Tamiya 2019 update

Builder : Edgardo Suansing
Owner : John Alfaro
Mark Lester Sarroca
Butch Villagracia


Engine: 4G63 Mitsubishi Silver Top
Transmission : Astron Mitsubishi 5 speed
Differential : Mitsubishi Lambda LSD disc brakes
Suspension Front: Isuzu Gemini Opel
120 days work load
2000 pieces of Fabrication to fit and looks what it should be..
This Owner type Jeep you can see
Thegeekthatshares on Facebook

Toyota Codes Engine Familiarization

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K Series Engine
Capacity: 1077 CC
Power KW:60HP  (44KW)

How To Flare the Break Lines and Wiring Properly

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Suspension How It Works

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LS Engine Swap Chuck Garage Step By Step

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Not All Leaders Are Created Equal

I’ve always been interested in self-awareness as a leader’s capacity to take stock, to reflect, and to look at things defining a bigger perspective. But after I spoke withClaudio Fernández-Aráoz for my video series Leadership: A Master Class, I learned another reason why self-awareness is crucial for effective leadership. Here’s what Claudio had to say.

“We often think about self-awareness as the basis for developing our self-control, self-regulation, and social awareness. Our relationship management is based on those three clusters.

But self-awareness is also crucial for job allocation. Some people are outstanding for some jobs, and they are lousy for others. One of the most dramatic examples I’ve seen was in wonderful research done by Boris Groysberg and Nitin Nohria from Harvard on GE alumni. General Electric has not only a reputation of being an outstanding company, but it’s a talent factory. If you look at the profile of the Fortune 500 CEOs, the largest individual group are Harvard MBAs, and the second largest individual group are GE alumni.

Because it’s such a source of outstanding leaders, they were often recruited from General Electric into CEO positions of other companies. Each time a senior executive leaves GE to become the CEO of another company, instantly the market value of this new company spikes at least by one billion dollars, and in some cases by up to 10 billion dollars.

These two professors analyzed a group of 20 GE alumni. They found that the market value of a company always spiked once they hired this great executive from General Electric. But then they watched what happened over the next three years. They calculated the net person value of the value created, industry-adjusted, so that they could compensate for any factors in the sector.

They found that about half of these great GE executives created great value and the other half actually destroyed value.

And what was the reason for that? They weren’t always the right leader for the job. First, they may not have been a strategic fit. Some people are good for start-ups, some for turnarounds. Others are good for managing a cyclical business.

Second, they may not have been a good organizational fit. There are some organizations that focus on the long term, while others are focused on the short term. There are some organizations that are hunters; others are farmers. There are some organizations that are team oriented; while others value individuality. There are some organizations that develop people from within. There are some organizations that grow through mergers and acquisitions, while others grow organically.

Secret Revealed: How To Change a Habit

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I’m starting a series in which I discuss the various strategies that we can use for habit-formation. Habits are the invisible architecture of everyday life, and a significant element of happiness. If we have habits that work for us, we’re much more likely to be happy, healthy, productive, and creative.

 When I talk to people about their happiness challenges, they often point to hurdles related to a habit they want to make or break. My book describes the multiple strategies we can exploit to change our habits. First up: Self-knowledge. Key! Crucial! Essential! When we're trying to shape a habit, it's key that we understand ourselves.

We have to shape that habit in the way that suits us, or else it's not likely to stick. For instance, if you're a night person, and you try to get up at 6:00 a.m. to go for a walk, you're likely to fail. But if you go for a walk after work, you might have much better success.

 So the secret to changing your habits is to know yourself. One aspect of Self-Knowledge is knowing where you fit in the framework of the Four Tendencies. That's a whole separate topic, it's so huge -- and here's a quiz you can take, to identify your Tendency. There are many other distinctions to consider, as well:

But there are many important distinctions that can help us know ourselves better. To read more about the ones I mention…are you a:

-morning person or night person?

-marathoner or sprinter?

-simplicity-lover or abundance-lover?

-finisher or opener?

They say there are two types of people: those who love dividing the world into two types of people, and those who don’t. I love dividing the world into categories. I could keep going. Abstainers and moderators. Radiators and drains. Leopards and alchemists. Under-buyers and over-buyers. Eeyores and Tiggers.

Do you find that thinking about these distinctions helps you understand yourself better? Of course, this exercise is meant to broaden self-understanding, not trap us into a single rigid identity.

As I mention above, my current writing project is a book about habit formation. Such a fascinating subject. I identify the multiple strategies that we can use to make or break our habits. Some are quite familiar, such as Monitoring, Scheduling, andConvenience. Some took me a lot of effort to identify, such as Thinking, Abstaining, Identity. Some are more complicated than you might assume, such as Rewards andOther People. The most fun strategy? Treats. My favorite chapter? The hilarious strategy of Loophole-Spotting -- I love keeping lists of the loopholes I spot. To pre-order the book, go here.

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