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Hedge Fund Manager Gives Advice to Those Thinking About Trading Stocks on RobinHood

“There are three levels when it comes to this: Investing, Speculating, and Gambling.”

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Robin Hood, GameStop, and hedge funds are all in the news lately, aren’t they? People have made millions and hedge funds have lost billions and the question for many people is, can I still get in the game?

PolitiCrossing reached out to Joel Block of BullsEye Capital, a California-based hedge fund manager and Venture Capitalist and asked him what he thinks about all of this and whether or not the “little guy” should get involved.

He says that when you are dealing with stocks, there are three levels when it comes to this: Investing, speculating, and gambling. He makes a pretty compelling argument that this specific instance is gambling and how the little guy is going to be left holding the bag. Check it out and comment below about what you think of the video:

Joel Block is a futurist and longtime venture capitalist/hedge fund manager (gobbledygook for professional investor) who lives in a Shark Tank world like on TV. Since selling his publishing company to a Fortune 500, Joel’s keynotes expose Wall Street insights and the inside track on high-velocity innovation for better, faster, and smarter profits – empowering business executives and their teams to “Disrupt Their Competitors’ Future.” He can be found at BullseyeCap.com.

More about Hedge funds from Wikipedia:

A hedge fund is a pooled investment fund that trades in relatively liquid assets and is able to make extensive use of more complex trading, portfolio-construction and risk management techniques to improve performance, such as short selling, leverage, and derivatives. Financial regulators generally restrict hedge fund marketing except to institutional investors, high net worth individuals and others who are considered sufficiently sophisticated.

Hedge funds are regarded as alternative investments. Their ability to make more extensive use of leverage and more complex investment techniques distinguishes them from regulated investment funds available to the retail market, such as mutual funds and ETFs. They are also considered distinct from private-equity funds and other similar closed-end funds, as hedge funds generally invest in relatively liquid assets and are generally open-ended, meaning that they allow investors to invest and withdraw capital periodically based on the fund’s net asset value, whereas private-equity funds generally invest in illiquid assets and only return capital after a number of years. However, other than a fund’s regulatory status there are no formal or fixed definitions of fund types, and so there are different views of what can constitute a “hedge fund.”

Although hedge funds are not subject to many restrictions that apply to regulated funds, regulations were passed in the United States and Europe following the financial crisis of 2007–2008 with the intention of increasing government oversight of hedge funds and eliminating certain regulatory gaps.

Although most modern hedge funds are able to employ a wide variety of financial instruments and risk management techniques, they can be very different from each other with respect to their strategies, risks, volatility and expected return profile. It is common for hedge fund investment strategies to aim to achieve a positive return on investment regardless of whether markets are rising or falling (“absolute return”). Although hedge funds can be considered risky investments, the expected returns of some hedge fund strategies are less volatile than those of retail funds with high exposure to stock markets, because of the use of hedging techniques.

A hedge fund typically pays its investment manager a management fee (for example, 2% (annualized) of the net asset value of the fund), and a performance fee (for example, 20% of the increase in the fund’s net asset value during a year).

Hedge funds have existed for many decades, and have become increasingly popular. They have now grown to be a substantial fraction of the asset management industry, with assets totaling around $3.2 trillion as of 2018. Some hedge fund managers had several billion dollars of assets under management.

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Chris is the President of the American Freedom Tour, one of the World's Top 50 Speakers and a member of the Motivational Speakers Hall of Fame. He considers it a privilege to be able to speak to people, help them lead successful lives, become extraordinary leaders and, masterful salespeople. Chris has authored twenty books with three million copies in print in 14 languages and over 450 articles on success, leadership, sales and motivation.



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Business

Delegation: An Ongoing Phenomena

Failure to delegate effectively often happens because team leader don’t trust the people with whom they’re working

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For most of your career, you’ve read or heard that one of the key approaches to getting things done is to delegate effectively. This presumes that you have others to whom you can delegate. In my contact with more than 950 organizations over the last two and a half decades, I’ve found increasingly that people have fewer resources, a lower budget, and less staff people. If they want to get something done, often they have to do it themselves!

Assuming you have others to whom you can delegate, the first or second time you personally tackle a particular task yields useful information. You learn more about the nature of the task, how long it takes, and whether or not you enjoy doing it.

By the third time, a task of the same ilk as those you’ve handled before often becomes best handled by someone reporting to you. Such tasks could involve updating a database, completing an interim report, or assembling meeting notes.

All that You Can

On the path to getting things done, your quest is to identify all those things that you can possibly delegate to others and then prepare those others so that they have a high probability of succeeding. In the course of your workday there may be only a handful of things that you alone need to do because of your experience, insight or specialized knowledge. Everything else that can be delegated should be.

Some people feel they have to take care of everything themselves and to this day haven’t been able to break the habit of “doing it all.” If this someone is in your seat right now, recognize that as a category of one, you can only get so much done.

Many managers and supervisors fail to delegate effectively because either they don’t fully trust the people with whom they’re working, or they’ve always been get-it-all-done-by-myself types.

Take Time before You Assign

Prior to delegating anything to anyone, take the time to actually prepare your staff for delegation. This would involve assessing an employee’s skills, interests, and needs. You could even ask people what new tasks and responsibilities they would like to assume. You might be surprised at the wide variety of responses you receive. There may be people on your staff right now who can help you with tasks you’ve been dying to hand off to someone but didn’t see how or when you could put them into play.

While you want to delegate to staff people who show enthusiasm, initiative and interest, or have otherwise previously demonstrated the ability to handle and balance several tasks at once, sometimes you have to delegate to someone who has not exhibited any of the above. In that case, delegate on a piece-meal basis.

Ensure that the staff person is able to effectively handle the small task or tasks he’s been assigned and does not feel swamped or overloaded. When the staff person demonstrates competence, you can increase the complexity of assignments and even the frequency with which you delegate.

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Business

Multi-tasking: More Harm than Good

In this day and age, where so much competes for our attention, it is easy to stray!

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I belong to a local health club, and while I was there one day, I saw a woman get on the Stairmaster. I watched as she whipped out an mp3 player and started listening to music. Then, to my surprise, she reached into her gym bag, pulled out a book, and placed it on that ledge to read. I almost asked her if she would like a piece of gum!

Today, when so much competes for our attention, it is easy to stray! More often than we care to pretend, in the office and at home, we invite more than we can handle, and then act as though we didn’t. As individuals, throughout society, we are trained to believe that the ability to multi-task is a great attribute. Unfortunately, that’s a big mistake. Here’s why, and how to avoid multi-tasking in the future.

First Things First

What’s the fastest and easiest way to handle six tasks competing for our attention? Identify the most important task, second most important, third most important, and so on, then tackle the first and finish it all the way, move on to the second and complete it, then move all the way down the list.

Any other way of tackling those items, whether they are tasks for home or work, is simply not as efficient. The catch is, any other way is more psychologically satisfying.  Why?  It’s almost as if juggling projects, switching gears unnecessarily or abruptly, or leaving a job unfinished to start a new project gives you the opportunity to say to other people, “Hey, look at me! Look how involved I am! Look at how busy I am! I’m great at multi-tasking.” A multi-tasker, however, can’t compete with others who tackle their to-do list, one item at a time.

What about doubling up as a procedure for tackling a number of routine items or very simple tasks? You can eat dinner and read a book at the same time. Eating and reading at the same time is relatively harmless.

How about driving and talking on the cell phone at the same time? Driving requires your sharp attention, as does carrying on an intelligent conversation with someone else who is not present; doing both at the same time spreads your attention too thin, with often disastrous results. The same is true for projects you’re working on that require your best thinking.

Tips:
* give yourself 5 to 10 minute intervals to focus on the task at hand
* safe-guard your immediate environment to avoid interruptions
* acknowledge yourself whenever you stick to one task and finish it
* repeat all the above, often, knowing that ‘more often’ is better!

Your Undivided Attention

When you’re working on a new task, brainstorming, engaging in first-time thinking, or doing creative work, it’s vital to offer your complete and undivided attention to that one task before you. To dissipate your attention or otherwise stray means you are not going to do your best work.

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