Hedge Fund Manager Gives Advice to Those Thinking About Trading Stocks on RobinHood - Politicrossing
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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 one of the World's Top 50 Speakers, member of the Motivational Speakers Hall of Fame, and one of Inc. Magazine's Top 100 Leadership Speakers. 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 13 languages and over 450 articles on success, leadership, sales and motivation.



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Business

Multitasking Renders You Less Productive

Multitasking sends a message to your subconscious that this is how you must proceed to stay competitive and succeed

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Dividing your attention to complete multiple activities at once can make you less effective at everything you’re doing.

From CEOs to newbie hires, everyone has numerous tasks to manage throughout the course of a day, week, month, and year. The multitude of responsibilities on your plate requires the capacity for self-management, time management, and the effective allocation of your resources. However, don’t confuse legitimate workplace skills with the contemporary, ill-advised phenomenon called multitasking.

A False Promise

Multitasking might appear to be a reliable way to tackle many issues that compete for your time and attention. It seems intuitive that if you can juggle both A and B concurrently, you’re achieving a productivity gain and saving significant time. But the fallacy in that argument is surmising that the human brain can double-up or triple-up on tasks with no loss of attention, focus, or effectiveness.

A plethora of psychological studies have shown that the human brain can only give “sharp attention” in one direction at a time. Seeking to give this level of attention in multiple directions yields a reverberating type of attention allotted to each activity and predictably results in a loss of mental acuity and productivity.

A clear example of multitasking is when you’re driving along the highway and speaking on a smartphone. Even if you switch to the hands-free speaker phone feature, both activities compete for your brain’s vital sharp attention. So you execute neither activity as effectively as you could by undertaking one activity at a time. It’s also prudent to point out that driving while talking on the phone-hands-free or not-contributes to distracted driving and an elevated rate of vehicular accidents.

Multitasking Coexists Best With Routine

Certainly, it’s okay to multitask while completing some repetitive and familiar work activities. You can run a print job while you work with a file on your screen, for example. As long as the printer has adequate toner and the paper feeds through as designed, there is no deficit in multitasking in this manner.

Nevertheless, for whatever task you are attempting to handle, the fact that you are running a print job at the same time is likely to diminish your overall effectiveness.

The loss in mental acuity will be relatively minor, and you might not even be aware of it. The real risk of workplace multitasking, however, is that you never quite retreat to that mental space where you can offer concerted concentration and, hence, your best work. But if you trace your actions over time, you’ll likely see that for the larger tasks you executed effectively, you stopped multitasking and focused on the task at hand.

Sending the Wrong Message

Multitasking sends a message to your subconscious that this is the way you have to proceed to stay competitive and succeed. When multitasking becomes ingrained in your psyche, you’re telling yourself deep down that you can’t make it in real estate any other way. You end up missing the benefits derived from practicing the art of “doing one thing at a time.”

Multitaskers have trouble “seeing the forest for the trees” and often fail to focus on the most critical components of their day-to-day operations, abandoning less palatable tasks because they require creativity, concentration, and analysis.

As an everyday practice, repeated often, multitasking separates those who continually scramble to keep pace from those who rise to the top.

Avoid the Bind

Since we all face multiple priorities on the job, it’s easy to equate managing multiple priorities with multitasking. The larger and more vital the task, the more essential to focus on it intently. Practice doing one thing at a time. When you’ve finished a project or have taken it as far as you can, only then should you switch focus to your second most important task, and so on.

As your day and work unfold, mastering the art of doing one thing at a time is the best way to proceed. You may, however, multitask on issues that represent the routine or familiar and that carry few consequences for lost time on the trail. In general, though, your best strategy for high productivity is to forsake multitasking and its false promise as you handle the multiple priorities that you face.

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Business

Culture Jamming, by Kalle Lasn

America has been subverted by corporate agendas and its elected officials bow before corporate power as a condition of their survival in office

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Here are excerpts from the culture-shaking book, Culture Jamming by Kalle Lasn, published by  William Morrow in 1999, which rings truer now than ever!

A Multitrillion-dollar Brand

America is no longer a country. It’s a multitrillion-dollar brand…. essentially no different from McDonald’s, Marlboro or General Motors. It’s an image “sold” not only to the citizens of the U.S., but to consumers worldwide. The American brand is associated with catch-words such as “democracy;’ “opportunity” and “freedom.” But like cigarettes that are sold as symbols of vitality and youthful rebellion, the American reality is very different from its brand image.

America has been subverted by corporate agendas. Its elected officials bow before corporate power as a condition of their survival in office. A collective sense of powerlessness and disillusionment has set in. A deeply felt sense of betrayal is brewing.

By The People?

American culture is no longer created by the people. Our stories, once passed from one generation to the next by parents, neighbors and teachers, are now told by corporations with “something to sell as well as to tell.” Brands, products, fashions, celebrities, entertainments, the very spectacles that surround the production of culture, are now our culture.

Our role is mostly to listen and watch-and then, based on what we have heard and seen, to buy.

A free, authentic life is not possible in America today. We are being manipulated in the most insidious way. Our emotions, personalities and core values are under siege from media and cultural forces too complex to decode. A continuous product message has woven itself into the very fabric of our existence.

Most North Americans now live designer lives: sleep, eat, sit in car, work, shop, watch TV, sleep again. I doubt there’s more than a handful of free, spontaneous minutes anywhere in that cycle.

Smile Button Culture

The human spirit of prideful contrariness and fierce independence has been oddly tamed. We have evolved into a smile-button culture. We wear the trendiest fashions, drive the best cars industry can produce and project an image of incredible aff1uence-cool people living life to the hilt.

Behind that happy mask is a face so ugly it invariably shocks the hell out of my friends from developing countries who come to visit, expecting the giddy Americana depicted on TV and finding instead a horror show of disconnection and anomie.

Our mass media dispense a kind of Huxleyan “soma.” The most powerful narcotic in the world is the promise of belonging. And belonging is best achieved by conforming to the prescriptions of America™. In this way a perverted sense of cool takes hold of the imaginations of our children. And thus a heavily manipulative corporate ethos drives our culture.

The Facade of Cool

Cool is indispensable, and readily, endlessly dispensed. You can get it on every corner (for the right price), though it’s highly addictive and its effects are short-lived. If you’re here for cool today, you’ll almost certainly be back for more tomorrow.

American cool is a global pandemic. Communities, traditions, cultural heritages, sovereignty, whole histories are being replaced by a barren American monoculture.

Living in Japan during its period of sharpest transition to a western way of life, I was astonished by the speed and force with which the American brand took hold. I saw a culture with thousands of years of tradition behind it vanquished in two generations. Suddenly, high school girls were selling themselves after class for $150 a trick so they’d have cash to buy American jeans and handbags.

The Earth cannot support the lifestyle of the cool hunting American-style consumer. We have sought, bought, spewed and devoured too much, too fast, too brazenly, and now we’re about to pay.

Killing the Planet

Economic “progress” is killing the planet. This did not fully hit home for me until nightmarish environmental stories suddenly appeared on the news: acid rain, dying seals in the North Sea, medical waste washing up on New York beaches, garbage barges turned away from port after port, and the discovery that the milk in American mothers’ breasts had four times the amount of DDT permitted in cow’s milk.

To people like me, for whom time had always seemed like a constant, eternally moving train which people got on and, seventy years later, got off, it was the end of innocence. The premonition of ecocide — planetary death — became real and it terrified me. It still does.

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