Most Famous people of All the Time

1	Albert Einstein	51	Darth Vader
2	Michael Jackson	52	Charlie Brown
3	William Shakespeare	53	Eddie Murphy
4	Christopher Columbus	54	Plato
5	Walt Disney	55	Julia Roberts
6	George Washington	56	Edgar Allen Poe
7	Abraham Lincoln	57	Jim Carrey
8	Gandhi	58	Michael J. Fox
9	Elvis Presley	59	Stephen Hawking
10	Leonardo Da Vinci	60	Jane Austen
11	Mohammad Ali	61	Bob Dylan
12	John F. Kennedy	62	Alfred Hitchcock
13	Martin Luther King	63	Houdini
14	Napoleon	64	Dr. Seuss
15	Tom Hanks	65	James Dean
16	Bill Gates	66	Bill Cosby
17	Spider Man	67	Britney Spears
18	Mozart	68	Ray Charles
19	Cleopatra	69	Hillary Clinton
20	Michelangelo	70	Pamela Anderson
21	Thomas Edison	71	Pele
22	Marilyn Monroe	72	Beyonce
23	Isaac Newton	73	Jack Nicholson
24	Ludwig van Beethoven	74	Dwight D. Eisenhower
25	Benjamin Franklin	75	Sigmund Freud
26	Pablo Piccaso	76	Meryl Streep
27	Vincent Van Gogh	77	Ernest Hemingway
28	Madonna	78	Mick Jagger
29	Michael Jordan	79	Whoopi Goldberg
30	Bill Clinton	80	Elizabeth Taylor
31	Tom Cruise	81	Justin Timberlake
32	Princess Diana	82	Magic Johnson
33	Helen Keller	83	Fred Astaire
34	Thomas Jefferson	84	Sean Connery
35	John Lennon	85	Alicia Silverstone
36	Mother Teresa	86	David Letterman
37	Ronald Reagan	87	Paul Newman
38	Charles Dickens	88	Steve Martin
39	Clint Eastwood	89	Denzel Washington
40	George W. Bush	90	Margaret Thatcher
41	Alexander Graham Bell	91	Steve Irwin
42	Paul McCartney	92	C. S. Lewis
43	Oprah Winfrey	93	Jesse Jackson
44	Neil Armstrong	94	Jessica Simpson
45	Robin Williams	95	Jacqueline kennedy Onasis
46	Mark Twain	96	Michele Pfeiffer
47	Harrison Ford	97	Louis Pasteur
48	John F. Kennedy, Jr.	98	Vladimir Putin
49	John Travolta	99	Bob Hope
50	Aristotle	100	George Carlin

The Most Famous People of All the Time  According to (Times magazine):

Clear Thinking in Business

6 Most Overrated Management Concepts:

Making a company successful requires, above all, clear thinking.

Unfortunately, there are dozens of management concepts that, far from making success easier, tend to encourage fuzzy ideas and bad decisions.

Here are a few of my favorites. Make sure you're not falling into any of these traps:

1. Consensus

Managers often strive to reach consensus among groups and individuals before any important decision is made. That sounds reasonable (hey, it's the "wisdom of crowds"), but in practice consensus drives weak decisions.

Strong decisions--the ones that create powerful futures--entail cutting away other options, and that generally means disappointing somebody. Consensus favors what's bland over what's innovative, what's safe over what's risky, and the status quo over carpe diem.

2. Customer Focus

If you focus on the customer, you'll be better able to satisfy the customer's needs, right?  Well, not really. "Focusing" on the customer is viewing the situation from your own perspective as a vendor. What's really required is the ability to listen to and absorb what the customer is saying and project yourself into the customer's shoes.

Understanding a customer is not so much a visual act (like using a microscope) as a passive act: It involves rapport, empathy, and imagination.

3. Brainstorming

Getting people together to bounce ideas off one another (in a supportive environment) sounds like a great idea. Until you actually try making it work, that is. Creativity is not a group process, and great ideas do not emerge out of dumb, half-baked ones.

What's more, no matter how supportive the environment, people know they'll be judged on the quality of their contributions. That's why brainstorming usually creates nothing more than a dull drizzle.

4. Rightsizing

Rightsizing is a weasel word intended to make mass firings seem as if they're strategic. The real truth is that big layoffs are always the result of lousy management. Though it's sometimes necessary to make staffing changes, well-run companies with farsighted management never require such drastic surgery. So let's stop using jargon that hides the fact that management failed.

5. Human Resources

The problem with calling humans "resources" is that you just dehumanized them into objects. The term puts human beings conceptually in the same bucket as raw materials on the factory floor or the network wires inside the wall. It ignores the fact that people are complicated and multifaceted, and that getting them to work together requires treating them as individuals rather than as plug-and-play commodities.

6. Leadership

Before he died the management visionary Peter Drucker pinned the excesses of corporate America on the bloated concept of leadership. He believed businesses have more than enough leaders; what they really need are competent managers who can do the hard work of decision making, planning, and coaching.

In my experience, the typical business leader is like the leader of a marching band--he waves a stick while other people do the work.

Needless to say, feel free to leave a comment if you disagree.

If you like this post, follow this Blog  for the free Sale Source newsletter/Articles.