Dan J. Harkey

Master Educator | Business & Finance Consultant | Mentor

Personal Growth & Development

A practical guide to getting better results in your work, your time, and your life.

If you’ve collected enough advice to fill a bookshelf but still feel like your calendar owns you, you’re in the right place. My articles focus on the successful practices that move the needle: goal setting, time management, sales and relationship-building, negotiation, more intelligent time allocation, and reinventing yourself when the old version stops working. Less inspirational theater. More execution.

Most people don’t fail from lack of talent—they fail from drift. I write about how to build clarity, protect your time, strengthen relationships, negotiate better outcomes, and create a repeatable system for progress. Practical, direct, and occasionally funny—because growth is serious, but it doesn’t have to be grim.

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Throw Someone Under the Bus

You’ve heard it in politics, business, and office drama: “He threw her under the bus.” It sounds brutal—because it is. But the phrase didn’t start as a meme; it grew out of British political slang and then exploded into modern English.

Glenn Miller, Big-Band Leader- Active 1923 to 1944.

The Sound That Defined an Era

Jerome Kern: Master Architect of American Musical Theater

A composer, musical theatre, and popular music writer, wrote more than 700 songs, with many collaborations with other artists. Active from the early 1900’s until 1945.

Louis Armstrong, Trumpeter

Louis Armstrong, trumpeter, composer, vocalist, actor, and jazz expert. Career spanned 5 decades. Active from 1919 to 1971.

“Knock on Wood” is a Classic Soul Song with a Fascinating History:

Giving Praise and Compliments to Staff and Associates for Their Successes is a Powerful Tool: Part III of III

The 7-Day Recognition Plan for Leaders (Authenticity First)

Giving Praise and Compliments to Staff and Associates for Their Successes is a Powerful Tool: Part II of III

If praise isn’t authentic, it backfires. People can feel “manufactured appreciation” instantly, and once they suspect you’re just running a management script, recognition stops motivating and starts breeding cynicism.

20% of an Article Holds 80% of Its Value: How to Quickly Find

The 80/20 rule (Pareto Principle) applied to reading means this:

How to Skim a Professionally Written Article in 5 Minutes

Not everyone needs to be an intellectual retention wizard.

“Knock On Wood”

We say “knock on wood” and tap the nearest table… but the written record shows “touch wood” first, with “knock on wood” appearing only in the early 1900s—making it much younger than its superstitious vibe suggests.

“Historical Revisionism”

-Can mean two very different things-some revision is a vital part of scholarly progress, while others are distortions. Recognizing this distinction helps prevent dismissing all revisions as suspicious or untrustworthy.

“From the Get-Go”

— meaning, origin, and why it sounds so right

Programmed Learning: How it Works and Why It Is Effective-Part II of II

A Primer: (also called Programmed Instruction)

Programmed Learning: How it Works- Part I of II

A Primer:(also called Programmed Instruction)

From Process Orientation to Results Driven Outcomes:

How to Rewire Your Work for Results Without Losing Rigor

“Tough Nut to Crack”

Changing a Corporate Culture: A Change In Mindset

Mission Drift: A Leadership Vision of Change

The shift in organizational mindset from a process-driven to a results-driven culture first requires a change in leadership mindset: “Ownership of the Present,” and a “Solid Commitment for Sustained Change.”

Leadership Traits That Enable an Organizational Shift to a Results-Driven Culture:

The shift in organizational mindset from a process-driven to a results-driven culture first requires a change in leadership mindset: “Ownership of the Present,” and a “Solid Commitment for Sustained Change.”

What Happens When Bureaucratic Entrenchment Spreads Organization-Wide: Part II of II

Does Entitlement Consciousness Justify Some Employees and Staff to be Insubordinate?

Understanding Entitlement Dynamics