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About Rich Dad’s Guide to Investing Summary Pdf
Investing means different things to different people… and there is a huge difference between passive investing and becoming an active, engaged investor. Rich Dad’s Guide to Investing, one of the three core titles in the Rich Dad Series, covers the basic rules of investing, how to reduce your investment risk, how to convert your earned income into passive income… plus Rich Dad’s 10 Investor Controls.
The Rich Dad philosophy makes a key distinction between managing your money and growing it… and understanding key principles of investing is the first step toward creating and growing wealth. This book delivers guidance, not guarantees, to help anyone begin the process of becoming an active investor on the road to financial freedom.
Table of Contents
Introduction What You Will Learn from Reading This Book 1
Phase 1 Are You Mentally prepared to Be an Investor?
Investor Lesson #1 What Should I Invest In? 17
Investor Lesson #2 Pouring a Foundation of Wealth 33
Investor Lesson #3 The Choice 41
Investor Lesson #4 What Kind of World Do You See? 45
Investor Lesson #5 Why Investing Is Confusing 51
Investor Lesson #6 Investing Is a Plan, Not a Product or Procedure 59
Investor Lesson #7 Are You Planning to Be Rich, or Are You Planning to Be Poor? 65
Investor Lesson #8 Getting Rich Is Automatic-If You Have a Good Plan and Stick to It 73
Investor Lesson #9 How Can You Find the Plan That Is Right for You? 83
Investor Lesson #10 Decide Now What You Want to Be When You Grow Up 89
Investor Lesson #11 Each Plan Has a Price 97
Investor Lesson #12 Why Investing Isn’t Risky 105
Investor Lesson #13 On Which Side of the Table Do You Want To Sit? 109
Investor Lesson #14 Basic Rules of Investing 119
Investor Lesson #15 Reduce Risk Through Financial Literacy 135
Investor Lesson #16 Financial Literacy Made Simple 153
Investor Lesson #17 The Magic of Mistakes 177
Investor Lesson #18 What Is the Price of Becoming Rich? 187
Chapter 19 The 90/10 Riddle 197
Phase 2 What Type of Investor do you want to Become?
Chapter 20 Solving the 90/10 Riddle 211
Chapter 21 Categories of Investors 215
Chapter 22 The Accredited Investor 223 Bursa lagu mp3 download.
Chapter 23 The Qualified Investor 227
Chapter 24 The Sophisticated Investor 243
Chapter 25 The Inside Investor 257
Chapter 26 The Ultimate Investor 263
Chapter 27 How to Get Rich Slowly 267
Chapter 28 Keep Your Day Job and Still Become Rich 277
Chapter 29 The Entrepreneurial Spirit 281
Phase 3 How Do You Build a Strong Business?
Chapter 30 Why Build a Business? 289
Chapter 31 The B-I Triangle 293
Chapter 32 Cash Flow Management 311
Chapter 33 Communications Management 317
Chapter 34 Systems Management 327
Chapter 35 Legal Management 335
Chapter 36 Product Management 339
Phase 4 Who is a Sophisticated Investor?
Chapter 37 How a Sophisticated Investor Thinks 349
Chapter 38 Analyzing Investments 357
Chapter 39 The Ultimate Investor 379
Chapter 40 Are You the Next Billionaire? 403
Chapter 41 Why Do Rich People Go Bankrupt? 429
Phase 5 Giving it Back
Chapter 42 Are You Prepared to Give Back? 445
Conclusion Why It No Longer Takes Money to Make Money 453
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The general view in business is that top-end talent is highly sensitive to and motivated by compensation and that big monetary rewards are key to their management. There is a grain of truth to this — but only a grain. In my 36-year career, I haven’t met a single person truly at the top end of the talent distribution who is highly motivated by compensation. Not one.
Sure, I’ve met lots of successful people who are highly motivated by compensation: CEOs who pump up the perceived value of their company to sell it, hedge fund managers who destroy companies for short-term gain, investment bankers who get their clients to acquire companies they shouldn’t to earn big fees, consultants who sell their clients work that they don’t need, and me-first athletes who poison their teams.
But none are the kind of top-end talent who make their organization great for a sustained period.
During my 15 years of managing talent as dean of the Rotman School of Management, and previously as cohead of Monitor, I have managed some of the best and brightest in professorial talent and the strategy consulting industry worldwide. Over this combined quarter-century of experience, I developed three rules for managing top-end talent.
Treat Them as Individuals, Not as Members of a Class
I learned this one by making a mistake. A top consultant, one of the firm’s 15 or so global account managers, approached me to ask for paternity leave (a benefit that’s now fairly standard, but 20-odd years ago was rare). I readily replied, “Sure. You’re a GAM. At your level, you can do pretty much whatever you want.” He said “OK” and walked off, looking sullen. I was taken aback: He had asked for something, and I had given it to him. What was his problem?
It finally dawned on me that top-end talent doesn’t want to be treated as a member of a class — even if it is an exalted class. They want to be treated as individuals. This consultant wanted to hear: “We care about you and what you need. If paternity leave is the thing that is particularly important to you, we support you 100%.”
The result would have been the same — unfettered paternity leave — but with a totally different end result. Rather than being treated as a generic member of a particular class, he would have been treated in an individualized fashion.
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Since that incident, I have watched this phenomenon over and over. Each member of the top-end talent class spends their life striving to be unique. It is discordant with them at a very deep level if you treat them any other way. And, conversely, it makes them warm inside every time they are treated as a unique, valuable individual.
Provide Opportunity Continuously
The biggest enemy for top-end talent is blocked opportunity, especially on the way up. If they are motivated to become top talent, they want to take on big challenges — and the sooner, the better. If they are blocked and made to wait for opportunity to be available, they will simply go somewhere else.
This is, of course, something to handle very carefully. They may blame you if you allow them to bite off too much and they fail. But managing top-end talent requires leaning aggressively into giving them as many opportunities as you reasonably can. The way to win their loyalty is to be the provider of opportunities that enable them to keep growing and learning.
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Sometimes this means battling the HR function, which tends to want to treat people homogenously and limit opportunities to rigid time frames. You have to both insist on the desired outcome and take personal responsibility for it to make these first two happen. I recall getting intense pushback from the head of allocations when I wanted to assign a less-seasoned consultant to a senior role on a major case. I was told he wasn’t ready and that it wasn’t fair to others who were more senior. I offered to look for opportunities on other future cases for those I bypassed on this one and promised to take full responsibility for cleaning up any mess that would derive from giving the senior role to the consultant. Fortunately, it worked out well, and catapulted the young consultant into a position that eliminated all such questions about his readiness going forward.
Give Pats on the Back
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I see a lot of managers making big mistakes on this front. Because top-end talent is highly driven and intrinsically motivated, their managers can mistake them for being indifferent to praise. It is just the opposite. Talented people spend all their time doing really hard things. To do what they do, they have to flirt regularly with — and actually experience — failure. For this reason, they need regular pats on the back. Otherwise, they become resentful or sad and drift away from the organization.
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In my experience, top-end talent rarely, if ever, asks for praise — at least not directly. So the top-end talent manager has to intuit when they need it. But it has to be done in a fashion consistent with the first two rules: It has to be individualized. The generic year-end praise will be a negative, not a positive. And tying the praise to the opportunity that has been taken on and successfully completed is what will make it most effective.
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These three rules, although sounding pretty simple, can be hard to follow. That is because most organizations, and many of the managers in them, tend to default to reliability over validity. That is, they favor a consistent, replicable outcome (like similar treatment, opportunities, and praise for all) over an outcome that optimizes their desired intent. At first blush, it seems that reliability is safer than validity, since the latter requires more judgment calls. But reliability is just an alluring siren call; the skilled top-end talent manager knows to avoid it. To the extent that you rely on top-end talent to produce outstanding organizational performance, you must treat your best people as individuals, find ways to give them opportunities even when bureaucracy gets in your way, and shower them with praise when they succeed.