10 Years Service Quotes

Thurman asked, “Are you born again?” Reacher said, “Once was enough for me.” “I’m serious.” “So am I.” “You should think about it.” “My father used to say, ‘Why be born again when you can just grow up?’” “Is he no longer with us?” “He died a long time ago.” “He’s in the other place then, with an attitude like that.” “He’s in a hole in the ground in Arlington Cemetery.” “Another veteran?” “Marine.” “Thank you for his service.” “Don’t thank me, I had nothing to do with it.” Thurman said, “You should think about getting your life in order, you know, before it’s too late. Something might happen. The Book of Revelations says ‘The time is at hand.’” “As it has every day since it was written nearly 2000 years ago. Why would it be true now, when it wasn’t before?” “There are signs,” Thurman said, “And the possibility of precipitating events.” He said it primly and smugly, and with a degree of certainty, as if he had regular access to privilieged, insider information. Reacher said nothing in reply. They drove on past a small group of tired men, wrestling with a mountain of tangled steel. Their backs were bent and their shoulders were slumped. Not yet 8 o’clock in the morning, Reacher thought. More than 10 hours still to go. “God watches over them.” “You sure?” “He tells me so.” “Does he watch over you, too?” “He knows what I do.” “Does he approve?” “He tells me so.” “Then why is there a lightning rod on your church?

Several years ago, researchers at the University of Minnesota identified 568 men and women over the age of seventy who were living independently but were at high risk of becoming disabled because of chronic health problems, recent illness, or cognitive changes. With their permission, the researchers randomly assigned half of them to see a team of geriatric nurses and doctors—a team dedicated to the art and science of managing old age. The others were asked to see their usual physician, who was notified of their high-risk status. Within eighteen months, 10 percent of the patients in both groups had died. But the patients who had seen a geriatrics team were a quarter less likely to become disabled and half as likely to develop depression. They were 40 percent less likely to require home health services. These were stunning results. If scientists came up with a device—call it an automatic defrailer—that wouldn’t extend your life but would slash the likelihood you’d end up in a nursing home or miserable with depression, we’d be clamoring for it. We wouldn’t care if doctors had to open up your chest and plug the thing into your heart. We’d have pink-ribbon campaigns to get one for every person over seventy-five. Congress would be holding hearings demanding to know why forty-year-olds couldn’t get them installed. Medical students would be jockeying to become defrailulation specialists, and Wall Street would be bidding up company stock prices. Instead, it was just geriatrics. The geriatric teams weren’t doing lung biopsies or back surgery or insertion of automatic defrailers. What they did was to simplify medications. They saw that arthritis was controlled. They made sure toenails were trimmed and meals were square. They looked for worrisome signs of isolation and had a social worker check that the patient’s home was safe. How do we reward this kind of work? Chad Boult, the geriatrician who was the lead investigator of the University of Minnesota study, can tell you. A few months after he published the results, demonstrating how much better people’s lives were with specialized geriatric care, the university closed the division of geriatrics.

In a multibillion dollar corporation, one person’s business decisions can easily make a difference of millions—or even billions—of dollars, compared to someone else’s decisions. Those who see paying such a person $10 million or $20 million a year as coming at the expense of consumers or stockholders have implicitly accepted the zero-sum view of economics. If the value of the services rendered exceeds the pay, then both consumers and stockholders are better off, not worse off, whether the person hired is a corporate CEO or a production line employee.

I have a whole regimental intelligence service that’s developed a fine line in rumour-mongering and story-placing over the last few years, and the ear of every media player you’ve courted so assiduously over the decades; they will ask the questions we’ve suggested, they will listen, and they will repeat what we tell them. The issue is whether people believe it.

Harlan was not a particularly religious man, and had always poured scorn on those whom he termed “God-botherers”—Christian, Jew, or Muslim, he had no time for any of them—but he was, in his way, a deeply spiritual being, worshipping a god whose name was whispered by leaves and praised in birdsong. He had been a warden with the Maine Forest Service for forty years,

I’ve dedicated many years to the survival of your family. There are others like me, brought here by your father, adrift and alone, strangers in an alien land. Your people are crying out in the wilderness, for they need a home. Will you turn a deaf ear to our desperate pleas? Will you reject us? Will you cast us out after all those generations of service?” “Oh, for fuck’s sake,” Keelan muttered.

told his students in “The World Since 1914” class that there was little point in discussing the Third World when they knew so little about how their own society works: “So I told them about the USA — really very hair-raising when it is all laid out in sequence: . . . . 1. cosmic hierarchy; 2. energy; 3. agriculture; 4. food; 5. health and medical services; 6. education; 7. income flows and the worship of GROWTH; 8. inflation. . . showing how we are violating every aspect of life by turning everything into a ripoff because we. . . have adopted the view that insatiable individualistic greed must run the world.” 7 He feared “that the students will come to feel that all is hopeless, so I must. . . show them how solutions can be found by holistic methods seeking diversity, de-centralization, communities. . .etc.” 8 Pleased with the class response, he later recalled: “The students were very excited and my last lecture in which I put the whole picture together was about the best lecture I ever gave. That was 10 Dec. [1975], my last full day of teaching after 41 years.

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Nominal assets are subject to a substantial inflation risk: if you invest 10,000 euros in a checking or savings account or a nonindexed government or corporate bond, that investment is still worth 10,000 euros ten years later, even if consumer prices have doubled in the meantime. In that case, we say that the real value of the investment has fallen by half: you can buy only half as much in goods and services as you could have bought with the initial investment, so that your return after ten years is −50 percent, which may or may not have been compensated by the interest you earned in the interim.

And this is one of the first things one learns from Musk’s example—he is relentless in his pursuit of the bold and, the bigger point, totally unfazed by scale. When he couldn’t get a job, he started a company. When Internet commerce stalled, he reinvented banking. When he couldn’t find decent launch services for his Martian greenhouse, he went into the rocket business. And as a kicker, because he never lost interest in the problem of energy, he started both an electric car and a solar energy company. It is also worth pointing out that Tesla is the first successful car company started in America in five decades and that SolarCity has become one of the nation’s largest residential solar providers.9 All told, in slightly less than a dozen years, Musk’s appetite for bold has created an empire worth about $30 billion.10 So what’s his secret? Musk has a few, but none are more important to him than passion and purpose. “I didn’t go into the rocket business, the car business, or the solar business thinking this is a great opportunity. I just thought, in order to make a difference, something needed to be done. I wanted to have an impact. I wanted to create something substantially better than what came before.

Inarguably, a successful restaurant demands that you live on the premises for the first few years, working seventeen-hour days, with total involvement in every aspect of a complicated, cruel and very fickle trade. You must be fluent in not only Spanish but the Kabbala-like intricacies of health codes, tax law, fire department regulations, environmental protection laws, building code, occupational safety and health regs, fair hiring practices, zoning, insurance, the vagaries and back-alley back-scratching of liquor licenses, the netherworld of trash removal, linen, grease disposal. And with every dime you've got tied up in your new place, suddenly the drains in your prep kitchen are backing up with raw sewage, pushing hundreds of gallons of impacted crap into your dining room; your coke-addled chef just called that Asian waitress who's working her way through law school a chink, which ensures your presence in court for the next six months; your bartender is giving away the bar to under-age girls from Wantagh, any one of whom could then crash Daddy's Buick into a busload of divinity students, putting your liquor license in peril, to say the least; the Ansel System could go off, shutting down your kitchen in the middle of a ten-thousand-dollar night; there's the ongoing struggle with rodents and cockroaches, any one of which could crawl across the Tina Brown four-top in the middle of the dessert course; you just bought 10,000 dollars-worth of shrimp when the market was low, but the walk-in freezer just went on the fritz and naturally it's a holiday weekend, so good luck getting a service call in time; the dishwasher just walked out after arguing with the busboy, and they need glasses now on table seven; immigration is at the door for a surprise inspection of your kitchen's Green Cards; the produce guy wants a certified check or he's taking back the delivery; you didn't order enough napkins for the weekend — and is that the New York Times reviewer waiting for your hostess to stop flirting and notice her?

In terms of statistical categories, it is indeed true that both the amount of income and the proportion of all income received by those in the top 20 percent bracket have risen over the years, widening the gap between the top and bottom quintiles.9 But U.S. Treasury Department data, following specific individuals over time from their tax returns to the Internal Revenue Service, show that in terms of people the incomes of those particular taxpayers who were in the bottom 20 percent in income in 1996 rose 91 percent by 2005, while the incomes of those particular taxpayers who were in the top 20 percent in 1996 rose by only 10 percent by 2005—and the incomes of those in the top 5 percent and top one percent actually declined.

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Obviously, in those situations, we lose the sale. But we’re not trying to maximize each and every transaction. Instead, we’re trying to build a lifelong relationship with each customer, one phone call at a time. A lot of people may think it’s strange that an Internet company is so focused on the telephone, when only about 5 percent of our sales happen through the telephone. In fact, most of our phone calls don’t even result in sales. But what we’ve found is that on average, every customer contacts us at least once sometime during his or her lifetime, and we just need to make sure that we use that opportunity to create a lasting memory. The majority of phone calls don’t result in an immediate order. Sometimes a customer may be calling because it’s her first time returning an item, and she just wants a little help stepping through the process. Other times, a customer may call because there’s a wedding coming up this weekend and he wants a little fashion advice. And sometimes, we get customers who call simply because they’re a little lonely and want someone to talk to. I’m reminded of a time when I was in Santa Monica, California, a few years ago at a Skechers sales conference. After a long night of bar-hopping, a small group of us headed up to someone’s hotel room to order some food. My friend from Skechers tried to order a pepperoni pizza from the room-service menu, but was disappointed to learn that the hotel we were staying at did not deliver hot food after 11:00 PM. We had missed the deadline by several hours. In our inebriated state, a few of us cajoled her into calling Zappos to try to order a pizza. She took us up on our dare, turned on the speakerphone, and explained to the (very) patient Zappos rep that she was staying in a Santa Monica hotel and really craving a pepperoni pizza, that room service was no longer delivering hot food, and that she wanted to know if there was anything Zappos could do to help. The Zappos rep was initially a bit confused by the request, but she quickly recovered and put us on hold. She returned two minutes later, listing the five closest places in the Santa Monica area that were still open and delivering pizzas at that time. Now, truth be told, I was a little hesitant to include this story because I don’t actually want everyone who reads this book to start calling Zappos and ordering pizza. But I just think it’s a fun story to illustrate the power of not having scripts in your call center and empowering your employees to do what’s right for your brand, no matter how unusual or bizarre the situation. As for my friend from Skechers? After that phone call, she’s now a customer for life. Top 10 Ways to Instill Customer Service into Your Company   1. Make customer service a priority for the whole company, not just a department. A customer service attitude needs to come from the top.   2. Make WOW a verb that is part of your company’s everyday vocabulary.   3. Empower and trust your customer service reps. Trust that they want to provide great service… because they actually do. Escalations to a supervisor should be rare.   4. Realize that it’s okay to fire customers who are insatiable or abuse your employees.   5. Don’t measure call times, don’t force employees to upsell, and don’t use scripts.   6. Don’t hide your 1-800 number. It’s a message not just to your customers, but to your employees as well.   7. View each call as an investment in building a customer service brand, not as an expense you’re seeking to minimize.   8. Have the entire company celebrate great service. Tell stories of WOW experiences to everyone in the company.   9. Find and hire people who are already passionate about customer service. 10. Give great service to everyone: customers, employees, and vendors.

This unusual television moment received much international attention, as did another CNN interview in which I displayed a large map of the Middle East. I “walked” through the Arab countries from Morocco to the Indian Ocean with the open palms of my hands. Then I covered Israel with my thumb.10 For many used to seeing the map of Israel alone on a full screen, a great Israeli Goliath “oppressing” the small Palestinian David, this demonstration came as a shock. It was Israel that was David. This was the best way I could think of to convey that the Arab world was hundreds of times the size of Israel. These interviews may have been seen by some unlikely viewers. When visiting Japan that year, singer Perry Como was asked by the Japanese government how to improve Japan’s image in the United States. He suggested they hire my services.

Seeking God: My Journey as a Christian It was a journey of nearly 15 years. I spent it searching for answers, longing to have a sense of intimacy & unshakeable belief & trust in God. I had spent a lifetime feeling like I could never be good enough for God, good enough for a church or good enough for my family. About a year before I came to Islam, I joined a large, nondenominational church. I hadn't been part of a church in about 10 years. I was touched & compelled by its musical programs at each service. I felt emotional, broken, & healed simultaneously. It was my first experience in church as an adult, & my first experience in "praising" or "worshipping" God. My entire history in church & with God had been based on guilt, shame, & confusion. I had carried around a lot of questions growing up, & they had always been avoided or ignored. They created

Dear Mr. Vermylen: Your company has been one of our good customers for fourteen years. Naturally, we are very grateful for your patronage and are eager to give you the speedy, efficient service you deserve. However, we regret to say that it isn’t possible for us to do that when your trucks bring us a large shipment late in the afternoon, as they did on November 10. Why? Because many other customers make late afternoon deliveries also. Naturally, that causes congestion. That means your trucks are held up unavoidably at the pier and sometimes even your freight is delayed. That’s bad, but it can be avoided. If you make your deliveries at the pier in the morning when possible, your trucks will be able to keep moving, your freight will get immediate attention, and our workers will get home early at night to enjoy a dinner of the delicious macaroni and noodles that you manufacture. Regardless of when your shipments arrive, we shall always cheerfully do all in our power to serve you promptly. You are busy. Please don’t trouble to answer this note.

issue is clear. It’s the difference between building brands and milking brands. Most managers want to milk. “How far can we extend the brand? Let’s spend some serious research money and find out.” Sterling Drug was a big advertiser and a big buyer of research. Its big brand was Bayer aspirin, but aspirin was losing out to acetaminophen (Tylenol) and ibuprofen (Advil). So Sterling launched a $116-million advertising and marketing program to introduce a selection of five “aspirin-free” products. The Bayer Select line included headache-pain relief, regular pain relief, nighttime pain relief, sinus-pain relief, and a menstrual relief formulation, all of which contained either acetaminophen or ibuprofen as the core ingredient. Results were painful. The first year Bayer Select sold $26 million worth of pain relievers in a $2.5 billion market, or about 1 percent of the market. Even worse, the sales of regular Bayer aspirin kept falling at about 10 percent a year. Why buy Bayer aspirin if the manufacturer is telling you that its “select” products are better because they are “aspirin-free”? Are consumers stupid or not?

From: “Chris Kyle” Date: December 25, 2010 at 12:55:57 AM EST I appreciate your upbringing and your respect. My dad would have kicked my ass if I didn’t call everyone sir or Mr. until they notified me otherwise. So I am telling you, my name is Chris. Please no more sir bullshit. I went to college right out of high school, but did not finish. Sometimes I regret that. Now that I am out, I could really use the degree. Even if you think you will retire from the service, like I did, there is life after the military. I joined at 24 years old. I had some mental maturity over my teammates due to joining later. I also got to enjoy my youth. One thing about being a SEAL, you age fast. I was only in for eleven years, but I spent over half that time in a combat zone. Unlike other combat units, SEALs in a combat zone are operating. That means getting shot at on a daily basis. I had a baby face when I joined, and within two years, I looked as if I had aged 10 years. I am not in any way talking you out of joining. I loved my time, and if I hadn’t gotten married and had two kids, I would still be in. Unforeseen events will come at you in life. Your plants today will not be the same in four years. I am just trying to prep you for what is to come. I sit in an office or train other people on a range all day, every day. I would much rather be in Afghanistan being shot at again. I love the job and still miss it today. There is no better friendship than what the teams will offer. Once you become a SEAL, you will change. Your friends and family may think you are the same, but if they are really honest, they will see the difference. You will no longer have that innocence that you have now. Sometimes I even miss that person I used to be, but do not regret in any way who I have become. You will be much harder emotionally than you have ever imagined. The day to day bullshit that stresses people out now, fades away. You realize, once you have faced death and accepted it, that the meaningless bullshit in day to day life is worthless. I know this was a long answer to an easy question, but I just wanted to be completely honest. Take your time and enjoy your youth. The SEALs are one of the greatest things that have ever happened to me, but once you are in, you will no longer be the same. Chris Kyle

A Prescription for a Simple Life 1. Write in a journal daily, or almost daily. 2. Take three to four months off every few years and go live in some very different place, preferably a foreign country. 3. Limit your work (outside of the home) to 30 hours a week, 20 if you are a parent. 4. Don't let any material thing come into your home unless you absolutely love it and want to keep it for the rest of your life or until it is beyond repair. 5. Spend at least an hour a week in a natural setting, away from crowds of people, traffic, and buildings. Three to four hours of nature time each week is even better. 6. Live in a home with only those rooms that you or someone in your family use every day. 7. Select a home and place of work no more than 30 minutes away from each other. 8. Do whatever you need to do to connect with a sense of spirit in your life, whether it be prayer, religious services, meditation, spiritually-related reading, or walking in nature. 9. Seek the support of others who want to simplify their lives. Join or start a simplicity circle if you enjoy group interaction. 10. Practice saying no. Say no to those things that don't bring you inner peace and fulfillment, whether it be more things, more career responsibility, or more social activities.

lawyer married a woman who had previously divorced ten husbands. On their wedding night, she told her new husband, "Please be gentle, I'm still a virgin." "What?" said the puzzled groom. "How can that be if you've been married ten times?" "Well, Husband #1 was a sales representative. He kept telling me how great it was going to be. Husband #2 was in software services. He was never really sure how it was supposed to function, but he said he'd look into it and get back to me. Husband #3 was from field services. He said everything checked out diagnostically, but he just couldn't get the system up. Husband #4 was in telemarketing. Even though he knew he had the order, he didn't know when he would be able to deliver. Husband #5 was an engineer. He understood the basic process, but wanted three years to research, implement, and design a new state-of-the-art method. Husband #6 was from finance and administration. He thought he knew how, but he wasn't sure whether it was his job or not. Husband #7 was in marketing. Although he had a nice product, he was never sure how to position it. Husband #8 was a psychologist. All he ever did was talk about it. Husband #9 was a gynecologist. All he did was look at it. Husband #10 was a stamp collector. All he ever did was...God, I miss him! But now that I've married you, I'm really excited!" "Good," said the new husband, "but, why?" "You're a lawyer. This time I know I'm going to get really screwed! ♦◊♦◊♦◊♦

The United States over the last thirty years has seen a growing gap - indeed, a deepening gulf - between rich and poor. The gap is significantly greater than in any other developed nation. Moreover, the growing gulf between rich and poor is the result of social and economic policy, not because some classes of people worked harder and others slacked off over the last thirty years (all of us, according to most studies, are working harder). The differences among countries generate the same conclusion: social policy, not simply individual effort, is responsible for the distribution of wealth. Our recent social policy may not have been intended to produce this result, but it has. The consequence is increased suffering and desperation among the poor and potentially grave consequences for the society as a whole. Moreover, many people in the middle, who are most often struggling financially, support the individualistic ideology underlying our social policy - namely, the notions that we each have worked hard for what we have and ought to be able to keep all of it, that government is bad (or at least inefficient and wasteful - and hungry for our tax dollars), and that things will be better for all of us if we let the wealthiest people in our country make and keep as much money as possible. Many of us seem not to realize that the people who benefit the most from our politics and economics of individualism are the wealthiest 10 percent, especially the top 1 percent. People will support a tax cut that saves them $300 a year, without considering that the same tax cut will save the very wealthy tens of thousands or even hundreds of thousands a year, with significant damage to the social fabric, including not only decreased help for the poor and disadvantaged but also cuts in services such as public schools, road repairs, parks, libraries, and so forth.

Bitcoin is not a currency. Bitcoin is the internet of money. As a technology, it can bring economic inclusion and empowerment to billions of people in the world. I’ll give you one example of a specific application that is going to fundamentally change the lives of more than a billion people in the next five to ten years. ​ Every day, an immigrant somewhere cashes their paycheck and stands in line to wire 50 percent of that paycheck back to their home country to feed their extended family. Here in the US, 60 million people have no bank accounts, yet they cash their paychecks and send them abroad. Overall in the world, $550 billion is transmitted every year as remittances from first-world countries. Much of that money is sent to five major destinations: Mexico, India, the Philippines, Indonesia, and China. In some of these places, remittances represent up to 40 percent of the local economy. Sitting on top of that flow of $550 billion are companies like Western Union, and they take, on average, a cut of 9 percent of every single one of these transactions out of the pockets of the poorest people of the world. Imagine what happens when one day one of these immigrants figures out they can do the same thing with bitcoin — not for 15 percent, not 10 percent, not 5 percent, but for 5 cents. Not a percentage; a flat fee. What happens when they can do that? They can, right now. There is a startup company that is handling remittances between the US and the Philippines. They’re doing a few million dollars right now, but they’re going to start growing. There’s $500 billion sitting behind that dam. When you’re an immigrant and you can change your financial future by not paying 9 percent to send money home, imagine what happens if every month, instead of sending 91 dollars home, you send 100 dollars home. That makes a difference. There are a billion people, right now, with access to the internet and feature phones who could use bitcoin as an international wire-transfer service.

December 15 2 Chronicles 17 1Jehoshaphat his son reigned in his place and strengthened himself against Israel. 2He placed forces in all the fortified cities of Judah and set garrisons in the land of Judah, and in the cities of Ephraim that Asa his father had captured. 3The LORD was with Jehoshaphat, because he walked in the earlier ways of his father David. He did not seek the Baals, 4but sought the God of his father and walked in his commandments, and not according to the practices of Israel. 5Therefore the LORD established the kingdom in his hand. And all Judah brought tribute to Jehoshaphat, and he had great riches and honor. 6His heart was courageous in the ways of the LORD. And furthermore, he took the high places and the Asherim out of Judah. 7In the third year of his reign he sent his officials, Ben-hail, Obadiah, Zechariah, Nethanel, and Micaiah, to teach in the cities of Judah; 8and with them the Levites, Shemaiah, Nethaniah, Zebadiah, Asahel, Shemiramoth, Jehonathan, Adonijah, Tobijah, and Tobadonijah; and with these Levites, the priests Elishama and Jehoram. 9And they taught in Judah, having the Book of the Law of the LORD with them. They went about through all the cities of Judah and taught among the people. 10And the fear of the LORD fell upon all the kingdoms of the lands that were around Judah, and they made no war against Jehoshaphat. 11Some of the Philistines brought Jehoshaphat presents and silver for tribute, and the Arabians also brought him 7,700 rams and 7,700 goats. 12And Jehoshaphat grew steadily greater. He built in Judah fortresses and store cities, 13and he had large supplies in the cities of Judah. He had soldiers, mighty men of valor, in Jerusalem. 14This was the muster of them by fathers' houses: Of Judah, the commanders of thousands: Adnah the commander, with 300,000 mighty men of valor; 15and next to him Jehohanan the commander, with 280,000; 16and next to him Amasiah the son of Zichri, a volunteer for the service of the LORD, with 200,000 mighty men of valor. 17Of Benjamin: Eliada, a mighty man of valor, with 200,000 men armed with bow and shield; 18and next to him Jehozabad with 180,000 armed for war. 19These were in the service of the king, besides those whom the king had placed in the fortified cities throughout all Judah.

Out of 1,016 study subjects who’d been involved with the Moonies, 90 percent of those who’d been interested enough to attend one of the workshops where this so-called brainwashing occurred decided that the whole thing wasn’t really their cup of tea and quickly ended their Moonie careers. They couldn’t be converted. Of the remaining 10 percent who joined, half left on their own steam within a couple of years. So what made the other 5 percent stay? Prevailing wisdom would tell you that only the intellectually deficient or psychologically unstable would stick by a “cult” that long. But scholars have disproven this, too. In Barker’s studies, she compared the most committed Moonie converts with a control group—the latter had gone through life experiences that might make them very “suggestive” (“Like having an unhappy childhood or being rather low-intelligence,” she said). But in the end, the control group either didn’t join at all or left after a week or two. A common belief is that cult indoctrinators look for individuals who have “psychological problems” because they are easier to deceive. But former cult recruiters say their ideal candidates were actually good-natured, service-minded, and sharp. Steven Hassan, an ex-Moonie himself, used to recruit people to the Unification Church, so he knows a little something about the type of individual cults go for. “When I was a leader in the Moonies we selectively recruited . . . those who were strong, caring, and motivated,” he wrote in his 1998 book Combatting Cult Mind Control. Because it took so much time and money to enlist a new member, they avoided wasting resources on someone who seemed liable to break down right away. (Similarly, multilevel marketing higher-ups agree that their most profitable recruits aren’t those in urgent need of cash but instead folks determined and upbeat enough to play the long game. More on that in part 4.) Eileen Barker’s studies of the Moonies confirmed that their most obedient members were intelligent, chin-up folks. They were the children of activists, educators, and public servants (as opposed to wary scientists, like my parents). They were raised to see the good in people, even to their own detriment. In this way, it’s not desperation or mental illness that consistently suckers people into exploitative groups—instead, it’s an overabundance of optimism.

As Dr. Fauci’s policies took hold globally, 300 million humans fell into dire poverty, food insecurity, and starvation. “Globally, the impact of lockdowns on health programs, food production, and supply chains plunged millions of people into severe hunger and malnutrition,” said Alex Gutentag in Tablet Magazine.27 According to the Associated Press (AP), during 2020, 10,000 children died each month due to virus-linked hunger from global lockdowns. In addition, 500,000 children per month experienced wasting and stunting from malnutrition—up 6.7 million from last year’s total of 47 million—which can “permanently damage children physically and mentally, transforming individual tragedies into a generational catastrophe.”28 In 2020, disruptions to health and nutrition services killed 228,000 children in South Asia.29 Deferred medical treatments for cancers, kidney failure, and diabetes killed hundreds of thousands of people and created epidemics of cardiovascular disease and undiagnosed cancer. Unemployment shock is expected to cause 890,000 additional deaths over the next 15 years.30,31 The lockdown disintegrated vital food chains, dramatically increased rates of child abuse, suicide, addiction, alcoholism, obesity, mental illness, as well as debilitating developmental delays, isolation, depression, and severe educational deficits in young children. One-third of teens and young adults reported worsening mental health during the pandemic. According to an Ohio State University study,32 suicide rates among children rose 50 percent.33 An August 11, 2021 study by Brown University found that infants born during the quarantine were short, on average, 22 IQ points as measured by Baylor scale tests.34 Some 93,000 Americans died of overdoses in 2020—a 30 percent rise over 2019.35 “Overdoses from synthetic opioids increased by 38.4 percent,36 and 11 percent of US adults considered suicide in June 2020.37 Three million children disappeared from public school systems, and ERs saw a 31 percent increase in adolescent mental health visits,”38,39 according to Gutentag. Record numbers of young children failed to reach crucial developmental milestones.40,41 Millions of hospital and nursing home patients died alone without comfort or a final goodbye from their families. Dr. Fauci admitted that he never assessed the costs of desolation, poverty, unhealthy isolation, and depression fostered by his countermeasures. “I don’t give advice about economic things,”42 Dr. Fauci explained. “I don’t give advice about anything other than public health,” he continued, even though he was so clearly among those responsible for the economic and social costs.

I have come, my lovely,” Roddy said with his usual sardonic grin as he swept her a deep bow, “in answer to your urgent summons-and, I might add,-“ he continued, “before I presented myself at the Willingtons’, exactly as your message instructed.” At 5’10”, Roddy Carstairs was a slender man of athletic build with thinning brown hair and light blue eyes. In fact, his only distinguishing characteristics were his fastidiously tailored clothes, a much-envied ability to tie a neckcloth into magnificently intricate folds that never drooped, and an acid wit that accepted no boundaries when he chose a human target. “Did you hear about Kensington?” “Who?” Alex said absently, trying to think of the best means to persuade him to do what she needed done. “The new Marquess of Kensington, once known as Mr. Ian Thornton, persona non grata. Amazing, is it not, what wealth and title will do?” he continued, studying Alex’s tense face as he continued, “Two years ago we wouldn’t have let him past the front door. Six months ago word got out that he’s worth a fortune, and we started inviting him to our parties. Tonight he’s the heir to a dukedom, and we’ll be coveting invitations to his parties. We are”-Roddy grinned-“when you consider matters from this point of view, a rather sickening and fickle lot.” In spite of herself, Alexandra laughed. “Oh, Roddy,” she said, pressing a kiss on his cheek. “You always make me laugh, even when I’m in the most dreadful coil, which I am now. You could make things so very much better-if you would.” Roddy helped himself to a pinch of snuff, lifted his arrogant brows, and waited, his look both suspicious and intrigued. “I am, of course, your most obedient servant,” he drawled with a little mocking bow. Despite that claim, Alexandra knew better. While other men might be feared for their tempers or their skill with rapier and pistol, Roddy Carstairs was feared for his cutting barbs and razor tongue. And, while one could not carry a rapier or a pistol into a ball, Roddy could do his damage there unimpeded. Even sophisticated matrons lived in fear of being on the wrong side of him. Alex knew exactly how deadly he could be-and how helpful, for he had made her life a living hell when she came to London the first time. Later he had done a complete turnabout, and it had been Roddy who had forced the ton to accept her. He had done it not out of friendship or guilt; he had done it because he’d decided it would be amusing to test his power by building a reputation for a change, instead of shredding it. “There is a young woman whose name I’ll reveal in a moment,” Alex began cautiously, “to whom you could be of great service. You could, in fact, rescue her as you did me long ago, Roddy, if only you would.” “Once was enough,” he mocked. “I could hardly hold my head up for shame when I thought of my unprecedented gallantry.” “She’s incredibly beautiful,” Alex said. A mild spark of interest showed in Roddy’s eyes, but nothing stronger. While other men might be affected by feminine beauty, Roddy generally took pleasure in pointing out one’s faults for the glee of it. He enjoyed flustering women and never hesitated to do it. But when he decided to be kind he was the most loyal of friends.

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Who will have their strength renewed? “Those who wait upon the Lord”. Waiting could signify passivity: being still. Waiting could also indicate action: serving. Waiting — either kind — can be nearly impossible while we are being run by our emotions. In learning to balance your emotions with wisdom, learning to wait upon the Lord in both senses of the word, you will find that your strength is renewed every day in every situation. On the other hand, operating out of emotions can be exhausting. In your Christian walk, the ability to discern seasons is vital. There are times in your life where immediate action is not only unnecessary, it can be damaging. There are situations in which your best course of action is to “be still and know that He is God” (Psalm 46:10). Allowing Him to speak to you in the midst of your storm, finding your peace in Christ when your life seems upside down may be exactly what is needed. There are times when patience is the order of the day, and waiting on the Lord to move or instruct you in the way you are to move is exactly what is needed. Sometimes the most difficult course to take is to wait and allow the Lord to direct your heart “into the love of God and the patience of Christ” (2 Thessalonians3:5). However difficult it may be, practicing waiting will serve you well. “Waiting” can also signify an action. A waitress will wait on you in your favorite restaurant. You may wait on, or serve, your family. In being able to discern the seasons of waiting passively, we must also be able to discern the seasons of waiting actively. Even in times when you might feel unsure of the next step, there are continually ways for you to serve the Lord: prayer, study, service to others being a few examples. In times when everything is going along smoothly, waiting actively on the Lord is always in order. Paul encourages young Timothy to “be diligent to show yourself approved” (2 Timothy 2:15). In learning to wait actively on the Lord, it is good advice for us as well. Applying ourselves to faithful service to the Lord (active waiting) will sustain us through times when the waiting requires patience and stillness. In our Christian walk, both kinds of “waiting” are needed: an active waiting on or serving the Lord, and likewise a passive waiting for the Lord to move on your behalf. As everything in our relationship with the Lord is a partnership or covenant, this waiting is a “two way street”. As we serve the Lord, He is moved to action on our behalf. Psalm 37:3-7 speaks to both kinds of waiting (parentheses mine): “Trust in the LORD (passive), and do good (active); Dwell in the land (passive), and feed on His faithfulness (active). Delight yourself also in the LORD, And He shall give you the desires of your heart. Commit your way to the LORD (active), Trust also in Him (passive), And He shall bring it to pass (the Lord’s action). He shall bring forth your righteousness as the light, And your justice as the noonday (the Lord’s action). Rest in the LORD (passive), and wait patiently for Him (passive)”. Tremendous and amazing results can come from this kind of waiting. Of course, the Lord in His generous and kind manner will send you opportunities to practice if you want to learn to wait! In His providence, those opportunities are already provided — it is for you to take advantage of them. Will you? Unfortunately, patience is not one of Ahasuerus’ virtues. He is motivated by his emotions, and seems to rush right into whatever comes into his mind without much forethought. Let’s return to Persia, and find out what Ahasuerus is rushing into today. After these things, when the wrath of King Ahasuerus subsided, he remembered... Esther 2:1 “After these things”…. By the beginning of chapter two, four years have passed since King Ahasuerus dethroned Queen Vashti. God was working through this Persian chronicler as he wrote this history

Less apparent at the time, but in many ways more problematic, were deep-seated structural developments in the work force. By the late 1960s millions of baby boomers were already crowding the job market. Ever-higher percentages of women were also looking for employment outside the home. A rise in immigrant workers, made possible after 1968 by the immigration law of 1965, did not affect most labor markets but further intensified popular unease. These developments combined to hike the numbers seeking work by 10.1 million between 1964 and 1970, or 1.6 million per year. Many of these people landed in the service sector of the economy—as employees in fast-food chains, discount retail outlets, hospitals, and nursing homes—or as clerical or maintenance workers. Most of these jobs tended to be part-time, offering low pay and benefits.80

What the restless young still lacked in the 1950s was the greatly magnified sense of possibility—of open-ended entitlement—that was to give them greater energy and hope in the 1960s. Instead, they encountered still strong cultural norms that prescribed traditional roles for "growing up": "girls" were to become wives and homemakers, "boys" were to enter the armed services and then become breadwinners. Few young men, Presley included, imagined that they should avoid the draft: half of young men coming of age between 1953 and 1960 ended up in uniform, most for two years or more.

264. The longest passenger rail service currently running directly between two cities runs from Moscow, Russia to Pyongyang, North Korea, a distance of 6,380 mi (10,267 km). The trip takes 206 hours (8.5 days). 265. There is a popular myth that bats always turn left when exiting a cave but this is not true. In fact, some bats can fly in any direction, and some bats don’t live in caves. 266. The Assyrian New Year is celebrated on the 1st of April. However, this day is better known as April Fools’ Day. 267. A person who looked very like you or even exactly like you once lived or will live on the planet. There’s even a small chance this person lives today and that you will meet one day.

For thirty years Jesus lived at home with brothers and sisters who did not believe in Him, and when He began His ministry they said He was mad. “As He is, so are we in this world.” We say, “When I was born again I thought it would be a time of great illumination and service, and instead of that I have had to stay at home with people who have criticized me and limited me on the right hand and on the left. I have been misunderstood and misrepresented.” “A disciple is not above his teacher” (Matthew 10:24). Do we think our lot ought to be better than Jesus Christ’s? We can easily escape the submissions if we like, but if we do not submit, the Spirit of God will produce in us the most ghastly humiliation before long. Knowing that Jesus has prayed for us makes us submit.

Fines, often in the thousands of dollars, are assessed against many prisoners when they are sentenced. There are twenty-two fines that can be imposed in New Jersey, including the Violent Crime Compensation Assessment (VCCA), the Law Enforcement Officers Training & Equipment Fund (LEOT), and Extradition Costs (EXTRA). The state takes a percentage each month out of a prisoner’s wages to pay for penalties. It can take decades to pay fines. Some 10 million Americans owe $50 billion in fees and fines because of their arrest or imprisonment, according to a 2015 report by the Brennan Center. If a prisoner who is fined $10,000 at sentencing relies solely on a prison salary, he or she will owe about $4,000 after making monthly payments for twenty-five years. Prisoners often leave prison in debt to the state. And if they cannot continue to make regular payments—difficult because of high unemployment among ex-felons—they are sent back to prison. High recidivism is part of the design. Most of the prison functions once handled by governments have become privatized. Corporations run prison commissaries and, since the prisoners have nowhere else to shop, often jack up prices by as much as 100 percent. Corporations have taken over the phone systems and grossly overcharge prisoners and their families. They demand exorbitant fees for money transfers from families to prisoners. And corporations, with workshops inside prisons, pay little more than a dollar a day to prison laborers. Food and merchandise vendors, construction companies, laundry services, uniform companies, prison equipment vendors, cafeteria services, manufacturers of pepper spray, body armor, and the array of medieval-looking instruments used for the physical control of prisoners, and a host of other contractors feed like jackals off prisons. Prisons, in America, are big business.

The estimated value of the water filtration and storage services provided by the earth's forests is more than $4 trillion a year; as a corollary, for every 10 percent reduction of forest land, the cost of treating drinking water grow by about 20 percent.

growing up so poor that for a time his family lived in their Volkswagen van on a relative’s lawn, Jim Carrey believed in his future. Every night in the late 1980’s, Carrey would drive atop a large hill that looked down over Los Angeles and visualize directors valuing his work. At the time, he was a broke and struggling young comic. One night in 1990, while looking down on Los Angeles and dreaming of his future, Carrey wrote himself a check for $10 million and put in the notation line “for acting services rendered.” He dated the check for Thanksgiving 1995 and stuck it in his wallet. He gave himself five years. And just before Thanksgiving of 1995, he got paid $10 million for Dumb and Dumber.

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The earth and all life upon it endured and was devastated by what can only be described as a globally distributed firestorm at the onset of the Younger Dryas around 12,800 years ago. In this planetary debacle, 10 million square kilometers of trees and other plant matter burned. To put that in perspective, the United Kingdom was in a state of traumatic shock in late June and early July 2018 after 4,942 acres of Lancashire moorland were consumed by wildfires. That's an area of just 20 square kilometers, but firefighters and emergency services from seven counties were utterly overwhelmed by the blaze and the military had to be brought in to assist. Meanwhile, a report in the Sacramento Bee dated July 2, 2018, opined that California's wildfire season had started early, with two 'major fires' already fought at huge expense and requiring evacuation of local residents. These two fires were estimated to have consumed 85,000 acres, which sounds an awful lot but in fact converts to just 344 square kilometers. The previous years, 2017, was California's most destructive wildfire season then on record, with a total of 1.25 million acres burned. The cost of dealing with the disaster, including fire suppression, insurance, and recovery expenditures, was estimated at US$180 billion. Yet 1.38 million acres converts to just 5,585 square kilometers--an insignificant fraction (around 0.05 percent--that is, a twentieth of 1 percent) of the 10 million square kilometers destroyed in the Younger Dryas wildfires.

10. maritime mail service When you're keen on sending a message in a bottle but dubious about the delivery mechanism, consider the following factors from science-minded seafarers: choose a dark bottle, roll the message inward to avoid the ink fading in the sun, drop the bottle in a place with a steady current, and wait a loooooong time. (As of this book's publication, the world's oldest message in a bottle was discovered 132 years after it was sent.) Is this the wrong time to mention that the greatest predictor of survival is hope?

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The fourth and fifth laws, respectively: ‘Jews are normally subject to a 10 p.m. curfew’ and ‘Jews are allowed six years elementary schooling only.’ The remaining laws, in sequence: ‘Jewish houses in the town of Kamishli are to be marked in red’; ‘Jews are barred from jobs in the public service, public institutions and banks’; ‘Government officials and military personnel are forbidden to buy in Jewish shops’; ‘Foreigners may not visit the Jewish quarters

The /utility /economists, according to Wicksell, were committed to a “thoroughly revolutionary programme” precisely on this question of distribution of income.^9 Marshall, and to some extent Pigou, got out of the fix that their theory had landed them in by emphasizing the danger to total physical national income that would be associated with an attempt to increase its /utility /by making its distribution more equal. This argument has been spoiled by the Keynesian revolution. If, as Keynes expected, saving is more than sufficient for a satisfactory rate of private investment, to use it for social purpose is not only harmless but actually beneficial to National Income, while if more total saving is needed than would be forthcoming under /laisser faire /it can easily be supplemented by budget surpluses. Edgworth, as we saw above,^10 and many after him, took refuge in the argument that we do not really know that greater equality would promote greater happiness, because individuals differ in their capacity for happiness, so that, until we have a thoroughly scientific hedonimeter, “the principle ‘every man, and every woman, to count for one,’ should be very cautiously applied.”^11 Many years ago, this point of view was expressed by Professor Harberler: “How do I know that it hurts you more to have your leg cut off than it hurts me to be pricked by a pin?” It seemed at the time that it would have been more telling if he had put it the other way round. Such arguments are getting rather dangerous nowadays, for though we shall presumably never have a hedonimeter whose findings would be unambiguous, the scientific measurement of pain is fairly well developed, and it would be very surprising if a national survey of the distribution of susceptibility to pain turned out to have just the same skew as the distribution of income. If the question is once put: Would a greater contribution to human welfare be made by an investment in capacity to produce knick-knacks that have to be advertised in order to be sold or an investment in improving the health service, it seems to me that the answer would be only too obvious; the best reply that /laisser-faire /ideology can offer is not to ask the question. [pp. 127-8]

To practice zazen, Suzuki-roshi often reminded his students, is to study the self. By 1983, the senior priests at Zen Center had logged a lot of hours in the study hall. The work and meditation schedule they kept was famous for its rigor. Typically, they sat for almost two hours every morning, beginning at five, attended a midday service, and sat again for an hour or two in the evening until nine. During the two annual Practice Periods, the daily meditation periods were extended. Once a month, they sat for twelve or fourteen hours—a one-day sesshin (intensive retreat). At the end of each Practice Period, they sat a seven day sesshin—twelve to fourteen hours a day for seven straight days, during which they took their meager meals in the zendo, and slept on their cushions. In fifteen years, Reb, Yvonne, Lew, and the other senior students who'd kept the daily schedule had each sat zazen for at least 10,000 to 15,000 hours. And yet, by any common-sense standard, the most seasoned meditators at Zen Center repeatedly flunked simple tests of self-awareness. "I wonder," wrote a former Zen Center student in a letter to Yvonne in 1987, "if in some cases doing zazen doesn't augment or aggravate the dissociative process—as if in some way it cauterizes the personality and seals it off, encapsulates it, widens the breach between heart and mind.

In 2019, 10.28 million Koreans used music streaming services, with Melon boasting 4.1 million active monthly users. For an entire platform of this magnitude to go down because of the demand for just one album was like a pebble being thrown into the ocean displacing all of its water into space.

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Self-Analysis Questionnaire for Personal Inventory. 1.   Have I attained the goal which I established as my objective for this year? (You should work with a definite yearly objective to be attained as a part of your major life objective.) 2.   Have I delivered service of the best possible quality of which I was capable, or could I have improved any part of this service? 3. Have I delivered service in the greatest possible quantity of which I was capable? 4. Has the spirit of my conduct been harmonious and cooperative at all times? 5. Have I permitted the habit of procrastination to decrease my efficiency, and if so, to what extent? 6. Have I improved my personality, and if so, in what ways? 7. Have I been persistent in following my plans through to completion? 8. Have I reached decisions promptly and definitely on all occasions? 9. Have I permitted any one or more of the six basic fears to decrease my efficiency? 10. Have I been either over-cautious, or under-cautious? 11. Has my relationship with my associates in work been pleasant, or unpleasant? If it has been unpleasant, has the fault been partly, or wholly mine? 12. Have I dissipated any of my energy through lack of concentration of effort? 13. Have I been open-minded and tolerant in connection with all subjects? 14. In what way have I improved my ability to render service? 15. Have I been intemperate in any of my habits? 16. Have I expressed, either openly or secretly, any form of egotism? 17. Has my conduct toward my associates been such that it has induced them to respect me? 18. Have my opinions and decisions been based upon guesswork, or accuracy of analysis and thought? 19. Have I followed the habit of budgeting my time, my expenses, and my income, and have I been conservative in these budgets? 20. How much time have I devoted to unprofitable effort which I might have used to better advantage? 21. How may I re-budget my time, and change my habits so I will be more efficient during the coming year? 22. Have I been guilty of any conduct which was not approved by my conscience? 23. In what ways have I rendered more service and better service than I was paid to render? 24. Have I been unfair to anyone, and if so, in what way? 25. If I had been the purchaser of my own services for the year, would I be satisfied with my purchase? 26. Am I in the right vocation, and if not, why not? 27. Has the purchaser of my services been satisfied with the service I have rendered, and if not, why not? 28. What is my present rating on the fundamental principles of success? (Make this rating fairly and frankly, and have it checked by someone who is courageous enough to do it accurately.)

Inspiration struck. “What if Levity came along? You have similar coloring. If anyone asked, we could say you’re a relative of hers.” “This is a good plan. She is a good companion for you.” He shyly added, “Your heart beats for her.” “It’s mortifying, knowing you lot can tell.” Torloo said, “It is simpler to be honest. If you gave chase, I do not think Levity would run very far or very fast.” Murph sighed. “I know you mean well, but I can’t exactly take dating advice from a child.” With the barest hint of a smile, Torloo said, “I am one hundred and forty-three years old,

The most important part of the daily ministration was the service performed in behalf of individuals. The repentant sinner brought his offering to the door of the tabernacle, and, placing his hand upon the victim’s head, confessed his sins, thus in figure transferring them from himself to the innocent sacrifice. By his own hand the animal was then slain, and the blood was carried by the priest into the holy place and sprinkled before the veil, behind which was the ark containing the law that the sinner had transgressed. By this ceremony the sin was, through the blood, transferred in figure to the sanctuary. In some cases the blood was not taken into the holy place; [See appendix, note 6.] but the flesh was then to be eaten by the priest, as Moses directed the sons of Aaron, saying, “God hath given it you to bear the iniquity of the congregation.” [355] Leviticus 10:17. Both ceremonies alike symbolized the transfer of the sin from the penitent to the sanctuary. Such was the work that went on day by day throughout the year. The sins of Israel being thus transferred to the sanctuary, the holy places were defiled, and a special work became necessary for the removal of the sins. God commanded that an atonement be made for each of the sacred apartments, as for the altar, to “cleanse it, and hallow it from the uncleanness of the children of Israel.” Leviticus 16:19. Once a year, on the great Day of Atonement, the priest entered the most holy place for the cleansing of the sanctuary. The work there performed completed the yearly round of ministration.

My God! How could you allow this woman to get worse, when she is doing all she can to get better? What in the world is going on? Have you ever wondered the same in your sin predicament as you make valiant efforts to overcome temptation? Have you gone to teacher-after-teacher, and pastor-after-pastor, searching for a remedy to your addiction to drugs, stealing, illicit sex, liquor, gambling, or evil entertainments? Did you get better, or did you get progressively worse over the years? Well, this woman, now an outcast from Jewish society due to the fact that her vaginal bleeding made her ceremonially unclean, and excluded from attendance of temple services and many other regular activities, knew that the Master was nearby. With all the faith she had, she crawled through the crowd so she…could…just…touch, the blue hem/tassel of His garment. She believed that if she could simply touch the border of His garment. Which represented the Throne of God, and His holy Ten Commandment Law (Exodus 24:9-10; Ezekiel 1:26; Numbers 15:37-41), she would be whole. So, that she did!

I HAVE WRITTEN LARGELY with reference to students spending an unreasonably long time in gaining an education; but I hope I shall not be misunderstood in regard to what is essential education. I do not mean that a superficial work should be done, that may be illustrated by the way in which some portions of the land are worked in Australia. The plow was put into the soil to the depth of only a few inches, the ground was not prepared for the seed, and the harvest was meager, corresponding to the superficial preparation that was given to the land. God has given inquiring minds to youth and children. Their reasoning powers are entrusted to them as precious talents. It is the duty of parents to keep the matter of their education before them in its true meaning: for it comprehends many lines. They should be used in the service of Christ for the uplifting of fallen humanity. Our schools are the Lord’s special instrumentality to fit up the children and the youth for missionary work. Parents should understand their responsibility, and help their children to appreciate the great blessings and privileges that God has provided for them in educational advantages. But their domestic education should keep pace with their education in literary lines. In childhood and youth, practical and literary training should be combined, and the mind stored with knowledge. Parents should feel that they have solemn work to do, and should take hold of it earnestly. They are to train and mold the characters of their children. They should not be satisfied with doing a surface work. Before every child is opened up a life involved with highest interests; for they are to be made complete in Christ through the instrumentalities which God has furnished. The soil in the heart should be preoccupied, the seeds of truth should be sown there in the earliest years. If parents are careless in this matter, they will be called to account for their unfaithful stewardship. Children should be dealt with tenderly and lovingly, and taught that Christ is {10} their personal Saviour, and that by the simple process of giving their hearts and minds to Him, they become His disciples.

How Long Will It Take? You can’t blame people for wanting instant results. Time is money, and quickness, especially quick OODA loops, is good. But when it comes to adopting maneuver conflict / Boyd’s principles to your business, there is a lot to be learned and a lot to be done. Consider that: •   According to its principle creator, Taiichi Ohno, it took 28 years (1945-1973) to create and install the Toyota Production System, which is maneuver conflict applied to manufacturing. •   It takes roughly 15 years of experience—and recognition as a leader in one’s technical field—to qualify as a susha (development manager) for a new Toyota vehicle.150 •   Studies of people regarded as the top experts in a number of fields suggest that they practice about four hours a day, virtually every day, for 10 years before they achieve a recognized level of mastery.151 •   It takes a minimum of 8 years beyond a bachelor’s degree to train a surgeon (4 years medical school and 4 or more years of residency.) •   It takes four to six years on the average beyond a bachelor’s degree to complete a Ph.D. •   It takes three years or so to earn a black belt (first degree) in the martial arts and four to six years beyond that to earn third degree, assuming you are in good physical condition to begin with. •   It takes a bare minimum of five years military service to qualify for the Special Forces “Green Beret” (minimum rank of corporal / captain with airborne qualification, then a 1-2 year highly rigorous and selective training program.) •   It takes three years to achieve proficiency as a first level leader in an infantry unit—a squad leader.152 It is no less difficult to learn to fashion an elite, highly competitive company. Yet for some reason, otherwise intelligent people sometimes feel they should be able to attend a three-day seminar and return home experts in maneuver conflict as applied to business. An intensive orientation session may get you started, but successful leaders study their art for years—Patton, Rommel, and Grant were all known for the intensity with which they studied military history and current campaigns. Then-LTC David Hackworth had commanded 10 other units before taking over the 4th Battalion, 39th Infantry in Vietnam in 1969, as he described in Steel My Soldiers’ Hearts. You may also recall the scene in We Were Soldiers where LTC Hal Moore unloaded armfuls of strategy and history books as he was moving into his quarters at Ft. Benning. At that point, he had been in the Army 20 years and had commanded at every level from platoon to battalion.

Most studies find that each murder in America leads to costs of between $10 million and $12 million, including police and prison bills and social services for families of victims and perpetrators. The University of Chicago Crime Lab calculates that gun violence costs every Chicago household about $2,500 a year. Crime

The real goal is 80 percent or better. If you’re above that level, you have a well-oiled machine with the traction you require. The highest score ever achieved is 88 percent, by The Benefits Company, a 10-person organization that is one of the best small companies I’ve ever seen. Rob Tamblyn, the owner and a pure visionary, had a vision to create the best service company in the benefits business. Since beginning The EOS Process, The Benefits Company has experienced 30 percent growth on average every year for the last five years. To say that it’s gaining traction would be an understatement.

Learn about Public Service Loan Forgiveness The PSLF Program (Public Service Loan Forgiveness) encourages people to proceed and continue their participation in public service careers. In this program, eligible individuals are entitled for forgiveness of their remaining balance that is due on their federal student loans. However, they may only qualify if they were able to make 120 payments on these loans, which are under a particular repayment plan. These individuals also have a full-time employment status from public service companies, so they may qualify for the PSLF. Let’s discuss Public Service Loan Forgiveness with The Student Loan Help Center Team. How to Obtain Remaining Balances on Direct Loans If you want to have remaining balances on your direct loans forgiven through the PSLF, you must be able to make 120 monthly payments on direct loans. Furthermore, these payments should be full and made on time. Another important qualification is securing the payment after October 1, 2007. When you make these monthly payments, keep in mind that you should be a full-time employee at any accredited public service company. Important Details about Eligible Loans for Forgiveness As The Student Loan Help Center CEO Bruce Mesnekoff Said Loans that are eligible for the PSLF program are those you have received from a direct loan. On the other hand, Perkins Loans, Federal Family Education Loans (FFEL) and other types of student loans are not valid for PSLF. If you have an existing Perkins loan or FFEL, you have the option to consolidate these into direct consolidation loans, so you may avail of the outstanding benefits offered by the PSLF. Make sure, though, that the payments made on the new loan will be counted toward your payment requirement, which will last for 120 months. Facts about Qualifying Repayment Plans You will be able to maximize your benefits from the PSLF by repaying loans on the IBR (Income Based Repayments) or the ICR (Income Contingent Repayments. These plans enable you to qualify for the PSLF program. The 10-year repayment plan also qualifies you for the PSLF, as well as other plans where the monthly payment you make is equivalent or more than what you are required to pay under the standard 10-year repayment scheme. Before you decide on the best repayment scheme for paying off your direct loans, make sure you are aware of the costs and implications of such decision. When you extend the period in securing your payments for PSLF qualifying payments, you can reduce the remaining balance on your loan when you satisfy all the eligibility requirements for the PSLF program. Moreover, you will have zero balance on loans to be forgiven when you are able to make all 120 monthly payments through the 10 year standard repayment scheme. You can expect a great reduction on your monthly payments under the ICR or IBR plans, as compared to other qualifying repayment options for the PSLF program. Moreover, the repayment term is likely to extend. With a longer period in repaying your loans, you can expect additional interest to accumulate on your loan. Keep in mind, though, that your inability to meet the PSLF requirements will entitle you to pay off the entire loan balance, as well as the accrued interest.

Growing up with well-educated parents and an older sister with her Master’s Degree in English Language and Literature, I was left with little wiggle room as a child to use poor grammar. When I would inadvertently slip, I would be corrected in a matter of moments—excuse me, seconds! While it may have been irritating for a 10-year-old, I am eternally grateful as an adult that the grammar police kept me in line.

DAY 25: What specific instructions did Paul give Timothy that would apply to a young person? A young person seeking to live as a disciple of Jesus Christ can find essential guidelines in 4:12–16, where Paul listed five areas (verse 12) in which Timothy was to be an example to the church: 1. In “word” or speech—see also Matthew 12:34–37; Ephesians 4:25, 29, 31. 2. In “conduct” or righteous living—see also Titus 2:10; 1 Peter 1:15; 2:12; 3:16. 3. In “love” or self-sacrificial service for others—see also John 15:13. 4. In “faith” or faithfulness or commitment, not belief—see also 1 Corinthians 4:2. 5. In “purity” and particularly sexual purity—see also 4:2. The verses that follow hold several other building blocks to a life of discipleship: 1. Timothy was to be involved in the public reading, study, and application of Scripture (v. 13). 2. Timothy was to diligently use his spiritual gift that others had confirmed and affirmed in a public way (v. 14). 3. Timothy was to be committed to a process of progress in his walk with Christ (v. 15). 4. Timothy was to “take heed” to pay careful attention to “yourself and to the doctrine” (v. 16). The priorities of a godly leader should be summed up in Timothy’s personal holiness and public teaching. All of Paul’s exhortations in vv. 6–16 fit into one or the other of those two categories. By careful attention to his own godly life and faithful preaching of the Word, Timothy would continue to be the human instrument God would use to bring the gospel and to save some who heard him. Though salvation is God’s work, it is His pleasure to do it through human instruments.

WhatsApp user base crosses 70 million in India The total user base for WhatsApp is 600 million, according to a a vice-president of the company. Photo: AFP By PTI | 328 words Mumbai: Mobile messenger service WhatsApp's user base in India has grown to 70 million active users, which is over a 10th of its global users, its business head Neeraj Arora said on Sunday. "We have 70 million active users here who use the application at least once a month," Arora, a vice-president with WhatsApp, said at the fifth annual INK Conference in Mumbai. He said the total user base for the company, which was bought by Facebook in a $19-billion deal earlier this year, is 600 million. With over a 10th of the users from the country, India is one of the biggest markets for WhatsApp, he said, adding connecting billions of people in markets like India and Brazil is the aim of the company. Arora, an alumnus of Indian Institute of Technology (IIT)-Delhi and ISB Hyderabad, said WhatsApp will continue to hold a distinct identity even after the takeover by Facebook and will not get merged with the social networking giant. He said WhatsApp, which has only 80 employees, will benefit through learnings from the social networking giant. Arora, who first heard of WhatsApp as a business development executive for the Internet search firm Google Inc. and later joined as its business head, said it took two years to stitch the $19 billion deal announced this April. Interestingly, Arora said he would have paid a fraction of the sum to buy WhatsApp three years back. It would have been in "low tens of million" dollars, he said stressing that the company has grown a lot since then. Arora said the user-base has doubled to 600 million from the 30 million when he joined three years ago. The company has flourished because of its focus on the product, rather than the business side of things, he said. "The founders wanted to develop a cool product which will be used by millions and did not have business things like valuations," he said, stressing that this continues to be a motto of the company.

Moreover, these changes occurred when most American households actually found their real incomes stagnant or declining. Median household income for the last four decades is shown in the chart above. But this graph, disturbing as it is, conceals a far worse reality. The top 10 percent did much better than everyone else; if you remove them, the numbers change dramatically. Economic analysis has found that “only the top 10 percent of the income distribution had real compensation growth equal to or above . . . productivity growth.”14 In fact, most gains went to the top 1 percent, while people in the bottom 90 percent either had declining household incomes or were able to increase their family incomes only by working longer hours. The productivity of workers continued to grow, particularly with the Internet revolution that began in the mid-1990s. But the benefits of productivity growth went almost entirely into the incomes of the top 1 percent and into corporate profits, both of which have grown to record highs as a fraction of GNP. In 2010 and 2011 corporate profits accounted for over 14 percent of total GNP, a historical record. In contrast, the share of US GNP paid as wages and salaries is at a historical low and has not kept pace with inflation since 2006.15 As I was working on this manuscript in late 2011, the US Census Bureau published the income statistics for 2010, when the US recovery officially began. The national poverty rate rose to 15.1 percent, its highest level in nearly twenty years; median household income declined by 2.3 percent. This decline, however, was very unequally distributed. The top tenth experienced a 1 percent decline; the bottom tenth, already desperately poor, saw its income decline 12 percent. America’s median household income peaked in 1999; by 2010 it had declined 7 percent. Average hourly income, which corrects for the number of hours worked, has barely changed in the last thirty years. Ranked by income equality, the US is now ninety-fifth in the world, just behind Nigeria, Iran, Cameroon, and the Ivory Coast. The UK has mimicked the US; even countries with low levels of inequality—including Denmark and Sweden—have seen an increasing gap since the crisis. This is not a distinguished record. And it’s not a statistical fluke. There is now a true, increasingly permanent underclass living in near-subsistence conditions in many wealthy states. There are now tens of millions of people in the US alone whose condition is little better than many people in much poorer nations. If you add up lifetime urban ghetto residents, illegal immigrants, migrant farm-workers, those whose criminal convictions sharply limit their ability to find work, those actually in prison, those with chronic drug-abuse problems, crippled veterans of America’s recently botched wars, children in foster care, the homeless, the long-term unemployed, and other severely disadvantaged groups, you get to tens of millions of people trapped in very harsh, very unfair conditions, in what is supposedly the wealthiest, fairest society on earth. At any given time, there are over two million people in US prisons; over ten million Americans have felony records and have served prison time for non-traffic offences. Many millions more now must work very long hours, and very hard, at minimum-wage jobs in agriculture, retailing, cleaning, and other low-wage service industries. Several million have been unemployed for years, exhausting their savings and morale. Twenty or thirty years ago, many of these people would have had—and some did have—high-wage jobs in manufacturing or construction. No more. But in addition to growing inequalities in income and wealth, America exhibits

I believe it is the responsibility of each of us to pass on whatever we have learned in our time here. If I reach enlightenment after meditating in a cave for 10 years, but do not pass on this teaching and it dies with me, this was a wasted life. I believe we are here to help one another, and each of us has a unique wisdom that we should do our best to convey to others.

They were so happy to be relieved of those strictures that they very quickly lapsed. Not everyone, of course, but the majority. We built the company a little too fast, and consequently the last 50 percent of the people hired really didn't have much commitment to the corporate culture. There were some warning signs. Consider McKinsey, which holds itself out as one of the world's leading repositories of knowledge on how to manage a business. They say they'll never grow their company by more than 25 percent per year, because otherwise it's just too hard to transmit the corporate culture. So if you're growing faster than 25 percent a year, you have to ask yourself, "What do I know about management that McKinsey doesn't know?" I still think it's more efficient—this is just an old Lisp programmer's standard way of thinking—if you have two really good people and a very powerful tool. That's better than having 20 mediocre people and inefficient tools. ArsDigita demonstrated that pretty well. We were able to get projects done in about 1/5th the time and probably at about 1/10th or 1/20th the cost of people using other tools. Of course, we would do it at 1/20th of the cost and we would charge 1/10th of the cost. So the customer would have a big consumer surplus. They would pay 1/10th of what they would have paid with IBM Global Services or Broadvision or something, but we would have a massive profit margin because we'd be spending less than half of what they paid us to do the job.

He leadeth me beside the still waters. He restoreth my soul…. —Psalm 23:2–3 (KJV) I grew up on a farm, doing chores after school and helping with garden or livestock during the summer. I worked hard as a farm wife and mother, and later held a demanding job with a church social service agency. Although I’m now retired, I’m still most comfortable with a never-ending to-do list. That’s why I said no when my husband, Don, asked me to attend a business conference with him. “There wouldn’t be anything for me to do,” I explained. “The resort brochure lists golf as the main draw, and I don’t play.” Don didn’t give up, so I reluctantly packed my suitcase and off we went. The hotel was surrounded by the golf course. There were four swimming pools, but the daytime temperatures were in the low sixties. For the first time in years I had nothing to do. No schedule, no phone calls, no meetings. To my great surprise, I enjoyed it! I read the entire newspaper and worked both crossword puzzles. I ate lunch outdoors amid an improbable but stunning landscape of palm trees and pines, grape hyacinths, honeysuckle, and a dozen types of cacti. Afternoons, I walked the easier trails, sat in the sunshine, and watched ducks paddle around a pond. Since there was nothing productive I could do, I didn’t feel guilty about not doing it. The best part, though, was the lesson I took home: God speaks most clearly when I don’t do; I simply be. Heavenly Father, thank You for teaching me to still my soul. —Penney Schwab Digging Deeper: Ps 46:10

IN BRAZIL, where the state collects a hefty 36% of GDP in taxes and offers mediocre public services in return, tax-dodging is a national sport. The latest scam unearthed by police, treasury and finance-ministry sleuths sets a record. On March 26th they revealed that over the past ten years the government had been cheated of at least 5.7 billion reais ($1.8 billion) in back taxes and fines from firms, and perhaps as much as 19 billion reais. That would be enough to pay three-quarters of the bill for last year’s football World Cup. It is nearly twice the suspicious payments in a separate corruption scheme involving Petrobras, a state-controlled oil company. Unlike the petrolão, the tax imbroglio does not implicate top politicians. It centres instead on the Administrative Council of Fiscal Resources (CARF), part of the finance ministry, which hears appeals by firms that feel wronged by the tax collectors. Some of its 216 councillors, who decide cases in teams of six, allegedly promised to slash companies’ bills for various taxes, including sales and industrial tax, or make them disappear altogether. In exchange they apparently received 1-10% of the value of the forgone revenue. The bribes were paid in the form of bogus consulting contracts with law firms. To deflect suspicion, the conspirators used firms that do not specialise in tax law. The identity of the suspects remains secret for now. But leaks published in the press suggest that some of Brazil’s biggest firms, in industries ranging from banking to manufacturing, are involved. So, apparently, are a handful of multinationals. There is also much speculation that the dimensions of the scandal will grow: CARF has 105,000 cases pending, with a total value of 520 billion reais.

The New York Times - Daily Edition for Kindle (The New York Times Company) - Clip This Article on Location 970 | Added on Sunday, September 21, 2014 10:35:40 AM Many Veterans Adapt to a Strange World, One With Walls By DAVE PHILIPPS LOS ANGELES — For 30 years after Vietnam, Art Harmon’s address was a dry wash under the 210 freeway, where he tried to forget his tour as a 19-year-old helicopter gunner. “I couldn’t be around human beings anymore,” he said. “I didn’t feel at home anywhere.” Today Mr. Harmon has a one-bedroom apartment in nearby Sun Valley, thanks to what is being described as the largest campaign in history to stamp out homelessness among military veterans, who have constituted as much as a quarter of the nation’s homeless population. Since 2010, the Obama administration has spent $4 billion hiring thousands of staff workers, expanding social services and medical programs, and renting thousands of apartments, seeking to fulfill a pledge by Eric Shinseki, the former secretary of Veterans Affairs, to end veterans’ homelessness by the end

In God’s Kingdom there are no overnight sensations or flash-in-the-pan successes. Anyone who wants to be used of God will experience hidden years in the backside of the desert. During that time the Lord is polishing, sharpening and preparing us to fit into His bow, so at the right time, like “a polished shaft” He can launch us into fruitful service. The invisible years are years of serving, studying, being faithful in another person’s ministry and doing the behind-the-scenes work. The Bible says, ‘God is not unjust; he will not forget your work’ (Hebrews 6:10 NIV 2011 Edition). Be patient; when the time is right He will bring forth the fruit He placed inside you.

If "doctor" means "master teacher," then I think teaching in K-12 for 10 years deserves said title. Our practicum is potent and our expertise is in the service of children. In fact, I might start calling myself Dr. Vilson on principle. Fight me

The Center for Immigration Studies (CIS) estimates that there are 340 jurisdictions with sanctuary policies, located in forty-three states and the District of Columbia. CIS found that in just one eight-month period in 2014, more than 8,100 deportable aliens were released by sanctuary jurisdictions. Three thousand were felons and 62 percent had prior criminal records. Nineteen hundred were later rearrested a total of 4,300 times on 7,500 offenses including assaults, burglaries, sexual assaults, thefts, and even murders—none of which would have occurred except for these sanctuary policies! Such sanctuary policies are illegal under federal immigration law, which specifies that “no State or local government entity may be prohibited, or in any way restricted, from sending to or receiving from the Immigration and Naturalization Service information regarding the immigration status, lawful or unlawful, of any alien in the United States.”9 But in accordance with its nonenforcement policy on immigration, the Obama administration announced in 2010 that it would not sue sanctuary cities for violating federal law. As Kate Steinle’s father, Jim Steinle, told the Senate Judiciary Committee on July 21, 2015: Everywhere Kate went throughout the world, she shined the light of a good citizen of the United States of America. Unfortunately, due to disjointed laws and basic incompetence at many levels, the U.S. has suffered a self-inflicted wound in the murder of our daughter by the hand of a person who should have never been on the streets of this country.10 Kate Steinle’s murderer had been deported five times, and kept reentering the country with no consequences. So on July 9, 2015, Rep. Matt Salmon (R-AZ) introduced H.R. 3011—Kate’s Law—to impose a five-year mandatory prison sentence on anyone arrested in the United States after having been previously deported. A companion bill was introduced in the Senate by Sen. Ted Cruz (R-TX). But the Obama administration made it clear it would not support such a bill if it passed Congress.

The Boeing B-52 Stratofortress strategic bombers, introduced in February 1955, have been in service for an impressive 58 years, and they will probably be phased out around 2045. The grandchildren of people who flew the original batch of B-52s could be flying B-52s today. The last B-52H was built in 1962, and this last group of 85 planes still in service has been modified and improved several times. These bombers can go 650 miles per hour and climb to 50,000 feet with a range of 10,145 miles, and they have broken many flight records. They have flown around the world non-stop in 45 hours 19 minutes with in-flight refueling, and can fly from Japan to Spain with one load of fuel. A B-52 can land sideways in a heavy cross-wind, using its in-board landing gear with coupled steering.

Most Chinese clandestine collection activities are not sophisticated operations, but their numbers compensate for this weakness. To conduct espionage in the United States the MSS draws on the services of: 1,500 Chinese diplomats and commercial representatives 70 PRC establishments and offices 15,000 Chinese students arriving annually 10,000 representatives traveling in 2,700 delegations each year a large ethnic Chinese community2

In the meanwhile, much Company effort was diverted to the East India School. This free school, planned to have dependence on Henrico College, was projected for Charles City. Although emphasis was on the education of the Indian, it seems clear that the colonists' children were likewise a consideration. There is specific comment on this as it related to the East India School. Donations in money and kind such as books and communion service continued to be forthcoming in England. An audit of the Company books early in 1622 showed college receipts to the extent of £2,043 and expenditures of £1,477. In Virginia, George Thorpe continued to encourage peace and friendship with the Indians setting an excellent personal example in this. He did what he could, too, to develop the College lands even planting vines to the number of 10,000.

A loaf of bread cost a quarter of a sesterce. So did a glass of wine.2 We know from graffiti at Pompeii that a prostitute, perhaps not a very elegant one, charged half a sesterce for her services. Entrance to the public baths was just twice that. Roman soldiers earned 1,200 sesterces a year and although there were some perks, they had to buy their own equipment. A casual labourer earned perhaps 2-3 sesterces a day – when he got work. A charity scheme to support poor children, presumably at a fairly basic level, paid between 10 and 12 sesterces a month. A lecturer in rhetoric under Vespasian received 100,000 sesterces a year and this was considered remarkable. It was a similar amount to the purchase price of a first-rate, intelligent slave in the second century, when lessening warfare had reduced the market. One foot of road cost 22 sesterces to lay and a large and elaborate tomb anything from 100,000 to half a million sesterces.

My search for professional/personal harmony led me down the path of asking the wrong question. The question isn’t, “What can I give up today to have what I want tomorrow?” The reality of life is that winning costs. It takes a tremendous amount of dedication and effort. The key question here is, “Are the intrinsic and extrinsic rewards worth the price you have to pay?” There is no right or wrong answer, just ebbs and flows. Malcom Gladwell’s Outliers and Geoff Colvin’s Talent is Overrated are different riffs on the same theme. In theory, it takes approximately 10,000 hours of hard, dedicated practice to get to a level of expertise in any field. It takes the right focus, the right practice and most of all, commitment. Cloud technology today is as ubiquitous as kids having cell phones. However, five years ago it was like the feeling shared by a new married couple. There was a lot of hope and promise but you weren’t sure how it was going to play out. Here’s where it got really interesting. Try selling hope and promise to a highly-regulated global bank with massive footprints in Canada and the USA after the financial crisis of 2008. Selling ice to Eskimos in December would have been easier. That’s the challenge we were up against. I had just moved to Toronto from Chicago. I enjoyed working with my new customer. I was whipping my team into shape. I could now openly indulge in contraband (Cuban cigars). Life was good. God bless Canada! Peter was the cloud specialist on my team. We were partners in every sense of the word. Together, we developed a sales strategy and campaign to sell cloud services to this financial services firm in Canada. Together we pushed the envelope and our teams to achieve the impossible.

To be fair to President Bush, however, his approach to revenue was not a new one. In 1980, the year when Planet Ponzi started to turn, the average effective federal tax rate on the median American household was 11.4%. By 2010, that rate had plummeted to just 4.7%.10 That is not a reasonable amount for the average family to pay in exchange for defense, social security, Medicare, Medicaid, homeland security, the Department of Education, environmental protection, and various other services besides. The results are all too predictable. If you want to understand why we have a deficit in the US, look at figure 3.2. The graph is unusual in that it aggregates all sources of government revenues: not just taxation but other fees, charges, utility revenues, rents‌—‌any money that leaves your pocket and ends up in the government’s.11

I'm Here to Destroy You (Sonnet of Naskars) I'm not here to comfort you, I'm here to make you restless. I'm not here to enlighten you, I'm here to destroy you peaceless. When one Naskar dies, a thousand Naskars will rise. The duties of Naskar are too heavy for self-coddling cowards to carry. That's why, I'm here to destroy you, your last ounce of self care and peace. Doing what you need to sustain yourself is one thing, but to obsess over it is cowardice. I got no business with such cowardly insects, who try to hide pettiness with perfectionism. Give me ten messy vessels restless for purpose, I shall give the world 10,000 years of ascension.

I got no business with such cowardly insects, who try to hide pettiness with perfectionism. Give me ten messy vessels restless for purpose, I shall give the world 10,000 years of ascension.

Chairman of the Joint Chiefs of Staff, General Collin Powell, a Vietnam Vet, then offered one of the most beautiful tributes I've ever heard. "You went, you served, you suffered. The names of eight of your sisters are etched on the wall for having made the supreme sacrifice and yet your service and your sacrifice have been mostly invisible for all these intervening years. When you finished what you had to do, you came quietly home, you stepped back into the background from which you had modestly come. You melted back into a society which for too long now had ignored the vital and endless work that falls to women and is not appreciated as it should be....

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At Esse India, we understand that having a prior DUI offense can complicate your journey towards Canadian permanent residency or obtaining entry visas such as an electronic travel authorization (eTA) or a temporary resident visa (TRV). Canadian authorities evaluate foreign offenses by comparing them to their Canadian equivalents to determine admissibility. This approach is not unique to Canada; those pursuing Australia permanent residency or Germany permanent residency will face similar scrutiny of their criminal records during immigration. However, being inadmissible doesn’t mean your journey ends here. You have options: • Temporary Resident Permit (TRP): If you have a valid reason to enter Canada, you may apply for a TRP. This process has parallels in Australia and Germany, especially if you are using programs like the Global Talent Stream. • Deemed Rehabilitation: In Canada, if over 10 years have passed since your DUI conviction and the offense is deemed non-serious, you may be eligible for deemed rehabilitation. Keep in mind, each country has unique permanent residency requirements. • Criminal Rehabilitation: If you’re not eligible for deemed rehabilitation, you can apply for criminal rehabilitation, which permanently addresses inadmissibility issues. Navigating these complex processes requires expert guidance. Engaging Canada immigration consultants, especially those well-versed in handling cases from India, can make a significant difference. These experts can assist with the PR process for Canada from India, helping with tasks such as securing legal opinion letters to present your case. Similarly, Australia and Germany immigration consultants can help you overcome challenges in these countries. For those aiming for permanent residency, it’s important to be aware of the specific programs in place. In Canada, options like BCPNP (British Columbia Provincial Nominee Program), MPNP (Manitoba Provincial Nominee Program), and NBPNP (New Brunswick Provincial Nominee Program) can be crucial pathways to residency. Whether you're looking to work or study in Canada, Australia, or Germany, partnering with the best immigration consultants or visa consultancy services is vital. They’ll guide you through key processes like the Canada PR process, Australia PR process, or Germany PR procedure, ensuring your application is successful. For students or professionals exploring work-study programs, these countries offer valuable opportunities. With the help of expert consultants, you can smoothly navigate study visas, spouse visas, tourist visas, or your PR application, ensuring your immigration process is legally sound and hassle-free. At Esse India, we are here to guide you every step of the way.

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In North America, it's estimated that $1 billion worth of wood is poached yearly. The Forest Service has pegged the value of poached wood from its land at $100 million annually; in recent years, the agency estimates, 1 in 10 trees felled on public lands in the United States were harvested illegally. Associations of private timber companies gauge the value of wood stolen from them at around $350 million annually. In British Columbia, experts put the cost of timber theft from publicly managed forests at $20 million a year. Globally, the black market for timber is estimated at $157 billion, a figure that includes the market value of the wood, unpaid taxes, and lost revenues. Along with illegal fishing and the black-market animal trade, timber poaching contributes to a $1 trillion illegal wildlife-trade industry that is monitored by international crime organizations such as Interpol.

A full-service office, Ernst & Young estimates, costs $10 million a year or more to operate.

Michael Lipper of the fund-tracking company Lipper Analytical Services said that the warnings applied to mutual funds, too; 475 of 1,728 stock, bond, and balanced funds had invested billions in derivatives, yet such holdings “magically seem to disappear” the day funds have to file statements with shareholders. Although mutual funds are forbidden by government regulation from using leverage to buy securities with borrowed money, the Investment Company Institute, a Washington-based mutual fund trade group, announced that mutual funds not only held derivatives worth $7.5 billion (2.13 percent of total assets), they owned $1.5 billion of the special derivatives called structured notes, of which PERLS was one type. For example, Fidelity Investment’s $10 billion Asset Manager fund had $800 million invested in structured notes in the last quarter of 1993, including leveraged bets on Finnish, Swedish, and British interest rates. One note, based on Canadian rates and leveraged thirteen times, had gained 33 percent the previous year; in the first four months of 1994, that same note plunged 25 percent. What was worse, the mutual fund trade groups didn’t even seem to know about the purchases of PLUS Notes.

Did you know that credit cards automatically give you amazing consumer protection? Here are a few examples you might not know about: ■ Automatic warranty doubling: Most cards extend the warranty on your purchases. So if you buy an iPhone and it breaks after Apple’s warranty expires, your credit card will still cover it up to an additional year. This is true for nearly every credit card for nearly every purchase, automatically. ■ Car rental insurance: If you rent a car, don’t let them sell you on getting the extra collision insurance. It’s completely worthless! You already have coverage through your existing car insurance, plus your credit card will usually back you up to $50,000. ■ Trip-cancellation insurance: If you book tickets for a vacation and then get sick and can’t travel, your airline will charge you hefty fees to rebook your ticket. Just call your credit card and ask for the trip-cancellation insurance to kick in, and they’ll cover those change fees—usually between $3,000 to $10,000 per trip. ■ Concierge services: When I couldn’t find LA Philharmonic tickets, I called my credit card and asked the concierge to try to find some. He called me back in two days with tickets. They charged me (a lot, actually), but he was able to get them when nobody else could.

Several forces can widen a company’s moat: a strong brand identity (think of Harley Davidson, whose buyers tattoo the company’s logo onto their bodies); a monopoly or near-monopoly on the market; economies of scale, or the ability to supply huge amounts of goods or services cheaply (consider Gillette, which churns out razor blades by the billion); a unique intangible asset (think of Coca-Cola, whose secret formula for flavored syrup has no real physical value but maintains a priceless hold on consumers); a resistance to substitution (most businesses have no alternative to electricity, so utility companies are unlikely to be supplanted any time soon).5 The company is a marathoner, not a sprinter. By looking back at the income statements, you can see whether revenues and net earnings have grown smoothly and steadily over the previous 10 years.

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Cheater-detection appears to be highly sensitive to the perspective one adopts (Gigerenzer & Hug, 1992). Consider the following rule: “If an employee gets a pension, he has worked for 10 years.” What would constitute a violation of the social contract? It depends on whom you ask. When participants are instructed to take the employee’s point of view, they seek out workers who have put in more than 10 years but have not received a pension. This would constitute a violation of the social contract by the employer, who failed to grant the pension when it was deserved. On the other hand, when participants are instructed to take the perspective of the employer, they seek out workers who have worked for fewer than 10 years but who nonetheless have taken a pension. This would constitute a violation of the social contract by the employee, who would be taking a pension without having put in the full 10 years of service. Perspective, in short, appears to govern cheater detection.

What I have written in ten years, will last for over 10,000 years. In the process, one man's nonduality will flood the world with humanitarians.

Research shows that a church must keep about 16 percent of its first time guests to experience a minimal growth rate of 5 percent a year. Rapidly growing churches keep between 25 and 30 percent of their first time guests. Declining churches keep only about 5 to 8 percent of their first time guests. By using the average of 16 percent, we can calculate the number of guests our church needs to grow. For example, a church that wants to add fifty new members this year will need to have a minimum of three hundred guests attend its worship services during the year. The same research revealed the crucial importance of getting guests to return for a second visit. A church keeps about 60 percent of its guests who come back for a second visit in the week after their first visit. This points out the importance of being gracious hosts the first time, so that our guests will feel encouraged to return. Research also indicates that new comers who remain in a church more than six months have an average of seven friends in their church, while people who drop out of a church average only two friends. 90 percent of new members who do not find a group to join and a job to do will be inactive at the end of the year. Less than 10 percent of first timers will ever return after their first time visit. 10-12 percent of those that come back will join the church within one year. 45-60 percent of second time guests will join the church if graciously received at the first visit. 75 percent of third time visitors will join the church if there is friendliness among church people and towards guests.

Start by redistributing a chunk of your own authority. Step back from critical decisions and let your team decide. (We’ll say more about this in chapter 15.) If your company doesn’t have a profit-sharing plan, lobby for one and make sure it’s available to every employee. In a good year, profit sharing should raise average compensation by 10 percent or more. Wherever possible, disaggregate big units into small ones. In general, keep operating units to fewer than fifty people. Give every unit a full-fledged P&L. Minimize corporate overhead allocations and avoid building targets around detailed KPIs. Expand the decision-making prerogatives of frontline operating teams. Give them responsibility for decisions around unit strategy, operations, and people. Roll back legacy policies that have truncated the freedom of frontline units. Give businesses the right to negotiate the price of centrally provided services and opt out if they don’t think they’re getting a good deal. Once every unit has a genuine P&L, significantly increase the proportion of individual or team compensation that’s at risk. Ensure that above-average performance brings above-average rewards.

Nothing has affected, and warped, modern thinking about the pace of invention and the extent of innovation than the rapid exponential advances of solid-state electronics, resulting first in the introduction of transistors (in the late 1940s), then integrated circuits (starting in the early 1960s) and microprocessors (a decade later), followed by similarly rapid increases in their mass-scale deployment in industrial production, transportation, services, homes, and communications. The growing conviction that we have left the age of gradual growth behind began with our ability to crowd ever more components onto a silicon wafer, a process whose regularity was captured by Gordon Moore with his formulation of the now eponymous law that initially ordained a doubling every eighteen months, later adjusted to about two years. As a result, in 2020 we had microchips with seven orders of magnitude (>10,000,000) more components than the first microprocessor, the Intel 4004, released in 1971, did.

Moses was stuck on the backside of the desert for years, unaware of God’s future for him (Ex. 3:1). Naomi was trapped in Moab after the deaths of her husband and sons (Ruth 1:5). Elijah was stuck in the wilderness, feeling sorry for himself after his failure to bring about the revival he’d hoped for Israel (1 Kings 19:10). Ezekiel was stranded in Babylon at age thirty, frustrated he couldn’t enter his priestly service in Jerusalem at the temple (Ezek. 1:1). Peter was caught in a dark, depressive cycle on the Saturday before Easter (Matt. 26:75). Thomas was cast into faithless despondency when he missed the Savior’s appearance on Easter Sunday (John 20:24). Paul was stuck in Troas where a great door of evangelism was open for him, but he had no peace of mind because of anxiety about problems in the Corinthian church (2 Cor. 2:12–13). The apostle John was exiled on the Island of Patmos, lonely and unable to continue his ministry—or so he thought (Rev. 1:9).

bringing in folding chairs to place in the aisles. She didn’t know Reverend Kelley, but she had met his elder daughter, Kim Randall, through her community service, and her heart went out to the Kelley family. The life of every clergyman in the region was at risk, including Dewan’s life, a thought she could hardly bear. But everyone had to be wondering who the killer would target as his next victim. With her head held high and a brave expression on her face, she entered the sanctuary and found her spot in the front row between Deacon Fuqua and his wife, Dionne. She leaned across and spoke to the deacon. “Should someone adjust the air-conditioning? With so many people packed inside the church, it’s bound to get hot.” “It’s being done,” Deacon Fuqua told her. “Can you believe this crowd? I see God’s hand in this prayer vigil that Dewan organized.” “God’s hand is in everything my husband does,” she said. A flurry of activity up on the podium at the front of the sanctuary gained Tasha’s attention. The members of the choir, decked out in their white and gold robes, were taking their places and preparing to sing God’s praises. She closed her eyes, her every thought a prayer for all those whose hearts were heavy tonight. Patsy and Elliott Floyd had arrived in time to find seats in the middle aisle, a few pews from the back of the building. As she glanced around, Patsy was pleased to see so many of her parishioners here this evening. She had sent out e-mails to the entire congregation and made numerous personal phone calls. Tonight’s prayer vigil was of great importance on several different levels. First and foremost, Bruce Kelley needed the combined strength of this type of group praying. Second, holding this vigil at the black Baptist church went a long way toward bridging the gap between black and white Christians in the area. Third, this was an example of how all churches, regardless of their doctrine, could support one another. And coming together to pray for one of their own would bring strength and comfort to the ministers and their families who were living each day with fear in their hearts. As they sat quietly side by side, Elliott reached between them and took her hand in his. They had been married for nearly thirty years, and they had stayed together through thick and thin. They had argued often in the early years, mostly because Elliott had never been at home and she’d been trapped there with two toddlers. She had not been as understanding as she should have been. After all, Elliott had been holding down a part-time job and putting

In the UK, for example, 97 percent of money is created by commercial banks and its character takes the form of debt-based, interest-bearing loans. As for its intended use? In the 10 years running up to the 2008 financial crash, over 75 percent of those loans were granted for buying stocks or houses—so fuelling the house-price bubble—while a mere 13 percent went to small businesses engaged in productive enterprise.47 When such debt increases, a growing share of a nation’s income is siphoned off as payments to those with interest-earning investments and as profit for the banking sector, leaving less income available for spending on products and services made by people working in the productive economy. ‘Just as landlords were the archetypal rentiers of their agricultural societies,’ writes economist Michael Hudson, ‘so investors, financiers and bankers are in the largest rentier sector of today’s financialized economies.

Principal Management Corporation, the manager of the LargeCap Value Fund, actually provides no investment management services, focusing instead on “clerical, recordkeeping and bookkeeping services.” Responsibility for the day-in and day-out portfolio management rests with a subsidiary of Alliance Capital Management, Bernstein Investment Research and Management.17 The fee arrangement between Principal and Bernstein involves only a portion of Principal’s take from its investors. For the year ended December 31, 2003, Principal’s no-load Class B shares bore the burden of a 2.51 percent expense ratio, as detailed in Table 8.7. Investors paid a 12b-1 fee of 0.91 percent, other expenses of 0.85 percent and a management fee of 0.75 percent. Principal’s fees all but guarantee that investors will fail to generate satisfactory returns. The management fee arrangement between Principal and Bernstein provides clues to the economies of scale available in the money management industry. At asset levels below $10 million, of the 0.75 percent management fee, 0.60 percent goes to Bernstein and 0.15 percent goes to Principal. As assets under management increase, Bernstein’s fee share decreases and Principal’s fee share increases. At the final break point of $200 million in assets, of the scale-invariant 0.75 percent fee, Bernstein receives 0.20 percent and Principal receives 0.55 percent. The fee structure clearly illustrates scale economies in the investment management business. Bernstein, the party responsible for the heart of the portfolio management process, earns fees that diminish (with increases in assets under management) from 0.60 percent of assets to 0.20 percent of assets. Since Bernstein’s work changes not at all as asset levels increase, the reduction in marginal charges makes sense. It makes no sense that Principal’s mutual-fund clients accrue no benefits from economies of scale. Total expenses incurred by investors remain at 2.51 percent regardless of portfolio size. As Bernstein’s management fee declines, Principal’s management fee increases. For assets above $200 million Principal adds a management fee of 0.55 percent to other fees of 1.76 percent, bringing the egregious total to 2.31 percent for Principal and 0.20 percent for Bernstein. In this topsy-turvy world, Principal earns a marginal management fee of 0.55 percent for performing back-office functions, while Bernstein earns a marginal management fee of 0.20 percent for making security-selection decisions. As scale increases, Bernstein earns less while Principal takes more.

Consider this data on the distribution of wealth: • Since 2015, the richest 1 percent has owned more wealth than the rest of the planet owns.11 • Eight men own the same amount of wealth as do the poorest half of the world. • The incomes of the poorest 10 percent of people increased by less than three dollars a year between 1988 and 2011, while the incomes of the richest 1 percent increased 182 times as much. • In Bloomberg’s daily ranking of the world’s five hundred richest people, the world’s wealthiest three (Bill Gates, Warren Buffet, and Jeff Bezos), all white American men, have total net worths of $85 billion, $79 billion, and $73 billion, respectively.12 By comparison, the 2015 gross domestic product of Sri Lanka was $82 billion; Luxembourg $58 billion; and Iceland, $16 billion.13 • Of the world’s ten richest people, nine are white men.14 • In 2015–2016, the world’s ten biggest corporations together had revenue greater than that of the government revenues of 180 countries combined. • In the US, over the last thirty years, the growth in the incomes of the bottom 50 percent has been zero, whereas incomes of the top 1 percent have grown by 300 percent. The call to Make America Great Again worked powerfully in service of the racial manipulation of white people, diverting blame away from the white elite and toward various peoples of color—for example, undocumented workers, immigrants, and the Chinese—for the current conditions of the white working class.

A sobering denouement had to come...exponential growth is a potent delusion-maker, and in 1999, 10 years after the Nikkei’s peak, I was thinking about the Japanese experience as we were waiting to claim our rental car at San Francisco airport. Silicon Valley was years into its first dotcom bubble, and even with advance reservations people had to wait for the just-returned cars to get serviced and released again into the halting traffic on the clogged Bayshore freeway. Mindful of the Japanese experience, I was thinking that every year after 1995 might be the last spell of what Alan Greenspan famously called irrational exuberance, but it was not in 1996 or 1997 or 1998. And even more so than a decade earlier, there were many economists ready to assure American investors that this spell of exponential growth was really different, that the old rules do not apply in the New Economy where endless rapid growth will readily continue.

Consider this data on the distribution of wealth: • Since 2015, the richest 1 percent has owned more wealth than the rest of the planet owns.11 • Eight men own the same amount of wealth as do the poorest half of the world. • The incomes of the poorest 10 percent of people increased by less than three dollars a year between 1988 and 2011, while the incomes of the richest 1 percent increased 182 times as much. • In Bloomberg’s daily ranking of the world’s five hundred richest people, the world’s wealthiest three (Bill Gates, Warren Buffet, and Jeff Bezos), all white American men, have total net worths of $85 billion, $79 billion, and $73 billion, respectively.12 By comparison, the 2015 gross domestic product of Sri Lanka was $82 billion; Luxembourg $58 billion; and Iceland, $16 billion.13 • Of the world’s ten richest people, nine are white men.14 • In 2015–2016, the world’s ten biggest corporations together had revenue greater than that of the government revenues of 180 countries combined. • In the US, over the last thirty years, the growth in the incomes of the bottom 50 percent has been zero, whereas incomes of the top 1 percent have grown by 300 percent. The call to Make America Great Again worked powerfully in service of the racial manipulation of white people, diverting blame away from the white elite and toward various peoples of color—for example, undocumented workers, immigrants, and the Chinese—for the current conditions of the white working class. The