The Personal MBA by Josh Kaufman StoryShots Book Analysis and Summary.pdf

 STORYSHOTS The Personal MBA by Josh Kaufman StoryShots Book Summary and Review Master the Art of Business  First published by StoryShots 2024 Copyright © 2024 by StoryShots All rights reserved. No part of this publication may be reproduced,...

 STORYSHOTS The Personal MBA by Josh Kaufman StoryShots Book Summary and Review Master the Art of Business  First published by StoryShots 2024 Copyright © 2024 by StoryShots All rights reserved. No part of this publication may be reproduced, stored or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise without written permission from the publisher. It is illegal to copy this book, post it to a website, or distribute it by any other means without permission. StoryShots has no responsibility for the persistence or accuracy of URLs for external or third-party Internet Websites referred to in this publication and does not guarantee that any content on such Websites is, or will remain, accurate or appropriate. Disclaimer: This is an unofficial summary and analysis. It is not affiliated with, authorized, approved, licensed, or endorsed by the subject book’s author or publisher. 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Find out more at reedsy.com  Contents Preface v Introduction 1 About Josh Kaufman 2 StoryShot #1: There Are Five Interdependent Processes of... 3 StoryShot #2: ERG Theory and the Five Hu- man Drives Impact... 4 StoryShot #3: There Are 10 Ways to Evaluate a Market 7 StoryShot #4: There Are Four Ways to Im- prove the Value of... 10 StoryShot #5: Obtain Customer Feedback Through Prototyping 11 StoryShot #6: Marketing Is About Prospects 13 StoryShot #7: Earn the Trust of Your Prospects Through Sales 16 StoryShot #8: There Are Three Universal Currencies in... 18 StoryShot #9: Delivering Value Requires Con- trol and... 19 StoryShot #10: Business Is What You Keep 21 StoryShot #11: Take Care of Your Brain 23 StoryShot #12: Use Motivation and Positive Associations to... 24 StoryShot #13: We Aren’t Built to Multitask 26 StoryShot #14: There Are Four Habit Cate- gories and Four Ways... 27 StoryShot #15: Work With Yourself to Get Things Done 29 StoryShot #16: Use Power and Influence 31 StoryShot #17: Build a Team and Manage It Effectively 33 StoryShot #18: There Are Five Steps to Alle- viating a... 35 StoryShot #19: Succeed by Understanding, Analyzing, and... 36 Final Summary 39 Rating 40 PDF, Free Audiobook, Infographic, and Ani- mated Book Summary 41 Related Book Summaries 42  Preface Life gets busy. Has The Personal MBA been on your reading list? Learn the key insights now. We’re scratching the surface in this summary of The Personal MBA. If you don’t already have Josh Kaufman’s business classic, order it here or get the audiobook for free to learn the juicy details. v  Introduction Have you always wondered how you could be successful in business without paying for a college education? Or have you tried and failed in business and feel you could never be financially successful? The Personal MBA aims to provide you with a degree-level understanding of business without getting into huge debt. Josh Kaufman gives an outline of the business basics required to be economically successful. He also dispels the myth that you need a college education to do well in the business world. Business leaders are not made in business schools; they become who they are through their willingness to seek knowl- edge. The Personal MBA is your opportunity to seek business knowledge on your terms. 1  About Josh Kaufman Josh Kaufman is an independent business teacher, education activist, and author. Kaufman’s TEDx talk, “The First 20 Hours,” is one of the top 25 most-viewed TED talks published to date, with over 22 million views on YouTube. His website, joshkaufman.net, was named one of the “Top 100 Websites for Entrepreneurs’’ by Forbes in 2013. Kaufman’s books cover topics such as business, entrepreneur- ship, productivity, creativity, and applied psychology. Collec- tively, they have sold over a million copies. Kaufman says his aim is “to help you make more money, get more done, and have more fun in your day-to-day life.” His research has been featured by The New York Times, The BBC, The Wall Street Journal, The Atlantic, Fortune, Forbes, TIME, WIRED, Fast Company, Financial Times, HarvardBusiness.org, and the World Economic Forum. 2  StoryShot #1: There Are Five Interdependent Processes of Business Every business is a collection of five interdependent processes, each of which flows into the next: 1. Value Creation: Businesses innovate to address market needs, crafting products or services that offer solutions. This forms the foundation for all business activities. 2. Marketing: After creating value, businesses must attract and engage the target audience through branding, adver- tising, and market research, laying the groundwork for sales and growth. 3. Sales: Converting interested prospects into paying cus- tomers is crucial. Sales teams guide customers through the purchasing process, highlighting value and fostering relationships. 4. Value Delivery: Businesses must deliver on promises made during marketing and sales, ensuring customer satisfaction and fostering repeat business. 5. Finance: Managing resources, budgeting, and ensuring profitability ties everything together, providing the means to invest in value creation and support overall business operations. 3 StoryShot #2: ERG Theory and the Five Human Drives Impact Human Decisions and Output Kaufman introduces ERG theory by Clayton Alderfer as a founda- tion for all value creation. ERG stands for Existence, Relatedness, and Growth. Let’s delve into its key components: Existence Needs: These are the basic survival needs—things like air, water, clothing, safety, intimacy, and affection. They form the foundation for all other drives. Relatedness Needs: Once existence needs are met, we seek social connections. These include relationships with family, friends, and colleagues. When you have satisfying relationships, you can move on to the next level. Growth Needs: These needs involve personal development and self-improvement. Once you’re content with relationships, you can focus on things you enjoy and enhance your skills within those areas. In summary, ERG theory suggests that our motivations progress from survival (existence) to social connections (relatedness) and finally to personal growth (growth). It’s a fascinating lens through which to understand human decisions and output 4  STORYSHOT #2: ERG THEORY AND THE FIVE HUMAN DRIVES IMPACT... Additionally, we all have five core human drives that signifi- cantly influence behavior. The drive to acquire – The desire to own or collect physical objects, as well as immaterial qualities like status, power, and influence The drive to bond – The desire to feel loved and valued by forming relationships with others, either platonic or romantic The drive to learn – The desire to satisfy our curiosity The drive to defend – The desire to protect ourselves, our loved ones, and our property The drive to feel – The desire for new sensory stimuli, intense emotional experiences, pleasure, excitement, en- tertainment, and anticipation 5  THE PERSONAL MBA BY JOSH KAUFMAN STORYSHOTS BOOK SUMMARY AND REVIEW The more clearly you can show that your company provides a combination of these drives, the more attractive your services will become. 6  StoryShot #3: There Are 10 Ways to Evaluate a Market “The best way to observe what your potential customers are doing is to become a customer.” — Josh Kaufman Kaufman introduces 10 ways to evaluate a market: Urgency – How badly do people want or need your services right now? Market size – How many people actively purchase your services or similar ones? Pricing potential – What is the highest price a consumer would pay for your services? Cost of customer acquisition – How easy is it to acquire a new customer? Specifically, how much time and money do you have to spend to get a new customer? Cost of value delivery – How much would it cost you to provide the quality of service required? Uniqueness of your service – How unique will your service be compared to others on the market? Speed to market – How quickly can you create a viable service that can be sold to customers? 7  THE PERSONAL MBA BY JOSH KAUFMAN STORYSHOTS BOOK SUMMARY AND REVIEW Upfront investment – How much would you have to invest in creating this viable service? Upsell potential – Are there other services you could offer on top of your primary service? Evergreen potential – Once you have created your initial offer, how much extra work and money will you have to invest to continue selling? It is better to start a business within a market that has competi- tion. Starting in a competitive market means you already know there are paying customers interested in your idea. Adopting this approach will cut your biggest business risk: not having enough potential paying customers. If you already know such a market exists, you can work on improving your product rather than wasting time proving that a market exists. 8 STORYSHOT #3: THERE ARE 10 WAYS TO EVALUATE A MARKET 9  StoryShot #4: There Are Four Ways to Improve the Value of Your Offers There are four ways you can improve the value of your offers: Satisfy the core human drives of one or more prospects Offer an attractive, easy-to-visualize end result Command the highest hassle premium by reducing end- user involvement as much as possible Satisfy the prospect’s status-seeking tenancy by providing desirable social signals so they look good to others 10  StoryShot #5: Obtain Customer Feedback Through Prototyping When prototyping, don’t worry about other people stealing your idea. Ideas are one of the cheapest entities. A more critical ability is to translate an idea into a reality that creates value. Prototypes are an effective way to obtain customer feedback on something close to your chosen offer. Once potential cus- tomers have viewed a version of your product, you can evaluate and improve it through iteration. There are six major steps to iteration: 1. Watch – What’s working? What’s not working? 2. Ideate – What could be improved? 3. Guess – Which of your ideas would have the greatest impact? 4. Which? – Decide what changes to make 5. Act – Make the changes 6. Measure – What was the result? Make every iteration small, clear, and quick. Make sure each one is based on what you have learned from previous iterations. Here are some tips on how to get the most out of the feedback you receive on your prototype: 11 THE PERSONAL MBA BY JOSH KAUFMAN STORYSHOTS BOOK SUMMARY AND REVIEW Get feedback from genuine potential customers, instead of friends and family Ask open-ended questions Steady yourself and keep calm Take what you hear with a grain of salt Allow potential customers to preorder 12  StoryShot #6: Marketing Is About Prospects Marketing is the art and science of finding prospects. Prospects are people actively interested in what you offer. Essential prospects are qualified prospects. The best companies are excep- tional at attracting these prospects quickly and inexpensively. Your prospects’ attention is limited. You need to filter their at- tention toward your work. You must also identify the prospects most likely to buy from you. Leading marketers capture the attention of the right people at the right time. 13  THE PERSONAL MBA BY JOSH KAUFMAN STORYSHOTS BOOK SUMMARY AND REVIEW The best way to capture potential prospects’ attention is to promote their curiosity, surprise, or concern. Always assume your prospect’s attention is preoccupied with something else. This approach forces you to capture their attention rather than merely offer your service. Focus on your desired result and make this a distinctive experience or emotion related to a core human drive. An effective marketing tool is to make your product a point of market entry. Suppose you can get a prospective customer’s attention as soon as they become interested in what you offer. In that case, you become the standard by which competing offers are evaluated. During this initial marketing, highlight the key details and play down aspects that aren’t important. You can align with this approach by minimizing certain facts or leaving them out 14  STORYSHOT #6: MARKETING IS ABOUT PROSPECTS entirely. Controversy can sometimes be used as a marketing strategy. For example, your best approach could be to take a position that not everyone will agree with. If you are constructively using this controversy, you can attract positive attention. 15  StoryShot #7: Earn the Trust of Your Prospects Through Sales Every successful business relies on sales. Having millions of interested customers is no use if none of them purchase your product. The sales process begins with these prospects but must end with a paying customer. The best businesses in the world earn the trust of their prospects and help them understand why the product offered is worth paying for. The start of this process is pricing your product in the right way. The Personal MBA provides four pricing methods, all of which support the value of the product by asking a question: Replacement cost – “How much would it cost to replace?” This type of pricing is a cost-plus calculation. You calculate how much it costs to create, add your desired markup, and price appropriately. Market comparison – “How much are other things like this selling for?” This is a common way of pricing. Discounted cash flow – “How much is it worth if it can bring in money over time?” This type of pricing can only be used for products that provide ongoing cash flow, such as when marking up the worth of an entire business. 16  STORYSHOT #7: EARN THE TRUST OF YOUR PROSPECTS THROUGH SALES Value comparison – “Who is this particularly valuable to?” Your product will likely offer benefits to a specific customer. If your product makes things much easier for a high-income group, you can provide a slightly higher markup without impacting sales. You can use other methods to identify your price baseline. That said, you should always focus on discovering how much your offer is worth to your customers. You can then set your price accordingly. 17  StoryShot #8: There Are Three Universal Currencies in Negotiation In every negotiation, there are three universal currencies: 1. Resources – Tangible items like money, oil, etc. 2. Time – The universal limit of capacity 3. Flexibility – The cost of not doing something else. This is an opportunity cost. Kaufman also provides three dimensions of negotiation that can help you gain more of certain currencies: 1. Setup – This sets the stage for a satisfying outcome of the negotiation. You can stack the odds in your favor by doing effective research on the people you will negotiate with. 2. Structure – This includes the terms of your proposal. Create content in a structure that your negotiators will appreciate and accept. 3. Discussion – This is where you present your offer. You should discuss or clarify any issues and answer any objec- tions. Once you have removed these barriers to purchase, you can ask for the sale. 18 StoryShot #9: Delivering Value Requires Control and Surpassing Expectations Make your value stream as small and efficient as possible. Your value stream is a combination of your value creation and value delivery processes. The primary reason for shortening the value delivery process is that it minimizes the risk of something going wrong. Intermediary distribution can increase sales. However, this form of distribution can require giving up certain control over your value delivery process. Relinquishing this control also frees up your time and energy, but increases counterparty risk. The expectations of your work can significantly impact your company’s perceived quality. Kaufman calls this the “expec- tation effect.” Your performance determines your company’s quality, minus your customers’ expectations. That said, your ex- pectations have to be high for the customer to buy your services in the first place. Your job is to make sure you produce enough expectations to draw in work, coupled with a performance that exceeds these expectations. One way to improve the ratio of your customers’ expectations and your performance is ensuring your outcomes are as pre- dictable as possible. Customers love predictability. There are three primary factors that influence the predictabil- 19  THE PERSONAL MBA BY JOSH KAUFMAN STORYSHOTS BOOK SUMMARY AND REVIEW ity of an offer: Uniformity Consistency Reliability 20  StoryShot #10: Business Is What You Keep Finance is the art and science of watching money flow in and out of a business, then deciding how to allocate it. It is also the art and science of determining whether what you’re doing is producing the results you want. Accounting is ensuring the data used to make financial deci- sions is complete and accurate. Business is not about what you make. It is about what you keep. Work out the profit margin percentage by taking away cost from revenue, dividing by revenue, and multiplying by 100. 21  THE PERSONAL MBA BY JOSH KAUFMAN STORYSHOTS BOOK SUMMARY AND REVIEW Profits are important, but they are a means to an end. Instead of getting too hung up on profit, aim to: Create value Pay expenses Compensate the people who run the business Support yourself and your loved ones These are the most critical aspects of running a business. If you meet each of these requirements, you can confidently claim you are running a successful business. There are four methods of increasing your revenue: Increase your number of customers Increase the average size of each transaction your customers make Increase the frequency of transactions per customer Raise your prices 22 StoryShot #11: Take Care of Your Brain Our minds are essentially physical systems. Mental fatigue and emotional upset are neural signals that we’re not getting enough nutrients, exercise, or rest. One of the most crucial factors influencing your productivity is your ability to take care of yourself. Laziness is not a bug in our system. It is a feature installed to avoid spending too much energy. You have to actively attempt to change your reference levels for different actions. Useful books or blogs, or motivational documentaries can improve your reference levels. Aim to change the structures that influence your behaviors rather than the behaviors themselves. 23  StoryShot #12: Use Motivation and Positive Associations to Sell Your motivation can be divided into two basic desires: Moving toward desirable elements Moving away from undesirable elements Willpower is different from motivation. Kaufman describes willpower as an instinctive override because it interrupts our automatic processing. People generally hate losing objects more than they like gaining them because humans are generally loss averse. Frame your product as something with a low chance of being a waste of money. Present your ideas with positive and safe associations. Another way to overcome loss aversion is to use scarcity. People are scared of scarcity. If you make your potential customers feel they could lose the opportunity to buy your product, they are more likely to buy it. Kaufman provides four ways to incorporate scarcity into your marketing: Offer limited quantities of products Increase prices 24  STORYSHOT #12: USE MOTIVATION AND POSITIVE ASSOCIATIONS TO... Decrease prices Give people deadlines for price reductions Novelty entices potential customers. Use new sensory data to attract and maintain your customers’ attention over the long term. 25  StoryShot #13: We Aren’t Built to Multitask Productive multitasking is a myth. Our minds are not built to multitask. The more things you try to pay attention to at a given time, the more your performance across all domains will suffer. Focus on one task at a time, and never mix creative work with administrative work. Your productivity across both domains will be heavily influenced if you switch between them. Focus on producing maker schedules, which incorporate large blocks of uninterrupted time. Most people currently produce or have to live by manager schedules with time broken into many small chunks by meetings. The 3-10-20 method is a way to avoid too much multitasking. Using this method, you can finish three major tasks and 10 minor tasks in one day. A major task is one that requires over 20 minutes of focused concentration. 26  StoryShot #14: There Are Four Habit Categories and Four Ways to Work With Your Body Habits are built over time and become regular actions that support us. Some of the most common positive habits are exercise, hygiene, and nutrition. That said, habits can also be divided into four categories: Things you want to start doing Things you want to stop doing Things you want to do more Things you want to do less You can develop habits if you identify triggers within your environment that impact how you act. Encourage triggers that prime positive habits and remove triggers that prime unhealthy behaviors. Habits can be difficult to install or uninstall. Put all your effort into changing one habit at a time. Your body will always act based on its natural state. Instead of fighting against this, use these four ways to work with your body: 27 THE PERSONAL MBA BY JOSH KAUFMAN STORYSHOTS BOOK SUMMARY AND REVIEW Learn your patterns by using a notebook or calendar to track how much energy you have during different parts of the day. Maximize your peak cycles. Take a break. If you are on a down-cycle, it is best to rest than attempt to power through it. Rest and recovery are not optional. Get enough sleep. Sleep deprivation will lead to a longer down-cycle. 28  StoryShot #15: Work With Yourself to Get Things Done Your body and mind are the tools you use to get things done. You take these tools wherever you go. So, you must learn how to work with yourself. If you master this skill, you will accomplish your goals more easily. In the modern world, this can be the difference between a fulfilling career and a draining one. To help you work better with yourself, consider these four ways to “do” something. Using these methods for guidance while creating a to-do list will help you be more productive. Kaufman calls these the 4 Methods of Completion: 1. Completion – Doing the task. This approach is best for tasks that only you can do particularly well. 2. Deletion – Eliminating the task. This is effective for anything unimportant or unnecessary. 3. Delegation – Assigning the task to someone else. This approach works for anything that other people can do at least 80% as well as you. 4. Deferment – Putting the task off until later. This is effective for tasks that aren’t critical or time-dependent. Kaufman also describes the Five-Fold Why, a technique to help 29  THE PERSONAL MBA BY JOSH KAUFMAN STORYSHOTS BOOK SUMMARY AND REVIEW you discover what you actually want. Rather than taking your desires at face value, examine the root cause. He applies these five Whys to wanting to be a millionaire: 1. Why do I want a million dollars? Because I don’t want to be stressed about money. 2. Why don’t you want to be stressed about money? So I don’t feel anxious. 3. Why don’t you want to feel anxious? So I feel secure. 4. Why do you want to feel secure? So I feel free. 5. Why do you want to feel free? Because I want to feel free. 30  StoryShot #16: Use Power and Influence Relationships are about power and influence. Your influence is your ability to encourage someone to think or act in the way you intend. Compulsion is the ability to force someone else to do what you command. Aim to increase your influence and reputation rather than your compulsion. Power is tied to your influence and reputation. The more people who know your capabilities and respect your work, the more power you will have. Working with others is an effective way to get work done quickly and to a higher standard. But effective collaboration relies heavily on strong communication. Communication over- head is how long you spend communicating with your team instead of doing productive work. You always want to minimize this time while not skimping on communication quality. To sustainably reduce your communication overhead, keep your team small. Specifically, keep your team between three and eight people. You also need to ensure each team member feels safe and valued within the team. Use the STATE model to communicate with your team mem- bers without challenging their value or provoking anger: 31  THE PERSONAL MBA BY JOSH KAUFMAN STORYSHOTS BOOK SUMMARY AND REVIEW Share your facts Tell your story Ask for others’ opinions Talk tentatively Encourage testing The three characteristics you should use to help your coworkers improve the working environment are: Appreciation Courtesy Respect 32  StoryShot #17: Build a Team and Manage It Effectively Kaufman outlines how to build a team: Communicate commander’s intent. Always tell your team why a particular task must be done, rather than simply allocating work without meaning. Planning should never be depended upon and should be used to mentally stimulate your team. People will always choose to work with people they know and like. Use referrals to help your coworkers connect with new team members. Convergence is the tendency of group members to become more alike over time. This is your company culture. Al- though you want a degree of this, you still want some divergence. 33  THE PERSONAL MBA BY JOSH KAUFMAN STORYSHOTS BOOK SUMMARY AND REVIEW The six steps for developing effective management are: 1. Recruit the smallest group of people who can accomplish a task. 2. Clearly communicate the desired results, including who is responsible for what and the task’s current status. 3. Treat people with respect. 4. Create an environment where everyone can be as produc- tive as possible. Trust your team members to get the work done. 5. Refrain from unrealistic expectations regarding certainty and prediction. Create an aggressive plan to complete the project. However, be aware that uncertainty and planning fallacy mean your initial plan is likely to be incomplete or inaccurate. 6. Measure to see if what you’re doing is working. If not, try another approach. 34 StoryShot #18: There Are Five Steps to Alleviating a Constraint There will always be constraints within a system. Here are five steps to ease these constraints: 1. Identification – Examine the system to find the limiting factor 2. Exploitation – Ensure the resources related to the con- straint aren’t wasted 3. Subordination – Redesign the entire system to support the constraint 4. Elevation – Permanently increase the capacity of the constraint 5. Reevaluation – After making a change, reevaluate the system to discover where the constraint is 35  StoryShot #19: Succeed by Understanding, Analyzing, and Improving Systems “Every business fundamentally relies on two additional factors: people and systems.” — Josh Kaufman There are three ways to approach systems: understanding, analyzing, and improving them. Understanding Systems A complex system is a “self-perpetuating arrangement of interconnected parts that form a unified whole.” Businesses are complex systems within more complex systems of markets, industries, and societies. It is crucial to first understand each of these systems and how they interact. Balancing a system is all about understanding risks and uncertainties. Risks are known unknowns. Uncertainties are unknown unknowns. For example, if you are planning to collect a friend from the airport, you will understand there is a risk the flight could be several hours late. So, you would plan 36  STORYSHOT #19: SUCCEED BY UNDERSTANDING, ANALYZING, AND... accordingly by bringing things to do during this wait time. As this is something you can plan for, it is a known unknown. An example of an unknown unknown is being late to pick up your friend because a meteorite hits your car. You could never have predicted this would happen based on past events. The only way to prepare for uncertainty is to be flexible, prepared, and resilient. These traits will help you respond appropriately when these events occur within your system. Contemplating uncertainty is challenging because of the threat of not knowing what’s going to happen. Instead of worrying about predicting things you can’t see or know, use your energy to get better at dealing with the unexpected. Don’t rely on accurate predictions, as things can change at any time. Analyzing Systems Systems form the heartbeat of a company. If you feed your company’s system with useless information and ideas, you will receive useless outputs. One way to feed your systems with the best information is to break your company’s complex systems into smaller subsystems. This is called deconstruction and will allow you to understand better how things work at the company. When you think about how each part works on its own, you will better understand your key performance indicators (KPIs). KPIs are measurements of the critical parts of a system. 37  THE PERSONAL MBA BY JOSH KAUFMAN STORYSHOTS BOOK SUMMARY AND REVIEW Improving Systems To decide how you can improve a system, you first have to consider the null hypothesis. The null hypothesis outlines what would happen if you did nothing to the system or assumed any adverse situations were by chance. You’ve considered your null hypothesis. You’ve seen the value in improving your systems. Now, think about optimizing. Opti- mization is maximizing the output of a system or minimizing a specific input the system requires to operate. The best optimizing approach is to take the most critical variable in your system and focus all your efforts on this variable. Follow this same rule until you have focused on all variables. This prevents you from trying to optimize many variables at the same time, which is highly ineffective. If you’re less worried about your system’s output and more worried about your team’s efficiency in reaching the ideal output, you need to refactor. Refactoring is changing a system to improve efficiency without changing the output. One way to improve efficiency is to think about the 80/20 rule. 20% of your inputs will produce 80% of your outputs. Consider how to emphasize the 20% and improve your 80% efficiency. Friction is any process that removes energy from a system over time. It is a factor that can hugely impact your team’s efficiency. Removing friction will allow your team to work better and feel less exhausted despite achieving the same or better results. 38  Final Summary The Personal MBA aims to offer exactly that to its readers. Kaufman covers every area of business that someone needs to understand to succeed. Essentially, to become a successful businessperson, master: Creating, marketing, and delivering value Understanding financial terms The intricacies of the human mind Working with yourself and others Understanding, analyzing, and improving systems 39  Rating We rate this book 4.1/5. How would you rate Josh Kaufman’s book based on this summary? Comment here to let us know. 40  PDF, Free Audiobook, Infographic, and Animated Book Summary This was the tip of the iceberg. To dive into the details and support Josh Kaufman, order the book or get the audiobook for free. Did you love the lessons you learned here? Comment below or share to show you care. New to StoryShots? Get the PDF, free audio, and animated versions of this analysis and summary of The Personal MBA and hundreds of other bestselling nonfiction books in our free top-ranking app. It’s been featured by Apple, Google, The Guardian, and the UN as one of the world’s best reading and learning apps. 41  Related Book Summaries Getting Things Done by David Allen Burnout by Emily Nagoski Anything You Want by Derek Sivers The $100 Startup by Chris Guillebeau E-Myth Revisited by Michael Gerber Profit First by Mike Michalowicz Virtual Freedom by Chris Ducker The Effective Executive by Peter Drucker Growth Hacker Marketing by Ryan Holiday 42