The 8 Laws of Human Behavior

I’m hoping you can help me. I’d like to find the creator of the piece below. I’ve Googled every way I know how and I’ve struck out time after time.

After a talk I delivered in Minneapolis last month, one of the audience members approached me and handed me a piece of paper. He simply said, “A friend of mine gave me this and I thought you might like it.”

That’s it. No attribution. No author listed. No idea where it came from.

The reason I want to know who wrote it is that I like it. I don’t agree with everything, but that’s why I like it. Somebody was willing to commit – to create list of laws – and then share it. That takes guts.

And so I’d like you to do three things after reading the list below:

1.    Help me find the author.
2.    Decide whether you agree with the laws – and send me your thoughts.
3.    Consider your own philosophies. What do you believe so strongly that you’d be willing to call a law?

The 8 Laws of Human Behavior

1.    People do things for their own reasons, not ours!
2.    People do not change their minds; they make new decisions based on new information.
3.    People make decisions based on emotion, justify with facts.
4.    People want to be part of something larger than themselves.
5.    People accept recognition, avoid accountability.
6.    People want to be treated as unique or special.
7.    People want to feel in control of their life.
8.    People want to know why they should do something rather than how to do it.

Building a Positive Attitude, Building Your Bank Account

My mother hung a magnet on our refrigerator when I was ten years old that read, “Life is 10% what happens to you, and 90% how you react to it.” I hated that magnet as a kid. I later learned that it was a Charles Swindoll quote. I also learned to love the quote – because I learned to love the impact it has had on my life.

Charles Swindoll Quote

Most people have a crappy attitude. There’s negativity everywhere and there’s a reason to be bummed out pretty much all of the time. To make matters worse, attitude is contagious. Negative attitude, for that matter, is perhaps more contagious that positive attitude. It’s why one negative coworker can ruin the mood of the entire team the minute they walk in the door. Positive attitude has to be on purpose.  It’s a state of mind and it’s a commitment to staying positive despite and in spite of all the crap (and the crappy people) that happens to you.

You may think that your attitude is a result of things that happen to you. You may think that your attitude is a result of the people that you associate with or the way they treat you. You’d be thinking wrong.

Attitude is what you do with what happens to you. It’s how you react. It’s how you respond. Having the right attitude allows you to win in the face of great adversity. After all, “success is getting up one more time than you’ve been knocked down” – and it’s you attitude that determines whether you’ve got the strength to get back up.

Now, keep in mind – your thoughts are just the beginning. It’s your actions that define your performance. But it’s your thoughts and your attitude that lead to your actions. Get your attitude right and then get to work!

Without a positive attitude, ability guarantees nothing. It’s the classic chicken and egg problem. Which comes first? Ability or attitude? What’s more important? The answer is that they are both important and both necessary. Attitude plus ability results in achievement. And the stronger your positive attitude becomes, the stronger your desire to hone your abilities. The better you become, the better your attitude. And so it continues until one day, your beliefs and your ability to succeed are impenetrable.  Attitude is the secret ingredient in the formula for success.

Attitude is NOT everything. It is your ability to stay committed to a positive attitude through everything that makes the difference between winning and losing.

OK, so how do you get a positive attitude? You decide to commit to having one. Positive attitude is a choice. It’s a commitment. And, it’s a gift that you give to yourself. You have to wake up in the morning and decide to make the day your best ever. You have to tell yourself that no matter what happens, you’re going to keep on trucking.

Before you go to work, you have to work on yourself. Start by doing something that makes you happy or that makes you think or that makes you feel fulfilled. Wake up in the morning and exercise. Wake up in the morning and turn on your favorite music. Wake up in the morning and read. Yes, read. I have found more inspiration, more direction, and more attitude help in books than anywhere else.

These are the books that influenced my thinking, my actions, and my success. Get to a bookstore (or Amazon) and buy a copy for yourself:

Little Gold Book of YES! Attitude – Jeffrey Gitomer

Life is Tremendous – Charlie Tremendous Jones

Think and Grow Rich – Napoleon Hill

Success Through a Positive Mental Attitude – Napoleon Hill and W. Clement Stone

The Power of Positive Thinking – Norman Vincent Peale

Acres of Diamonds – Russell Conwell

You’ll be amazed at what you can accomplish when you’re in positive mode. Try reading a few pages out of one of the books each morning before you go to work and watch your attitude – and your business – improve before you know it.

Fish Stink From the Head

ETE REMAN’s founder, Sam Loshak, is known for his many insightful and pithy statements. We’ve regularly refer to his statements as “Sam-isms.”

One of Sam’s most frequent reminders to ETE’s leadership is “fish stink from the head.” What Sam means is that the worst smelling part of a dead fish is its head. But what Sam really means is that most problems within a company can be traced back to its leadership. Since you’re reading this, odds are that you’re a leader within your company. Odds are, I’m talking about (and to) YOU.

When you’re evaluating a problem within your business, it’s easy to blame everyone around you. It’s easy to point your finger at your builder, at your manager, at your assistant…pretty much at anyone. The hardest thing is to ask (and answer) why the problem truly exists. Often, your employees’ actions are a symptom of a greater problem. And, often, that greater problem is, well, you.

I’ll clarify:

Your people are a reflection of you.
Your people are a reflection of your work ethic.
Your people are a reflection of your attitude.
Your people are a reflection of your encouragement (or discouragement).
Your people are a reflection of your example.

You may not realize it, but you’re being watched. Your employees look at you, they look to you, and (sometimes) they look up to you. No matter how they feel about you, however, they emulate you. You set the standard.

Don’t tell them what to do, show them how it’s done.

Ask yourself:

  • “How’s my attitude?”
  • “How do I react to stressful situations?”
  • “How do I treat customers?”
  • “Do I always get to work on time?”
  • “Do I follow my own rules and policies?”
  • “How often do I praise my employees for doing things right?”
  • “Do I always deliver on my promises?”
  • “How well do I listen to my employees?”
  • “Have I provided my employees with adequate training – both in technical skills and personal development skills?”
  • “Am I living (and leading) by example?”

Those are tough questions. Well, actually they’re easy questions that result in tough answers and tough work should you need to make changes in yourself. But the results are worth it.

The bottom line: Be who and what you want your employees to be.

Bonus questions: If you were your own employee, how would you stack up? Would you hire you? Would you fire you?

An Uninformed Customer is an Unhappy Customer

So, I’m in Chicago last weekend with my family and decided to take Baby Marlow, our 3 ½ -year-old daughter, to American Girl on Michigan Avenue. I knew I was in for an expensive trip, but I wasn’t prepared for the single most ridiculous thing that has ever happened to me at the register in the history of retail.

Before I get to that, though, let me just state that I think the American Girl enterprise, which Mattel purchased from a former school teacher outside of Madison, Wisconsin in 1998 for a reported $700M, and which has annual revenues of over $300M, is an ingenious way to get parents to spend hundreds (if not thousands) of dollars on Made In China dolls and related tchotchkes. A visit to an American Girl store is like making pilgrimage to Mecca for young children. My daughter, for one, talked about going there for weeks in advance and literally broke out into a full-on dance party when we walked in and she heard her favorite song playing over the speakers. The kid was happy beyond her wildest dreams. And, so were we.

Marlow picked out all sorts of accessories and toys for her Bitty Baby doll: a doctor’s kit, a matching outfit for both Marlow and her doll to wear, and who knows what else. If you can imagine it (and even if you can’t), American Girl will sell it to you, as evidenced by the Airstream camper they offer so your doll can go glamping in your basement. Marlow amassed a stash of about $250 worth of junk, but I didn’t care about the price. I knew it would be expensive, and I was happy making the investment because it produced a million-dollar smile on my little girl.

Before checking out, we went for brunch at the American Girl restaurant. The food was over-priced and underwhelming. Actually, it was really bad. But the service was cute and Marlow’s Bitty Baby got her own place setting, so Marlow thought it was the greatest restaurant ever. Again, I didn’t mind spending the money because it made my little girl so happy.

Now here comes the crazy part: we head to the register, the cashier rings us up and asks, “Would you like a bag for seven cents?”

“What kind of bag?” I ask.

She shows me a paper bag and responds, “One of these, so you can carry your items.”

What cheap bastards! What jerks! I spend $250 on all sorts of crap that couldn’t have cost them $10 to produce, $100 on a terrible brunch, and they want SEVEN CENTS more from me?

If I were anywhere else, I would have left the stuff at the counter and walked out empty-handed, but I’d do anything to make Marlow happy, so I decided to swallow my pride and cough up the money for a bag.

I left the store part angry and part perplexed. My wife and I talked about the bag on and off for the rest of the day. I had so many questions:

Why seven cents? Surely this bag cost a lot more.

Why not charge me $2 or $3 to cover the expense?

If only seven cents, why charge at all?

Didn’t they make enough money on me already?

What idiot came up with this idea?

Later that evening, I decided to ask Mother Google what this whole thing was all about, and you know what I found? It turns out the City of Chicago implemented a Retail Bag Tax on plastic and paper bags given to customers at retail establishments in an effort to reduce the environmental impact of disposable bags. I’m not going to comment on the absurdity of that initiative (oh wait, did I just do so?), but I will say that as soon as I read the explanation, all my anger toward American Girl disappeared.

Here I thought that American Girl had chosen to extort every last nickel out of its customer base, when in reality they were mandated by law to do charge me. In this case, baggers really can’t be choosers.

(Read the line above again. I’m proud of it.)

The lesson here? American Girl needs to do a better job of explaining the what and the why behind the Bag Tax and of informing customers like me that it’s a tax and not a fee. They could have placed a small sign at the register, printed it right on the bag, or even trained their cashiers to explain it.

I’ll bet there are things in my business that I think my customers know and understand so we don’t explain them, we just charge and take for granted that the customer gets it. Maybe it’s a core deposit or a shipping charge, maybe it’s a requirement to replace a radiator that we assume the customer should just know, or maybe it’s something else. In fact, maybe you could tell me: when dealing with ETE REMAN, what do you wish you had a better understanding of? What frustrates you? What procedures just don’t make sense?

Now let’s talk about you. I’ll bet there are things in your business that you’d do better to explain to your customers. Think about all the fees and policies and processes your customer may or not understand. Maybe you’ve got stuff like shop supplies, storage fees, environmental fees, waste fees, finance charges, or credit card fees. Whatever they are, learn from my experience with American Girl and consider what you can do at your shop to be sure your customers don’t leave uninformed and unhappy.

 

Now it’s your turn. Tell us what you charge customers for in your shop and how you explain it to them in a way that they get it, understand it, and accept it.

You Don’t Have To Be a Salesperson to Make a Sale

You don’t have to be a salesperson to make a sale.

You’re an artist – who paints the picture of what life will be like for the customer after you fix their car.

You’re a helper – who helps make a good decision about whether to repair the car, which part is best, which warranty is appropriate, and the right financing option.

You’re a compassionate listener – who listens with the intent to understand rather than to respond.

You’re a greeter – who creates a buying atmosphere from the moment the prospect walks in the door.

You’re a resource – who provides valuable information, creative ideas, and unique options.

You’re an assistant buyer – who helps the customer buy.

You’re a friend – who would never offer a deal you wouldn’t take yourself.

You’re a value-provider – who focuses on delivering more value than expected, and earns the sale with extraordinary service.

You’re a teacher – who explains with patience.

You’re a coach – who guides the customer and encourages them to make a good choice.

You’re a relater – who helps the customer discover what they want and then helps them get it.

You’re a liaison – who represents your company with a personal touch.

You’re an advocate – who always fights for what’s best for the customer.

The most important part of your business is making the sale. Your title, however, means little to anyone but yourself.

Pick a title.

Pick a role.

Pick one.

Or, pick them all.

Choose the one that makes you feel best.

Choose the one that helps you frame your mission.

Now, go sell something.

 

Originally posted by Captain Reman on December 11, 2011.

Fire Your Center Manager

I know that’s a strong title, and an unfair one without qualification. I promise I’ll explain in detail just after I tell you about my last trip to Chicago.

My wife and I took our two older daughters to Chicago for two nights of fun in the city. We interacted with the trendiest brands – we stayed at the Waldorf Astoria, dined at RPM, took spin classes at SoulCycle, and went to see Hamilton. And fun it was!

It was also a learning experience. I learned the importance and the power of a single employee. I learned that no matter how much you spend on marketing, advertising, brand management, social media, whatever…your front-line employee can make or break your success.

Here’s what happened:

First, the hotel. When we arrived at reception there were two lines – one short, one long. I stupidly chose the short one. You know why the line was short? The front desk employee at the head of my line was unhelpful and apathetic, while her counterpart at the head of the long line was amazing. He took the time to really welcome each guest, to ensure their every preference and need was met, and to explain all the great features of the hotel. He then shook each guest’s hand, came out from behind the desk to hand them their keys, and walked them to the elevator.

Guess what? When we got to our room, it wasn’t even what we had asked for. I went back downstairs and gladly stood in the long line.

Then we went for dinner. RPM is well-known Italian restaurant that probably doesn’t need me to say a single good thing about the food (it was some of the best I’ve had). Anyway, it was our waiter that had us talking for days after. He was Johnny on the Spot the entire time, working backward from our target departure and timing the delivery of every single dish on our table with perfection. And, he was funny. If this guy left RPM and went to work at another restaurant, I’d follow him there.

Then we went to Hamilton. Can’t say enough good stuff about the show. Go see it. Take your kids. Take your friends. No lessons here, except maybe not challenge your foe to a duel.

The next morning, we went to SoulCycle as a family. SoulCycle is a high-end spin studio with a cult-like following and supposed $1.2B valuation. My kids came up with the line, “families who spin together win together.” I thought it was cute, so I joined them. I’m not really into spin studios. I’m a cyclist. I don’t do the woo-woo, motivational classes…I just want to work hard and sweat. But I had heard about this brand for long enough I wanted to see for myself what it was all about. And you know what? It was surprisingly worthwhile. The instructor was a ten. He pushed us to our limits and had us motivated to work all the way through 45-minutes of heart-pounding, bass-thumping, sweat-producing spinning. It was way harder than I thought it was going to be, and way more fun. We left on fire. So much so that we signed up again for the next day, and we told many of our friends about how great it was.

We went back…new day, same business, new instructor. She was a five at best. Not worth my time or money, and certainly not worthy of referrals. It was at this moment that everything clicked: your business is not what you say it is, it’s what your people make it.

It’s your business.

It’s your brand.

It’s your reputation.

It’s your people’s jobs to make your standards and your promises a reality.

It’s your job to hire and coach the right people.

And it’s your front-line employees (you know, the ones who interact with your customers) that matter most. The guy or girl at the desk (in our world, likely a counterman or a center manager) control your destiny.

So, how’s your center manager? What qualities and attributes do they possess?

Maybe a better question is, what qualities and attributes do you wish they possessed?

Make a list of everything that’s important to you:

  • Honest
  • Friendly
  • Smart
  • Resourceful
  • Punctual
  • Reliable
  • Trustworthy
  • High closing ratio

Those are just a few to get you started. This is your business, not mine. You get to choose.

Now highlight the three or four most important things to you. The ones that are deal-breakers.

Here’s the hard part: ask yourself, “Does my center manager meet those expectations? Do they have what I need them to have in order to represent my brand and conduct business in a way that makes me proud?”

Let’s say they do have what it takes. Consider yourself lucky and do everything you can to hold on to them and to coach them to continued success.

Now, let’s say they don’t.  The next step would be to consider whether their shortcomings are an attitude issue or an aptitude issue. If aptitude, you train them until they get it right…or until you just can’t train them anymore. If attitude…then it’s time to fire your center manager.

 

Let’s talk. Comment below or email Noah directly!

Shop Management Lessons from Malcolm Brogdon & the Milwaukee Bucks

 

This article is NOT about basketball. It’s about YOU. It’s about your shop. It’s about your business. And, arguably it’s about your life. It’s how about to get the most out of everyone you interact with.

It just so happens that today’s lesson came from a basketball player. A professional one. A really famous and really good player: The 2017 NBA rookie of the year, the President, Malcolm Brogdon.

My good friend Michael invited me to a behind-the-scenes look at the new Fiserv Forum’s media room and the Bucks’ locker room, and a short game-review and basketball strategy with Malcolm. Then we got to have our pictures taken, shake hands, and say something short. I came up with nothing cool. Just said something standard like, “Mr. President, you guys look great. Keep it up.”

Although I missed my opportunity to impress Malcolm, he certainly did not miss the opportunity to impress me, nor to impress upon me the following leadership lesson.

The Milwaukee Bucks are off to a great start this year (currently 18-9). EPSN has the Bucks at 2nd in power rankings. And they’re a young team with a new coach. Coach Bud (Budenholzer) is leading a starting lineup consisting of some of the most dynamic and exciting players in the world – Giannis Antetokounmpo (aka “The Greek Freak”), Malcolm Brogdon, Eric Bledsoe, Khris Middleton, and Brook Lopez.

Near the end of the discussion, a fan asked a question: “What’s different this year with the coaching? Why do you think you’re winning so many games with many of the same players from last year?”

Malcolm immediately responded that it’s all about Coach Bud and his crew. Malcolm explained that coaches are invested in the players. They care about the players. It’s not just about winning games for the coaches, it’s about developing players. He said the coaches care more about player development than the team record. And then Malcolm capped it off with:

It’s amazing to play for people that I love playing for.”

It’s no different in the real world. People want to work for people they love working for. People want a coach (aka, a manager or a boss) who is invested in them. People want a boss who cares about them.

Basketball players don’t play for the team, just like your employees don’t play for your company. Basketball players play for themselves first, and they play for their coach second. Your employees work for themselves first and they work for you second.

Make sense?

Then, ask yourself, do your people love playing for you?  

Do they know you care about them?
Do they know you are invested in them?
Do they know you want to develop them into all-stars?

How do they know?

I challenge you to write down a few examples of actions you have taken recently to show your people that you care about them, that you are invested in them, and that you want them to develop and become better for themselves.

Look at the Bucks. Same players + different coaches = different (better) results.

Sometimes it’s not your employee’s fault they are underperforming.
Sometimes you’re the problem.

But you don’t have to replace yourself, you just have to be willing to make a few changes and a try a new coaching strategy.

I hope you’ll be the Coach Bud of your shop or your business or your family. I hope you’ll invest yourself into your people so that they invest themselves into winning for you.

Let’s make this interactive. In the comments field below, share something you’ve seen or done that speaks to Malcolm’s lesson. Tell me what you do in your shop. Or tell me about a time when your boss did something that got you to love working for them.

Read This and Reap

I read a lot of books. Or, I should say, I used to read a lot of books. Since the invention of social media (namely, Facebook), I find myself wasting the time that I used to devote to reading a chapter or two of something valuable on looking at pictures of other people’s vacations. No wonder I’ve been uninspired lately.

So, I’ve decided to make a change. I’m deleting the Facebook app from my iPhone. I’m limiting myself to ten minutes a day looking at your kids or reading your jokes. I’m reallocating the rest of that hour to reading something from my library.

And guess what? In the very first day of doing so, I’m on fire. Ready with new ideas, a new zest and zeal, and a renewed sense of vigor for my business. And, for the first time in a long time, I’m inspired to write.

I realize that I’ve cared more about what fuel I put in my car than what fuel I put in my head. Bad mistake. What you feed your mind is the single most important element of your success – or failure.

Today, I’m re-reading an oldie but a goodie: How to Sell Your Way Through Life by Napoleon Hill, the Godfather of personal development. You may have heard of his most popular book Think and Grow Rich, but this one is my personal favorite. Do yourself a favor and invest ten bucks in a copy.

I love every page, every concept, and, even though it’s 78 years old, it’s as true today as it ever was. Sure, the language may be a bit old-fashioned, but the ideas are still revolutionary.

Buried in the middle of the book is what I call the Ten Commandments of Selling. Napoleon Hill calls it “The Ten Major Factors on Which Confidence is Built.” I hope you’ll call it pure gold.

Here they are:

  1. Follow the habit of rendering more service and better service than you are paid to render.

  2. Enter into no transaction that does not benefit, as nearly alike as possible, everyone it affects.

  3. Make no statement which you do not believe to be true, no matter what the temporary advantages a falsehood might seem to offer.

  4. Have a sincere desire in your heart to be of the greatest possible service to the largest number of people.

  5. Cultivate a wholesome admiration for people; like them better than you like money!

  6. Do your best to live as well as preach your own philosophy of business. Actions speak louder than words!

  7. Accept no favors, large or small, without giving favors in return.

  8. Ask nothing of any person without believing that you have a right to that for which you ask.

  9. Enter into no arguments with any person over trivial or non-essential details.

  10. Spread the sunshine of good cheer wherever and whenever you can. No man trusts a joy-killer.

I can’t argue with any of these elements. And neither can you. What I can do, and what I’m hoping you will do, is ask, “Do I actually follow these elements, these commandments? And, how good am I at them?”

Here’s your homework: print out this article, hang the commandments up somewhere in your business, share them with your staff, maybe even rewrite them a bit to suit your exact situation. Then memorize them, implement them, and profit from them.

Books are the best, aren’t they? I’m challenging you to join me in reading again. And, I’m reminding you that being book smart won’t help you. You have to implement – and master – what you read.

So, read a book. Then get to work. I promise you’ll thank me for the kick in the pants.

Reman U #300

­We’re Making Some Changes Improvements.

When you hear the word change, what do you feel? It’s always interesting to me that this one little word, “change,” evokes so much emotion (both positive and negative) from the recipient of the announcement.

I’m very careful not to use the word at all when delivering news to employees. Whenever management says, “change,” employees automatically think things are about to get worse. So I will often use the word “improvements” instead. But only when the change really is an improvement, of course. If you’re changing things for the worse, you’re better off figuring out how to avoid making the change in the first place. If you must make that change, leveling with your people in a human manner and explaining the why behind the change will earn you more understanding and respect than a memo or an email.

Anyway, you may notice things look new in this issue of REMAN U. We’ve been at this for 300 weeks, and it’s time to make some changes. I mean improvements. Really.

First and foremost, there’s a new theme. You can thank Jennifer Porter and her crew for that. It’s 80% done, so expect some tweaks as we go. That’s one of our philosophies around here…work until 80% done and then launch. You move much faster that way. The credit for the concept goes to (I believe) Steven Pressfield in either Do the Work or The War of Art, but I can’t seem to find the original quote. No matter, we’ve adopted it and made it part of our culture.

Second, we’ve decided to pull all outside content for now and instead give you more from of us…and of YOU, so you’ll now see a new section called The Hot Seat where we share a short interview or video of ETE REMAN employees, REMAN U readers, transmission shop owners, and our suppliers. Keep an eye out for people you recognize and be sure to send us your ideas for people who you think we should feature in upcoming issues. We always love a good story.

Finally, almost everyone who visits ETE REMAN comments on our culture and asks how to implement some of our best practices into their businesses, so we’ve decided to include a new section called Culture Matters where we’ll share something cool from around our office or our travels. It is my sincere hope that you find inspiration in what we’re doing and make some of our ideas your own.

Here’s what’s not changing: I created REMAN U 300 weeks ago with the mission of delivering an impactful, inspirational, value-based message for you and in terms of you. We don’t sell here. We don’t push our stuff. We do this because we love to serve.

So keep reading, and we’ll keep improving.

photo credit: © cartoonresource – stock.adobe.com

Why You Should Put a Library in Your Lobby

Charlie “Tremendous” Jones often said, “You will be the same person in five years as you are today except for the people you meet and the books you read.”

Books change everything. They contain the answers to questions you’ve been asking yourself for years. They contain new ideas, old truths, and growth opportunities…all for less than the cost of a crappy movie at your local theater.

What was the last book you read? When did you finish it?

I bet it was a long time ago. Too long.

And, if you’re reading this now, you’re probably more likely to have read something more recently than your employees or your coworkers (some of whom haven’t read a book in 20 years). There’s an old adage that says, “The average salesman doesn’t read a book a year. That is why he is an average salesman.”

Don’t be average. And don’t let your employees, coworkers, or customers be average either.

I give books to friends and customers all the time. I usually write a little inscription about why I think the recipient will like the book, how they will profit from it, or what it might do for their life. I do the same for employees. But just a few weeks ago, I realized I had overlooked a simple and inexpensive opportunity to inspire, influence, and improve everyone who works here or visits here: a library!

So, with a couple of clicks of a mouse (and a little light assembly), we now have a library. It’s not a big one. It’s just a shelf. But it contains big ideas. We have begun to assemble the smartest minds, the best advice, the most inspiring examples…from all over the world, from all time. We now have the best mentors available, at our fingertips.

Our library is in our cafeteria. People take a book, leave a book, read a book, and talk about it with each other. Beats playing Words with Friends.

Shoutout to Andee (aka The Rhythm of Reman), for the idea and execution.

You can put your library in your office, in your lobby, in your shop, or anywhere you want, really. If you really want to have some fun with this, give a short book report each week at your meetings and talk about how you might apply what you’ve learned. That’s where the real power of reading is – in thinking about and doing something with what you read. The Irish Statesman Edmund Burke said it best (way back in the 1700’s): “To read without reflecting is like eating without digesting.”

What if somebody steals a book? Then it means the book was valuable to the reader. It means the book meant enough to them that they wanted to keep it and use it. And they’ll always remember who they stole it from because we put our stamp in it!

In reality, I hope people do steal my books. It costs me $10 and I get happy, inspired, smarter employees and customers? Best $10 I could spend!

Want a list of ten books that you should buy to start your library? Click here to download it.


ava_captainreman

If you’re reading this now, you’re in better shape than most. What’s in your library or at the top of your reading list? Comment below or share with Captain Reman directly!