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To: Arik T.G. who wrote (28825)	11/19/1997 8:51:00 AM
From: ViperChick Secret Agent 006.9	Read Replies (1) \| Respond to of 58727

<In one post you say you have no extraordinary talent, but employ other's talents to acheive your goals. 1. IMO that's a remarkable skill. 2. It may be interpreted as exploiting others.> LOL....uhhhh.....do you have a boss?!!!! anyway, insightful post.... a little introspection is good for a person and the day that you stop doing that...you might as well just stay under the covers and NEVER look at the CNBC bug....

To: Arik T.G. who wrote (28825)	11/19/1997 11:49:00 AM
From: Tom Trader	Read Replies (1) \| Respond to of 58727

***********OFF TOPIC*********** Hi Arik--you are very kind and generous with your comments In fact, coming from you---given that we have not always agreed in the past--- it is particularly important to me. You have made some quite insightful observations regarding the possible genesis of my differences with Iqbal. >>In one post you say you have no extraordinary talent, but employ other's talents to acheive your goals. 1. IMO that's a remarkable skill. 2. It may be interpreted as exploiting others.<< You are right that it is a skill to be able to do that; exploitation occurs when one takes without giving. One can give in several ways -- by contributing, giving credit, recognizing another's contributions, etc. I rarely share personal details--but not so long ago, I was in a position where I had a large number of people working for me--directly and indirectly. I had several executives reporting to me directly -- all of whom I had hired over the years. Everyone of them was exceptionally talented and some of them, IMO, were brighter than I am -- and they helped me to shine and to be successful--and I told them that. My achievement was in hiring them, not feeling intimidated/threatened by them, motivating them, recognizing and rewarding them and yes--occasionally guiding them. I moved up rapidly and was richly rewarded--and I rewarded them. My constant advice to them was to hire the very best people--and, for the most part, they did that. Most of them still keep in touch with me though it has been some time since we worked together--and they talk fondly of the time we worked together. They are still not able to fathom my decision to leave the corporate environment. >>Go easy on the emotional strategists, they look for an exchange of ideas rather then being scrutinized<< You make a good point. In truth, it is more that I challenge assumptions and question conclusions more so than scrutinize people's views. But, as my dear friend, Judy has said to me more than once -- my pointed questions can be misunderstood by those who don't know me and my approach. She has got to know me well through numerous e-mail exchanges and she has a better sense of where I am coming from. The other thing is that people react very defensively sometimes when they are challenged in public, on the net---no different than people being more defensive when they are challenged in a group meeting than when one does it one on one. Anyway, I really appreciate your insights. Take care