotel room reuse their towel –> it makes you reuse yours)

Here below another interesting video on human Trigger Features (“because”, “expensive = good”, and the contrast principle)

12+ Ways to Happiness and Heroism

I’ve been following for quite a while Brian Johnson, I think he’s very energetic and I love the way he shares and is amazed by life and learning.
He also has a great youtube channel with book summaries (PhilosophersNotes) and much more related to his philosophy…
Here some of his findings:

happiness = climbing toward the peak of the mountain (having a goal + living in the now)

The good life is a process, not a state of being; it’s a direction, not a destination; the ideal is as a distant star (guiding us), not a distant shore to be reached
You’ll never be perfect: find the benefits, not the flaws! Embrace failure in the stretch zone! (mistake = mis-take = simply do it again)
A few ways to improve your happiness:
  1. express gratitude
  2. cultivate optimism (think of my best possible self in the future, don’t take things for granted)
  3. avoid over-thinking & social comparison (when mad, don’t ruminate, do something else)
  4. practice acts of kindness
  5. nurture social relationships
  6. develop strategies for coping
  7. learn to forgive
  8. increase Flow experiences
  9. savor life’s joys
  10. commit to my goals
  11. practice religion and spirituality
  12. take care of your body (thru meditation, physical activity, acting like a happy person)
Be time affluent (have time to do the things you value), more than money affluent –> energy affluent –> happiness affluent.
Identify and live my wisdom (live according to my values), which already is inside of me.
Happiness = use your signature strengths often, give them to the world (take the ‘VIA Survey of character strengths‘ test here, these are mine: Self-control and self-regulation; Love of learning; Curiosity and interest in the world; Caution, prudence, and discretion; Fairness, equity, and justice). The classic 6 virtues (divided into 24 strengths) are:
  1. Wisdom and Knowledge: creativity, curiosity, open-mindedness, love of learning, perspective
  2. Courage: bravery, persistence, integrity, zest
  3. Love and Humanity: love, kindness, social intelligence
  4. Justice: citizenship, fairness, leadership
  5. Temperance: forgiveness and mercy, humility, prudence, self control
  6. Spirituality and Transcendence: appreciation of beauty and excellence, gratitude, hope, humor, spirituality

Meaning is then simply using my signature strengths often, in service to something bigger than yourself

Your purpose in life (your highest goal) = to connect to the highest within myself more & more consistently (ancient greek word Areté , translated roughly as excellence or virtue, but it’s more than that)

Finding your mission:

Your mission = define it as a CALLING DESCRIPTION
Levels: job (you work for $$$) –> career (you wanna climb the corporate ladder) –> calling (darma: using my signature strengths in serving of a higher cause)
Hedgehog concept/major definite purpose: your mission should be the intersection of what I love to do (passion) + what I can be great at (skills+talents) + what the world needs (and is willing to pay for)
You can better define your mission by answering the following questions:
  • what can I and ONLY I do (start small, e.g. w/ my family: good bf, son, friend…)?
  • how can I use my greatest gifts in greatest service to the world?
  • if I had all the money+time, what would I do (as my mission)?
  • what’d I do if I knew I couldn’t fail?
  • what am I most proud of? what will I be most proud of?
TIPS: be willing to experiment & to make mistakes (mis-take = do it again), follow my bliss and my grunt (clear intention and impeccable action), be patient & serve others, remember my purpose (more important than my mission)
To close the integrity gap (what I actually do vs. what I’m capable of doing) and live with Areté, ask myself: how can I make myself proud in this moment? what would the higher version of myself do in this moment? Act as if I were the highest version of myself!

on Optimism:

3 Ps: optimist perception of (empowering perspective of the Creator: “what do I want?”)

  • good things: permanent (it will stay), pervasive (it spreads to other areas of life), personal (it’s because of me) 🙂
  • bad things: not permanent, not pervasive, not personal

GROWTH MINDSET of the optimalist: you just try to get better, you don’t care for (just) “being good” –> life as a playground (a GAME) to make as many experiments as possible + lesson learned to improve for next time (benefit finder while embracing reality)

Equanimity (balanced mind) game: when you feel off, it’s game time: see how fast you can get back on! (smile, deep breath, and ask: what’s my Areté and how would I respond? Do it!)
Optimal Living:
  1. optimism
  2. purpose (and vision)
  3. self-awareness (know myself)
  4. goals
  5. action
  6. energy
  7. wisdom (life as my classroom)
  8. courage
  9. love
  10. en*theos (harmony with wholeness) – Areté (living at my fullest potential: excellence, virtue)
We build true confidence by knowing that we have the ability to do reach a goal AND that we know we’ll have tough challenges to achieve it!
(e.g. I’ll be a great trader, and it’s gonna be tough!) Commit 100% (not 99%).
Setting goals that make you happy:
  1. the ultimate currency is happiness (not money, time, energy…)
  2. intrinsic (relationships, growth, contribution) vs. extrinsic (fame, wealth, hotness) goals + focus on the STEPS of the process (not the outcomes: results are a by-product of the steps I take)
  3. highest goal: show up to Areté (every moment at my highest self)
  4. happy archetype = positive orientation to the present & the future (you have goals that inspire you AND enjoy the process)
  5. dynamic tension (stretch zone): difficult but possible goals (true confidence) using baby steps
  6. put your virtues in action! (signature strengths, calling description)
  7. put some fun in my fundamentals (meditation, exercise, nutrition, optimism, creativity, relationships, gratitude –> schedule them!)
  8. roles & goals (son, friend, citizen, entrepreneur… –> happy relationships, bravery, money)
  9. creative production goals: focus on giving (getting only as a by-product of giving) = how can I serve?
  10. best selves diary: think about 5yrs in the future where all is great. now build vertical coherence between that ideal and this reality (integrity)
  11. willpower: meditation, breathe, exercise, nutrition, small stuff (e.g. sit straight), reduce variability of my behavior (e.g. schedule), be nice to myself, pre-commit, tidy up, bright lines (know what’s important and when I’m not doing it)
  12. stop doing what brings me down, start doing what brings me up!
  13. be an optimalist, not a perfectionist (mis-takes and do again, failure goes with success, growth mindset, experiment w/ life)
  14. make myself proud (+1/-1 to step forward)
  15. get things done: capture, 1-touch things <2mins, inbox to 0, raise my standards, constrain email/FB/internet/TV time
  16. Covey’s quadrants: important and not urgent, 1st things 1st
  17. prioritize my happiness (happiness precedes success) 😉 have fun!
Synthetic (I’m happy with what I don’t have) vs. Natural (I’m happy to have achieved something) happiness:
  • even if some futures are more preferable than others, striving too much to achieve them brings to unhappiness!
  • bounded fears and ambitions bring to more happiness, but we tend to foresee them as unbounded (which ruins us)!
  • integrity is more important than getting what we want
A well-balanced life, a life well lived, is a life where small amounts of time are invested where it counts, so that physical (body), emotional (relationships), mental (challenges), and spiritual (harmony) energies are balanced as well: small things count!
Life: pleasant life (pleasures) + good life (Engagement & Flow thru signature strengths & life redesign [work, love, play]) + meaningful life (serving something bigger than you) –> the pleasant life has little value compared to the other 2: design my beautiful day, do a gratitude visit, have a strengths date
People are happiest when in flow (absorbed), when with people, active, engaged in sports, focused on loved one, discovering, learning, when having sex; not “the hours I spent figuring myself out” or “looking in the mirror” or “listening to my hear beat”
Motivation = payment + meaning + creation + challenge + ownership + identity + pride
Intrinsic Motivation: mastery, autonomy, purpose; meaningful relationships, personal growth, community contributions
Having too many choices will decrease your happiness, so have a few, not too little, not too many.
Understand that there are cognitive limitations when we think of something as there are physical limitations when we build something
To make a good experience longer: INTERRUPT IT (for a SHORT time)!
e.g. start a massage, then after a while stop, then start again. This is because we adapt fast (to everything) and pleasure decreases!
It also works for bad experiences.
e.g. if I live close to the highway: I hate it also after a year because the noise is not constant but random.
–> accelerate adaptation to something bad and disrupt it to something good!

Uncertainty (non-monotony) prevents adaptation (and boredom) –> also in relationships: use false adaptation (e.g. don’t see each other for a few days).

BONUS video

Here’s a TED video by Prof. Phil Zimbardo, one of my favorite psychologists, about changing our behavior and be our every-day heroes.

Have fun and be happy! 🙂

Sun Tsu and the Art of War

Here’s a brief summary of my understanding of the classic book by Sun Tsu: The Art of War.

Avoid war whenever possible, the toll is huge: the angry can be made happy again, but the dead can’t be brought back to life.
The main points of the book relate to: Deception, Wisdom, and Strength…
Key principles:
  1. know your enemy and know yourself (counterintelligence, understand how the enemy behaves)
  2. to win it’s not the height of skill, but subduing the enemy without fighting (intellect and preparation over force: never rush)
  3. avoid what’s strong, attack what’s weak (guerrilla fight, sturmtruppen)
  • Game of GO vs. game of chess: in GO you acquire territory with fewest resources instead of eliminating the enemy troops (chess)
  • It’s more important to outthink your enemy than to outfight him
  • Don’t advance relying on military power, numbers alone confer no advantage
  • You don’t win a war by winning battles. Wars are means (breaking the will of the enemy) to an end (strategic goals, often political): the political context is always more important than the military one
  • No nation has ever benefitted from prolonged war
  • Let your plans be as dark as night (deception, secrecy, spies), then strike as a thunderbolt
  • All warfare is deception: dividi et impera (divide the enemy big army into pieces I can win against)
  • It’s essential to seek out enemy agents who have come to spy against you and bribe them to serve you (double agents)
  • The way to achieve greatness is thru foreknowledge (knowing beforehand: “reading the mind of the enemy”)
  • Outmaneuver: use a direct attack to engage, and an indirect attack to win (attack something to draw the enemy attention there while conquering your real objective)
  • To move your enemy, entice him with something he’s certain to take (give him a bait): control the enemy movements by your own maneuvers
  • Those skilled in war bring the enemy to the field of battle, they’re not brought by him
  • Make your enemy prepare on his left and he’ll be weak on his right
  • Move only when you see an advantage and there’s something to gain, only fight if a position is critical
  • Put your army in the face of death (death ground) where there’s no escape and they won’t flee or be afraid: there’s nothing they cannot achieve (and on the other hand always leave your enemy a way to escape)
  • The keys to an attack are (good) timing and (maintaining) momentum
  • It’s essential for victory that generals are unconstrained by their leaders (clear chain-of-command, no interference from the leader)
  • The winning army realizes the conditions for victory first, then fights; the losing army fights first, then seeks victory (don’t rush into battle without knowing what lies ahead)
  • Use an attack to exploit a victory, never use an attack to rescue a defeat
  • There are some armies that shouldn’t be fought, some ground that shouldn’t be contested
  • If orders are unclear and commands not explicit, it’s the general’s fault; if they’re clear, it’s the fault of his subordinate officers
  • When troops flee, are insubordinate, collapse or are routed in battle, it’s the fault of the general
5 factors for success in war:
  1. weather
  2. terrain: when the enemy occupies high ground, don’t confront him; if he attacks downhill don’t oppose him
  3. leadership
  4. military doctrine
  5. moral influence (most important): have the people willing to fight behind their leader


on Coaching and Competence Development

While working at into consulting last year, I had the chance to work, among others, with Luciano Garagna, a guru in Project Management and coaching, on an e-book related to learning, coaching, and competence development.

I know coaching as a term is nowadays interpreted in very different ways according to who you ask to, to me a coach is simply someone who helps you unleash your full potential (in any area of your life)…

Here’s a brief summary of the e-book (freely available here):

Traditional coaching focuses on specific objectives, to be agreed at the beginning of the coaching relationship. The proposed approach is based on adapting to the needs of the person being coached, as they evolve during the coaching process. For example, one meeting could be dedicated to the preparation of an impending steering committee, while the next session could focus on selecting the right team member between a group of candidates. The coach accompanies the less experienced partner when the latter is feeling the most acute need. Learning happens when it’s needed the most and when immediate results can give the confidence required to support the achievement of long-term goals. Coaching is also a great learning opportunity for the coach, who experiences how to lead in a non-directive way that supports the personal and professional growth of the partner.


Great coaches can follow the flow of the coachee and reach their objectives even in a non-structured way. However, before reaching that level of mastery, a coach should structure the session in a way that addresses all the main issues the coachee could have. In order to do so, the G.R.O.W. acronym (developed by John Whitmore) in used:

  • Goal: the coach starts the session by clarifying, with questions (see the “asking questions” technique further on), the purpose and the objectives of the session itself. A good question could be: what are your objectives?
  • Reality: after the objectives are clear, the coach moves on to help the coachee understand the current reality – what is happening in the present. A good question could be: what is currently happening?
  • Options: when the future and the present are clear, the coach addresses the options available to go from where we are to where we want to get. A good question could be: what can you do?
  • Will: the coachee commits to some actions, chosen from the identified options. A good question could be: what will you do?

Asking questions

Have a look at the following questions, what is the usefulness of each of them?

  • Is the budget of the project on track?
  • Should we con”rm the budget as it is, adjust it, or ask for a sponsor’s review?
  • How can we cover the budget gap on the shipping?
  • What is the objective of this budget analysis?

Depending on the context, each of these questions is useful, but they differ in openness and in level of detail.

The first question is asking for a statement (yes/no) useful to put a stick on the ground. You might find it helpful to create a common ground.

The second question is asking for a choice, focusing on alternatives. It can be valuable to keep the pace of the conversation going when you “nd it slows down and threatens the scheduled agenda.

The third one is an open question with a specific focus. It can be helpful to find solutions in the brainstorming phase of the discussion or when you want to bring down to earth a discussion that is becoming too speculative.

The last question is open and broad. It is extremely useful to move the focus at a higher level when the conversation is going into too much detail.

Putting a question mark is not enough; to make a good question there are many factors to be taken into consideration; in the examples above two fundamental ones for coaching have been highlighted: the openness and the level of detail. Notice that asking questions implies active thinking and that way the question is asked drives the answer! Whatever the content of the discussion, the coach’s goal is to influence the quality of the elaboration.

Like the size of a box must match its content, so the coaching questions need to be shaped in a way which is useful for the answer. Only with experience we can balance all the factors to shape the question.

Giving feedback

Guess which of the following are coaching feedback:

  • You were great today!
  • I liked your presentation!
  • Your presentation was very professional.
  • The limited number of slides and the fact that you were talking slowly with a strong voice made me feel comfortable and confident that I could understand.

These are all examples of feedback, but they provide the receiver with a different quality of information.

The first example tells you that today you did something (perhaps the presentation or maybe the meeting as a whole) I really liked, but you can’t tell

The second example adds the information that it was the presentation that looked good to me.

The third example adds a definition of how I liked your presentation.

The final example is more specific and describes the feeling I had while sitting in your presentation today.

Now, imagine you are going to present to your top management, which feedback would be most useful to you? The first three may help your self-esteem, but only the fourth contains the precious information you need to consciously change your behavior or deliverable. You may receive a lot of feedback, but how much of it is really helpful and allowing you to improve? Using coaching feedback increases accountability within the team because it provides a broader perspective.

Points of view

Let’s try to put ourselves in the following perspectives:

  • The Client
  • The Sponsor
  • The Deliverer

Managing a project means to aim, perhaps succeed, in satisfying the expectations of the Sponsor that pays for the project, of the Client who will use the deliverables of the project and of the Deliverer who will make the effort required to reach the targets. How often have you seen managers loosing track of one of these sides? It can be really useful to have someone that helps us by challenging our perspective. Pretend you’re involved in the project in a different position (changing roles among Sponsor, Client and Deliverer), from that perspective, a lot of things may look different, so a solution that seems impossible to find may just arise. As a coach, driving this exercise and challenging the different roles is very easy when your point of view is external and provides you with the added value that will look remarkable to your coachee.

Perspective is a key to managing a project. Expectations look so complicated when you analyze them only from your own side, but they may turn quite easy to understand and match together when you move away from your point of view.

Giving help or receiving it with this kind of coaching technique can be very simple, nevertheless the real achievement is to uncover something we didn’t think about and that can switch the light on.

The coaching role

The difference between a coaching session and a useful chat that ends with a piece of advice is that the coach doesn’t know the answer and she is not thinking about one.

Milton Erickson used a powerful anecdote to clarify this concept. He described a runaway horse his father found one day on his way home, he didn’t know to whom it belonged and how to bring it back home. He then realized that as soon as he moved the horse away from grazing the grass and back onto the highway, the horse knew its way home and after quite a few miles it naturally reached its owner. It was enough just to push it back on to the main track and focus its attention on the goal of going back home.

We need to manage the focus of the journey otherwise the delivery will be slowed down. The added value of coaching is to ensure the focus of the discussion with the aim of enhancing the level of quality and effciency.

The challenge in keeping the focus is to recognize when exploring a field is becoming a detour. When we help keep focus, we support someone in building their own solution, plus there is an improvement of their awareness of their role.

17 Ways to Become a Great Program Manager

I recently read a great book by Sergio Pellegrinelli – Thinking and Acting as a Great Programme Manager [2008].

Below a summary of how a great program manager should behave; for more details I suggest you read his book!

I also suggest 4 other books that can definitively increase your world (and business) awareness and help you toward a more effective mindset:

Program management competence framework

Relationship between self and work

Granularity of focus Broad view of plan, including understanding of wider impact within the organization; (occasional proactive involvement in detail to experience customers’ perspective); strong orientation towards the future, including awareness of organization-wide and external impacts/benefits
Emotional attachment Professional commitment to delivery of organization-wide and external outcomes
Disposition for action Opportunistic; intuitive ability to reshape, reconfigure and realign
Approach to role plurality Deliberately takes on multiple conflicting roles to integrate divergent interests

Relationship between self and others

Engagement with team Seeks to inspire; charismatic and credible; able to get people to modify their natural behavior
Approach to conflict and divergence Uses subtle facilitation to encourage creative and value-adding solution
Development and support Coaches in context to enable understanding and influence
Purpose of enquiry Own clarification; challenge others; encourage creative thinking; redefine problem or reframe purpose
Expectations of others Extends individuals’ talents, but now burn out

Relationship between self and environment

Adaptive intent Adapts environment to suit organizational purpose
Awareness of organizational constraints Aware of capacity, technical, and cultural constraints; facilitates development and knowledge transfer from outside
Approach to risk Is ready for failure; anticipates wider consequences
Approach to communications Provides analysis and opinions (consistent style); sells vision of outcome (style more sensitive to audience); cultural and audience sensitivity
Approach to governance Seeks to embed program in organizational management structures/processes
Attitude to scope Shaped to meet emerging and changing business needs
Attitude to time Schedule driven based on defined scope; reschedule when necessary; anticipates and plans for possible work, recognizes mobilization time; takes into account the rate at which change can be absorbed or accommodated; conscious of issues of timeliness and maturity
Attitude to funding Creates funding from achievement – self-financing

Book Summary – Don’t Sweat the Small Stuff

My bullet-summary of Richard Carlson – Don’t sweat the small stuff [1996]

Gratefulness & perspective

  • Peacefulness = accepting imperfections.
  • Life isn’t an emergency (concentrate on my values).
  • My in-basket will never be empty. Nor it will be empty when I die…
  • Purpose of life: NOT getting all thing done, but ENJOYING each step along the way and live a life filled with love.
  • Don’t interrupt others. Be a listener. Communicate.
  • Become extremely patient: nothing can bother me.
  • Ask myself: “will this make a difference a year from now?” (perspective)
  • Life ISN’T fair: ACCEPT IT –> do MY BEST with what I have and try to improve.
  • Allow myself to be bored (few mins/day), to do nothing –> I’ll relax.
  • Write a heartfelt letter to someone once a week: express love and gratitude.
  • Choose my battles WISELY + accept imperfections.
  • Don’t have everything perfect, don’t fight/argue on small stuff.
  • “This too shall pass”: everything changes, it’s just a matter of when! –> be grateful for what you have BEFORE it’ll go away: maintain my perspective!
  • Be kind more than insisting on being right.
  • In doubt, it’s my turn to take out the garbage. I won’t be taken advantage of.
  • Say something nice to someone (praise) at least once a day.
  • Find the BEAUTY in EVERY situation.
  • Don’t criticize and if I do, do it with style…
  • Be grateful when I feel good. And when I feel bad: accept it because those bad feelings too shall pass!
  • Concentrate on what we have, not only on what we want: think positive, be grateful.
  • You’ll become what you practice –> BECOME AWARE and pay attention to what you practice!
  • It’s ok not to be perfect: you make mistakes and it’s ok. You’ll do better next time. Have no regrets: stay calm!
  • Have “my time” with no one to bother me, every day.
  • In a 100 yrs, all new people…
  • Nurture a plan: love unconditionally.
  • Do small things, without wanting anything in return.
  • Don’t always try to solve others’ problems.
  • Give love more than wanting to receive it.
  • Ask yourself “What’s REALLY important?”
  • Mind my own business (don’t judge).
  • Look for the EXTRAORDINARY in the ordinary. We see what we want to see in reality. Be GRATEFUL!
  • Live this day as if it was my last, it might be. My to-do list will never be empty.
  • Don’t sweat the small stuff… And it’s all small stuff!