The Landmark English

The Landmark English Devoted to Excellence in Mentoring English Competency, KM & ERM for Global Mentees (IELTS, PTE, TOEIC, English Tests)

Love like a Poet
Decide like a Judge
Create like an Artist
Speak like a Lawyer
Think like a Scientist
Work like an Engineer
Observe like a Detective
Express like a Philosopher
Analyze like a Psychologist
===
CHARISMA = {Focus+Visionary+Kindness+Authority}

UNSW Law & Justice Unibox Compute Architect𝗕𝗨𝗦𝗜𝗡𝗘𝗦𝗦 IN A BOX UNSW Englisly Entrepreneurs are everywhere. ...
24/09/2026

UNSW Law & Justice Unibox Compute Architect

𝗕𝗨𝗦𝗜𝗡𝗘𝗦𝗦 IN A BOX UNSW Englisly







Entrepreneurs are everywhere.







Entrepreneurship comes in many flavours and is not limited to 'lone heroes' like Richard Branson and Mark Zuckerberg who grab all the news headlines.







In Western economies, one third of the working population are self-employed and can also be labelled as entrepreneurs.

Similarly, one third of the same working population works directly for an entrepreneur.

The other third working in larger enterprises probably has entrepreneurs as customers or suppliers.

Myth busting

The media often presents a skewed representation of entrepreneurship.

This module helps clarify some popular misconceptions that might have resulted from that bias.

1. Entrepreneurs are egomaniacs

Wrong! Some might be 'larger than life' and perhaps a little too intense.

However, a more accurate characterization of entrepreneurs is that they have an above average "need for achievement."

They are not satisfied with the status quo, and will search for 'a better way'.

They are more motivated to achieve improvements because of the outcome than they are motivated by the public recognition for the achievement.

2. Entrepreneurs love chaos

Wrong! Sure, some of the best opportunities are because someone has found a simple solution to a chaotic and complex situation.

But, that only means that entrepreneurs are comfortable with tackling complicated problems and will tolerate knowing that a solution is not quickly obvious.

Such a "tolerance of ambiguity" helps entrepreneurs remain calm while they take action to solve (or ignore) parts of a complex problem.

3. Entrepreneurs are lucky

Wrong. Sure, a lot of our lives are affected by events beyond our control, but entrepreneurship is not about sitting back and waiting for opportunity to fall in our lap.

The degree to which we believe we can shape our own destiny is called the "locus of control."

Entrepreneurship emphasizes controlling the resources at hand towards a shorter-term outcome instead of planning a specific longer-term goal.

With each intermediate outcome, entrepreneurs are more likely to achieve the bigger outcomes that others might perceive to be a lucky windfall.

4. Entrepreneurs are risk-takers

Wrong. They take calculated risks, much like managers do. If anything they are more proactive about challenging perceptions about why an opportunity might be risky.

5. Entrepreneurs are innovative

Maybe. But, entrepreneurs aren't always innovative. They don't perpetually come up with new ways to eat breakfast or pay their suppliers.

Most of the time they are managerial. Vice versa, your average manager will also occasionally be innovative. Being quick to seek or find new solutions is part of the entrepreneurial process, but this can also happen in a corporate setting.

6. Entrepreneurs act first, and ask questions later

Not quite. Some people think of entrepreneurs in a similar way as heroes from movies about the Wild West, who are quick to 'shoot from the hip.'

When confronted with a perceived opportunity (or risk), entrepreneurs are usually more proactive than others at 'taking a shot' to try and confirm the opportunity (or reduce the risk).

7. Competitive aggressiveness

Somewhat true.

As mentioned above (1. Entrepreneurs are egomaniacs), entrepreneurs can be driven by a need for achievement.

However, achievements are also measured in relation to others.

This can translate to an intense level of competitiveness.

The competitive nature may be expressed as competing against others, but also against one-self or against the status quo.

But, entrepreneurship also includes knowing when to stop competing, cut losses, and go play a different game before attempting to 'win at all costs.'

8. Entrepreneurs are lone-heroes

Wrong. Media stories sound better when they are about a person, but entrepreneurs never act alone.

They often form founding teams, recruit key employees, and are guided by an advisory board or board of directors.

True, entrepreneurship can enable considerable autonomy, such as which product and market to focus on.

However, this autonomy is still limited by what is legal and also limited by what other stakeholders agree to do.

9. Entrepreneurs are born, not made

This is a contentious statement since there are several cases where entrepreneurs have been successful despite any formal training in entrepreneurship.

Clearly, some people are more able than others, and might have prepared themselves to be entrepreneurs outside the formal education system.

Vice versa, training and education do not guarantee mastering an ability; they often only initiate or enhance an ability.

What is true, is that some people are born into a context (e.g., family or society) with greater resources and more abundant opportunities. I

t is also true that babies lack entrepreneurship
skills. The big question is how skills and/or attitudes are developed (formally, or informally).

10. Entrepreneurs start with a good business idea

Entrepreneurs rarely end up successfully implementing their initial idea.

Most initial ideas are far from perfect and evolve as the venture evolves.

Retrospectively, it is easy to label an idea as good or bad.

As long as it is only the initial idea, and not validated, it is impossible to determine if it is good or bad (chances are it's somewhere in between).

11. It's all about the money!

Mostly wrong. Most entrepreneurs are not primarily motivated by profit.

Most entrepreneurs launched businesses primarily to solve a problem.

Making money is a by-product to most good businesses.

References:

Blaug, M. (2000). Entrepreneurship before and after Schumpeter. Entrepreneurship: The social science view, 76-88.

Spinelli, S. & Adams, R. (2015). New Venture Creation: Entrepreneurship for the 21st Century (10th Edition) McGraw-Hill Education

Shane, S., Locke, E. A., & Collins, C. J. (2003). Entrepreneurial motivation. Human resource management review, 13(2), 257-279.

Budner, S. (1962). Intolerance of ambiguity as a personality variable. Journal of personality, 30(1), 29-50

Craig, A. R., Franklin, J. A., & Andrews, G. (1984). A scale to measure locus of control of behaviour. British Journal of Medical Psychology, 57(2), 173-180.

Hughes, M., & Morgan, R. E. (2007). Deconstructing the relationship between entrepreneurial orientation and business performance at the embryonic stage of firm growth. Industrial Marketing Management, 36(5), 651-661.

Morris, M. H., Webb, J. W., Fu, J., & Singhal, S. (2013). A Competency‐Based Perspective on Entrepreneurship Education: Conceptual and Empirical Insights. Journal of Small Business Management, 51(3), 352-369











Englishly Home

TIẾNG ANH GLORY Heights 𝗕𝗘𝗚𝗚𝗔𝗥'𝗦 𝗖𝗢𝗙𝗙𝗘𝗘

09/09/2026



Turn live information into useful context.

Turn useful context into better decisions.

Turn better decisions into measurable value.

ＮＧƯỜＩ ＢÁＮ ＶÉ ＳỐ 𝗕𝗘𝗚𝗚𝗔𝗥'𝗦 𝗖𝗢𝗙𝗙𝗘𝗘

Biến thông tin sống thành ngữ cảnh hữu ích.

Biến ngữ cảnh hữu ích thành quyết định tốt hơn.

Biến quyết định tốt hơn thành giá trị đo lường được.

1. YOUR ROLE | VAI TRÒ CỦA BẠN

System Integrator = connect data, models, applications, workflows and governance into one reliable operating system.

System Integrator = kết nối dữ liệu, mô hình, ứng dụng, quy trình và quản trị thành một hệ thống vận hành đáng tin cậy.

CHECKLIST

☐ Define business problem | Xác định bài toán kinh doanh
☐ Identify data sources | Xác định nguồn dữ liệu
☐ Design data flow | Thiết kế luồng dữ liệu
☐ Select model + embedding + vector store | Chọn mô hình + embedding + vector database
☐ Integrate APIs and applications | Tích hợp API và ứng dụng
☐ Test quality, latency and cost | Kiểm thử chất lượng, độ trễ và chi phí
☐ Add security, access control and audit trail | Bổ sung bảo mật, phân quyền và nhật ký kiểm toán

2. RAG IN ONE MINUTE | RAG TRONG 1 PHÚT

RAG retrieves trusted domain knowledge at query time and gives it to an LLM as context. The basic chain is:

User → Query → Embedding → Vector Search → Relevant Chunks → Prompt + Context → LLM → Answer → Validation.

Người dùng → Câu hỏi → Embedding → Tìm kiếm vector → Đoạn liên quan → Prompt + Context → LLM → Câu trả lời → Kiểm chứng.

The source guide emphasizes four implementation stages:

Data Augmentation, Inference, Workflows and Post-Processing.

Tài liệu nguồn nhấn mạnh bốn giai đoạn:

Tăng cường dữ liệu, Suy luận, Workflow và Hậu xử lý.

3. WORKSTATION PLAN For

KẾ HOẠCH CHO THINKPAD P16

Your workstation is suitable for learning, development, embeddings, small/quantized local models and RAG integration.

With 8GB VRAM, prioritize efficient local models rather than assuming large models will run comfortably.

Recommended storage budget:

☐ 150–250 GB: OS + development tools
☐ 150–300 GB: models/cache
☐ 100–250 GB: documents/vector data
☐ Keep ≥15–20% SSD free for performance and updates

Suggested development stack:

☐ Windows + WSL2 Ubuntu OR native Ubuntu
☐ NVIDIA driver + CUDA-compatible runtime where required
☐ Python environment management
☐ Docker Desktop
☐ VS Code
☐ Git
☐ Local LLM runtime
☐ Vector database
☐ API testing tool

Nguyên tắc: Start small, measure, then scale.

Nguyên tắc: Bắt đầu nhỏ, đo lường, sau đó mở rộng.

4. STEP-BY-STEP IMPLEMENTATION | TRIỂN KHAI TỪNG BƯỚC

STEP 1 — Create project folders | Tạo thư mục dự án

data/raw, data/clean, app, scripts, tests, docs, logs.

STEP 2 — Inventory data | Kiểm kê dữ liệu

☐ Owner | Chủ sở hữu
☐ Source | Nguồn
☐ Update frequency | Tần suất cập nhật
☐ Sensitivity/PII | Dữ liệu nhạy cảm/PII
☐ Format | Định dạng

STEP 3 — Clean and normalize

Làm sạch và chuẩn hóa

Remove duplicates, fix encoding, add metadata, preserve source and timestamps.

Loại trùng lặp, sửa encoding, thêm metadata, lưu nguồn và thời gian.

STEP 4 — Chunk | Chia đoạn

Use meaningful document boundaries; do not split blindly.
Chia theo ngữ nghĩa; không cắt máy móc.

STEP 5 — Embed + index

Tạo embedding + lập chỉ mục
Document chunks → embeddings → vector store.

STEP 6 — Retrieve | Truy xuất

Query → query embedding → top-k relevant chunks.

STEP 7 — Generate | Sinh câu trả lời

Prompt should instruct the model to answer from retrieved context and state uncertainty when evidence is insufficient.

STEP 8 — Validate | Kiểm chứng

☐ Grounded in retrieved evidence?

☐ Correct policy/business logic?

☐ No sensitive data leakage?

☐ Response latency acceptable?

☐ Log evaluation result?

5. DATA WORKFLOW SOP | SOP LUỒNG DỮ LIỆU

SOURCE → INGEST → VALIDATE → CLEAN → ENRICH → CHUNK → EMBED → INDEX → RETRIEVE → PROMPT → LLM → VALIDATE → DELIVER → MONITOR

Operational SOP:

1. Detect new/changed document.

2. Register source metadata.

3. Validate schema and file integrity.

4. Classify sensitivity.

5. Transform into clean text/data.

6. Chunk meaningful content.

7. Generate embeddings.

8. Upsert vector records.

9. Run retrieval test queries.

10. Release to application.

11. Monitor errors, freshness, latency and quality.

12. Roll back or quarantine bad data when needed.

Theo tài liệu nguồn, streaming giúp dữ liệu luôn mới;

governance hỗ trợ lineage, quality, traceability, RBAC và audit logs.

6. FOUR-STAGE RAG ARCHITECTURE | KIẾN TRÚC 4 GIAI ĐOẠN

A. DATA AUGMENTATION | TĂNG CƯỜNG DỮ LIỆU

Connect disparate data → process → enrich → embed → vector store.

B. INFERENCE | SUY LUẬN

Prompt arrives → retrieve current context → enrich → call LLM → return answer.

C. WORKFLOWS | QUY TRÌNH SUY LUẬN

Break complex requests into smaller actions: vector search, database query, API call, cache check, model call.

D. POST-PROCESSING | HẬU XỬ LÝ

Validate output, enforce business rules, check identifiers, privacy and compliance before delivery.

7. INTEGRATOR ARCHITECTURE | KIẾN TRÚC TÍCH HỢP

BEGINNER LOCAL STACK:

Documents/CSV/DB
↓
Python Ingestion
↓
Cleaning + Metadata
↓
Chunking + Embeddings
↓
Vector Database
↓
Retriever
↓
Prompt Builder
↓
Local/Cloud LLM
↓
Validation + Logging
↓
Web UI / API / Internal App

Rule: each component should be replaceable.

Nguyên tắc: mỗi thành phần phải có thể thay thế để tránh khóa chặt vào một công nghệ.

8. GOVERNANCE & SECURITY CHECKLIST

| KIỂM SOÁT QUẢN TRỊ & BẢO MẬT

☐ Classify confidential data | Phân loại dữ liệu mật

☐ Mask PII/PCI where appropriate | Che/masking PII/PCI khi cần

☐ Use least-privilege access | Quyền tối thiểu cần thiết

☐ Keep secrets out of code | Không để secrets trong mã nguồn

☐ Record source lineage | Ghi nhận nguồn gốc dữ liệu

☐ Version prompts/models/indexes | Phiên bản hóa prompt/model/index

☐ Maintain audit logs | Duy trì nhật ký kiểm toán

☐ Test for hallucination and unsupported answers | Kiểm thử hallucination

☐ Define human approval for consequential actions | Xác định phê duyệt của con người cho hành động quan trọng

9. 7-DAY BEGINNER SPRINT

LỘ TRÌNH 7 NGÀY

DAY 1: Install tools and create environment

| Cài công cụ, tạo môi trường

DAY 2: Prepare 20–50 documents

| Chuẩn bị 20–50 tài liệu

DAY 3: Build ingestion + metadata

| Xây ingestion + metadata

DAY 4: Chunk + embed + vector index

| Chunk + embedding + vector index

DAY 5: Build retrieval + LLM answer

| Xây retrieval + câu trả lời LLM

DAY 6: Add API/UI + logging

| Thêm API/UI + logging

DAY 7: Evaluate 30 real questions

| Đánh giá 30 câu hỏi thực tế

Success metrics | Chỉ số thành công:

Grounded answers, retrieval relevance, latency, failure rate, freshness, cost/query.

10. FIRST REAL APPLICATION

| ỨNG DỤNG THỰC TẾ ĐẦU TIÊN

Build an Internal Knowledge Assistant

Xây Trợ lý Tri thức Nội bộ.

Input: policies, SOPs, manuals, contracts, FAQs.

Người dùng hỏi bằng English hoặc Vietnamese.

RAG retrieves relevant evidence.

LLM answers bilingually when requested.

The answer includes source reference metadata.

Unsupported questions are marked “insufficient evidence”.

All interactions are logged for improvement.

This directly follows the guide’s central principle: combine LLM capability with fresh, contextualized and trustworthy domain data.

[ DATA SOURCES ] ──> [ STAGE 1: DATA AUGMENTATION ]

──> [ VECTOR STORE ]

│ │
[ USER PROMPT ] ──> [ STAGE 2: INFERENCE / RETRIEVAL ]

│ │
[ STAGE 3: WORKFLOW AGENTS ] │

│ │

[ STAGE 4: POST-PROCESSING ]

──> [ VERIFIED ANSWER ]

Let Human Transformational Leaders Build Legacies

We Don't Create Followers.

We Create Leaders Who Build Kingdoms.

Chúng tôi không tạo ra người đi theo.

Chúng tôi kiến tạo những nhà lãnh đạo xây dựng đế chế.

We Don't Build Followers. We Build Thrones.

Kiến tạo vị thế, năng lực và hệ thống lãnh đạo

Creating Kings, Queens, leaders, and trusted enterprises.

A balanced brand for developing both male and female leaders.

INTELLIGENCE THE CREATOR KING & QUEEN

Mentor the Mind. Build the King. Create the Future.

A mentor and intelligence platform that develops high-level decision-makers.

CREATOR

Creating Queens with Intelligence, Integrity & Influence.

THRONE INTELLIGENCE

Real-Time Intelligence for , Enterprises & Nations.

Human Intelligence × AI Intelligence × Business Intelligence × System Intelligence

INTELLIGENCE

Developing strategic leaders.

Trusted AI

Enterprise AI

AI Sovereignty

RAG Intelligence

Data Governance

-TIME SOVEREIGN INTELLIGENC

Know Faster. Decide Better. Govern Smarter.

Own Your Intelligence. Govern Your Future.

🧠 REAL-TIME INTELLIGENCE

Transforming live data into actionable intelligence.

RUSTED ENTERPRISE INTELLIGENCE™

Trusted Decisions. Real-Time Intelligence. Sustainable Growth.

TRUSTED INTELLIGENCE

🤖 TRUSTED RAG

Grounded AI answers based on verified knowledge.

Grounded Knowledge. Trusted Answers. Governed Decisions.

ENTERPRISE INTELLIGENCE THRONE

📊 BUSINESS INTELLIGENCE

Turning business data into strategic decisions.

Where Data Becomes Power and Intelligence Becomes Leadership.

⚙️ INTELLIGENCE

Building organizations that can sense, learn, decide and improve.

🛡️ TRUSTED ENTERPRISE

Making decisions that are explainable, governed and defensible.

Luật Sư Tài Ba Esq.

but

RAG BI SI -In-A-Box

SOPs

LegalIntelligence

Capability

StrategicCompetitiveness

CKO→ Intelligence+Decision→ Act

10 Lessons from the book “𝟏𝟎𝟏 𝐄𝐬𝐬𝐚𝐲𝐬 𝐓𝐡𝐚𝐭 𝐖𝐢𝐥𝐥 𝐂𝐡𝐚𝐧𝐠𝐞 𝐭𝐡𝐞 𝐖𝐚𝐲 𝐘𝐨𝐮 𝐓𝐡𝐢𝐧𝐤" by Brianna Wiest_______________________________...
17/08/2026

10 Lessons from the book “𝟏𝟎𝟏 𝐄𝐬𝐬𝐚𝐲𝐬 𝐓𝐡𝐚𝐭 𝐖𝐢𝐥𝐥 𝐂𝐡𝐚𝐧𝐠𝐞 𝐭𝐡𝐞 𝐖𝐚𝐲 𝐘𝐨𝐮 𝐓𝐡𝐢𝐧𝐤" by Brianna Wiest
____________________________________________
1. Don't confuse having a busy life with having a fulfilling one.

____________________________________________
2. Success is not always about the end result, but the lessons learned and growth experienced throughout the journey.

____________________________________________
3. You don't have to have it all figured out; you just have to take the next step.

____________________________________________
4. True strength is not found in perfection, but in vulnerability and the willingness to ask for help.

____________________________________________
5. Your worth is not defined by your productivity or accomplishments; you are inherently valuable just as you are.

____________________________________________
6. The path to self-discovery is often messy, but it is in the chaos that we find our true selves.

____________________________________________
7. Happiness is not found in external circumstances, but in cultivating a positive mindset and finding joy in the small moments.

____________________________________________
8. Failure is not a reflection of your worth; it is an opportunity to learn, grow, and try again.

____________________________________________
9. The opinions of others do not define you; you have the power to define and create your own reality.

____________________________________________
10. Self-love and self-care are not selfish; they are necessary for living a fulfilling and balanced life.

Thanks for reading

For more👉

The book "Why 'A' Students Work for 'C' Students and 'B' Students Work for the Government" by Robert Kiyosaki challenges the traditional notion that academic success is the key to financial prosperity.

The author argues that many successful entrepreneurs and business leaders were not necessarily the top students in school but instead developed skills like creativity, problem-solving, and communication outside of the classroom.

👉 Chapter 1: The Myth of Straight A's

- The traditional education system emphasizes the importance of getting straight A's, but this doesn't necessarily translate to success in the real world.

- Straight A students are often too risk-averse and lack creativity and innovation.

- C students are more likely to take risks, learn from failure, and have an entrepreneurial spirit.

👉 Chapter 2: The Importance of Financial Education

- The education system does not provide adequate financial education, which is necessary for success in the real world.

- C students are more likely to learn about finance through hands-on experiences, such as starting a business or investing in the stock market.

- A students often end up in debt because of their lack of financial education.

👉 Chapter 3: The Power of Networking

- Success often depends on who you know, not just what you know.

- C students are more likely to develop strong networking skills because they prioritize building relationships.

- A students may struggle in the real world because they focus too much on academic achievement rather than building connections.

👉 Chapter 4: The Importance of Sales and Marketing

- Sales and marketing skills are crucial for success in most industries.

- C students are more likely to have developed these skills through practical experience, such as running a business or working in sales.

- A students may struggle to acquire these skills because they are not typically taught in the traditional education system.

👉 Chapter 5: Embracing Failure

- Failure is a necessary part of the learning process.

- C students are often more comfortable with failure because they have experienced it more frequently.

- A students may struggle with failure because they are taught to avoid mistakes at all costs.

👉 Chapter 6: The Benefits of Entrepreneurship

- Entrepreneurship provides opportunities for financial freedom, creativity, and personal fulfillment.

- C students are more likely to excel in entrepreneurship because they have a risk-taking mindset and the ability to learn from failure.

- A students may struggle in entrepreneurship because they are risk-averse and less likely to embrace failure.

👉 Chapter 7: The Value of Taking Action

- Success requires taking action and implementing ideas, not just thinking about them.

- C students are often more action-oriented and willing to take risks.

- A students may struggle with taking action because they are taught to focus on analysis and planning rather than ex*****on.

FREE AUDIOBOOK: https://amzn.to/4diWP0i

Don't miss out on the opportunity to get the captivating audio book absolutely FREE! Simply click on the provided link to register for your copy on Audible and begin your unforgettable listening experience right away.

EMOTIONAL INTELLIGENCE, why it can matter more than IQ

"Emotional Intelligence: Why It Can Matter More Than IQ" by Daniel Goleman is a groundbreaking book that explores the concept of emotional intelligence (EQ) and its significant impact on personal and professional success. Goleman argues that EQ, which includes skills such as self-awareness, self-regulation, motivation, empathy, and social skills, can be more critical than traditional IQ in determining a person's ability to navigate life's challenges and build meaningful relationships.

Summary:

1. Daniel Goleman introduces the concept of emotional intelligence (EQ) and its components: self-awareness, self-regulation, motivation, empathy, and social skills.

2. The book argues that EQ is a better predictor of success in life and work than traditional IQ.

3. Goleman explains how self-awareness helps individuals recognize and understand their own emotions.

4. He discusses self-regulation, emphasizing the importance of managing one's emotions effectively.

5. The book highlights motivation, focusing on the drive to achieve goals and maintain a positive attitude.

6. Empathy is explored as a crucial skill for understanding and responding to others' emotions.

7. Goleman illustrates the importance of social skills in building relationships and managing social networks.

8. The book presents research showing how EQ contributes to better mental health, job performance, and leadership abilities.

9. Goleman provides practical strategies for developing and improving emotional intelligence in various aspects of life.

10. The book concludes by emphasizing the transformative power of EQ in creating a more compassionate and connected world.



























www.OneLifeEnglish.Edu.Vn — tại Xe Điện Mimosa Eakar - BMT.

01/08/2026

Tôi chỉ đặt niềm tin vào sự chính trực đã được chứng minh.

Tôi chọn sự thật thay vì sự dễ chịu, nguyên tắc thay vì sự nổi tiếng, và phẩm chất thay vì sự thuận tiện.



P/s:
~~

Respect opens the gate. Integrity keeps it open.

Absolute respect earns someone a place on your ship.

Integrity determines whether they deserve to stay.

Respect without integrity becomes blind loyalty.

Integrity without respect becomes lonely righteousness.

Friendship is not tested in calm seas.

Anyone can smile while the sea is calm.

When storms arrive:

Pressure reveals character.

Success reveals humility.

Money reveals values.

Power reveals integrity.

A captain never judges sailors by sunny days.

He judges them when the mast is breaking.

A compass never negotiates with the storm.

A captain may change:

routes,

speed,

tactics.

But never:

true north.

Integrity is your compass.

The world may pressure you to compromise.

A captain who sells his compass eventually loses the entire fleet.

Loyalty without honesty sinks the ship.

Some crew members obey.

Great crew members speak the truth.

The sailor who quietly watches the iceberg is more dangerous than the one who warns the captain loudly.

Real friendship says:

I respect you enough to tell you the truth.

NOT: I tell you what you want to hear.

The Captain's Words:

Trust = Respect × Integrity × Consistency

If any factor becomes zero. Trust becomes zero.

The Captain's Oath

I will respect every person.

I will trust only proven integrity.

I will choose truth over comfort, principles over popularity, and character over convenience.

For ships are built from steel, but great fleets are built from trust.

Absolute respect opens the heart, but only unwavering integrity earns a lifelong friendship that neither time, temptation, nor adversity can break.

The Captain's Word is Law & Final Verdict

Absolute Respect Is the Harbor of Peacefulness & Jubilance.

& Uncompromising Integrity Is the Trusted Anchor.



Mọi tài sản lớn lao nhất không thể nằm ngoài thân tâm này.🌸Crisis are challenging obstacles for mentee to seek out solut...
31/05/2026

Mọi tài sản lớn lao nhất không thể nằm ngoài thân tâm này.

🌸Crisis are challenging obstacles for mentee to seek out solution🌺

🎀 Oxford & Harvard Mentee 🎀 www.harvard.edu 💞 www.ox.ac.uk

===

Scarity ASSET: BIT: B : Loyal SuperIntelligence AGENT: Mentoring skillset For Review/Audit Leading Indicators - Critical Checklist - ASSIGN Risky kpi OWNER - KRI/CRO - Balance - Focus - Fix - Adjust - IRAC - ITTO -CSF - N3C - GsFl - Vanity Trap - Replace BROKEN PROCESSes/ Tools - NOT WORLKING -Malfunctioning - BUILD - ReLead - Bmat - Bcom - H2H: Human Factors: KEEP people INFORMED (KPI) - Motivator - Reward Power TYPES - K-Gaps - Strategic Gap/ Negotiators - Relation Gaps - TRIAL - Test - RETENTION -Scripted Dialogues - CONTINGENCY Planner - CKO - CFO -BSC - CGO -CJO - Scenario CLOSERs.

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1. Substitute personnel/ roles/ functionalities

2. Combine via NEW TEAMMATES

3.Adopt NEW PROCESSES of SALES

4. Modify Product/Services/Various Pricings/ Target Different Segments/ New Niches, etc.

5. Promotional Programs with Diverse Values Offerings.

6. Eliminate OLE/ Obsolete methods of managerial tasks/ old styles/ obsolete personnels

7. Reorder STRATEGIC HUMAN RESOURCING STRATEGIES for expanding to new SEGMENTS...
..

RAG-based HR Development, Care, GROWTH

High-trust relationship, promote org+excellence

Be purpose & action-driven for client-focus

Change + Synergetic Resilience'+Energetic TEAM

Be Courageous, Innovative, Inspiring Communica

To empathize, Inspire, guide, mentor, direct Directorate Roles Proactively, Preempting Entrepreneurial Guidances on Corporate Knowledge Assets, Entrepreneurial Upskilling, Unlearning Endeavors for Relearning & Rethinking to Delegate:

Heads of Strategic HUMAN CAPITAL {People + Results + Thought} LEADERSHIP, DM Integrate Multiple Channels for Optimizing Marketing Efficiency, Enabling Talent Management, ReBranding Focus, Deploying Extraordinary Services, Facilitating Top-quality Products, End_UserCaring, Menteeship of International Professional Associations, Preemptive Tactics for objections & Proactive Caring for Strategic Employees & Value-based Compensations, Time & Resource Allocations, Build Rapport for Strategic Partnerships, Prioritizing Influential Shareholders} for empowering competent employees, functionality-based collaborations, independent associates networks, growing senses of agency, with S.M.A.R.T.E.R goals across luxury living quarters, rebranding for global partnering to serve rich kids & classy entities. By CLO & CRO
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(7) Bạn muốn CÁO PHÓ của bạn gồm những nôi dung gì? Content of Obituary Notice-To-Be)

Hãy viết xuống trong cuốn sổ tay mang theo bên người và đọc mỗi ngày ít nhất 2 lần.

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1. ʙᴜɪʟᴅ ᴛʀᴜꜱᴛ | xÂʏ ᴅỰɴɢ ɴɪỀᴍ ᴛɪɴ

ᴛʀᴜꜱᴛ
ʀᴇᴘᴜᴛᴀᴛɪᴏɴ
ᴄʀᴇᴅɪʙɪʟɪᴛʏ

2. ʙᴜɪʟᴅ ᴄᴀᴘᴀʙɪʟɪᴛʏ | xÂʏ ᴅỰɴɢ ɴĂɴɢ ʟỰᴄ

ꜱʏꜱᴛᴇᴍꜱ
ᴇxᴇᴄᴜᴛɪᴏɴ
ʟᴇᴀʀɴɪɴɢ ꜱᴘᴇᴇᴅ

3. ʙᴜɪʟᴅ ᴅᴏᴍɪɴᴀɴᴄᴇ | xÂʏ ᴅỰɴɢ ᴠỊ ᴛʜẾ

ᴅɪꜱᴛʀɪʙᴜᴛɪᴏɴ
ᴇᴄᴏꜱʏꜱᴛᴇᴍ
ᴍᴀʀᴋᴇᴛ ʟᴇᴀᴅᴇʀꜱʜɪᴘ

ꜰᴏʀᴍᴜʟᴀ:

ᴛʀᴜꜱᴛ + ᴄᴀᴘᴀʙɪʟɪᴛʏ + ᴅᴏᴍɪɴᴀɴᴄᴇ = ꜱᴜꜱᴛᴀɪɴᴀʙʟᴇ ᴄᴏᴍᴘᴇᴛɪᴛɪᴠᴇ ᴍᴏᴀᴛ

ɴɪỀᴍ ᴛɪɴ + ɴĂɴɢ ʟỰᴄ + ᴠỊ ᴛʜẾ = ʜÀᴏ ᴘʜÒɴɢ ᴛʜỦ ᴄẠɴʜ ᴛʀᴀɴʜ ʙỀɴ ᴠỮɴɢ.

P/S:
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Weekly Competitive Moat Checklist | Bảng Kiểm Tra Hào Phòng Thủ Hàng Tuần

1. Trust | Niềm Tin

Did we increase institutional trust with clients, partners, and stakeholders?

Chúng ta có gia tăng niềm tin thể chế với khách hàng, đối tác và các bên liên quan không?

2. Strategic Distribution | Phân Phối Chiến Lược

Did we expand our distribution channels, market reach, and influence?

Chúng ta có mở rộng kênh phân phối, độ phủ thị trường và sức ảnh hưởng không?

3. Superior Ex*****on | Thực Thi Vượt Trội

Did we execute faster, better, and with higher quality than before?

Chúng ta có thực thi nhanh hơn, tốt hơn và chất lượng hơn trước không?

4. Scalable Systems | Hệ Thống Có Khả Năng Mở Rộng

Did we strengthen systems, standards, and processes that can scale?

Chúng ta có củng cố hệ thống, tiêu chuẩn và quy trình có thể mở rộng không?

5. Speedy Learning | Tốc Độ Học Hỏi

Did we learn, adapt, and improve faster than competitors?

Chúng ta có học hỏi, thích nghi và cải tiến nhanh hơn đối thủ không?

6. Ecosystem Dominance | Vị Thế Hệ Sinh Thái

Did we improve our position, influence, and value within the ecosystem?

Chúng ta có nâng cao vị thế, sức ảnh hưởng và giá trị trong hệ sinh thái không?

If the answer is "Yes" to all six above questions, the organization's competitive moat is becoming stronger.

🅃🄷🄴 🅄🄻🅃🄸🄼🄰🅃🄴 🅆🄴🄴🄺🄻🅈 🅂🄲🄾🅁🄴🄲🄰🅁🄳 🄸🅂 🅂🄸🄼🄿🄻🄴: 🅃🅁🅄🅂🅃 ↑, 🄳🄸🅂🅃🅁🄸🄱🅄🅃🄸🄾🄽 ↑, 🄴🅇🄴🄲🅄🅃🄸🄾🄽 ↑, 🅂🅈🅂🅃🄴🄼🅂 ↑, 🄻🄴🄰🅁🄽🄸🄽🄶 🅂🄿🄴🄴🄳 ↑, 🄴🄲🄾🅂🅈🅂🅃🄴🄼 🄳🄾🄼🄸🄽🄰🄽🄲🄴 ↑. 🄸🄵 🄰🄻🄻 🅂🄸🅇 🄰🅁🄴 🄸🄼🄿🅁🄾🅅🄸🄽🄶, 🅃🄷🄴 🄾🅁🄶🄰🄽🄸🅉🄰🅃🄸🄾🄽 🄸🅂 🄱🅄🄸🄻🄳🄸🄽🄶 🄰🄽 🄴🄽🄳🅄🅁🄸🄽🄶 🄼🄾🄰🅃.

𝐁ả𝐧𝐠 đ𝐢ề𝐮 𝐡à𝐧𝐡 𝐪𝐮𝐚𝐧 𝐭𝐫ọ𝐧𝐠 𝐧𝐡ấ𝐭 𝐦ỗ𝐢 𝐭𝐮ầ𝐧 𝐫ấ𝐭 đơ𝐧 𝐠𝐢ả𝐧: 𝐍𝐢ề𝐦 𝐭𝐢𝐧 ↑, 𝐏𝐡â𝐧 𝐩𝐡ố𝐢 ↑, 𝐓𝐡ự𝐜 𝐭𝐡𝐢 ↑, 𝐇ệ 𝐭𝐡ố𝐧𝐠 ↑, 𝐓ố𝐜 độ 𝐡ọ𝐜 𝐡ỏ𝐢 ↑, 𝐕ị 𝐭𝐡ế 𝐡ệ 𝐬𝐢𝐧𝐡 𝐭𝐡á𝐢 ↑. 𝐍ế𝐮 𝐜ả 𝐬á𝐮 𝐜ù𝐧𝐠 𝐜ả𝐢 𝐭𝐡𝐢ệ𝐧, 𝐭ổ 𝐜𝐡ứ𝐜 đ𝐚𝐧𝐠 𝐱â𝐲 𝐝ự𝐧𝐠 𝐦ộ𝐭 𝐡à𝐨 𝐩𝐡ò𝐧𝐠 𝐭𝐡ủ 𝐛ề𝐧 𝐯ữ𝐧𝐠.

Trust grows. Distribution expands. Ex*****on improves. Systems scale. Learning accelerates. Ecosystem dominance strengthens. When all six advance every week, the moat compounds.

░T░r░u░s░t░ ░→░ ░S░y░s░t░e░m░ ░→░ ░L░e░a░r░n░i░n░g░ ░→░ ░D░i░s░t░r░i░b░u░t░i░o░n░ ░→░ ░E░x░e░c░u░t░i░o░n░ ░→░ ░E░c░o░s░y░s░t░e░m░ ░D░o░m░i░n░a░n░c░e░.░💜💙🌺

🌸𝐓𝐫𝐮𝐬𝐭 → 𝐒𝐲𝐬𝐭𝐞𝐦 → 𝐋𝐞𝐚𝐫𝐧𝐢𝐧𝐠 → 𝐃𝐢𝐬𝐭𝐫𝐢𝐛𝐮𝐭𝐢𝐨𝐧 → 𝐄𝐱𝐞𝐜𝐮𝐭𝐢𝐨𝐧 → 𝐄𝐜𝐨𝐬𝐲𝐬𝐭𝐞𝐦 𝐃𝐨𝐦𝐢𝐧𝐚𝐧𝐜𝐞💮

𝕋ậ𝕡 đ𝕠à𝕟 𝕥ư 𝕧ấ𝕟 𝕞ạ𝕟𝕙 𝕟𝕙ấ𝕥 𝕜𝕙ô𝕟𝕘 đượ𝕔 𝕓ả𝕠 𝕧ệ 𝕔𝕙ỉ 𝕓ở𝕚 𝕥𝕚ề𝕟 𝕓ạ𝕔, 𝕢𝕦𝕒𝕟 𝕙ệ 𝕙𝕒𝕪 𝕔ô𝕟𝕘 𝕟𝕘𝕙ệ. ℕó đượ𝕔 𝕓ả𝕠 𝕧ệ 𝕓ở𝕚 𝕟𝕚ề𝕞 𝕥𝕚𝕟 𝕥𝕙ể 𝕔𝕙ế, 𝕙ệ 𝕥𝕙ố𝕟𝕘 𝕔ó 𝕜𝕙ả 𝕟ă𝕟𝕘 𝕞ở 𝕣ộ𝕟𝕘, 𝕟ă𝕟𝕘 𝕝ự𝕔 𝕥𝕙ự𝕔 𝕥𝕙𝕚 𝕧ượ𝕥 𝕥𝕣ộ𝕚, 𝕥ố𝕔 độ 𝕙ọ𝕔 𝕙ỏ𝕚 𝕟𝕙𝕒𝕟𝕙, 𝕟ă𝕟𝕘 𝕝ự𝕔 𝕡𝕙â𝕟 𝕡𝕙ố𝕚 𝕔𝕙𝕚ế𝕟 𝕝ượ𝕔 𝕧à 𝕧ị 𝕥𝕙ế 𝕥𝕙ố𝕟𝕘 𝕝ĩ𝕟𝕙 𝕥𝕣𝕠𝕟𝕘 𝕙ệ 𝕤𝕚𝕟𝕙 𝕥𝕙á𝕚.

𝕋𝕙𝕖 𝕤𝕥𝕣𝕠𝕟𝕘𝕖𝕤𝕥 𝕔𝕠𝕟𝕤𝕦𝕝𝕥𝕚𝕟𝕘 𝕔𝕠𝕣𝕡𝕠𝕣𝕒𝕥𝕚𝕠𝕟 𝕚𝕤 𝕟𝕠𝕥 𝕡𝕣𝕠𝕥𝕖𝕔𝕥𝕖𝕕 𝕓𝕪 𝕞𝕠𝕟𝕖𝕪, 𝕣𝕖𝕝𝕒𝕥𝕚𝕠𝕟𝕤𝕙𝕚𝕡𝕤, 𝕠𝕣 𝕥𝕖𝕔𝕙𝕟𝕠𝕝𝕠𝕘𝕪 𝕒𝕝𝕠𝕟𝕖; 𝕀𝕥 𝕚𝕤 𝕡𝕣𝕠𝕥𝕖𝕔𝕥𝕖𝕕 𝕓𝕪 𝕚𝕟𝕤𝕥𝕚𝕥𝕦𝕥𝕚𝕠𝕟𝕒𝕝 𝕥𝕣𝕦𝕤𝕥, 𝕤𝕔𝕒𝕝𝕒𝕓𝕝𝕖 𝕤𝕪𝕤𝕥𝕖𝕞𝕤, 𝕤𝕦𝕡𝕖𝕣𝕚𝕠𝕣 𝕖𝕩𝕖𝕔𝕦𝕥𝕚𝕠𝕟, 𝕤𝕡𝕖𝕖𝕕𝕪 𝕝𝕖𝕒𝕣𝕟𝕚𝕟𝕘, 𝕤𝕥𝕣𝕒𝕥𝕖𝕘𝕚𝕔 𝕕𝕚𝕤𝕥𝕣𝕚𝕓𝕦𝕥𝕚𝕠𝕟, 𝕒𝕟𝕕 𝕖𝕔𝕠𝕤𝕪𝕤𝕥𝕖𝕞 𝕕𝕠𝕞𝕚𝕟𝕒𝕟𝕔𝕖.

🌸🅃🅁🅄🅂🅃 • 🅂🄲🄰🄻🄴 • 🄳🄾🄼🄸🄽🄰🅃🄴💮

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𝗠𝗼𝗻𝗲𝘆 𝗰𝗮𝗻 𝗯𝗲 𝗰𝗼𝗽𝗶𝗲𝗱, 𝗿𝗲𝗹𝗮𝘁𝗶𝗼𝗻𝘀𝗵𝗶𝗽𝘀 𝗰𝗮𝗻 𝗰𝗵𝗮𝗻𝗴𝗲, 𝗮𝗻𝗱 𝘁𝗲𝗰𝗵𝗻𝗼𝗹𝗼𝗴𝘆 𝗰𝗮𝗻 𝗯𝗲𝗰𝗼𝗺𝗲 𝗼𝗯𝘀𝗼𝗹𝗲𝘁𝗲; 𝗶𝗻𝘀𝘁𝗶𝘁𝘂𝘁𝗶𝗼𝗻𝗮𝗹 𝘁𝗿𝘂𝘀𝘁, 𝘀𝗰𝗮𝗹𝗮𝗯𝗹𝗲 𝘀𝘆𝘀𝘁𝗲𝗺𝘀, 𝘀𝘂𝗽𝗲𝗿𝗶𝗼𝗿 𝗲𝘅𝗲𝗰𝘂𝘁𝗶𝗼𝗻, 𝘀𝗽𝗲𝗲𝗱𝘆 𝗹𝗲𝗮𝗿𝗻𝗶𝗻𝗴, 𝘀𝘁𝗿𝗮𝘁𝗲𝗴𝗶𝗰 𝗱𝗶𝘀𝘁𝗿𝗶𝗯𝘂𝘁𝗶𝗼𝗻, 𝗮𝗻𝗱 𝗲𝗰𝗼𝘀𝘆𝘀𝘁𝗲𝗺 𝗱𝗼𝗺𝗶𝗻𝗮𝗻𝗰𝗲 𝗮𝗿𝗲 𝘁𝗵𝗲 𝘁𝗿𝘂𝗲 𝗺𝗼𝗮𝘁𝘀 𝗼𝗳 𝗲𝗻𝗱𝘂𝗿𝗶𝗻𝗴 𝗰𝗼𝗻𝘀𝘂𝗹𝘁𝗶𝗻𝗴 𝗰𝗼𝗿𝗽𝗼𝗿𝗮𝘁𝗶𝗼𝗻𝘀.

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💞 𝒯𝓇𝓊𝓈𝓉 • 💜𝐸𝓍𝑒𝒸𝓊𝓉𝑒 ❤• 𝐿𝑒𝒶𝒹 🎀

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𝐈𝐧 𝐭𝐡𝐞 𝐀𝐈 𝐞𝐫𝐚, 𝐬𝐮𝐬𝐭𝐚𝐢𝐧𝐚𝐛𝐥𝐞 𝐜𝐨𝐦𝐩𝐞𝐭𝐢𝐭𝐢𝐯𝐞 𝐚𝐝𝐯𝐚𝐧𝐭𝐚𝐠𝐞 𝐜𝐨𝐦𝐞𝐬 𝐧𝐨𝐭 𝐟𝐫𝐨𝐦 𝐜𝐚𝐩𝐢𝐭𝐚𝐥, 𝐜𝐨𝐧𝐧𝐞𝐜𝐭𝐢𝐨𝐧𝐬, 𝐨𝐫 𝐭𝐞𝐜𝐡𝐧𝐨𝐥𝐨𝐠𝐲, 𝐛𝐮𝐭 𝐟𝐫𝐨𝐦 𝐢𝐧𝐬𝐭𝐢𝐭𝐮𝐭𝐢𝐨𝐧𝐚𝐥 𝐭𝐫𝐮𝐬𝐭, 𝐬𝐜𝐚𝐥𝐚𝐛𝐥𝐞 𝐬𝐲𝐬𝐭𝐞𝐦𝐬, 𝐬𝐮𝐩𝐞𝐫𝐢𝐨𝐫 𝐞𝐱𝐞𝐜𝐮𝐭𝐢𝐨𝐧, 𝐬𝐩𝐞𝐞𝐝𝐲 𝐥𝐞𝐚𝐫𝐧𝐢𝐧𝐠, 𝐬𝐭𝐫𝐚𝐭𝐞𝐠𝐢𝐜 𝐝𝐢𝐬𝐭𝐫𝐢𝐛𝐮𝐭𝐢𝐨𝐧, 𝐚𝐧𝐝 𝐞𝐜𝐨𝐬𝐲𝐬𝐭𝐞𝐦 𝐝𝐨𝐦𝐢𝐧𝐚𝐧𝐜𝐞.

==

🎀 𝐿𝑒𝒶𝓇𝓃 •💢 𝒮𝒸𝒶𝓁𝑒 • 𝒟💞𝓂𝒾𝓃𝒶𝓉𝑒 🎀

===

💜𝚃𝚑𝚎 𝚖𝚘𝚜𝚝 𝚛𝚎𝚜𝚒𝚕𝚒𝚎𝚗𝚝 𝚌𝚘𝚗𝚜𝚞𝚕𝚝𝚒𝚗𝚐 𝚏𝚒𝚛𝚖𝚜 𝚠𝚒𝚗 𝚝𝚑𝚛𝚘𝚞𝚐𝚑 𝚜𝚒𝚡 𝚜𝚝𝚛𝚊𝚝𝚎𝚐𝚒𝚌 𝚊𝚜𝚜𝚎𝚝𝚜: 𝚒𝚗𝚜𝚝𝚒𝚝𝚞𝚝𝚒𝚘𝚗𝚊𝚕 𝚝𝚛𝚞𝚜𝚝, 𝚜𝚌𝚊𝚕𝚊𝚋𝚕𝚎 𝚜𝚢𝚜𝚝𝚎𝚖𝚜, 𝚜𝚞𝚙𝚎𝚛𝚒𝚘𝚛 𝚎𝚡𝚎𝚌𝚞𝚝𝚒𝚘𝚗, 𝚜𝚙𝚎𝚎𝚍𝚢 𝚕𝚎𝚊𝚛𝚗𝚒𝚗𝚐, 𝚜𝚝𝚛𝚊𝚝𝚎𝚐𝚒𝚌 𝚍𝚒𝚜𝚝𝚛𝚒𝚋𝚞𝚝𝚒𝚘𝚗, 𝚎𝚌𝚘𝚜𝚢𝚜𝚝𝚎𝚖 𝚍𝚘𝚖𝚒𝚗𝚊𝚗𝚌𝚎, 𝚛𝚊𝚝𝚑𝚎𝚛 𝚝𝚑𝚊𝚗 𝚛𝚎𝚕𝚢𝚒𝚗𝚐 𝚜𝚘𝚕𝚎𝚕𝚢 𝚘𝚗 𝚖𝚘𝚗𝚎𝚢, 𝚛𝚎𝚕𝚊𝚝𝚒𝚘𝚗𝚜𝚑𝚒𝚙𝚜, 𝚘𝚛 𝚝𝚎𝚌𝚑𝚗𝚘𝚕𝚘𝚐𝚢.💙

===

😍Trust → System → Learning → Distribution → Ex*****on → Ecosystem Dominance🌸

💜🅃🅁🅄🅂🅃 → 🅂🅈🅂🅃🄴🄼 → 🄻🄴🄰🅁🄽🄸🄽🄶 → 🄳🄸🅂🅃🅁🄸🄱🅄🅃🄸🄾🄽 → 🄴🅇🄴🄲🅄🅃🄸🄾🄽 → 🄴🄲🄾🅂🅈🅂🅃🄴🄼 🄳🄾🄼🄸🄽🄰🄽🄲🄴.💙🌺💜💞💚🎀👌😍💲



𝗧𝗿𝘂𝘀𝘁 + 𝗖𝗮𝗽𝗮𝗯𝗶𝗹𝗶𝘁𝘆 + 𝗗𝗼𝗺𝗶𝗻𝗮𝗻𝗰𝗲 = 𝗦𝘂𝘀𝘁𝗮𝗶𝗻𝗮𝗯𝗹𝗲 𝗖𝗼𝗺𝗽𝗲𝘁𝗶𝘁𝗶𝘃𝗲 𝗠𝗼𝗮𝘁

🌸Crisis are challenging obstacles for mentee to seek out solution🌺

🎀 Oxford & Harvard Mentee 🎀 www.harvard.edu 💞 www.ox.ac.uk

===

Scarity ASSET: BIT: B : Loyal SuperIntelligence AGENT: Mentoring skillset For Review/Audit Leading Indicators - Critical Checklist - ASSIGN Risky kpi OWNER - KRI/CRO - Balance - Focus - Fix - Adjust - IRAC - ITTO -CSF - N3C - GsFl - Vanity Trap - Replace BROKEN PROCESSes/ Tools - NOT WORLKING -Malfunctioning - BUILD - ReLead - Bmat - Bcom - H2H: Human Factors: KEEP people INFORMED (KPI) - Motivator - Reward Power TYPES - K-Gaps - Strategic Gap/ Negotiators - Relation Gaps - TRIAL - Test - RETENTION -Scripted Dialogues - CONTINGENCY Planner - CKO - CFO -BSC - CGO -CJO - Scenario CLOSERs.

===

1. Substitute personnel/ roles/ functionalities

2. Combine via NEW TEAMMATES

3.Adopt NEW PROCESSES of SALES

4. Modify Product/Services/Various Pricings/ Target Different Segments/ New Niches, etc.

5. Promotional Programs with Diverse Values Offerings.

6. Eliminate OLE/ Obsolete methods of managerial tasks/ old styles/ obsolete personnels

7. Reorder STRATEGIC HUMAN RESOURCING STRATEGIES for expanding to new SEGMENTS...
..

RAG-based HR Development, Care, GROWTH

High-trust relationship, promote org+excellence

Be purpose & action-driven for client-focus

Change + Synergetic Resilience'+Energetic TEAM

Be Courageous, Innovative, Inspiring Communica

To empathize, Inspire, guide, mentor, direct Directorate Roles Proactively, Preempting Entrepreneurial Guidances on Corporate Knowledge Assets, Entrepreneurial Upskilling, Unlearning Endeavors for Relearning & Rethinking to Delegate:

Heads of Strategic HUMAN CAPITAL {People + Results + Thought} LEADERSHIP, DM Integrate Multiple Channels for Optimizing Marketing Efficiency, Enabling Talent Management, ReBranding Focus, Deploying Extraordinary Services, Facilitating Top-quality Products, End_UserCaring, Menteeship of International Professional Associations, Preemptive Tactics for objections & Proactive Caring for Strategic Employees & Value-based Compensations, Time & Resource Allocations, Build Rapport for Strategic Partnerships, Prioritizing Influential Shareholders} for empowering competent employees, functionality-based collaborations, independent associates networks, growing senses of agency, with S.M.A.R.T.E.R goals across luxury living quarters, rebranding for global partnering to serve rich kids & classy entities. By CLO & CRO
..

🎉 Extraordinary Life To Mentees Worldwide 🎉🎉🎉

(1) Có MỘT ĐIỀU mà NẾU TÔI ĐÃ LÀM, thì giờ đây cuộc sống của tôi đã trở nên ĐẲNG CẤP HƠN (CLASSIER).

(2) Điều gì cần phải thực hiện kể từ hôm nay cho đến 90 ngày sau, để sau đó có thể tự hào nói rằng "đây là 90 ngày rực rỡ nhất của cuộc đời (Crucial Days For The Exquisite Life).

(3) Ai là những người tham vấn (Mentors) mà tôi phải mang ơn suốt cuộc đời này? (DAILY HEART-FELT GRATITUDE).

(4) Tôi cần phải thay đổi và phát triển điều gì, để giúp tôi thăng hoa trong sự nghiệp & sống cuộc đời ngoại hạng? (Enabling for Achieving Sublimation)

(5) Có điều gì mà tôi cần phải trân quý, gìn giữ mà lâu nay tôi đã không nhận thấy? (Cherishing Life Purpose-driven Values)

(6) Trong ngày sinh nhật thứ 100 của mình, tôi muốn mọi người nhớ đến tôi như thế nào? (Extraordinary Life of Invaluable Legacies)

(7) Bạn muốn CÁO PHÓ của bạn gồm những nôi dung gì? Content of Obituary Notice-To-Be)

Hãy viết xuống trong cuốn sổ tay mang theo bên người và đọc mỗi ngày ít nhất 2 lần.

Bất kỳ khi nào bạn cảm thấy Cuộc Sống Bị Lệch Các Hoạch Định Thì Hãy Thực hiện các việc sau:

I. To Restrategise Extraordinary Life 🎯

II. To Adjust Strategic moves via REVISIONING MENTEESHIP

III. To UNLEARN for RELEARNING TACIT KNOWLEDGE & LUXURY Benchmarks via OPTIMAL MENTORSHIP.

IV. To Access Purpose-driven Targets by Knowledge-based Tools, Techniques, Steps.

V. WHAT 'smarter' Portfolio Choices can MENTEES make?

VI. HOW Trio_Gap-Closers: {Knowledge, Relationship & Strategic Gaps} to ensure successful sustained life changes via PDCA_ITTO_Action_Lists.

VII. Be Mentored By Gurus to Empower: Bodyset, Heartset, Soulset, Mindset: {Refueling DAILY EmMp ROUTINES including: Emotional, Motional, Mental, Physical Health} for UNLEASHING SYNERGETIC ENERGY to sort out Risk-based Bottlenecks for Enabling & Facilitating Great Life Outcomes.

Our Payment 60% of 60% (Others: 70% of 40%} (Market:50% of 55%) Google Adsense.

✓✓✓

Leader NEGOTIATION With Google {1 office, 5 staff, CFO, OFA, Shareholder JAME's}, Cty 3 nam loi lien tiep, CHI NHANH 193, tap trung nhung Quoc gia co ngoai te MANHj (US, China, EU, ANZ)

✓✓✓

OPEN thine Unlimited WORLD 🌎🌍🌎

HAND FREE for Smart Time User, AudioBooks BANK & World's Biggest Lib & Selected Bilingual Books E-V versions: ITTO ({Excellent App via Ipad & Loudspeakers PR 🎧 Bluetooth @ Luxury Resident Hub, Class Lounges, Ready Airports for Sublimation Worldwide. Selling Note taking Skillet, Tool, Mentoring Englishly Guide via Wiyn Menteeship, FRANCHISORS, Affiliates, Synergetic Networks, e-books Online Delivery, Group, FB private Clients, Reselling for generating new revenue streamlines via optimal mentorships



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