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Under the Bright Lights of Success: How White Fought His Way to the Top
“I’m pretty happy with the way everything has worked out with UFC,” says White. “We’ve come a long way in a couple of years.” From working as a hotel bellhop to managing a multi-million dollar company, White has most certainly come a long way from where he started off. How did this boy who could barely make it through high school, become a millionaire and the envy of men across America?

You Were Born Rich Bob Proctor - Book Review
This was a book that changed my life. Here is my review of the power of this book.
Dangerous Supply Chain Myths (Part 3)
Segment 3 – Multiple Supply Chain Networks: An Issue of Timing versus Concept Validity? Multiple Supply Networks The tail of the supply chain needs to be tailored to each developing market and this will require domestic partners to help execute fulfillment and delivery. In addition, good risk mitigation requires flexibility and diversity in your supply chain and supporting networks.

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The Ole Boy Network Still Has Teeth
I'm not a sexist, and I'm not a bra-burning feminist. I am a realist. That's why I can say that the ole boy network still unequivocally affects relationship building in the corporate hallowed halls ... not so much in the entrepreneurial ranks.

Effect of Optimism and Commitment on the Sales Force
I'm not an optimist or a pessimist. I tend to be a be a realist. Relating the aforementioned quotes to selling, I believe that optimists find it difficult to challenge people. I can easily slide over to the pessimistic side when necessary, like when it's time to debrief a salesperson on a recent call. It's difficult to punch holes or question a salesperson's account of a call if you are an optimist. Optimists often become overexcited and set unrealistic expectations about the likely outcome of an opportunity. I believe you must be able to slide back and forth between optimism and pessimism. Get yourself motivated and excited, be realistic about what's happening, and challenge people when what you hear doesn't sound right.
A Tale of Two Managers: Command versus Commitment
Joel views himself as a "realist." As a manager, he has little time or patience for, as he puts it, "making nicey-nicey." Coming from a deep technical background, he hates meetings ("they get in the way of real work") and resents having to sell changes or get people on board. "I don't care if they like me," he's fond of saying, "I only want their respect and compliance." He likes nothing better than solving tough technical problems with practical, well-designed solutions. He runs his organization "by the numbers." He focuses on continuously improving existing processes and technologies. He sets high targets and relentlessly drives everyone to meet them.
Seeing Only What Is or What Could Be
Joel was a realist. He prided himself in being practical and "down to earth." He was very skeptical about new ideas and changes. "You'll have to prove it to me. I'll believe it when I see it," he often said to his kids or team members. He believed that kids today were lazy, sloppy, and untrustworthy. Reading the newspaper after supper, he'd finish a story about some horrible crime or new violence with another comment on his pet theory that society was on a slippery slope of sin and destruction. At work, Joel often made cynical jokes about the stupidity of management and the direction they were trying to move the organization.
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