Act Like Owners Quotes

Something happens when you feel ownership. You no longer act like a spectator or consumer, because you're an owner. Faith is at its best when it's that way too. It's best lived when it's owned.

Warren Buffett said that he would not invest in any business where the owner hasn’t failed at least twice. I love that truly wealthy and successful people understand that failure is part of the process.

In fact, his adult brain acted like his adolescent brain used to. It stopped functioning. All it wanted to do was wrap itself around the owner of that scent and purr.

so long as we each focus only on our individual decisions and their short-term consequences, we will act like renters, not owners of this Earth.

Something happens when you feel ownership. You no longer act like a spectator or consumer, because you’re an owner. Faith is at its best when it’s that way too. It’s best lived when it’s owned.

Having been brought up in a serf-owner's family, I entered active life, like all young men of my time, with a great deal of confidence in the necessity of commanding, ordering, scolding, punishing, and the like. But when, at an early stage, I had to manage serious enterprises... I began to appreciate the difference between acting on the principle of command and discipline, and acting on the principle of common understanding... Men of initiative are required everywhere; but once the impulse has been given, the enterprise must be conducted, ...not in military fashion, but in a sort of communal way.

A leader is best when people barely know he exists, when his work is done, his aim fulfilled, they will say: we did it ourselves.

The owner was this very thin woman who looked sort of bitchy, which, think about it, most very thin women do-even when they smile, it's like grimacing. Fat people are often miserable too, but at least they LOOK jolly even though it's really mostly them apologizing, like, "Sorry, sorry, sorry I'm offending your idea of bodily aesthetics," "Sorry I'm clogging my arteries and giving the thumbs-up to diabetes.

Eighty-five percent of small businesses in this country fail within the first two years. Eight-five percent! That’s a whole lot of failure. Warren Buffett said that he would not invest in any business where the owner hasn’t failed at least twice. I love that truly wealthy and successful people understand that failure is part of the process.

getting people to follow your lead is an outdated notion and that today, leadership is more about empowering and serving others. They believe that a leader creates the conditions and environment that enable people to be innovative and take action.

There are many things in life that give hope to the human race, like random acts of kindness and generosity, or a cute dog being reunited with its owner after a long time, but there aren’t many things that could extinguish that hope as quickly as witnessing the events on a commuter train in a city centre at rush hour.

Books bend space and time. One reason the owners of those aforesaid little rambling, poky secondhand bookshops always seem slightly unearthly is that many of them really are, having strayed into this world after taking a wrong turning in their own bookshops in worlds where it is considered commendable business practice to wear carpet slippers all the time and open your shop only when you feel like it. You stray into L-space at your peril. Very senior librarians, however, once they have proved themselves worthy by performing some valiant act of librarianship, are accepted into a secret order and are taught the raw arts of survival beyond the Shelves We Know.

Management is doing things right; leadership is doing the right things. —PETER DRUCKER

Each person at Bridgewater should act like an owner, responsible for operating in this way and for holding others accountable to operate in this way.

In the summer of 2002, Biden was pushing his RAVE Act, an absurdly broad law that would have made venue and club owners liable for running a drug operation if they merely sold the “paraphernalia” common to parties where people took Ecstasy—accessories like bottled water and glow sticks. After attempting to sneak the bill through Congress with various parliamentary maneuvers, Biden was finally able to get a slightly modified version folded into the bill that created the Amber Alert for missing children.

In fact, his adult brain acted like his adolescent brain used to. It stopped functioning. All it wanted to do was wrap itself around the owner of that scent and purr. The cat in him wanted to stretch out his body and rub his face into that scent. He’d been right. She was here.

We are free to feed our minds from every good source, but there is no source like the Bible. It is a written revelation of who God is and of what God’s purposes are for humanity. No book comes close to it in influence or significance. Eugene Peterson writes, “Christians feed on Scripture. Holy Scripture nurtures the holy community as food nurtures the human body. Christians don’t simply learn or study or use Scripture; we assimilate it, take it into our lives in such a way that it gets metabolized into acts of love.” Yet consumer researchers say that the average Bible owner possesses nine Bibles and is looking for more. Something is lacking.

Having been brought up in a serf-owner’s family, I entered active life, like all young men of my time, with a great deal of confidence in the necessity of commanding, ordering, scolding, punishing, and the like. But when, at an early stage, I had to manage serious enterprises and to deal with men, and when each mistake would lead at once to heavy consequences, I began to appreciate the difference between acting on the principle of command and discipline, and acting on the principle of common understanding. The former works admirably in a military parade, but it is worth nothing where real life is concerned and the aim can be achieved only through the severe effort of many converging wills.

The biggest adjustment I had to make on moving from New Guinea to the U.S. was my lack of freedom. Children have much more freedom in New Guinea. In the U.S. I was not allowed to climb trees. I was always climbing trees in New Guinea; I still like to climb trees. When my brother and I came back to California and moved into our house there, one of the first things we did was to climb a tree and build a tree house; other families thought that was weird. The U.S. has so many rules and regulations, because of fear of being sued, that kids give up on the opportunity for personal exploration. A pool has to be fenced so that it’s not an ‘attractive nuisance.’ Most New Guineans don’t have pools, but even the rivers that we frequented didn’t have signs saying ‘Jump at your own risk,’ because it’s obvious. Why would I jump unless I’m prepared for the consequences? Responsibility in the U.S. has been taken from the person acting and has been placed on the owner of the land or the builder of the house. Most Americans want to blame someone other than themselves as much as possible. In New Guinea I was able to grow up, play creatively, and explore the outdoors and nature freely, with the obligatory element of risk, however well managed, that is absent from the average risk-averse American childhood. I had the richest upbringing possible, an upbringing inconceivable for Americans.” “A frustration

It seemed quite logical to the Librarian that, since there were aisles where the shelves were on the outside then there should be other aisles in the space between the books themselves, created out of quantum ripples by the sheer weight of words. There were certainly some odd sounds coming from the other side of some shelving, and the Librarian knew that if he gently pulled out a book or two he would be peeking into different libraries under different skies. Books bend space and time. One reason the owners of those aforesaid little rambling, poky secondhand bookshops always seem slightly unearthly is that many of them really are, having strayed into this world after taking a wrong turning in their own bookshops in worlds where it is considered commendable business practice to wear carpet slippers all the time and open your shop only when you feel like it. You stray into L-space at your peril. Very senior librarians, however, once they have proved themselves worthy by performing some valiant act of librarianship, are accepted into a secret order and are taught the raw arts of survival beyond the Shelves We Know. The Librarian was highly skilled in all of them, but what he was attempting now wouldn’t just get him thrown out of the Order but probably out of life itself. All libraries everywhere are connected in L-space. All libraries. Everywhere. And the Librarian, navigating by booksign carved on shelves by past explorers, navigating by smell, navigating even by the siren whisperings of nostalgia, was heading purposely for one very special one. There was one consolation. If he got it wrong, he’d never know it.

As soon as we take our seats, a sequence of six antipasti materialize from the kitchen and swallow up the entire table: nickels of tender octopus with celery and black olives, a sweet and bitter dance of earth and sea; another plate of polpo, this time tossed with chickpeas and a sharp vinaigrette; a duo of tuna plates- the first seared and chunked and served with tomatoes and raw onion, the second whipped into a light pâté and showered with a flurry of bottarga that serves as a force multiplier for the tuna below; and finally, a plate of large sea snails, simply boiled and served with small forks for excavating the salty-sweet knuckle of meat inside. As is so often the case in Italy, we are full by the end of the opening salvo, but the night is still young, and the owner, who stops by frequently to fill my wineglass as well as his own, has a savage, unpredictable look in his eyes. Next comes the primo, a gorgeous mountain of spaghetti tossed with an ocean floor's worth of clams, the whole mixture shiny and golden from an indecent amount of olive oil used to mount the pasta at the last moment- the fat acting as a binding agent between the clams and the noodles, a glistening bridge from earth to sea. "These are real clams, expensive clams," the owner tells me, plucking one from the plate and holding it up to the light, "not those cheap, flavorless clams most restaurants use for pasta alle vongole." Just as I'm ready to wave the white napkin of surrender- stained, like my pants, a dozen shades of fat and sea- a thick cylinder of tuna loin arrives, charred black on the outside, cool and magenta through the center. "We caught this ourselves today," he whispers in my ear over the noise of the dining room, as if it were a secret to keep between the two of us. How can I refuse?

We have snacks, everybody!” “Where’d you get them from, Delaware?” Ben asked. He was glaring behind me, where Sage leaned casually against the wall. “Practically,” I said. “My fault-I was dying for Red Hots. Pretty much impossible to find. So what movie are we watching?” Back in the cave, Sage had told me I wasn’t much of an actress, and apparently he was right. I thought I put on a brilliant show, but Ben’s eyes were filled with suspicion, Rayna looked like she was ready to pounce, and Sage seemed to be working very hard to stifle his laughter. Rayna yawned. “Can’t do it. I’m so tired. I’m sorry, but I have to kick you guys out and get some sleep.” She wasn’t much better at acting than I was. I knew she wanted to talk, but the idea of being away from Sage killed me. “No worries,” I said. “I can bring he snacks to the guys’ room. We can watch there and let you sleep.” “Great!” Ben said. Rayna gaped, and in the space of ten seconds, she and I had a full conversation with only our eyes. Rayna: “What the hell?” Me: “I know! But I want to hang out with Sage.” Rayna: “Are you insane?! You’ll be with him for the rest of your life. I’m only with you until morning!” I couldn’t fight that one. She was right. “Actually, I’m pretty tired too,” I said. I even forced a yawn, though judging from Sage’s smirk, it wasn’t terribly convincing. “You sure?” Ben asked. He was staring at me in a way that made me feel X-rayed. “Positive. Take some snacks, though. I got dark chocolate M&Ms and Fritos.” “Sounds like a slumber party!” Rayna said. “Absolutely,” Sage deadpanned. “Look out, Ben-I do a mean French braid.” Ben paid no attention. He had moved closer and was looking at me suspiciously, like a dog whose owner comes from after playing with someone else’s pet. I almost thought he was going to smell me. “G’night,” he said. He had to brush past Sage to get to the door, but he didn’t say a word to him. Sage raised an amused eyebrow to me. “Good night, ladies,” he said, then turned and followed Ben out. It hurt to see him go, like someone had run an ice cream scoop through my core, but I knew that was melodramatic. I’d see him in the morning. We had our whole lives to be together. Tonight he could spend with Ben. I laughed out loud, imagining the two of them actually cheating, snacking, and French braiding each other’s hair as they sat cross-legged on the bed. Then a pillow smacked me in the side of the head. “’We can watch there and let you sleep’?” Rayna wailed. “Are you crazy?” “I know! I’m sorry. I took it back, though, right?” “You have two seconds to start talking, or I reload.” Before now, if anyone had told me that I could have a night like tonight and not want to tell Rayna everything, I’d have thought they were crazy. But being with Sage was different. It felt perfectly round and complete. If I said anything about it, I felt like I’d be giving away a giant scoop of it that I couldn’t ever get back. “It was really nice,” I said. “Thanks.” Rayna picked up another pillow, then let it drop. She wasn’t happy, but she understood. She also knew I wasn’t thanking her just for asking, but for everything. “Ready for bed?” she asked. “We have to eat the guys to breakfast so they don’t steal all the cinnamon rolls.” I loved her like crazy.

Developing Conviction It sounds simple: “Think like an owner.” In fact, it is hard to do. It requires you to put yourself in the shoes of the decision maker. You may realize that you prefer not to be in those shoes. There’s too much pressure; there are too many considerations; there are too many constituencies. With all the complexity, constant change, and myriad of issues in the modern world, it may be easier to rationalize more narrow thinking: Dammit, it’s not my job! Yes, it is your job, if you want to be a leader. If it frustrates you, or makes you agonize, or even creates a heightened level of stress for you, then you need to get used to experiencing those feelings. The more you practice this, the better you’ll get at doing it. I would urge you to begin to believe and internalize the view that thinking like an owner is central to your effectiveness in your job. Thinking like an owner means getting to conviction. “Conviction” is meant to describe a threshold level beyond which you feel a high level of confidence about what you truly believe should be done. Many leaders spend their lives striving to get to conviction about what they would do in a particular situation. The reality is that, much of the time, they may not have a strong point of view. They keep gathering information, agonizing, and assessing until they reach a threshold level of confidence.

Two sailors hauled on ropes, hoisting the jolly boat up to the ship’s side, revealing two apocryphal figures standing in the center of the small craft. At first glance, Sophia only saw clearly the shorter of the two, a gruesome creature with long tangled hair and a painted face, wearing a tight-fitting burlap skirt and a makeshift corset fashioned from fishnet and mollusk shells. The Sea Queen, Sophia reckoned, a smile warming her cheeks as the crew erupted into raucous cheers. A bearded Sea Queen, no less, who bore a striking resemblance to the Aphrodite’s own grizzled steward. Stubb. Sophia craned her neck to spy Stubb’s consort, as the foremast blocked her view of Triton’s visage. She caught only a glimpse of a white toga draped over a bronzed, bare shoulder. She took a jostling step to the side, nearly tripping on a coil of rope. “Foolish mortals! Kneel before your king!” The assembled sailors knelt on cue, giving Sophia a direct view of the Sea King. And even if the blue paint smeared across his forehead or the strands of seaweed dangling from his belt might have disguised him, there was no mistaking that persuasive baritone. Mr. Grayson. There he stood, tall and proud, some twenty feet away from her. Bare-chested, save for a swath of white linen draped from hip to shoulder. Wet locks of hair slicked back from his tanned face, sunlight embossing every contour of his sculpted arms and chest. A pagan god come swaggering down to earth. He caught her eye, and his smile widened to a wolfish grin. Sophia could not for the life of her look away. He hadn’t looked at her like this since…since that night. He’d scarcely looked in her direction at all, and certainly never wearing a smile. The boldness of his gaze made her feel thoroughly unnerved, and virtually undressed. Until the very act of maintaining eye contact became an intimate, verging on indecent, experience. If she kept looking at him, she felt certain he knees would give out. If she looked away, she gave him the victory. There was only one suitable alternative, given the circumstances. With a cheeky wink to acknowledge the joke, Sophia dropped her eyes and curtsied to the King. Mr. Grayson laughed his approval. Her curtsy, the crew’s gesture of fealty-he accepted their obeisance as his due. And why should he not? There was a rightness about it somehow, an unspoken understanding. Here at last was their true leader: the man they would obey without question, the man to whom they’d pledge loyalty, even kneel. This was his ship. “Where’s the owner of this craft?” he called. “Oh, right. Someone told me he’s no fun anymore.” As the men laughed, the Sea King swung over the rail, hoisting what looked to be a mop handle with vague aspirations to become a trident. “Bring forth the virgin voyager!

Effective leadership begins with having the right mind-set; in particular, it begins with having an ownership mind-set. This means a willingness to put oneself in the shoes of a decision maker and think through all of the considerations that the decision maker must factor into his or her thinking and actions. Having an ownership mind-set is essential to developing into an effective leader. By the same token, the absence of an ownership mind-set often explains why certain people with great promise ultimately fail to reach their leadership potential. An ownership mind-set involves three essential elements, which I will put in the form of questions: •  Can you figure out what you believe, as if you were an owner? •  Can you act on those beliefs? •  Do you act in a way that adds value to someone else: a customer, a client, a colleague, or a community? Do you take responsibility for the positive and negative impact of your actions on others? These elements are not a function of your formal position in an organization. They are not a function of title, power, or wealth, although these factors can certainly be helpful in enabling you to act like an owner. These elements are about what you do. They are about taking ownership of your convictions, actions, and impact on others. In my experience, great organizations are made up of executives who focus specifically on these elements and work to empower their employees to think and act in this way.

...the working classes—that motor of social transformation which Marx increasingly stipulated for the role of the proletariat; the dispossessed and alienated revolutionary vehicle of his early writings, which later became defined and analysed into the collective worker who 'owner' nothing but his labour power—chains rather than assets. In the event, the working class actually came to fulfill most of the optimistic prognoses of liberal thinkers; they have become largely 'socialized' through access to privilege, consumption, organization, and voting participation, as well as obtaining massive social benefits. They have become supporters of the status quo—not vociferous perhaps, but tacit approvers and beneficiaries none the less. The ferment today comes from sections of the community to whom political and social thought has never hitherto assigned any specific role; who have hitherto never developed specific political institutions of their own: youth, mostly students; racial minorities, a few dissident intellectuals—these form the new 'proletariat'. The basis of their dissatisfaction is not necessarily and always an objective level of deprivation but rather a mixture of relative deprivation—consciousness of possibilities and of the blockages which prevent their attainment—and above all an articulate dissatisfaction with the society around them. There is no good reason why such groups should not form, and act like, a proletariat in a perfectly Marxist sense. The economic causality collapses; the analysis of a decaying bourgeois society and the determination to overthrow it remain.

The air became very still, so still that you could almost hear the slow fall of dust. The Librarian swung on his knuckles between the endless bookshelves. The dome of the Library was still overhead but then, it always was. It seemed quite logical to the Librarian that, since there were aisles where the shelves were on the outside then there should be other aisles in the space between the books themselves, created out of quantum ripples by the sheer weight of words. There were certainly some odd sounds coming from the other side of some shelving, and the Librarian knew that if he gently pulled out a book or two he would be peeking into different libraries under different skies. Books bend space and time. One reason the owners of those aforesaid little rambling, poky second-hand bookshops always seem slightly unearthly is that many of them really are, having strayed into this world after taking a wrong turning in their own bookshops in worlds where it is considered commendable business practice to wear carpet slippers all the time and open your shop only when you feel like it. You stray into L-space at your peril. Very senior librarians, however, once they have proved themselves worthy by performing some valiant act of librarianship, are accepted into a secret order and are taught the raw arts of survival beyond the Shelves We Know. The Librarian was highly skilled in all of them, but what he was attempting now wouldn't just get him thrown out of the Order but probably out of life itself. All libraries everywhere are connected in L-space. All libraries. Everywhere. And the Librarian, navigating by booksign carved on shelves by past explorers, navigating by smell, navigating even by the siren whisperings of nostalgia, was heading purposely for one very special one. There was one consolation. If he got it wrong, he'd never know it.

Dehumanization has fueled innumerable acts of violence, human rights violations, war crimes, and genocides. It makes slavery, torture, and human trafficking possible. Dehumanizing others is the process by which we become accepting of violations against human nature, the human spirit, and, for many of us, violations against the central tenets of our faith. How does this happen? Maiese explains that most of us believe that people’s basic human rights should not be violated—that crimes like murder, rape, and torture are wrong. Successful dehumanizing, however, creates moral exclusion. Groups targeted based on their identity—gender, ideology, skin color, ethnicity, religion, age—are depicted as “less than” or criminal or even evil. The targeted group eventually falls out of the scope of who is naturally protected by our moral code. This is moral exclusion, and dehumanization is at its core. Dehumanizing always starts with language, often followed by images. We see this throughout history. During the Holocaust, Nazis described Jews as Untermenschen—subhuman. They called Jews rats and depicted them as disease-carrying rodents in everything from military pamphlets to children’s books. Hutus involved in the Rwanda genocide called Tutsis cockroaches. Indigenous people are often referred to as savages. Serbs called Bosnians aliens. Slave owners throughout history considered slaves subhuman animals. I know it’s hard to believe that we ourselves could ever get to a place where we would exclude people from equal moral treatment, from our basic moral values, but we’re fighting biology here. We’re hardwired to believe what we see and to attach meaning to the words we hear. We can’t pretend that every citizen who participated in or was a bystander to human atrocities was a violent psychopath. That’s not possible, it’s not true, and it misses the point. The point is that we are all vulnerable to the slow and insidious practice of dehumanizing, therefore we are all responsible for recognizing it and stopping it. THE COURAGE TO EMBRACE OUR HUMANITY Because so many time-worn systems of power have placed certain people outside the realm of what we see as human, much of our work now is more a matter of “rehumanizing.” That starts in the same place dehumanizing starts—with words and images. Today we are edging closer and closer to a world where political and ideological discourse has become

The tyranny of caste is that we are judged on the very things we cannot change: a chemical in the epidermis, the shape of one’s facial features, the signposts on our bodies of gender and ancestry—superficial differences that have nothing to do with who we are inside. The caste system in America is four hundred years old and will not be dismantled by a single law or any one person, no matter how powerful. We have seen in the years since the civil rights era that laws, like the Voting Rights Act of 1965, can be weakened if there is not the collective will to maintain them. A caste system persists in part because we, each and every one of us, allow it to exist—in large and small ways, in our everyday actions, in how we elevate or demean, embrace or exclude, on the basis of the meaning attached to people’s physical traits. If enough people buy into the lie of natural hierarchy, then it becomes the truth or is assumed to be. Once awakened, we then have a choice. We can be born to the dominant caste but choose not to dominate. We can be born to a subordinated caste but resist the box others force upon us. And all of us can sharpen our powers of discernment to see past the external and to value the character of a person rather than demean those who are already marginalized or worship those born to false pedestals. We need not bristle when those deemed subordinate break free, but rejoice that here may be one more human being who can add their true strengths to humanity. The goal of this work has not been to resolve all of the problems of a millennia-old phenomenon, but to cast a light onto its history, its consequences, and its presence in our everyday lives and to express hopes for its resolution. A housing inspector does not make the repairs on the building he has examined. It is for the owners, meaning each of us, to correct the ruptures we have inherited. The fact is that the bottom caste, though it bears much of the burden of the hierarchy, did not create the caste system, and the bottom caste alone cannot fix it. The challenge has long been that many in the dominant caste, who are in a better position to fix caste inequity, have often been least likely to want to. Caste is a disease, and none of us is immune. It is as if alcoholism is encoded into the country’s DNA, and can never be declared fully cured. It is like a cancer that goes into remission only to return when the immune system of the body politic is weakened.

Chicago, Illinois 1896 Opening Night Wearing her Brünnhilda costume, complete with padding, breastplate, helm, and false blond braids, and holding a spear as if it were a staff, Sophia Maxwell waited in the wings of the Canfield-Pendegast theatre. The bright stage lighting made it difficult to see the audience filling the seats for opening night of Die Walküre, but she could feel their anticipation build as the time drew near for the appearance of the Songbird of Chicago. She took slow deep breaths, inhaling the smell of the greasepaint she wore on her face. Part of her listened to the music for her cue, and the other part immersed herself in the role of the god Wotan’s favorite daughter. From long practice, Sophia tried to ignore quivers of nervousness. Never before had stage fright made her feel ill. Usually she couldn’t wait to make her appearance. Now, however, nausea churned in her stomach, timpani banged pain-throbs through her head, her muscles ached, and heat made beads of persperation break out on her brow. I feel more like a plucked chicken than a songbird, but I will not let my audience down. Annoyed with herself, Sophia reached for a towel held by her dresser, Nan, standing at her side. She lifted the helm and blotted her forehead, careful not to streak the greasepaint. Nan tisked and pulled out a small brush and a tin of powder from one of the caprious pockets of her apron. She dipped the brush into the powder and wisked it across Sophia’s forehead. “You’re too pale. You need more rouge.” “No time.” A rhythmic sword motif sounded the prelude to Act ll. Sophia pivoted away from Nan and moved to the edge of the wing, looking out to the scene of a rocky mountain pass. Soon the warrior-maiden Brünnhilda would make an appearance with her famous battle cry. She allowed the anticpaptory energy of the audience to fill her body. The trills of the high strings and upward rushing passes in the woodwinds introduced Brünnhilda. Right on cue, Sophia made her entrance and struck a pose. She took a deep breath, preparing to hit the opening notes of her battle call. But as she opened her mouth to sing, nothing came out. Caught off guard, Sophia cleared her throat and tried again. Nothing. Horrified, she glanced around, as if seeking help, her body hot and shaky with shame. Across the stage in the wings, Sophia could see Judith Deal, her understudy and rival, watching. The other singer was clad in a similar costume to Sophia’s for her role as the valkerie Gerhilde. A triumphant expression crossed her face. Warwick Canfield-Pendegast, owner of the theatre, stood next to Judith, his face contorted in fury. He clenched his chubby hands. A wave of dizziness swept through Sophia. The stage lights dimmed. Her knees buckled. As she crumpled to the ground, one final thought followed her into the darkness. I’ve just lost my position as prima dona of the Canfield-Pendegast Opera Company.

What is your name?” she said crossing her legs. “I am Raj Singhania, owner of Singhania group of Industries and I am on my way to sign a 1000 crore deal.” “Oh my God, Oh my God!” she said laughing and looked at Bobby from top to bottom. “What’s with this OMG thing and girls, stop saying that. I am not going to propose you anytime soon. But it’s OK. I can understand how girls feel when they meet famous dudes like me,” Bobby said smiling. “What kind of an idiot are you?” she said laughing. “Indeed, a very rare one. The one that you find after searching for millions of years,” Bobby said. “Do you always talk like this?” she said laughing. “Only to strangers on bus or whenever I get bored,” Bobby said. “OK, tell me your real name,” she said. “My name is Mogaliputta Tissa and I am here to save the world.” “Oh no not again!” she said squeezing her head with both her hands. “I know you are dying inside to kiss me,” Bobby said flashing a smile. “Why would I kiss you?” she said with a pretended sternness. “Because, you are impressed with my intelligence level and the hotness quotient, I can see that in your eyes.” “You think you are hot! Oh no! You look like that cartoon guy in 7 up commercial,” she said laughing. “Thank you. He was the coolest guy I saw on TV,” Bobby said. “OK fine, let’s calm down. Tell me your real name,” she said calmly. “I don’t remember my name,” Bobby said calmly. “What kind of idiot forgets his name?” she said staring into Bobby’s eyes. “I am suffering from multiple personality disorder and I forgot my present personality’s name. Can you help me out?” Bobby said with an innocent look on his face. “I will kill you with my hair clip. Leave me alone,” she said and closed her eyes. “You look like a Pomeranian puppy,” Bobby said looking at her hair. “Don’t talk to me,” she said. “You look very beautiful,” Bobby said. “Nice try but I am not going to open my eyes,” she said. “Your ear rings are very nice. But I think that girl in the last seat has better rings,” Bobby said. “She is not wearing any ear rings. I know because I saw her when I was getting inside. It takes just 5 seconds for a girl to know what other girls around her are wearing,” she said with her eyes still closed. “Hey, look. They are selling porn CDs at a roadside shop,” Bobby said. “I have loads of porn in my personal computer. I don’t need them,” she said. “OMG, that girl looks hotter than you,” Bobby said. “I will not open my eyes no matter what. Even if an earthquake hits the road, I will not open my eyes,” she said crossing her arms over her chest. Bobby turned back and waved his hand to the kid who was poking his mom’s ear. The kid came running and halted at Bobby’s seat. “This aunty wants to give you a chocolate if you tell her your name,” Bobby whispered to the kid and the kid perked up smiling. “Hello Aunty! Wake up, my name is Bintu. Give me my chocolate, Aunty, please!” the kid said yanking at the girl’s hand. All of a sudden, she opened her eyes and glared at the kid. “Don’t call me aunty. What would everyone think? I am a teenage girl. Go away. I don’t have anything to give you,” she said and the kid went back to his seat. “This is what happens when you mess with an intelligent person like me,” Bobby said laughing. “Shut up,” she said. “OK dude.” “I am not a dude. Stop it.” “OK sexy. Oops! OK Saxena,” “I will scream.” “OK. Where do you study?” “Why should I tell you?” “Are you suffering from split personality disorder like me?” Bobby said staring into her eyes. “Shut up. Don’t talk to me,” she said with a pout. “What the hell! I have enlightened your mind with my thoughts, told you my name and now you are acting like you don’t know me. Girls are mad.

looting is a hard-won and dangerous act with potentially terrible consequences, and looters are only stealing from the rich owners’ profit margins. Those owners, meanwhile, especially if they own a chain like KwikTrip, steal forty hours every week from thousands of employees who in return get the privilege of not dying for another seven days.

Uses of Customized Blinds Custom blinds will also be used to manage the temperature in any room. As an illustration, if the room in a home is cold through the day time, the owner of the home and their family members can easily open up the blinds so that they'll let the daylight in. The daylight helps to heat up the room with out altering the temperature on the wall. Additionally, when it gets too scorching, the family can shut the blinds in order that they can cool the room down as properly. Regardless of the scenario, these blinds can be utilized for all kinds of different purposes. Window blinds right now can be found in quite a few colours, materials and magnificence. Getting a perfect window blind will rely in your style. Aside from decoration, the window shades serve many functions in properties. They prevent excess light from coming through windows, they provide us with privateness and they're also appropriate to manage temperature. In cold seasons they forestall heat from getting out of the home. Buying the perfect varieties of window blinds can change your complete looks of your own home and make it attractive. Vertical blinds are among the most unique sorts of window blinds you can get. They're good insulators and can be utilized to utterly Blinds Sutherland Shire block daylight penetration. The vertical shades are also strong sufficient to prevent any damage from strong winds. They're low-cost however trendy. Some are constructed with the ability to adjust themselves according to the time of day. Customs blinds can be used for both informal and office settings. This innovative idea means that you can use images as blind. In the case of makes use of of customized blinds, there are different options. Using your personal creativeness, customized blinds will be embellished with completely different colours, designs and patterns. If your window is of an additional strange size, there are traditional window blinds which might be customized to slot in. These are the roller blinds. Resulting from technology, they have been superior to be extra dependable and sturdy than before. They're now less more likely to breakdown. You can select from all kinds of colours and patterns. Earlier than coming to a conclusion on one of the best kinds of window blinds, it is important to do some in depth analysis. Custom blinds act as a fantastic reward in your loved ones. It's a present that can be cherished and remembered for a number of years. It is unique from normal gifts, the recipient will be glad about the trouble and thought you will have invested into it. When you parents have passion for grandchildren, think about having your children printed onto a blind and giving it to them. They may merely adore the photograph of their grandchildren, as well as having a new blind to boost the look of their residence.

The great concentration of wealth in the hands of the owners of chaebol has also had the consequence feared by the KMT in Taiwan: the entry into politics of a wealthy industrialist. This happened for the first time with the candidacy of Chung Ju Yung, founder of Hyundai, for president in the 1993 election. There is, of course, nothing wrong with a Ross Perot-style billionaire’s entering politics in a democracy, but the degree of concentrated wealth in the Korean business community has made other political actors on both the right and the left nervous. The result for Korea thus far has not been propitious; while losing the election to Kim Young Sam, the seventy-seven-year-old Chung was jailed in late 1993 on rather specious corruption charges—a warning to all would-be politicians among the business class that their participation in politics would not be welcome.74 Despite the apparent anomaly between its Chinese-style familistic culture and its large corporations, Korea continues to fit my overall hypothesis. That is, Korea, like China, is a familistic culture with a relatively low degree of trust outside kinship. In default of this cultural propensity, the Korean state has had to step in to create large organizations that would otherwise not be created by the private sector on its own. The large Korean chaebol may have been run more efficiently than the state-owned companies of France, Italy, and a number of countries in Latin America, but they were no less the product of subsidy, protection, regulation, and other acts of government intervention. While most countries would be quite happy to have had Korea’s growth record, it is not clear that they could achieve it using Korean methods.

Gangsta Rap Made Me Do It" [Female Insert] Maestro!!! [Ice Cube] Blame me [Intro: Ice Cube] You niggas know my pyroclastic flow You niggas know my pyroclastic flow flow You niggas know my pyroclastic flow it's R-A-W, R-A-W [Ice Cube] You looking at the grand wizard, war lord vocal chord so vicious And I don't have to show riches to pull up pull off with some bad bitches And it ain't about chivalry It's about dope lyrics and delivery It's about my persona ain't nothing like a man that can do what he wanna Ain't nothing like man on that you knew on the corner See 'em come up and fuck up the owner See 'em throw up Westside California Nigga I'm hot as Phoenix Arizona I'm Utah I got multiple bitches It's a new law keep a hold of yo riches Dumb nigga don't spend it as soon as you get it And recognize I'm a captain and you a lieutenant [Chorus 1] I can say what I want to say ain't nothing to it gangsta rap made me do it If I call you a nigga ain't nothing to it gangsta rap made me do it I can act like an animal ain't nothing to it gangsta rap made me do it If I eat you like a cannibal ain't nothing to it gangsta rap made me do it [Ice Cube] I'm raw as a dirty needle Choke an eagle Just to feed all my people Lyrically I'm so lethal Plant thoughts in they mind just to defeat you Ice Cube is a saga y'all spit saliva And I spit lava I got the fearless flow Don't get near this ho If you sacred to go I keep it gangsta and why should change that fuck you all you motherfuckers trying to change rap But aren't you the same cat that sat back when they brought cocaine back I'm trying to get me a Maybach how you motherfuckers gonna tell me don't say that you the ones that we learned it from I heard nigga back in 1971 [Chorus 2] So if I act like a pimp ain't nothing to it gangsta rap made me do it If I call you a nappy headed ho ain't nothing to it gangsta rap made me do it If I shoot up your college ain't nothing to it gangsta rap made me do it If I rob you of knowledge ain't nothing to it gangsta rap made me do it [Ice Cube] Thank God when I bless the mic You finally get to hear the shit that you like A nigga talking bout real life so you can try to get this shit right Use your brain not your back use your brain not a gat It's a party not a jack (for real) Don't be scared of them people Walk up in there and show them that you equal (fuck them fuck them) Don't be material a nigga grew up on milk and cereal I never for got vaness and imperial Look at my life Ice Cube is a miracle It could be you if you was this lyrical It could be her if she was this spiritual Cause me and Allah go back like cronies I don't got to be fake cause he is my homie [Chorus 3] If I sell a little crack ain't nothing to it gangsta rap made me do it If I die in Iraq ain't nothing to it gangsta rap made me do it If I take you for granted ain't nothing to it gangsta rap made me do it If I fuck up the planet ain't nothing to it gangsta rap made me do it [Intro] [Ice Cube] Oh yeah and another thing For all ya niggas that don't do gangsta rap Don't get on TV talking about gangsta rap Cause 9 times at a 10 you don't know the fuck you talk about Talk about that bullshit rap you do Stay the fuck out of mine

The reason that Social Democrats do not establish socialism when they come to power, is that they are unwilling to do what would be required. The establishment of socialism as an economic system requires a massive act of theft—the means of production must be seized from their owners and turned over to the state. Such seizure is virtually certain to provoke substantial resistance on the part of the owners, resistance which can be overcome only by use of massive force. The Communists were and are willing to apply such force, as evidenced in Soviet Russia. Their character is that of armed robbers prepared to commit murder if that is what is necessary to carry out their robbery. The character of the Social Democrats in contrast is more like that of pickpockets, who may talk of pulling the big job someday, but who in fact are unwilling to do the killing that would be required, and so give up at the slightest sign of serious resistance. As for the Nazis, they generally did not have to kill in order to seize property. This was because, as we have seen, they established socialism by stealth, through price controls, which served to maintain the outward guise and appearance of private ownership. The private owners were thus deprived of their property without realizing it and thus felt no need to defend it by force.

The first featured cat preferred to lurk behind the toaster and hiss at people, whereas his owners wanted their kitty to not act like a kitchen gargoyle. By

Not all clothing had to wait for its aristocratic owner’s demise to be sold on to playhouses. Fashion at court changed rapidly, and that which had cost the equivalent of a large town house to buy could appear upon the back of the most ambitious only a handful of times before appearing passé. For those like Robert Dudley, patron of one of the acting companies, handing on such clothes could form part of his financial support package, perhaps in lieu of cash for private performances. It was also possible for such public display of his recently worn clothing to be seen as advertising and promoting his standing among the populace. The stage was a fashion show and a window on to the rarefied world of court and courtiers. It held much the same appeal as the Hollywood glamour films of the 1930s and the more modern celebrity lifestyle shows. The

Blakeborough has never struck me as the kind of man to overlook criminal behavior, even in his brother.” “True. He has a strong moral sense, even if he does hide it beneath an equally strong aversion to people.” He drew back to stare at her. “Forgive me, sweeting, but I cannot imagine you married to him. His melancholy would give you fits within a month.” “Right,” she teased, “because I’m much better off married to a man who follows plans so slavishly that he stays awake half the night for fear of oversleeping and missing the coronation.” He arched an eyebrow. “I couldn’t sleep for watching you nurse Ambrose. It’s been some time since I…well…saw your charms unveiled in any other capacity. I have to take my pleasures where I may.” “Aw, my poor dear,” she said in mock concern. Deciding to put him out of his misery, she added, “I ought to say that’s what you get for being so unfashionable as to share a bedchamber with your wife, but as it happens, Dr. Worth--” The music abruptly ended, and the sound of a gong being struck broke into everyone’s conversations. They fell silent as Max went to stand at the entrance to the room with Victor and Isabella at his side. “Attention, everyone!” Max clapped his cousin on the back. “I am proud and pleased to introduce to you the new owner of Manton’s Investigations.” Cheers and applause ensued. When it died down, Tristan called out, “So the legal machinations are finally done? Dom has actually let go of the thing at last?” “I signed the papers yesterday,” Dom told his brother. He gazed fondly at Jane. “I decided I’d lost enough of my life to finding other people’s families. Now I’d rather spend time with my own.” “I’ll bet that didn’t stop you from writing a contract of epic proportions.” Lisette grinned at her husband. “How many stipulations did Dom make before he agreed to complete the sale?” “Only one, actually,” Max said. Everyone’s jaw dropped, including Jane’s. She gaped at her husband. “Only one? You didn’t dictate how Victor is to run the thing and when and where and--” “As you once said so eloquently, my love, ‘you can set a plan in motion, but as soon as it involves people, it will rarely commence exactly as you wish.’ There didn’t seem much point in setting forth a plan that wouldn’t be followed.” Dom smirked at her. “I do heed your trenchant observations, you know. Sometimes I even act on them.” She was still staring at him incredulously when he shifted his gaze to Victor. “Besides, Victor is a good man. I trust him to uphold the reputation of Manton’s Investigations.” Jane glanced at Victor. “You’re not going to change the name to ‘Cale Investigations’?” Victor snorted. “I’d have to be mad. Who wants to start from scratch to build a company’s reputation? It’s known for excellence as Manton’s, and it will always be known as Manton’s, as long as I have anything to say about it.” “So what was the one stipulation that Dom required?” Tristan asked. Dom scowled. “That it never, in any official capacity, whether in interviews or correspondence or consultation, be referred to as ‘the Duke’s Men.’” As everyone burst into laughter, Jane stretched up to kiss his cheek. “Now, that sounds more like you, my darling.

Ask yourself, are you an artist, or are you an art business? You can be both, but to be successful you need to think and act like a business owner.

harm in allowing them to retain their positions.” “Well, they certainly do fit the roles for caretakers of a haunted castle, but you have yet to truly explain why you bought the place.” Plucking a long piece of grass out of the ground, Bram rolled it between his fingers. “Who doesn’t want to live in a haunted castle?” Lucetta arched a perfect brow his way. “Oh, very well,” he said. “I’ll tell you, but only because I’m not certain I’m quite ready to add nagging to the long list of supposed charms I’ve had to accept about you recently.” “I don’t nag,” Lucetta muttered. “That may well be debatable, but . . . back to my story. You see, the previous owner, Mr. Woodward, had recently suffered some extensive losses in the market, and because of that, he did not have the luxury of taking a financial loss on Ravenwood once rumors spread that it was haunted. However, since his wife refused to step foot inside the castle once she came to the belief it was well and truly haunted, he found himself in a bit of a bind, so . . . I stepped in and bought it from him.” “Good heavens, Mr. Skukman was right. You do enjoy rescuing people,” he heard Lucetta say under her breath before she lifted her head and sent him a smile that showed a great deal of teeth. “It was very nice of you to buy Ravenwood from that man.” Bram shoved aside the peculiar thought that she didn’t actually seem to like the idea that he enjoyed rescuing people, and summoned up a smile of his own. “I had the means to buy Ravenwood, and I love the castle, so helping out Mr. Woodward wasn’t an act of any great consequence.” “I’m certain it was to him.” He turned his attention to the sheep, all of which were back to grazing as Igor slunk around them. Looking back at Lucetta, Bram caught her eye. “Just as I’ve come to discover you don’t care to have people remark on your skills on stage, I don’t particularly care to talk about the assistance I extend to people.” He smiled. “Reverend Gilmore, a dear friend I met about a year ago, once told me that he believes God puts people on certain paths. And when you cross paths with a person who is in need, and you have the solution to that need, well, God expects you to put that solution to use. I don’t know about you, but I’m not one to argue with God.” Lucetta’s

In a tiny company like mine, it’s up to the owner to invent the way the company operates and to design the systems that keep track of what is happening. Fortunately, I find this to be an interesting challenge. If I had wanted to build only furniture, I could have kept myself very busy, but the company would not have grown. Without a rational way to handle information, we would have descended into permanent chaos. Thinking about information is different from ordinary work. The challenge is to find good ways, using data, to describe what’s happening in the real world. It’s aligning the description of the company with the activities of the company. My job as boss is to monitor both of these and to continually modify the description to fit the reality. My employees can’t do it—they each work on their piece of the process. I’m the only one who sees everything. I decide what to keep track of, and how to do it. I have two information systems. First, there’s my subjective impressions of the state of the shop, the mood of the workers, the eagerness of the customers, drawn from my observations and conversations. The second is objective, actual data that lives in separate fiefdoms: the accounting system, in QuickBooks; the contract and productions system, in FileMaker; e-mails and customer folders sit on our server; AdWords data lives in the cloud. So do our shared Google Docs spreadsheets, which act as supplementary databases. There are also a bunch of Excel sheets, dating back to 1997, when I first computerized (twelve years after starting the company). None of these subsystems talk to one another. Information passes between them via the people who use it. I’m the only person in the company who knows how it all fits together.

If dogs start acting like cats, many dogs lose their owners because what is expected of a dog is always obedience to its owner!

In the tiny village of Twoshirts, the driver of the mail coach was having a bit of a problem. A lot of mail from the countryside around Twoshirts ended up at the souvenir shop there, which also acted as the post office. Usually the driver just picked up the mailbag, but today there was a difficulty. He frantically turned over the pages of the book of Post Office Regulations. Miss Tick tapped her foot. This was getting on his nerves. “Ah, ah, ah,” said the coachman triumphantly. “Says here no animals, birds, dragons, or fish!” “And which one of them do you think I am?” asked Miss Tick icily. “Ah, well, right, well, human is kind of like animal, right? I mean, look at monkeys, right?” “I have no wish to look at monkeys,” said Miss Tick. “I have seen the sort of things they do.” The coachman clearly spotted that this was a road not to go down, and turned the pages furiously. Then he beamed. “Ah, ah, ah!” he said. “How much do you weigh, miss?” “Two ounces,” said Miss Tick. “Which by chance is the maximum weight of a letter that can be sent to the Lancre and Near Hinterland area for ten pence.” She pointed to the two stamps gummed to her lapel. “I have already purchased my stamps.” “You never weigh two ounces!” said the coachman. “You’re a hundred and twenty pounds at least!” Miss Tick sighed. She’d wanted to avoid this, but Twoshirts wasn’t Dogbend, after all. It lived on the highway, it watched the world go past. She reached up and pressed the button that worked her hat. “Would you like me to forget you just said that?” she asked. “Why?” said the coachman. There was a pause while Miss Tick stared blankly at him. Then she turned her eyes upward. “Excuse me,” she said. “This is always happening, I’m afraid. It’s the duckings, you know. The spring rusts.” She reached up and banged the side of the hat. The hidden pointy bit shot up, scattering paper flowers. The coachman’s eyes followed it. “Oh,” he said. And the thing about pointy hats was this: The person under one was definitely a witch or a wizard. Oh, someone who wasn’t could probably get a pointy hat and go out wearing it, and they’d be fine right up until the moment when they met a real pointy-hat owner. Wizards and witches don’t like impostors. They also don’t like being kept waiting. “How much do I weigh now, pray?” she asked. “Two ounces!” said the coachman quickly. Miss Tick smiled. “Yes. And not one scruple more! A scruple being, of course, a weight of twenty grains, or one twenty-fourth of an ounce. I am in fact...unscrupulous!

You can’t expect people to think and act like owners,” he said, “unless they understand how what they do creates economic value. And when people are taught how they not only create economic value but that it’s constantly measured and evaluated and that they stand to share in the profits, then thinking and acting like the owner becomes very easy.

If you have workers who don’t possess the six preceding qualities it’s time to do yourself a favor and do some serious housekeeping. Begin getting rid of them, and replace them with workers who have basic smarts and are eager lifelong learners, who have a strong work ethic, who want to climb some mountains with you, who are optimistic, who think like owners, and who act like they belong in your company. A workforce made up of people who share these traits will always be prepared for constant change and growth.

I won’t sit here with my legs tangled together and take orders like a good little soldier.” My voice was surprisingly calm. “I’m not my father, and I sure don’t intend to comfortably fit into the tidy, screwed-up box you created for me. You want me to stay away from Brock? You do the same with other women. You mess around with me, and me only.” Where did that come from? I wasn’t entirely sure, but I liked extra-feisty Sparrow. Knew she might be the death of me, but still rooted for her. She was the crazy underdog who wasn’t afraid of biting the ass of its owner. “Are you offering me what I think you’re offering?” He tipped his chin down. “Because I won’t be gentle.” “I don’t want you to be gentle.” I walked across the kitchen to fix myself some breakfast, my tone bored. “I want you to be badass, and cut the jealous tantrums. You act like a chick.” As I opened the fridge and shoved my head in, in search of something interesting to eat, I smiled to myself. I’d learned Troy, knew that he would take the bait. The harder I fought back every time he messed with me, the more he liked me. I bet if I set his penthouse on fire, he would laugh like it was all a big, fat joke. “Hell, wifey, I’m game. Let’s play.” And with that, I knew there would be no more mistresses in the immediate future. For the first time since we got together, I’d won. And victory never felt so sweet.

Jack’s premise is very simple: You can boost performance by making a “game” of tracking and improving key metrics (i.e., real-time information systems) delivered directly to workers. “If you want employees to act like owners,” he says, “you should make them owners.” Taking it even one step closer to complete transparency, the company’s financials are available for everyone to see. There’s no top-down control and secrecy.

Rules, no matter how enveloping, will never deliver an exceptional customer experience. Colleen Barrett, who in her forty-seven-year career at Southwest served as head of marketing, customer service, people, and operations, describes the airline’s approach to rules: “The rules are guidelines. I can’t sit in Dallas, Texas, and write a rule for every single scenario you’re going to run into. You’re out there. You’re dealing with the public. You can tell in any given situation when a rule should be bent or broken. You can tell because it’s simply the right thing to do in the situation you are facing.” 17 Backing up this freedom is a concerted effort to ensure every team member has the information needed to think and act like an owner. At Southwest, training programs cover industry economics, financial ratios, profitability drivers, and more. By investing in the judgment of its people, Southwest creates a business that is smarter, more innovative, and more profitable.

Acting like an owner means taking responsibility for learning about your strengths, weaknesses, and passions. It involves communicating your desires to those who can help you achieve them. It means you own your fate.

Guns can be a strength in the hands of trained law enforcement officials and soldiers with character, but in the hands of civilians they are not just weakness, but a sickness. Without a trained host with character, a gun acts like a parasite, it not only makes the host sick both mentally and physically, but more importantly it sickens an entire society. Let me put this in perspective. In the hands of a civilian, snake venom is poison, in the hands of a scientist, it is medicine. So to put it in a nutshell - carry goodness, not guns. Civilization will never see the sun till the civilians reject their gun.

They act like “business owners” because they are. They put themselves in a position to continue networking, learning, and “being close to the action.” They don't go to court, paint houses, collect rent, cut grass, or help set out evicted tenants. They have systems in place to handle this for them.

And we're cheerful, too. You can count on that.' Obligingly she smiled in a neighbourly way at him. 'It will be a relief to leave Earth with its repressive legislation. We were listening OH the FM to the news about the McPhearson Act.' 'We consider it dreadful,' the adult male said. 'I have to agree with you,' Chic said. 'But what can one do?' He looked around for the mail; as always it was lost somewhere in the mass of clutter. 'One can emigrate,' the adult male simulacrum pointed out. 'Um,' Chic said absently. He had found an unexpected heap of recent-looking bills from parts suppliers; with a feeling of gloom and even terror he began to bills from parts suppliers; with a feeling of gloom and even terror he began to sort through them. Had Maury seen these? Probably. Seen them and then pushed them away immediately, out of sight. Frauenzimmer Associates functioned better if it was not reminded of such facts of life. Like a regressed neurotic, it had to hide several aspects of reality from its percept system in order to function at all. This was hardly ideal, but what really was the alternative? To be realistic would be to give up, to die. Illusion, of an infantile nature was essential for the tiny firm's survival, or at least so it seemed to him and Maury. In any case both of them had adopted this attitude. Their simulacra -- the adult ones -- disapproved of this; their cold, logical appraisal of reality stood in sharp contrast, and Chic always felt a little naked, a little embarrassed, before the simulacra; he knew he should set a better example for them. 'If you bought a jalopy and emigrated to Mars,' the adult male said, 'We could be the famnexdo for you.' 'I wouldn't need any family next-door,' Chic said, 'if I emigrated to Mars. I'd go to get away from people. 'We'd make a very good family next-door to you,' the female said. 'Look,' Chic said, 'you don't have to lecture me about your virtues. I know more than you do yourselves.' And for good reason. Their presumption, their earnest sincerity, amused but also irked him. As next-door neighbours this group of sims would be something of a nuisance, he reflected. Still, that was what emigrants wanted, in fact needed, out in the sparsely-populated colonial regions. He could appreciate that; after all, it was Frauenzimmer Associates' business to understand. A man, when he emigrated, could buy neighbours, buy the simulated presence of life, the sound and motion of human activity -- or at least its ​mechanical nearsubstitute to bolster his morale in the new environment of unfamiliar stimuli and perhaps, god forbid, no stimuli at all. And in addition to this primary psychological gain there was a practical secondary advantage as well. The famnexdo group of simulacra developed the parcel of land, tilled it and planted it, irrigated it, made it fertile, highly productive. And the yield went to the it, irrigated it, made it fertile, highly productive. And the yield went to the human settler because the famnexdo group, legally speaking, occupied the peripheral portions of his land. The famnexdo were actually not next-door at all; they were part of their owner's entourage. Communication with them was in essence a circular dialogue with oneself; the famnexdo, it they were functioning properly, picked up the covert hopes and dreams of the settler and detailed them back in an articulated fashion. Therapeutically, this was helpful, although from a cultural standpoint it was a trifle sterile.

Amazon Leadership Principle—Ownership: Leaders are owners. They think long-term and don’t sacrifice long-term value for short-term results. They act on behalf of the entire company, beyond just their own team. They never say ‘that’s not my job.

Amazon Leadership Principles “We use our Leadership Principles every day, whether we’re discussing ideas for new projects or deciding on the best approach to solving a problem. It is just one of the things that makes Amazon peculiar [a word used by Bezos and most Amazonians].”30 Customer Obsession: Leaders start with the customer and work backwards. They work vigorously to earn and keep customer trust. Although leaders pay attention to competitors, they obsess over customers. Ownership: Leaders are owners. They think long term and don’t sacrifice long-term value for short-term results. They act on behalf of the entire company, beyond just their own team. They never say “that’s not my job.” Invent and Simplify: Leaders expect and require innovation and invention from their teams and always find ways to simplify. They are externally aware, look for new ideas from everywhere, and are not limited by “not invented here.” As we do new things, we accept that we may be misunderstood for long periods of time. Are Right, A Lot: Leaders are right a lot. They have strong judgment and good instincts. They seek diverse perspectives and work to disconfirm their beliefs. Learn and Be Curious: Leaders are never done learning and always seek to improve themselves. They are curious about new possibilities and act to explore them.

At Berkshire, we will continue to look for business-savvy directors who are owner-oriented and arrive with a strong specific interest in our company. Thought and principles, not robot-like “process,” will guide their actions. In representing your interests, they will, of course, seek managers whose goals include delighting their customers, cherishing their associates and acting as good citizens of both their communities and our country. Those objectives are not new. They were the goals of able CEOs sixty years ago and remain so. Who would have it otherwise?

Food License Consultant A food license consultant is one type of bridge that can help you to issue your food license. There are many companies available that can help you to grow your business. They can guide your whole process and explain the fee structure and government fee and some legal documents. If you are looking for the best food license consultants in your city then you can visit our website. Here you can get many verified professionals. Here are some details about the food license which are listed below. What is Food License? What is Food License Registration? What are the types of FSSAI Licenses? What are the documents needed for Food License Registration? What is a food License (FSSAI License)? FSSAI stands for Food Safety Standards Authority of India, which is a statutory body established under the Ministry of Health & Family Welfare, Government of India. It has been established under the Food Safety and Standards Act, 2006, which is related to food safety and regulation in India. A food license is responsible for protecting and promoting public health through regulation and supervision of food safety. Food License Registration A food license is required for every person who wants to start a food business, who can involve in any kind of business like manufacturing, processing, distribution, or sale of food products, etc. A food license consists of 14 digit license number, which can print on all the food packages item. It gives all information regarding the assembling and owner’s permit. The motive of registration is to make the food business operators more responsible that can maintain the quality of food products. Types Of FSSAI License There are different types of food licenses that can depend on the scale of business, and on the turnover provided by the business owner. The government issue different type of license based on the food business operator activity. The types if food licenses are as below: 1) FSSAI Basic Registration: The FSSAI basic license registration for those who have a small-scale business. If their turnover is less than 12 lakh then apply for basic registration. 2) FSSAI State License: The FSSAI State License registration for those who have medium-scale businesses. If their turnover is more than 12 Lakh or up to 20 crores. 3) FSSAI Central License: The FSSAI Central License registration for those who have large-scale businesses. If their turnover is more than 20 crores then it can apply for Central License. Document required for Food License Registration The food license registration document required for the proprietorship Concern or a single person 1) Rental Agreement 2) Pan Card 3) Two Photos 4) ID Proof The food license registration document required for the Partnership Firm 1) Pan Card of Partnership Firm 2) All partner’s Id and Address Proof 3) Two Photos of Each Partner 4) Rental Agreement The food license registration document required for Private Limited Company 1) Pan Card of Private Limited Company. 2) Incorporation Certificate of Private Limited Company. 3) All Director’s Id and Address Proof 4) Two Photos of Each Director. 5) Rental Agreement. Best FSSAI License Consultant in India We are a team of FSSAI Registration centers, helping business owners in the registration, and certification procedures all over India. If you have further queries or doubts, then please visit our website. Tags food license online, food license, fssai license, fssai license registration, fssai license registration online, fssai registration, fssai license fee, fssai license documents, food licensing, fssai renewal, fssai apply online, fssai online, fssai registration form, fssai license registration consultant, fssai license consultant, fssai consultant, food license consultant in Ahmedabad, Food license consultant in Delhi, Food license consultant in Mumbai, Food license consultant in Kolkata

The problem is, in a world of humans the humans focus on everything else but humanity. If we wipe out humanity from our fancy equations, then we only wipe out ourselves. With such acts of fallacy how can we expect there to be any advancement in the world whatsoever? Even our very notion of advancement is all messed up. Our notion of advancement prioritizes colonizing Mars over feeding the hungry and sheltering the homeless. If this is advancement, then the pioneers of such advancement are nothing but cancer on the face of earth. And just like you don't collaborate with Adolf Hitler, you don't collaborate with such pioneers, that is, with toxic billionaires. If you do, then you are no better than those rich and reckless kids of emerald mine owners. So I say again, the fate of this world lies in the hands of the civilians - everyday, ordinary civilians. When the civilians are responsible, the world is well - when the civilians are sapient, the world is swell.

…Money is a byproduct of excellence, not a goal our overriding objective is excellence and constant improvement at Bridgewater. To be clear, it’s not to make lots of money. The natural extension of this is not that you should be happy with little money; On the contrary, you should expect to make a lot. If we operate consistently with this philosophy, we should be productive and the company should do well financially. Each person at Bridgewater should act like an owner, responsible for operating in this way, and holding others accountable to operate this way.

Amazon’s Leadership Principles6 Customer Obsession. Leaders start with the customer and work backwards. They work vigorously to earn and keep customer trust. Although leaders pay attention to competitors, they obsess over customers. Ownership. Leaders are owners. They think long term and don’t sacrifice long-term value for short-term results. They act on behalf of the entire company, beyond just their own team. They never say, “that’s not my job.” Invent and Simplify. Leaders expect and require innovation and invention from their teams and always find ways to simplify. They are externally aware, look for new ideas from everywhere, and are not limited by “not invented here.” As we do new things, we accept that we may be misunderstood for long periods of time. Are Right, A Lot. Leaders are right a lot. They have strong judgment and good instincts. They seek diverse perspectives and work to disconfirm their beliefs. Learn and Be Curious. Leaders are never done learning and always seek to improve themselves. They are curious about new possibilities and act to explore them. Hire and Develop the Best. Leaders raise the performance bar with every hire and promotion. They recognize exceptional talent, and willingly move them throughout the organization. Leaders develop leaders and take seriously their role in coaching others. We work on behalf of our people to invent mechanisms for development like Career Choice. Insist on the Highest Standards. Leaders have relentlessly high standards—many people may think these standards are unreasonably high. Leaders are continually raising the bar and drive their teams to deliver high-quality products, services, and processes. Leaders ensure that defects do not get sent down the line and that problems are fixed so they stay fixed. Think Big. Thinking small is a self-fulfilling prophecy. Leaders create and communicate a bold direction that inspires results. They think differently and look around corners for ways to serve customers. Bias for Action. Speed matters in business. Many decisions and actions are reversible and do not need extensive study. We value calculated risk-taking. Frugality. Accomplish more with less. Constraints breed resourcefulness, self-sufficiency, and invention. There are no extra points for growing headcount, budget size, or fixed expense. Earn Trust. Leaders listen attentively, speak candidly, and treat others respectfully. They are vocally self-critical, even when doing so is awkward or embarrassing. Leaders do not believe their or their team’s body odor smells of perfume. They benchmark themselves and their teams against the best.

Amazon’s Leadership Principles6 Customer Obsession. Leaders start with the customer and work backwards. They work vigorously to earn and keep customer trust. Although leaders pay attention to competitors, they obsess over customers. Ownership. Leaders are owners. They think long term and don’t sacrifice long-term value for short-term results. They act on behalf of the entire company, beyond just their own team. They never say, “that’s not my job.” Invent and Simplify. Leaders expect and require innovation and invention from their teams and always find ways to simplify. They are externally aware, look for new ideas from everywhere, and are not limited by “not invented here.” As we do new things, we accept that we may be misunderstood for long periods of time. Are Right, A Lot. Leaders are right a lot. They have strong judgment and good instincts. They seek diverse perspectives and work to disconfirm their beliefs. Learn and Be Curious. Leaders are never done learning and always seek to improve themselves. They are curious about new possibilities and act to explore them. Hire and Develop the Best. Leaders raise the performance bar with every hire and promotion. They recognize exceptional talent, and willingly move them throughout the organization. Leaders develop leaders and take seriously their role in coaching others. We work on behalf of our people to invent mechanisms for development like Career Choice. Insist on the Highest Standards. Leaders have relentlessly high standards—many people may think these standards are unreasonably high. Leaders are continually raising the bar and drive their teams to deliver high-quality products, services, and processes. Leaders ensure that defects do not get sent down the line and that problems are fixed so they stay fixed.

When Well Done leaders lead their teams to do more than expected, it empowers employees to better understand their power to make decisions. The second step is one of the most empowering steps any person can take to better their life and to enhance their work.This act of teaching the second step will help employees and every team member to think more like an owner of their area and department.

In 2012, President Obama signed the JOBS Act into law. This bill, among many other things, included the ability for private companies like Gumroad to sell shares to the general public, making it possible for almost anyone to invest in the business. On March 15, 2021, the legal limit for regulation crowdfunding went from $1.07 million to $5 million. These new rules also allow for “testing the waters,” allowing companies like Gumroad to see how much demand there is to invest in the company before committing to a crowdfunding campaign. I believe that crowdfunding will reorganize the funding landscape. There will always be a place for venture capitalists, but who better to fund a business than its customers, who understand how valuable its offering is? And once founders can vet demand before committing, we should see the numbers skyrocket. In the old way, the number one downside of raising money was that you created two distinct sets of stakeholders: your investors and your customers. This new practice will allow entrepreneurs to minimize complexity by turning customers into investors. All of a sudden, you have a single group of people you are serving: your community. I can speak from experience: On March 15, 2021, I used Regulation Crowdfunding to allow some of Gumroad’s creators to become part-owners. In 12 hours, we raised $5 million from more than 7,000 individual investors. Now we have thousands of our creators as our investors too, keeping our interests more cleanly aligned. For the businesses that neither need to bootstrap completely nor want to go the venture-backed path, I’m hopeful that Regulation Crowdfunding will offer a middle ground. But the ultimate long-term goal remains profitability (read: sustainability). Once you’re in control of your destiny, you should never let it go.

To this day, the Federal Reserve Act allows the Fed to create money and lend it to the US government at interest. “When necessary, the Federal Reserve prints dollar bills like the company Hakle prints toilet paper,” Walter Wittmann, who taught economics at the University of Fribourg, once commented dryly in Switzerland. In being able to raise or lower interest rates, the Fed controls the course of the economy. This enormous privilege of the Fed has been criticized over and over because the member banks of the Federal Reserve System and their owners are private companies that have gained enormous power through this privilege of being able to create money, thus controlling the money supply.

In May 2014, a gay male couple paying their check after a nice dinner at Big Earl’s Bait House in Pittsburgh, Texas, were ordered not to come back. “We don’t serve fags here,” the cashier, a daughter of the owner, told the men to their faces. “Here at Big Earl’s we like for men to act like men and for ladies to act like ladies, so we want you to never return.

With practice, you will learn to understand yourself better and increasingly learn what conviction feels like. As you search for it, you will get better at gearing your efforts to work in a way that will help you get to that feeling. Leaders don’t look for excuses for why they can’t act like an owner. Instead, they embrace the challenge of ownership and encourage their teams to do the same. It helps if, as subordinates, they were regularly encouraged and empowered by their bosses to put themselves in the shoes of decision makers. “Superb professionals define their jobs broadly,” one of my former bosses regularly said to me. “They are always thinking several levels up.” This may explain why many business schools, including Harvard, teach using the case method. This approach certainly can be used to teach analytical techniques, but, for me, it is primarily an exercise in learning to get to conviction. After you’ve studied all the facts of the case on your own, and after you’ve debated those facts in study groups before class and again in class, what do you believe? What would you do if you were in the shoes of the protagonist? The case method attempts to simulate what leaders go through every day. Decision makers are confronted with a blizzard of facts: usually incomplete, often contradictory, and certainly confusing. With help from colleagues, they have to sort things out. Through the case method, students learn to put themselves in the shoes of the decision maker, imagine what that might feel like, and then work to figure out what they believe. This mind-set is invaluable in the workplace. It forces you to use your broad range of skills. It guides you as to what additional analysis and work needs to be done to figure out a particular business challenge. Leaders don’t need to always have conviction, but they do need to learn to search for it. This process never ends. It is a way of thinking. Every day, as you are confronted with new and unexpected challenges, you need to search for conviction. You need to ask yourself: What do I believe? What would I do if I were a decision maker? Aspiring leaders need to resist the temptation to make excuses, such as I don’t have enough power, or it’s not my job, or nobody in the company cares what I think, or there just isn’t time. They must let those excuses go and put themselves mentally in the shoes of the decision maker. From that vantage point, they will start to get a better idea how it feels to bear the weight of ownership.

As a business owner, you should share everything you know too. This is anathema to most in the business world. Businesses are usually paranoid and secretive. They think they have proprietary this and competitive advantage that. Maybe a rare few do, but most don’t. And those that don’t should stop acting like those that do.

the government has to behave because the people are only voluntarily agreeing to be governed as long as the government doesn't act like a weenie.

Let’s say you’ve worked with your dog to go to his bed or some other area of the house after greeting company. Reward the dog by going over to him and offering a few simple words of praise. More important, get down on his level, pet him, and spend a few seconds with him. I’m frequently surprised by how seldom some owners interact with their dogs on the dog’s level—not acting like a dog, but physically moving into the space the dog occupies. Once you have a good relationship with that dog, doing so is a reward.

Mariabella is divine,” Maximus said, leaning in toward Cass. “Beautiful and talented. She used to assist me in my act from time to time. I wouldn’t be surprised if she was the beauty your brother fell in love with.” “What did--does--she look like?” Cass asked. Maximus pulled a rose out of thin air. “She has silky dark hair and the most delicious set of lips.” He reached out his index finger as though to touch Cass’s lips and then seemed to think better of it. “You resemble her, in a way. Except you don’t have her birthmark.” He traced the shape of a heart in the air. Cass’s blood accelerated in her veins. A heart-shaped birthmark. It had to be the same girl. Mariabella. A maid missing from Joseph Dubois’s estate, and now a dead courtesan, one of his chosen companions. Could it possibly be a coincidence? Emotions churned together in her stomach--excitement and wonder and fear. And more excitement. She leaned in to give the conjurer an impulsive peck on the cheek. The conjurer pressed the rose into her palm. “I think your master is watching us.” Cass glanced up and saw Falco staring at her--no, at them--from the doorway of the portego. Cass hadn’t even heard the front doors open. “I see you’ve met my beautiful signorina,” Falco said, nodding to the conjurer as he snaked his fingers around one of Cass’s small wrists. The conjurer winked at Cass. “Indeed. There’s something magical about her, wouldn’t you say?” “You’ve no idea,” Falco said. He pulled her across the room, out of the conjurer’s earshot. “Is it safe to leave you alone for a few minutes while I go speak to the owner of the house?” “No need,” Cass said. She couldn’t help but smile triumphantly. “I’ve not only learned the name of the dead girl, but I also know where she lives.” Falco arched an eyebrow. “All that, and you still found the time to bat your eyelashes at some traveling con man? That is impressive.” “I wasn’t batting anything,” Cass said. “I was appreciating his performance. Come on. I’ll fill you in on the way to her place.” As the two passed the conjurer, Falco’s grip on her was so tight, she was afraid he was going to leave a bruise. “Good-bye, Maximus,” she called behind her. “Thank you for the magic.

Butler's actions paved the way for the First Confiscation Act, signed into law on August 6, 1861. The act said that any slave utilized for the Confederate war effort was not protected by the Fugitive Slave Act and could be sheltered inside the Union. Because it was so difficult to prove that an escaped slave was not under Confederate auspices, virtually all escaped slaves were permitted sanctuary within federal forces—though a few Union officers, like army General Henry Halleck, continued to return them to their owners, at least until March 31, 1862, when it became a military crime to return contrabands. Although the runaways were not officially freed until Lincoln's Emancipation Proclamation, Butler's legal maneuvering, followed by the First Confiscation Act, helped turn the wheels.9

We understand that there are specific requirements all pet owners have. If you're looking to train the 'naughtiness' out of your dog, have them better behaved when visitors come over or teach them to use the bathroom a little better, we have dog training classes for you. We provide group training for owners who'd like to see how others act toward their pets and to get some ideas of their own. At-home classes are available if you'd like to specialise your training for your home in particular.

at Koch Industries, there was no such thing as a senior manager. Within the confines of Market-Based Management, Roos was known as a process owner, or someone who acted like they had an ownership stake in the company. The refinery at Pine Bend was divided into five groups, which were known as “profit centers.” Each profit center was like a separate piece of property owned by a boss who was responsible for everything that happened within their domain. Koch measured the financial results in each profit center, which, in turn, determined how much money would be steered toward that profit center in the future. Brian Roos was the process owner over the Utilities Profit Center, a division that included the refinery’s wastewater treatment plant, boiler house, cooling system, and other equipment that kept the cracking units running efficiently.

Employees who think and act like owners don’t need a lot of oversight. Accordingly, just 250 employees work at Vinci’s Paris headquarters—about 0.1 percent of total head count. Says Huillard, “It is useless having armies of auditors who just get in the way.