Example:
This blog is meant for my personal reference and keeping track of what I have learnt. Most articles are found through search engines, if you are the author of the article and would like to remove from this blog, please contact me.
"You can't judge if someone is one of the best programmers in the country in 1 minute, but it turns out you can in 5 minutes." sysout which expands to System.out.println();. All you have to do is type sysout followed by Ctrl+Space to insert the statement into your Java source file.
A popular post on this site, Nine Things Successful People Do Differently, provides a fabulous summary of what makes the difference between those who succeed and those who don't. But, in our experience, it misses one really important "thing': Successful people habitually turn obstacles into assets.
People who succeed at work and in life believe and act as if "everything is a gift." Well, maybe not every single thing imaginable. But assuming that everything is a gift is a good way of looking at the problems and surprises you'll encounter in any endeavor, such as, for example, in getting a new venture off the ground, obtaining buy-in with your boss, or launching a new product line in an ultra-competitive market.
Why should you react to a problem with gratitude, whether you are trying to start a business or create anything else? There are a number of reasons.
First, you were going to find out eventually what people did and did not like about your idea. Better to learn it as soon as possible, before you sink more resources into the idea, venture or product line, etc.
Second, the feedback could take you in another direction, or serve as a barrier to your competitors. You thought you wanted to open a restaurant, but a quick survey told you potential customers thought the area was saturated. But more than a few of them said they would love a place that simply had ready-to-go take out to heat up at home.
Third, you got evidence. True, it was not what you were expecting or even wanted, but that still puts you ahead of the person who is just thinking about doing something (like opening a restaurant in your neighborhood.) You know something they don't, and that is an asset. You are ahead of the game.
But what if it's really bad news. It's a disappointment. You were absolutely certain that your boss would approve your idea for a new software program, and she said no in a way that is still echoing down the corridor. No reasonable person can define what you've encountered as anything but a problem, and most people will try to solve the problem. ("Maybe she will like the idea if I go at it this way instead.") That's fine if you can. The problem has gone away and, again, you've learned something that others might not know. (The boss hates Y, but she loves Z.)
But what if you can't solve it? (She hated "Z," too.) Accept the situation to the point of embracing it. Take as a given that it won't ever change, and turn it into an asset. What can you do with the "fact" that it won't ever change? Maybe it presents a heretofore unseen opportunity. Maybe you build it into your product or service in a way that no competitor (having not acted) could imagine. Could you do it on your own? Could you take the idea to a competitor and use it as your calling card to look for the next job? Instead of resisting and lamenting it, treat it as a gift and turn it to your advantage.
For a quick exercise showing that this is easier than you think, take a sheet of paper and divide it into three columns. In the left-hand column, list the obstacles and problems that are keeping you from your goal. Then spend five minutes figuring out as many ways as possible to solve these problems, and list those in the middle column. Show your list of problems and solutions to a friend, and ask them to build on your solutions. When you can't think of anymore solutions, go back to the list of problems in the left-hand column and assume that they can't ever be solved. Now take five minutes with your friend and figure out how those problems could be an asset or an unrecognized opportunity. Put these assets in the right-hand column. Chances are good that, having completed this exercise, you'll turn at least one of your obstacles into an asset.
The thing to remember is this: Successful people work with what they have at hand — whatever comes along — and try to use everything at their disposal in achieving their goals. And that is why they are grateful for surprises, obstacles, and even disappointments. It gives them more information and resources to draw upon.
Your grandma is probably on Facebook by now. So why on earth isn't your business?
It's time to get real, and come to terms with the fact that social media networks are not just for teenagers anymore. Even setting up something as simple as a customized Facebook fan page can enhance your brand online. Studies show that socializing is important for maintaining a happy and a healthy lifestyle. So it kinda makes sense that the same holds true for businesses, no?
Read on for some cold hard facts about why social networking is a must for you and your company.
Shared by our friends from Wix!

Via: Wix.com
As a software securities analyst for investment banking firm Canaccord Genuity, Richard Davis spends 200 days a year on the road visiting companies. He goes to public companies such as Oracle and Salesforce.com, but he also visits up-and-coming software companies he thinks will go public in the near future.
I've known this company for several years, and during that time I've watched the firm mature and evolve. Several years ago, ChannelAdvisor was tightly focused on the eBay eco-system. Since then, the firm has emerged as a global aid for online retailers, helping them efficiently reach prospects.
This means ChannelAdvisor helps firms manage multi-channel outreach, whether that is down the street or on the other side of the globe. In 2010, the firm managed $2.8 billion in gross merchandise value from leading retailers like Saks, Dell, and Brookstone, and 30 percent of Internet Retailer Magazine's Top 500 online retailers. It seems to us that Channel Advisor is a company on the move. We plan to pay much closer attention to this firm over the next few years.
Approximate size: $50-100 million in revenues.
Chegg is much more than textbook rentals. The firm offers e-textbooks, course information, reviews and in some instances notes from a few dozen colleges. In addition, the company offers homework help. Basically, the firm is emerging as a go-to source of content (books, notes, comments, grade distribution, etc.) and coursework help. That seems like a viable plan for a big business to me.
I caught up with a Chegg board member recently and we spoke a bit about how the firm is single-handedly saving students millions of dollars on egregious textbook costs. I know this is true from personal experience with my children at college; textbook prices are way too high for the amount of updating that occurs year to year.
Approximate size: >$100 million in revenues.
I arrived at Buck's in Woodside a few minutes early for my breakfast with a long-time friend. I saw another fellow advance to the door at the restaurant, which was locked. He circled back, came up, and said hello. "Hey, I'm meeting some VCs around here for the first time and I was wondering if I should be wearing a suit or not?" I said no, unless he was a financial services software firm or he was going up to San Francisco proper where some people wear sport coats. He thanked me and I asked him what the name of his company was. "Gift Side Story," he said. His name was Ankur Jain.
Jain said his company was a website that helped guys figure out what gifts they should get for their wives or girlfriends. You fill out a brief questionnaire about your significant other's preferences and the software provides you with recommendations. It has a self-learning component that is designed to formulate better results based upon the more information that is put into it in terms of questions and responses to actual orders. There is also a real-time chat function available if you get really stuck, which is a nice touch.
You pick an item from the recommendations and it takes you to the site's checkout page. Input your credit card info and presto, the gift wrapped item is on its way! The prices looked good with discount banners indicating 10-50 percent off deals.
Richard Davis is managing director of enterprise software for the brokerage firm Canaccord Genuity. Before joinging Canaccord, he spent 10 years as a senior analyst at Needham & Company. Previously, Davis was at Tucker Anthony, where he launched the firm's Internet and enterprise software coverage.
Filed under: , VentureBeat
)