By L.J. Rittenhouse
The crucial advisor to creating smarter judgements by means of interpreting CEO Communications
Recommended interpreting in Warren Buffet’s 2013 Shareholder Letter
Investing among the Lines introduces a progressive process for comparing the monetary integrity of a firm. You don’t desire distinctive entry to “insider” details or a level in accounting to determine it out. in reality, the secret's correct in entrance of you―in black and white―in the phrases of each shareholder letter, annual record, and company correspondence you receive.
Investing among the Lines exhibits you the way to:
- Decipher the “FOG” of complicated corporation communications
- Decode the true which means in the back of company jargon and platitudes
- Separate the proof from the fluff in annual reviews and quarterly gains calls
- Safeguard your funds via making an investment in businesses that steward investor capital
Too usually, company executives and funding execs are anticipated to bring non permanent effects. therefore, they're pressured to show to accounting ideas and doubtful language to fulfill those expectations.
In Investing among the Lines, L.J. Rittenhouse lays out her time-tested procedure for spotting at-risk companies sooner than difficulty hits. this is often a similar approach she used to foretell the cave in of Enron and the autumn of Lehman.
From evaluating the statements of Ford, GM, and Toyota to revealing why FedEx and Wells Fargo were such a success, Investing among the Lines indicates that Rittenhouse’s process is among the strongest instruments a company chief or investor may have. when you research the clues to decode CEO communications, it is possible for you to to take a position among the lines―to determine precisely what a company’s CEO is or isn’t telling you.
Whether you’re a certified investor, a brand new shareholder, or a CEO who desires to enhance how your organization communicates, Investing among the Lines is likely one of the top investments you’ll ever make.
Praise for Investing among the Lines
“Rittenhouse remains to be at the aspect of the angels.”
―WARREN BUFFETT, Chairman and CEO, Berkshire Hathaway
“Tremendous! Investing among the Lines is destined to develop into a vintage in exhibiting how candor is the language of belief and the way belief is the root on which businesses eventually succeed.”
―STEPHEN M. R. COVEY, writer of the New York Times and no 1 Wall road Journal bestseller, The velocity of Trust, and coauthor of Smart Trust
“Before making an investment purely via the numbers, learn making an investment among the traces. In it, L.J. Rittenhouse makes a compelling case that CEOs’ phrases subject too.”
―JAMES HESKETT, Baker beginning Professor Emeritus, Harvard enterprise university, and writer of The tradition Cycle
“An fascinating learn that will get to the center of the 21st-century management challenge―the want for leaders to candidly construct and earn the belief in their stakeholders in a permanent way.”
―DOUGLAS R. CONANT, Former President, CEO, and Director of Campbell Soup corporation and New York Times bestselling writer of TouchPoints
“This ebook is the Rosetta Stone for traders and the high-water mark for CEOs.”
―DAVID CHILDERS, CEO of Compli, Inc., and Director, Society of company Compliance and Ethics
“L.J. Rittenhouse reviews on over a decade of analysis interpreting govt communications and unearths management clues that show the genuine values of a company tradition which, in flip, verify performance.”
―LOUISE M. MORMAN, govt Director, Lockheed Martin management Institute, Miami University
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Extra resources for Investing Between the Lines: How to Make Smarter Decisions By Decoding CEO Communications
Having a look ahead, we now have dedicated ourselves to changing into even larger expert at contributing to the profitability of our clients. Goizueta famous worker contributions while he defined the corporate approach as “seeing the place Coca-Cola is not”: With my very own eyes, i've got visible my colleagues world wide determine with their very own eyes the expansion possibilities that no-one else knew existed. while those humans stroll into any setting, they don’t see Coca-Cola; they see the place Coca-Cola isn't. They see an unlimited universe, they usually see these sixty four day-by-day oz. of chance. accordingly, we have now chanced on a few of our greatest possibilities correct below our personal noses. within the usa, for instance, we accounted for eighty percentage of the delicate drink industry’s development final 12 months. one of many major purposes used to be that we have been capable of generate major unit case revenues quantity via venues the place we had by no means set foot earlier than. in point of fact, although, that we're basically simply now relatively concentrating on constructing this skill—the ability of seeing new opportunities—as a real strategic potential. “Seeing the place Coca-Cola isn't” should be greater than only a knack that a few humans have and a few humans don’t. It needs to be a required, self-sharpening ability. [author’s emphasis] Goizeuta’s candid and encouraging statement published his credible and powerful management. management and Candor Goizueta warned readers that not anyone, together with himself, may take good fortune without any consideration. He requested rhetorically how the corporate may possibly perpetuate this approach of seeing the place Coke isn't really and responded it'll occur while Coke grew to become an organization with an international studying tradition. He anticipated a time while the corporate will be capable of “institutionalize the method of quickly studying from each element of the environment: our shoppers, our consumers, our companions, our opponents, probably unrelated agencies, and, certain, our personal blunders. ” watching for skeptics who could write off this “learning tradition as simply one other flavor-of-the-month enterprise fad,” he declared that this “commitment to a ‘learning tradition’ should still expand to each one in all our humans world wide [who will be] individually accountable for riding their very own studying. ” He reminded readers that he too will be liable. He wrote, “I’m proud to claim that I realized extra in 1995 than any yr ahead of, yet no longer up to i'll this 12 months. ” making a version OF A SUSTAINABLE company reading Goizueta’s letter from those views of imaginative and prescient, technique, responsibility, Capital Stewardship, Stakeholders, management, and Candor unearths the intensity and breadth of his statement. even if, it used to be attainable to determine those differences in simple terms in hindsight. In 1995 we lacked a Sustainable enterprise version. In 2003, Rittenhouse scores prepared the a hundred thirty subject matters we had present in shareholder letters into seven fundamental platforms: Capital Stewardship, technique, responsibility, imaginative and prescient, management, Stakeholder Relationships, and Candor, to create a version of a Sustainable enterprise. We diagrammed the interrelationships of those structures as a hub-and-spoke picture, with six of the platforms orbiting round one primary approach.