Wednesday, April 16, 2008

Who is Richard Maybury and Why You Should Know Him?

Maybury’s Two Laws
Do all you have agreed to do and Do not encroach on other persons or their property” 
Many years ago after dabbling in the Stock Market, New York real estate, various mutual funds and such, I threw my hands up in disgust. I came to the same conclusion that Suze Orman made – brokers make you broke.

My wife pulled me aside and said to me, “Why don’t you read Richard Maybury’s newsletter?” I had no idea who he was except that several of my friends were subscribing to his newsletter The Early Warning Report (EWR). I am as stubborn as the next person sometimes, but, as a man and husband to a very sharp, intelligent woman, I have learned to acquiesce to my wife’s superior knowledge base.

That weekend over dinner, one of our friends handed me a stack of papers. “What’s this?” I asked. “It’s Richard Maybury.” He had the biggest grin I have ever seen. Something was up. Over the next hour, he showed me years of EWR newsletters. I was astounded at Maybury’s uncanny ability to predict the future. It was as if he had a crystal ball. As our friend left me with the copies in my hands, I realized I held a very powerful secret.

The next four days I couldn’t put them down. Month after month revealed the puzzle pieces missing from my own education…actually the information missing from most Americans’ education. Instead of quoting factoids and mainstream media and memorizing political history, Mr. Maybury emphasized geopolitical and economic history as well.

With this added piece, it became clear why the Civil War was fought and how the United States was forced into WWII. The economics missing from K-12 and even college textbooks became glaringly apparent.

I’m a bright guy, but this was another level of knowledge.

The most astounding piece of information that I began to understand is, “there have been 14,000 wars since 3600 BC.” And, what is surprising is that 99% of them happened in the exact same area. Why is that? The other piece of the puzzle is that all wars (no matter what the political theater claims), are fought over economic reasons.

Page after page opened up a new world for me. I am a voracious reader of history, but after two chapters, it became clear that the most powerful parts of history were missing from my brain. Maybury put the pieces together in simple steady terms that even the neophyte could understand. It’s as if he wants you to fully grasp economic models before he moves on. I quickly subscribed to his newsletter and ordered all his books in the Uncle Eric series.

Maybury quickly shows you his model, exposes the current models that our government uses, how it vacillates, and then how history has influenced us today. Then he ties it all together through current events and geopolitics. My favorite is when he explains economic bubbles, like the Dot Com Boom. All bubbles burst and leave many people destitute in their wake.

After devouring EWR and all of Maybury’s books, I walked into my certified financial planner’s office a week later. “I think we should invest in Indonesia, Brad.” I asked him why? His answer for the next 10 minutes astounded me. He had no idea why, except that some hotshot CFP from Baron’s suggested it.

Armed with Maybury’s information, I responded, “Do you realize there is a civil war in Indonesia between the Muslims and the Christians?” He stuttered in disbelief. Our next bit of back and forth was attempting to get him to understand that 70% of all goods in the world are shipped through Indonesia. On top of that, pirates are a huge problem in the area. With thousands of islands to hide and multi-million dollar sea craft, the best navies in the world would have a tough time bringing these criminals to justice. These modern-day pirates could simply outrun them and hide.

After that conversation, I fired my CFP and invested according to Mr. Maybury’s suggestions. So far, he still has an uncanny ability to predict the future and my portfolio is back on track. We should be investing in a war time portfolio. A key facter that Wall Street seems to miss.

From the housing bumble, to gold rising in price, 911 and oil hitting over $100 a barrel, Mr. Richard Maybury’s Early Warning Report and his Uncle Eric books predicted these events over 10 years ago (and in some cases, over 20). 

It isn’t magic, it is economic models, and as long as governments meddle in fiat currencies, we’ve got a problem. Our country is heading down a bumpy road and all I can say is, to be forewarned is to be forearmed. I am recommending Richard Maybury to ALL my readers. 

The last time I recommended the EWR and The Uncle Eric Books to a good friend, he called me at 3:00 AM to thank me. Imagine that – an educated, MBA discovered a piece of his $100,000 education that was missing.

Sign up for Maybury’s work now before your nest egg is gone.

Thanks again for reading,

Brad Szollose

Need Executive Coaching? How about an executive coach with executive experience? Send an email to brad at liquidleadership dot com. We look forward to hearing from you.

PS: Make sure you check out my latest published article. I quote the latest Early Warning Report extensively. 

Go to:—A-Primer-for-Corporate-Leadership&id=1095618
May I recommend?:
For Richard Maybury’s newsletter - The Early Warning Report go to:

This is a one-of-a-kind newsletter that focuses on geopolitics, history and investment advice. Get this month’s Newsletter (April) and read The Bernanke Bomb. You’ll be glad you did.

Maybury has the unique distinction of being the ONLY newsletter with a 98% renewal rate. My wife and I enjoy reading it. His books and newsletter will help you understand how the United States got to where it is today financially, politically and morally.

I also recommend his books, especially these five in his Uncle Eric series: Whatever Happened to Penny Candy?, The Money Mystery, Whatever Happened to Justice, Ancient Rome: How It Affects You Today, and The Thousand Year War in the Mideast: How It Affects You Today.
It doesn’t take a Ouija Board to understand investing. What it does take is a basic understanding of economic models. Sign up for Maybury’s work now before you vote in the next election and before your nest egg is gone. Let me know how it turns out.

Monday, April 14, 2008

Getting Past Mistakes - A Primer for Corporate Leadership

Richard Maybury says it best -- "Can you name one person in all the thousands of years of human history who rose to the top in politics by being honest?" As one political scandal dies down, don't be surprised when another pops up.
Maybury also quotes one of the most brilliant and infamous books in history: The Prince, by Niccolo Machiavelli. Maybury points out that it is oftentimes misquoted, but never seen for what it really is - the truth "about the inherent nature and behavior of government that few are willing to face."This is the way it has been throughout the 10,000 years of human history. So why are we shocked every time a leader, a politician or a man of the cloth, lets us down? Fifty years ago, good guys wore white cowboy hats and bad guys wore black cowboy hats. It seemed to be a simpler time with simpler choices. But today, life has gotten more complex and that complexity is reflected in our current leadership. Integrity, honesty and ethics have become a fuzzy line between what you see and what you actually get.

Maybury goes on - "One of my favorite chapters in The Prince is number 15, in which Machiavelli lists the characteristics generally thought to be desirable in a political leader: generosity, compassion, faithfulness, courage, purity, flexibility, religiousness, and others. He explains that the leader must fake these virtues but cannot actually have them, because they would ruin him."
So the next time you think a particular politician is there to save you, remember, it's just show business.Yet, not everyone is so easily corrupted. Just give some people the choice between leadership with perks, and leadership with both perks and power and watch what happens. Some put in these roles thrive, while others become corrupted. But, make no mistake about it, certain professions are made up of the hubristic and corrupt, and there is nothing we can do about it. When people let their lower animalistic nature run wild, there is no more control. As I said before, when one scandal dies down, be prepared for the next. It's the nature of politics.

But how does this affect leadership in general? At the political level it is one thing, at the corporate level, another. How would you handle a scandalous problem as an executive? Here are three suggestions to help get you back on track and save face.

1) Admit Your Mistakes (as Honestly and as Truthfully as You Can).
Being on the board of directors for K2 Design years ago was thrilling, but it was also a tough lesson in revealing to the public the right information at the right time. Yet at times, being unable to share it right away can leave one with a sense of frustration, especially when the news is groundbreaking and positive. But what happens when the news is negative and shareholders equity is at stake?

Speaking too soon can destroy a company and ruin shareholders trust. So pick your battles, and in most cases, take the blame and resign. Unfortunately, someone has to clean up your mess, and getting out of the way will expedite the process.

On the other hand, telling the whole truth up front and attempting to make things right may be what the doctor ordered to reestablishing your credibility as well as your company's. Who knows, you might even be forgiven. Turnaround specialists are masters at telling the truth, taking action and getting corporate profitability back on track. Take a page from their handbook and follow it.

Don't bury the truth. That serves no one but you. Schedule that press conference and come Jack Welch, when he was at GE, mastered the delivery of bad news while balancing future potential. Study the masters.

2) Make Real Effort to Change Your Behavior
On the road to regaining trust, try actually changing your behavior. Just look at how many celebrities sign up for rehab. It is so effective that courtroom judges grant leniency when someone admits they have a problem with substance abuse and voluntarily checks themselves in. Changing your dysfunctional activities goes a very long way to regaining trust. Time may reveal duplicity on your part, but consider your immediate actions. They are the ones that show up in the history books.

Want to have an impact? Take a good look as to why you got into hot water in the first place. Are you greedy? Do you feel you're above everyone around you? Are you duplicitous by nature, assuming that everyone is the same? Is your behavior something that requires you to sneak around? If so, try not to wait until the public discovers your faux pas during the evening news. Get help now. If the press has reason to put you under a microscope, your reaction early on will be the one you are judged by.

And do us all a favor, don't fake it. Show up and do the work. You're not fooling anyone but yourself.

One thing that seems to be missing from our society these days is a sense of shame. You may not know this, but there is right and wrong behavior.

And last but not least...

3) Time May Be Your Only Ally
In a relationship, time will make things fester, but in the corporate world where trust has been destroyed and investors' actions are hinging on the next press conference, time is the only sure-fire strategy that will help put the events behind you.

Former Presidents Richard Nixon and Bill Clinton were able to put their pasts behind them because their legacy far outweighed their transgressions. Give it time. Eventually you'll look like the comeback kid. Who knows, maybe even a certain New York Governor will be able to return to some sort of public office someday.

Unfortunately, time may be all you have. Here are just a few samplings of companies that have successfully and unsuccessfully put the past behind them:

Volkswagen took over 25 years for global consumers to forget that their biggest spokesperson was Adolph Hitler. They made a huge comeback in the 60's by introducing the VW Beetle to the Hippy Generation.

In Bhopal, India, during the early morning of December 3, 1984, a Union Carbide subsidiary pesticide plant explosion released 40 tons of methyl isocyanate (MIC) gas into the air. The resulting deaths numbered over 3,000, but testimonies later on from doctors who provided medical assistance during the tragedy claim that over 15,000 was the real number.

Today, Union Carbide (now owned by Dow), is attempting to put the past behind them with a feel-good ad campaign. They introduce us to an element missing from the organic chemistry chart: Hu. It stands for the Human element and we are bombarded with eco-friendly scenes of people -- the driving force behind everything.

The Union Carbide website explains away their past by placing the blame on every possibility except Union Carbide. Lawyer-speak is inauthentic and stands out like a sore thumb on their site. Some things should never be forgotten. It's all a little creepy when you remember the past and the events of Bhopal.
Ironically Union Carbide is owned by Dow, the makers of Agent Orange.

Bear Sterns was showing signs of over extension a year ago. Who were they protecting? Not shareholders, who entrusted them with their money that's for sure. Bye Bye Bear Sterns.

In these turbulent times learn to be honorable and incorruptible. Then stand by your management style. Make changes to yourself and to your organization not because it affects the bottom line, but because it is the right thing to do.

Your staff will follow you anywhere so long as you have integrity, fairness and a vision. Without your people, you wouldn't be a leader. One can't exist without the other. But, avoid Machiavelli's suggestion that you should fake these qualities - who wants to follow an executive who's faking it? And believe me, people know.

Thanks again for reading,


Brad Szollose is the author of Liquid Leadership: From Woodstock to Wikipedia – Multigenerational Management Ideas That Are Changing The Way We Run Things

May I recommend?:
Richard Maybury's newsletter - The US & World Early Warning Report go to:

This is a one of a kind newsletter that focuses on geopolitics, history and investment advice. I also recommend his books, especially these 5 in his Uncle Eric series: Whatever Happened To Penny Candy?, The Money Mystery, Whatever Happened To Justice, Ancient Rome: How It Affects You Today, and The Thousand Year War in The Mideast: How It Affects You Today.

For Richard Maybury's books go to:

Maybury has the unique distinction of being the ONLY newsletter with a 98% renewal rate. My wife and I enjoy reading it. His books and newsletter will help you understand how the United States got to where it is today financially, politically and morally.

Sign up for Maybury's work now before you vote in the next election and before your nest egg is gone.

Former Dot Com IPO Boomer Brad Szollose, is an award winning leadership strategist, author and professional speaker who shows executives and entrepreneurs how to operate in the Information Age.
For more info, go to

Brad Szollose Bio:


Who Is Brad Szollose?: 

Cofounder of Another Big Production. Host of Awakened Nation™. Award-Winning Author. Creative Director. Leader. Visionary. TEDxSpeaker. Web Pioneer. C-Level Executive.

First things, first. How do you say Szollose?
It’s pronounced zol-us.

From founding partner and CMO of K2 Design, Inc. the first Digital Agency to go public on NASDAQ to international leadership development expert, Brad Szollose has worked with household names like MasterCard, American Management Association and Tony Robbins, to create leadership training programs for a new generation.

As an award-winning creative director, he has been the creative force behind hundreds of high-end corporate events, personal and consumer brands, and website launches. Brad is the recipient of the Corporate Identity Design Award and the Axiom Business Book Award along with various awards for website and print design.

As a C-Level executive at K2, his unique management model was awarded the Arthur Andersen New York Enterprise Award for Best Practices in Fostering Innovation Amongst Employees (Workforce Culture).

Today, the world’s leading business publications seek out Brad’s insights on next-generation leadership development, branding and modern Management Strategies, and he has been featured (both print and online versions) in Forbes, Inc., Advertising Age, USA Today, New York Magazine, The Huffington Post, International Business Times, Le Journal du Dimanche (France), and The Hindu Business Line to name a few, along with television, radio and podcast appearances on CGTN America, CBS, Roku Network and other media outlets.

Brad continues to challenge the status quo with his new book, Liquid Leadership 2.0, and his new podcast, Awakened Nation.

After 35 years in New York City, he now calls Las Vegas home. In his free time, he enjoys hiking in the mountains, working Star Trek and Dune quotes into everyday conversation, and painting and drawing the stunning landscapes of the American Southwest.