New Dummies Books

Found two wonderful Dummies books in the bookshops if you are looking for a cool Christmas gift. They are titled Selling for Dummies and Cheat Gong for Dummies. The first book makes interesting reading as it touches on topics in selling like how to be a good actor, how to play office politics, etc. You also get to learn how to lick your boss's balls like making him a cup of honey, buying strawberries or sending him a packet of bah kwa. Whatever you need to do to keep your job. The book is written by an idiot who claimed he's got twenty years of selling experience. His track record so far has been appalling so I guess only dumbasses will read it, which aptly explained the title of the book.

And if you are stressed out, you can learn Cheat Gong. Both books teach you how to kiss the author's ass, if not you will get your money back. GUARANTEED.

Breathtaking Runways

The Best from General Motors

The Corvette is Chevrolet’s world-class, high-performance sports car. A true American icon, the Corvette was introduced in January 1953.The first 300 cars were produced by hand and powered by 235-cubic-inch 6-cylinder engines. In 1955 a V8 was first offered and in 1965 a big-block V8 was optional and 4-wheel disc brakes became standard. The fifth-generation C5 Corvette was introduced in 1997, with the Z06 added in 2001 along with additional performance equipment. The 2005 C6 was the first Corvette in more than 40 years without retractable headlights and the Z06 returned again for 2006.

The Malibu is Chevrolet’s midsize sedan that receives a complete makeover for 2008 with a new bolder design including a dual-port grille and upscale elements such as an available two-tone interior. The new Malibu continues to be a five-seat front-wheel-drive sedan but is designed to give buyers “more bang for the buck.” With upgrades to horsepower, fuel economy and equipment, the 2008 Malibu is also three inches longer with a six inch longer wheelbase than the previous model. The Malibu name was first used for the top-level Chevelle in 1964 and the name returned for the 1997 model year as an all-new front-wheel-drive sedan.

The Chevrolet HHR is a new type of vehicle which Chevrolet describes as combining the styling of the SSR roadster truck with a 1949 Suburban for a unique style all its own. Built on the same platform as the Chevrolet Cobalt, the HHR debuted for 2006 offering 5-passenger seating with reconfigurable cargo capacity, including a fold-flat front passenger seat. For 2007 the HHR Panel adds as a unique cargo vehicle that features windowless side panels, rear cargo doors, seating for two and a large flat cargo floor.

The Yukon XL is GMC’s extended wheelbase full-size SUV cousin to the Chevrolet Suburban. The history goes back to the 1935 Chevrolet Suburban Carryall, but the real predecessor was introduced in 1973 as the 4-door GMC Suburban. For 2000 the GMC Suburban became the Yukon XL, leaving the Suburban name to Chevrolet. The all-new Yukon XL debuts as a 2007 model in early 2006.

The Solstice is Pontiac’s two-seat roadster built on GM’s new rear-wheel-drive compact sports car platform named “Kappa.” The first model to be built on this platform, it is also the basis for the Saturn Sky. The Solstice was first shown in concept form at the 2002 North American International Auto Show and went from concept to production in just three years. A GXP version was added for 2007 featuring a turbocharged 2.0-liter 4-cylinder that produces 260 horsepower and 260 lb-ft of torque. The uniquely styled GXP also rides on a 4-wheel independent sport-tuned suspension and 18-inch wheels with performance tires.

The Grand Prix is Pontiac’s midsize sedan but the Grand Prix name was introduced in the early ‘60s as a large, sporty coupe. In the late ‘60s, the Grand Prix was one of the fastest in its class with an available 390-horsepower V8 engine, but during the ‘70s the Grand Prix was downsized. In 1988, the car was completely redesigned as a front-wheel-drive model 4-door sedan. Totally redesigned once again in 1997, Grand Prix adopted a muscular, aggressive look in both coupe and sedan versions. The ninth-generation Grand Prix sedan went on sale in spring, 2003.

The G6 is Pontiac's sporty, performance-oriented midsize sedan that is built on General Motors’ global Epsilon architecture which provides rigidity and body stiffness for a quiet, solid ride and more responsive handling characteristics. The G6 was the first vehicle to incorporate Pontiac’s new design direction and renewed emphasis on performance when it debuted as a sedan for the 2005 model year. Coupe and convertible versions of the G6 were added for the 2006 model year. For 2008 Pontiac adds the performance-oriented G6 GXP sedan and coupe to the lineup featuring a unique exterior and a 252-horsepower V6 engine.

The Buick Lucerne is Buick’s new front-wheel-drive sedan which replaced the LeSabre for 2006, featuring a fresh new design and innovative technology. The Lucerne was the first Buick to offer Magnetic Ride Control with StabiliTrak to improve the ride and handling. Lucerne also marks the return of V8 power to a Buick car with an available 4.6-liter Northstar V8 that delivers 275 horsepower and 290 lb-ft of torque. The exterior design offers a tight, clean look with a waterfall grille, steeply raked 60-degree windshield, and a 70-degree rear window angle while the interior features Buick's Quiet Tuning, which reduces unwanted noise in the cabin.

The LaCrosse is Buick’s premium midsize sedan that replaces the Century and Regal in the Buick lineup. The LaCrosse features QuietTuning aimed at reducing unwanted noise and vibration levels throughout the entire body structure to provide best-in-class quietness. For 2008 Buick adds the LaCrosse Super to the lineup that first debuted at the 2007 New York Auto Show.

The CTS is Cadillac’s entry-luxury sport sedan, designed to compete with the best European sport sedans. The CTS made its first appearance at the Pebble Beach Concours d’Elegance in August 2001. Cadillac did extensive testing at Germany's famed Nürburgring race track. The CTS-V was added for 2004 with a 400-horsepower 5.7-liter V8 engine. For 2008 the CTS gets redesigned for the first time and it features updates to the interior and exterior with a number of technological features. All-wheel drive is available for the first time and a new 6-speed automatic transmission is added.

The Cadillac DTS is the new front-wheel-drive large luxury sedan from Cadillac that replaced the DeVille in the Cadillac lineup for 2006. The DTS continues Cadillac’s product renaissance that began with the CTS and STS, integrating Cadillac’s new design language while still carrying forward traditional Cadillac design elements. The DTS features an all-new luxurious interior and the chassis is tuned for a smooth, quiet ride. DTS also offers a number of safety and convenience technologies.

The XLR is Cadillac’s high-performance luxury two-seat roadster. In 1999 Cadillac debuted an all-new luxury roadster concept at the North American International Auto Show called the Evoq and two years later GM announced that the Cadillac XLR would be produced. The XLR is built on an all-new platform designed specifically for convertibles. Featuring the first use of GM's high-output 4.6-liter Northstar V8 in a rear-wheel-drive configuration, the XLR is produced in Bowling Green, KY, home of Chevrolet's Corvette.

The Cadillac Escalade EXT is Cadillac’s luxury sport-utility truck that was redesigned for 2007 and is built on General Motor’s all-new full-size SUV platform, combining a luxury SUV with a pickup truck. The Escalade EXT is as long as the extended-length ESV model. The Escalade EXT first joined the Escalade lineup when the Escalade was redesigned, in the fall of 2001 as a 2002 model.

The H2 was the second SUV offered by HUMMER drawing on the H1 that was originally designed for military use. The H2 was the first new vehicle under the HUMMER brand since GM acquired exclusive ownership of the HUMMER brand. The H2 may be scaled down, but it offers all the capability expected from HUMMER. The H2 SUT is added for 2005.

The H3 is HUMMER's new midsize SUV and the third model in the vehicle lineup. Based on the Chevrolet Colorado pickup platform, the H3 is designed to deliver authentic HUMMER style and off-road capability in a smaller, more fuel-efficient package. For 2008 the H3 Alpha is added to the lineup featuring unique looks and a more powerful engine. The H3 Alpha comes with 16-inch chrome wheels, Alpha badging, “Luxury” equipment package and Chrome Appearance package.

Cop Cars from around the World

Germany's: Brabus CLS Rocket, is currently the world's fastest legal sedan with 730hp from a twin-turbo V12 and a top-speed of 225.19mph.

Germany's: Porsche 911 Carrera has a 6 cylinder engine and 500hp. It's capable of over 186 mph & sprinting to 60 mph in just 4.6 seconds.

A Porsche 911 from the Austrian Police.

A: Porsche 911 in Bulgaria.

A Lada in St. Petersburg, Russia.

Lamborghini donated one of these beauties to the Italian Police back in 2004. They probably liked it as they purchased another one a year later. Top speed: 190mph. Powered by a 5 liter V10 with 500hp.

The: Hummer H2, 700hp Hummer powered by a 7.0L supercharged V8. How's this for a sheriff in Texas.

A Hindustan Police car in India. You see a lot of them in Indian movies.

A Mercedes E Class in Hamburg, Germany.

The awesome Dodge Viper on a Texan Freeway.Police


A 640bhp Lamborghini Murcielago LP640 with the London Metropolitan Police. This Italian 6.5-litre V12, four-wheel-drive with a top speed of 211mph and 0-62mph in 3.4 seconds.'

A Jaguar S Type.with the Canadian Mounties.

A Seat police car in Barcelona, Spain.

South Africa: Lamborghini Gallardo.

A local Lamborghini importer gave this $200,000 car as a loan to the authorities to use it as an "attention-getting device" to control traffic.

Business Lessons From The Godfather

Recently, I watched a rerun of one of the most influential movies of the last century, The Godfather In the movie, Don Corleone, the head of the crime family, is a shrewd businessman. Through making “an offer he can’t refuse”, as well as understanding the dynamics of the business relationships, the Don managed to consolidate power and run all of the gambling operations in the country.

There is a lot in the way Don Corleone conducted his business based on certain principles and I think we can all learn from it. These lessons apply even if you are not in the line of mafia work.

Never dishonor those who helped you. Henry Ford once said, “Integrity is crucial for business success - once you can fake that, you’ve got it made.” That may have worked for him, but in today’s world one of the most valuable things in business is your reputation. When someone helps you out, or stands up for you, thank him. You owe him one, even if he is too decent to tell you that. If you dishonor that person, others will take note. They will know that if they do business with you, they might very well be your next victim, and will steer clear of you.

Come with friendship, not with dollar bills. Business is all about relationships. A man with all the money in the world will still be unhappy without someone to share it. This is why men close deals on golf courses, in cigar bars, and over a meal. This form of bonding ensures that even if a different person offers a better price, you will still go with the guy you trusted and spent “leisure” time with.

Watch your back. As in anything where there are limited resources, there will always be people who say one thing to you and do another. The corporate ladder is not climbed without stepping on others’ heads. Know your friends and your enemies, and avoid putting yourself in a situation where you can be harmed.

Don’t discuss business at the dinner table. A big thing in the mafia was not discussing business at the table. Give your family a break from business talk during the most important bonding time - dinner. Many studies have also found the psychological effect on kids always hearing parents discuss business is rather negative. Kids can become worried about the future, think money is the only thing that matters, or lose interest in talking to the folks. So keep your work in your office.

It’s not personal, it’s business. While seemingly at odds with the second lesson, we are actually speaking here about how you should view decisions. If you get passed up for a promotion, it probably isn’t personal - it just made more sense from a business perspective for your superior to do so. If your longtime client leaves and you didn’t do anything wrong, thank him for his long business and move on - it’s not personal, and it doesn’t make any sense to waste time in misery over it. Also, if you have to make the decision, you need to emotionally detach yourself from it to make sure it makes the best business sense.

Do you have any other business lessons learned from the Don? Add a comment, I’d love to hear about it.

Quotation: "Do not follow where the path may lead ......

Do not follow where the path may lead.
Go instead where there is no path and leave a trail.

- Ralph Waldo Emerson

Management by Fear. Does it work?

Will it help to have your staff just a little afraid so they take you seriously? Learn the differences between ‘healthy’ and ‘unhealthy’ fear.

Management is not a popularity contest. We’re hired to run a business, meet targets and expand markets—and that includes cracking down on inefficiencies, incompetencies and making sure standards, deadlines, and budgets are kept.

I think it helps to have your staff just a little afraid, just so they take your directives darn seriously. However, anything beyond that like throwing vulgarities and barking like a mad dog will get you nowhere. People have choice and they can take their employment elsewhere.

So does management by fear really work?

Management by fear actually reduces employee performance. It gives employees the opportunity to think things and take the easy way out, look for another job. Nobody likes to work for an asshole.

I used to work for this someone who has a hard reputation for barking at his people. Every sales meeting, every management meeting was about banging the tables, so much so the employees wouldn't even want to make eye contact with him. Times were good then and people made the money took all the shit and stayed. Today the company isn't doing well and people are moving elsewhere. That invariably means they take the company's business elsewhere together with the customers. Worst still, the ones that are not going anywhere are the ones that have no place to go. They are what you call "deadwood."

The fear that paralyzes companies and sends employees into nervous breakdowns are caused by management by fear. People become so terrified of their bosses that their job is less about meeting department goals or improving company profitability than keeping management happy. It is better to set clear expectations and deliver praise and punishment with logic and fairness. In other words, manage by objective, not by fear.

You don't need to go far to look at all the some symptoms of “unhealthy” fear among employees.

Here are some:

They’re more concerned with following the rules than winning the game. How many threatening memos and sanctions have you sent this year? Something is really wrong if you spend more time watching your employees than you do your competition. Worst still, you incalcuate a culture where things "work" when you are around and they don't when you are not.

They’d rather shut up than succeed. If you whitewash your staff's staff suggestions, or echoes your opinion rather than give honest recommendations on a problem based on their expertise, then fear of punishment has officially killed what makes managers truly effective: an accurate grip on reality. There was this one asshole of a managing director that would shut out his salespeople when they make suggestions upon being asked where the problem really lies. After that, none of his salespeople would ever want to say anything in a meeting. This managing director subsequently lost his job.

They don’t know why you’re angry. Many employees say they’d rather have a tough boss than an unpredictable one, who sets conflicting goals and plays favorites. “It’s like being stuck in a ring with a bull,” says one beleaguered employee, “you can’t reason with him, and you can’t escape.

So next time when you want to bark at your employees, think hard.

What happened to the other $1.00???

3 men needed a room for the night and the hotel manager tells them it will cost them $30.00.

Each man then hands over $10.00 and then heads to the room.

The hotel manager then realises the cost of the room should’ve have been just $25.00
So he gives his bellboy $5.00 and tells him to give the 3 men their change.

The bellboy decides that $5.00 is a bit difficult to split into 3 and so gives each man $1.00 and keeps $2.00 for himself.

This means each man ACTUALLY paid $9.00 each

So, 3 x $9.00 = $27.00 plus the $2.00 the porter kept = $29.00

WHAT HAPPENED TO THE OTHER $1.00??

More on Chinese Models at the 2007 Shanghai Auto Show