Advisor Best Quotes

Not much of what he said was original. What made him unique was the fact that he had no sense of detachment at all. He was like the fanatical football fan who runs onto the field and tackles a player. He saw life as the Big Game, and the whole of mankind was divided into two teams -- Sala's Boys, and The Others. The stakes were fantastic and every play was vital -- and although he watched with a nearly obsessive interest, he was very much the fan, shouting unheard advice in a crowd of unheard advisors and knowing all the while that nobody was paying any attention to him because he was not running the team and never would be. And like all fans he was frustrated by the knowledge that the best he could do, even in a pinch, would be to run onto the field and cause some kind of illegal trouble, then be hauled off by guards while the crowd laughed.

By making the Word our final authority and making a quality decision to place our faith in God at all costs, we experience His best in every situation.

No man can survive the path of knowledge if he is not prepared to embrace death. Death is a warrior’s best advisor.

The goal of a science PhD is to have an original idea. Those who cannot are often called technicians. A technician is able to follow a protocol but not able to think beyond it. The best PhD students make the jump from technician to scientist in less than a few years. The worst never make that jump. Some advisors realize this early on and advise these students to leave science soon. Other advisors allow them to reach that point themselves.

The best help you can get is someone who genuinely cares and knows how to help you get what you don’t even know you want.

Imagine how fluid life would be if we each had an advisor who, with our best interest at heart, provided clear, objective and decisive guidance. When we trust our instincts, we do.

Roman emperors and their advisors never solved the problem of succession. They were defeated in part by biology, in part by lingering uncertainties and disagreements about how inheritance should best operate. Succession always came down to some combination of luck, improvisation, plotting, violence and secret deals. The moment when Roman power was handed on was always the moment when it was most vulnerable.

Choose and create a circle of proper advisors around you. Do not discuss your project with your relatives, neighbor, grandmother, friends’ friends, pastor, or babysitter! Thank God pets can’t talk or you’d probably ask their opinions too!

Don't get so busy on your career that you forget to have a life. You CAN do both. You can make lots of money, become a millionaire AND enjoy time with family, friends AND be a great role-model as a parent. - Neil B Wood - The Best Practices of Successful Financial Advisors

The Chief of the Army was there, together with four other generals. There was the Chief of the Navy and the Chief of the Air Force and a sword swallower from Afghanistan, who was the President’s best friend. There was the President’s Chief Financial Advisor, who was standing in the middle of the room trying to balance the budget on top of his head, but it kept falling off.

CEO Gil Amelio stumbled. Ellison may have been baffled when Jobs insisted that he was not motivated by money, but it was partly true. He had neither Ellison’s conspicuous consumption needs nor Gates’s philanthropic impulses nor the competitive urge to see how high on the Forbes list he could get. Instead his ego needs and personal drives led him to seek fulfillment by creating a legacy that would awe people. A dual legacy, actually: building innovative products and building a lasting company. He wanted to be in the pantheon with, indeed a notch above, people like Edwin Land, Bill Hewlett, and David Packard. And the best way to achieve all this was to return to Apple and reclaim his kingdom. And yet when the cup of power neared his lips, he became strangely hesitant, reluctant, perhaps coy. He returned to Apple officially in January 1997 as a part-time advisor, as he had told Amelio he would. He began to assert himself in some personnel areas, especially in protecting his people who had made the transition from NeXT. But in most other ways he was unusually passive. The decision not to ask him to join the board offended him, and he felt demeaned

Psychologist Susan Fiske observes, ‘Attention is directed up the hierarchy. Secretaries know more about their bosses than vice versa; graduate students know more about their advisors than vice versa.’ Fiske explains this happens because, like our fellow primates, ‘people pay attention to those who control their outcomes. In an effort to predict and possibly influence what is going to happen to them, people gather information about those with power.

What need of prompt or hint when it is open to yourself to discern what needs to be done - and, if you can see your way, to follow it with kind but undeviating intent. If you cannot see the way, hold back and consult your best advisors. if some other factors obstruct this advice, proceed on your present resources, but with cautious deliberations, keeping always to what seems just. Justice is the best aim, as any failure is in fact a failure of justice. A man following reason in all things combines relaxation with initiative, spark with composure.

The illusionists of quantity are performing sleights of hand wherever it concerns the topic of quality. A profession that went from being second in command under the throne, to outsourced to the cheapest external providers, is perhaps one of greatest conflicts of interest society faces today, not to mention the blatant disrespect of the people quality is intended for in the first place. Quality is about ascertaining the absolute best, for the sake of all involved. It therefore, is a lofty profession combining research, science, and morality to make the best judgements for today based on the history of the past in order to most adequately prepare for an ever oncoming future. Most importantly, quality removes personal preference that is not in the best interest of all people. Thus, anyone who would launch a war on quality can be considered an enemy of mankind, as they are would be purveyors of an ultimate breach of trust and security. Until the concept of quality is reinstituted as the governing advisor in all aspects of society, sychophants will chant "more" is "better". They will sell mediocrity at top dollar, and make top profits. Mediocrity should not be the accepted, celebrated standard, it should be the rudimentary blueprint for the greatest rollouts of progress ever marked in human history.

Sir Lewis Finch was not only a brilliant inventor, but he’s become a royal advisor. He was said to have the ear of the Prince Regent himself, when he chose to bend it. The right word from this man could have Bram back with his regiment next week. And idiot that he was, Bram had announced his arrival in the neighborhood by tackling the man’s daughter in the road, rending her frock, and kissing her without leave. As strategic campaigns went, this one would not be medal-worthy. Fortunately, Sir Lewis seemed not to have noticed his daughter’s bedraggled state on their arrival. But Bram had best conclude this interview before Miss Finch returned and had a chance to relate the tale.

When a brilliant critic and a beautiful woman (that’s my order of priorities, not necessarily those of the men who teach her) puts on black suede spike heels and a ruby mouth before asking an influential professor to be her thesis advisor, is she a slut? Or is she doing her duty to herself, in a clear-eyed appraisal of a hostile or indifferent milieu, by taking care to nourish her real gift under the protection of her incidental one? Does her hand shape the lipstick into a cupid’s bow in a gesture of free will? She doesn’t have to do it. That is the response the beauty myth would like a woman to have, because then the Other Woman is the enemy. Does she in fact have to do it? The aspiring woman does not have to do it if she has a choice. She will have a choice when a plethora of faculties in her field, headed by women and endowed by generations of female magnates and robber baronesses, open their gates to her; when multinational corporations led by women clamor for the skills of young female graduates; when there are other universities, with bronze busts of the heroines of half a millennium’s classical learning; when there are other research-funding boards maintained by the deep coffers provided by the revenues of female inventors, where half the chairs are held by women scientists. She’ll have a choice when her application is evaluated blind. Women will have the choice never to stoop, and will deserve the full censure for stooping, to consider what the demands on their “beauty” of a board of power might be, the minute they know they can count on their fair share: that 52 percent of the seats of the highest achievement are open to them. They will deserve the blame that they now get anyway only when they know that the best dream of their one life will not be forcibly compressed into an inverted pyramid, slammed up against a glass ceiling, shunted off into a stifling pink-collar ghetto, shoved back dead down a dead-end street.

In the weeks ahead, Oppenheimer, Acheson and Lilienthal did their best to keep the Acheson-Lilienthal plan alive, lobbying the bureaucracy and the media. In response, Baruch complained to Acheson that he was “embarrassed” that he was being undercut. Hoping that he could still influence Baruch, Acheson agreed to bring everyone together at Blair House on Pennsylvania Avenue on Friday afternoon, May 17, 1946. But as Acheson worked to contain the atomic genie, others were working to contain, if not destroy, Oppenheimer. That same week, J. Edgar Hoover was urging his agents to step up their surveillance of Oppenheimer. Though he hadn’t a shred of evidence, Hoover now floated the possibility that Oppenheimer intended to defect to the Soviet Union. Having decided that Oppenheimer was a Soviet sympathizer, the FBI director reasoned that “he would be far more valuable there as an advisor in the construction of atomic plants than he would be as a casual informant in the United States.” He instructed his agents to “follow Oppenheimer’s activities and contacts closely. . . .

Donald Trump repeatedly promised he would hire "the best people." He did not. That is not my opinion; it is President Trump's, which he expresses frequently. Trump has said that his first secretary of state, Rex Tillerson, was "dumb as a rock" and "lazy as hell." His attorney general, Jeff Sessions, was "scared stiff and Missing in Action," "didn't have a clue," and "should be ashamed of himself." Trump described one of his assistants, Omarosa Manigault Newman, as "wacky," "deranged," "vicious, but not smart," a "crazed, crying lowlife," and finally a "dog." After lasting only eleven days as communications director, Anthony Scaramucci "was quickly terminated 'from' a position that he was totally incapable of handling" and was called "very much out of control." An anonymous adviser to the president was called "a drunk/drugged-up loser." Chief strategist Steve Bannon was "sloppy," a "leaker," and "dumped like a dog by almost everyone." His longtime lawyer Michael Cohen was "TERRIBLE," "hostile," "a convicted liar & fraudster," and a "failed lawyer." The president was "Never a big fan!" of his White House counsel Don McGahn and "not even a little bit happy" with Jerome Powell, his selection to head the Federal Reserve, whom he called an "enemy." His third national security advisor, John Bolton, was mocked as a "tough guy [who] got us into Iraq." When the president was irritated with his former chief of staff, John Kelly, the president's press secretary, Stephanie Grisham, declared that Kelly "was totally unequipped to handle the genius of our great president.

The various ways of creating a culture of innovation that we’ve talked about so far are greatly influenced by the leaders at the top. Leaders can’t dictate culture, but they can nurture it. They can generate the right conditions for creativity and innovation. Metaphorically, they can provide the heat and light and moisture and nutrients for a creative culture to blossom and grow. They can focus the best efforts of talented individuals to build innovative, successful groups. In our work at IDEO, we have been lucky enough to meet frequently with CEOs and visionary leaders from both the private and public sectors. Each has his or her own unique style, of course, but the best all have an ability to identify and activate the capabilities of people on their teams. This trait goes far beyond mere charisma or even intelligence. Certain leaders have a knack for nurturing people around them in a way that enables them to be at their best. One way to describe those leaders is to say they are “multipliers,” a term we picked up from talking to author and executive advisor Liz Wiseman. Drawing on a background in organizational behavior and years of experience as a global human resources executive at Oracle Corporation, Liz interviewed more than 150 leaders on four continents to research her book Multipliers: How the Best Leaders Make Everyone Smarter. Liz observes that all leaders lie somewhere on a continuum between diminishers, who exercise tight control in a way that underutilizes their team’s creative talents, and multipliers, who set challenging goals and then help employees achieve the kind of extraordinary results that they themselves may not have known they were capable of.

Cultivating loyalty is a tricky business. It requires maintaining a rigorous level of consistency while constantly adding newness and a little surprise—freshening the guest experience without changing its core identity.” Lifetime Network Value Concerns about brand fickleness in the new generation of customers can be troubling partly because the idea of lifetime customer value has been such a cornerstone of business for so long. But while you’re fretting over the occasional straying of a customer due to how easy it is to switch brands today, don’t overlook a more important positive change in today’s landscape: the extent to which social media and Internet reviews have amplified the reach of customers’ word-of-mouth. Never before have customers enjoyed such powerful platforms to share and broadcast their opinions of products and services. This is true today of every generation—even some Silent Generation customers share on Facebook and post reviews on TripAdvisor and Amazon. But millennials, thanks to their lifetime of technology use and their growing buying power, perhaps make the best, most active spokespeople a company can have. Boston Consulting Group, with grand understatement, says that “the vast majority” of millennials report socially sharing and promoting their brand preferences. Millennials are talking about your business when they’re considering making a purchase, awaiting assistance, trying something on, paying for it and when they get home. If, for example, you own a restaurant, the value of a single guest today goes further than the amount of the check. The added value comes from a process that Chef O’Connell calls competitive dining, the phenomenon of guests “comparing and rating dishes, photographing everything they eat, and tweeting and emailing the details of all their dining adventures.” It’s easy to underestimate the commercial power that today’s younger customers have, particularly when the network value of these buyers doesn’t immediately translate into sales. Be careful not to sell their potential short and let that assumption drive you headlong into a self-fulfilling prophecy. Remember that younger customers are experimenting right now as they begin to form preferences they may keep for a lifetime. And whether their proverbial Winstons will taste good to them in the future depends on what they taste like presently.

Sometimes, the best advisor is one that serves as a sounding board for his commander’s thoughts.

You should not only have a large network of contacts, but you should also have your own team of advisors. One of the most consistent commonalities among the wealthy is that they have mentors and coaches for the important areas of their life. The best of the best have a team guiding them to become even better.

Brisbane’s nature tended towards the serious, but there was a graveness to his manner that told me he was speaking entirely from his heart. “I would like to work with Morgan. On a regular footing.” Sir Morgan Fielding. Secret advisor to the Prime Minister, my distant cousin, and Brisbane’s sometime employer in activities that could only be termed espionage . “You have given this a great deal of thought,” I temporised. “I have.” He began to walk, pulling me slowly along, his hand covering mine. “The threat in Germany grows. I don’t know how long we have, but something is stirring, something ugly and dangerous. Morgan is worried, too. He is in Berlin now.” ---- “Morgan is not terribly trusting at the best of times, even of us.” “But you want to work for him.” “With him,” he corrected . “Times are changing, and we both believe that the methods that have been used in the past will no longer serve. It’s time to create a new agency with new operatives, young minds that can be trained properly to sleuth out information and pass it back to London.” “You have thought this through,” I said, a trifle tartly. “I suppose it even has a name.” “Morgan likes the notion of the industriousness of bees. He was thinking of calling it the Apiary.” I thought a moment then shook my head. “No. Call it the Vespiary. After a nest of wasps. They have a more ferocious sting. If we are going to take on Germany, let them know we mean it.” He stopped, openmouthed. “You’re serious. You raise no objection.” “To what? You taking on dangerous work? You’ve done that since before I knew you. It was half the reason I fell in love with you, I expect. I could no more ask you to give up your work than I could hold back the tides. It is the stuff of which you are made.” He embraced me then, and when he drew back, my lips were tingling in the cold. “There’s something else,” he said. “Tell me.” “Morgan and I shall want your help.” It was my turn to stare, mouth agape. “You mean it?” “I do. You bungle into my cases with no method or order, and yet you have the instincts of a bloodhound. You understand people and what drives them. The Apiary will have need of people like you.” I pressed a kiss to his cheek. “The Vespiary,” I corrected. He grinned. “We shall see.” Just then he cocked his head. “And I would like to go up to the nursery and see the child.” I smiled in return.

Business creates liquidity; real estate creates wealth.

In order to become wealthy you have to stop working just to pay your expenses

The best leaders have the right questions, but turn to their employees, customers, advisors, and the crowd to mine the answers. Every business is more valuable to the degree that it does not depend on its top leader.

Money tends to produce more money—when invested right.

When the time came to apply for college, I decided against physics and other technical fields, and ended up at the Stockholm School of Economics, focusing on environmental issues. I wanted to do my small part to make our planet a better place, and felt that the main problem wasn't that we lacked technical solutions, but that we didn't properly use the technology we had. I figured that the best way to affect people's behavior was through their wallets, and was intrigued by the idea of creating economic incentives that aligned individual egoism with the common good. Alas, I soon grew disillusioned, concluding that economics was largely a form of intellectual prostitution where you got rewarded for saying what the powers that be wanted to hear. Whatever a politician wanted to do, he or she could find an economist as advisor who had argued for doing precisely that. Franklin D. Roosevelt wanted to increase government spending, so he listened to John Maynard Keynes, whereas Ronald Reagan wanted to decrease government spending, so he listened to Milton Friedman.

Then you need to evaluate all the key relationships surrounding the business. Would you keep all your existing customers? Are you happy with your investors/bank? Are your vendors supporting you properly? Are your advisors — accountants, lawyers, consultants, and coaches — the best for the size of the organization and future plans? The toughest decisions to make are when the company has outgrown some of these relationships and you need to make changes.

Advisors ask me what it takes to be referable. My response is simple: It all comes down to trust. Clients and strategic partners have to trust that endorsing you will reflect positively on them in turn, but what does that mean, and how can you predictably and methodically create trust? Let’s revisit the foundation of refer-ability, summed up in the four Cs.: Credentials – Your skills as a professional advisor in terms of your judgment and the solutions you provide give you the credibility needed to foster trust. Consistency – People crave consistency and your professional deployment of best practices helps you meet and exceed the expectations you set for your clients. Chemistry – The rapport you develop using F.O.R.M., as well as your sincere and holistic interest in your clients’ lives, creates comfort and chemistry. Congruency – Doing what you say you will and conducting yourself as a professional consultant rather than as a salesperson means that you can attract rather than having to chase new business. Many elite advisors who deploy the Four C’s are still underwhelmed with the quality and quantity of referrals they see. The reason is simple - while they have laid down a foundation for refer-ability, they still find themselves in the red-zone but not in the Promised Land. The last piece of the puzzle is to create awareness for the concept of referrals in their on-going Communication (the fifth C) with their clients and rain-makers. Just because you are referable due to your professional conduct, that doesn’t mean that it will occur to your clients that they should introduce a friend to you. You have to continually communicate your value to them so that they make the connection.

TripAdvisor TripAdvisor has a new list of best places to go for remote viewing. It is the consensus of ten middle age women who read, ‘Eat, Pray, Love’. Honestly, it’s the same group of travelers responsible for all their misleading ratings.

Acheson and MacLeish questioned the desirability of exempting the emperor from punishment and permitting the Japanese to preserve an institution that was so easily exploited by the militarists.57 That was a view held by Owen Lattimore, a China scholar and advisor in the Pacific section of the Office of War Information. Lattimore published his thoughts on reconstructing Japan in February 1945 in a slim volume titled Solution in Asia. Lattimore argued that democratization was possible in Japan, but first the Allies had to “puncture the myth of the divinity of the Mikado.” The best way to do that, he advised, was to exile Hirohito and all males eligible for the throne to China under United Nations supervision.58

Charlie Munger. Charlie Munger is indeed the best investment advisor in the world, and has shared the following principles in his book called ‘Investing Principles Checklist.

Our professional duties in the legal system is not just confined to practice, consultancy and logomachy, but also to disseminate and publish information in the best interest of the society ,thereby contributing to the roots of the purpose of law and legal science.

The Best Advisor is Self-Talk! The Greatest Mentor is Self-Enquiry! The Strongest Motivator is Self-Belief! Surprisingly all are free! & Available all the Time!

IEC abroad offers you the best services like abroad university specialist & Global Educational Consultants.

What’s the first thing you do now before you visit a new restaurant for the first time or book a hotel room online? You probably ask a friend for a recommendation or you check out the reviews online. Now more than ever, the story your customers tell about you is a big part of your story. Word of mouth is accelerated and amplified. Trust is built digitally beyond the village. Reputations are built and lost in a moment. Opinions are no longer only shared one to one; they are broadcasted one to many, through digital channels. Those opinions live on as clues to your story. The cleanliness of your hotel bathrooms is no longer a secret. Guests’ unedited photos are displayed alongside a hotel brochure’s digital glossies. TripAdvisor ratings are proudly displayed by hotels and often say more about the standards guests can expect than do other, more established star ratings systems, such as the Forbes Travel Guide‘s ratings. Once-invisible brands and family-run hotels have had their businesses turned around by the stories their customers tell about them. “With 50 million reviews and counting, [TripAdvisor] is shaking the travel industry to its core.” —Nathan Labenz It turns out that people are more likely to trust the stories other people tell about you than to trust the well-lit Photoshopped images in your brochure. Reputation is how your idea and brand story are spread. A survey conducted by Chadwick Martin Bailey found that six in ten cruise customers said “they were less likely to book a cruise that received only one star.” There is no marketing more powerful than what one person says to another to recommend your brand. “Don’t waste money on expensive razors.” “Nice hotel; shame about the customer service.” In a world where online reputation can increase a hotel’s occupancy and revenue, trust has become a marketing metric. “[R]eputation has a real-world value.” —Rachel Botsman When we were looking to book a quiet, off-the-beaten-track hotel in Bali, the first place we looked wasn’t with the travel agents or booking.com. I jumped online and found that one of the area’s best-rated hotels on tripadvisor.com wasn’t a five-star resort but a modest family-run, three-star hotel that was punching well above its weight. This little fifteen-room hotel had more than 400 very positive reviews and had won a TripAdvisor Travellers Choice award. The reviews from the previous guests sealed the deal. The little hotel in Ubud was perfect. The reviews didn’t lie, and of course the place was fully booked with a steady stream of guests who knew where to look before taking a chance on a hotel room. Just a few years before, this $50-a-night hotel would have been buried amongst a slew of well-marketed five-star resorts. Today, thanks to a currency of trust, even tiny brands can thrive by doing the right thing and giving their customers a great story to tell.

During NASA’s first fifty years the agency’s accomplishments were admired globally. Democratic and Republican leaders were generally bipartisan on the future of American spaceflight. The blueprint for the twenty-first century called for sustaining the International Space Station and its fifteen-nation partnership until at least 2020, and for building the space shuttle’s heavy-lift rocket and deep spacecraft successor to enable astronauts to fly beyond the friendly confines of low earth orbit for the first time since Apollo. That deep space ship would fly them again around the moon, then farther out to our solar system’s LaGrange points, and then deeper into space for rendezvous with asteroids and comets, learning how to deal with radiation and other deep space hazards before reaching for Mars or landings on Saturn’s moons. It was the clearest, most reasonable and best cost-achievable goal that NASA had been given since President John F. Kennedy’s historic decision to land astronauts on the lunar surface. Then Barack Obama was elected president. The promising new chief executive gave NASA short shrift, turning the agency’s future over to middle-level bureaucrats with no dreams or vision, bent on slashing existing human spaceflight plans that had their genesis in the Kennedy, Johnson, Nixon, Ford, Carter, Reagan, Bush, Clinton, and Bush White Houses. From the starting gate, Mr. Obama’s uncaring space team rolled the dice. First they set up a presidential commission designed to find without question we couldn’t afford the already-established spaceflight plans. Thirty to sixty thousand highly skilled jobs went on the chopping block with space towns coast to coast facing 12 percent unemployment. $9.4 billion already spent on heavy-lift rockets and deep space ships was unashamedly flushed down America’s toilet. The fifty-year dream of new frontiers was replaced with the shortsighted obligations of party politics. As 2011 dawned, NASA, one of America’s great science agencies, was effectively defunct. While Congress has so far prohibited the total cancellation of the space agency’s plans to once again fly astronauts beyond low earth orbit, Obama space operatives have systematically used bureaucratic tricks to slow roll them to a crawl. Congress holds the purse strings and spent most of 2010 saying, “Wait just a minute.” Thousands of highly skilled jobs across the economic spectrum have been lost while hundreds of billions in “stimulus” have been spent. As of this writing only Congress can stop the NASA killing. Florida’s senior U.S. Senator Bill Nelson, a Democrat, a former spaceflyer himself, is leading the fight to keep Obama space advisors from walking away from fifty years of national investment, from throwing the final spade of dirt on the memory of some of America’s most admired heroes. Congressional committees have heard from expert after expert that Mr. Obama’s proposal would be devastating. Placing America’s future in space in the hands of the Russians and inexperienced commercial operatives is foolhardy. Space legend John Glenn, a retired Democratic Senator from Ohio, told president Obama that “Retiring the space shuttles before the country has another space ship is folly. It could leave Americans stranded on the International Space Station with only a Russian spacecraft, if working, to get them off.” And Neil Armstrong testified before the Senate’s Commerce, Science & Transportation Committee that “With regard to President Obama’s 2010 plan, I have yet to find a person in NASA, the Defense Department, the Air Force, the National Academies, industry, or academia that had any knowledge of the plan prior to its announcement. Rumors abound that neither the NASA Administrator nor the President’s Science and Technology Advisor were knowledgeable about the plan. Lack of review normally guarantees that there will be overlooked requirements and unwelcome consequences. How could such a chain of events happen?

KruegerInvest offer the best deals regarding family office. A family office is the organization that is created for life and wealth management of a family group. Family Office Exchange supports wealthy families and their advisors in mastering the unique challenges of managing family wealth, operating family offices, and planning for future generations.

What does this season require of you? Unsure? Ask God. He is a wonderful advisor who always, always knows the Best Thing. He will help you sort it out. When you can’t trust your own discernment, you can certainly trust His. God has no agenda other than your highest good in His kingdom. There is no better leader through this minefield.

Property Evaluation Process: •Verify the property’s income •Verify the property’s expenses •Determine net operating income •Use the capitalization rate to find the value •Calculate the loan payment and your rate of return

Don’t blindly trust Specialty Providers, because not all Providers in this category are equal—always consult your own circle of advisors when evaluating a Specialty Provider’s work. Just like a high-end Chinese-made car will never be equal to a high-end German-made car.

In the past year, a book and a study were published that gave me insight into finding a better way. The study was “Anatomy of the Referral” by Julie Littlechild.5 In her survey of clients of financial advisors, she discovered that practically everyone who answered the question indicated that they were responding to the need of a friend. And, essentially, no one reported that it was because their advisor asked for it. This proved to me that asking is not the natural way referrals happen. The book was The Referral Engine, by John Jantsch.6 In it, Jantsch lays out how referrals happen, why we refer, and a host of ideas on how to stimulate referrals. With these ideas in hand, I did a lot more research on strategies that proved effective in attracting referrals. I incorporated these ideas into my work with financial advisors. The book you are holding is the product of what I have learned and what I have helped advisors to put into action. In her studies “The Economics of Loyalty” and “Anatomy of the Referral,” Julie Littlechild demonstrates that receiving referrals from clients has little statistical relationship to how or how often clients are asked. There is simply no clear straight line between asking clients for referrals the way we have been traditionally trained to do it and the best referrals you actually receive. In her survey of more than 1,000 clients who use financial advisors, one of the questions Littlechild asked was, “What were the circumstances of the last referral you gave to your advisor?

In the past year, a book and a study were published that gave me insight into finding a better way. The study was “Anatomy of the Referral” by Julie Littlechild.5 In her survey of clients of financial advisors, she discovered that practically everyone who answered the question indicated that they were responding to the need of a friend. And, essentially, no one reported that it was because their advisor asked for it. This proved to me that asking is not the natural way referrals happen. The book was The Referral Engine, by John Jantsch.6 In it, Jantsch lays out how referrals happen, why we refer, and a host of ideas on how to stimulate referrals. With these ideas in hand, I did a lot more research on strategies that proved effective in attracting referrals. I incorporated these ideas into my work with financial advisors. The book you are holding is the product of what I have learned and what I have helped advisors to put into action. In her studies “The Economics of Loyalty” and “Anatomy of the Referral,” Julie Littlechild demonstrates that receiving referrals from clients has little statistical relationship to how or how often clients are asked. There is simply no clear straight line between asking clients for referrals the way we have been traditionally trained to do it and the best referrals you actually receive.

After suffering the loss of a loved one, do nothing but keep your money safe and sound for at least one year. If you want to find the best financial advisor, look in the mirror—for no one will care about your money more than you do.

Best Financial Advisors is your solution to finding a financial advisor in New Zealand. We know how daunting the process can be, and our main goal is to help you find a shortcut through the process. Our team takes the time to curate a list of highly reputable financial advisors. This not only helps cut down on your research time, it also helps ensure that you're finding an advisor that can handle your needs.

Whenever we are unsure how to act, we look to the group to guide our behavior. We are constantly scanning our environment and wondering, “What is everyone else doing?” We check reviews on Amazon or Yelp or TripAdvisor because we want to imitate the “best” buying, eating, and travel habits. It’s usually a smart strategy.

What we really crave is for someone to make loving sense of us. We want them to write us, with all our complexity and obscurity, down in crisply phrased and clear sentences. Our reading of someone else’s novel is dutiful and well-educated no doubt, but it is as if we went to the doctor and they made a very accurate diagnosis of someone else’s earache, or if a financial advisor went to great lengths to present us with a solution to the money troubles of a stranger, from which we could at best extract the occasional fleeting hint of what might possibly be useful in our own case.

Best Financial Advisors is your solution to finding a financial advisor in New Zealand. We know how daunting the process can be, and our main goal is to help you find a shortcut through the process. Our team takes the time to curate a list of highly reputable financial advisors. This not only helps cut down on your research time, it also helps ensure that you're finding an advisor that can handle your needs.

Avensure H&S & HR Outsourcing Services is a team of reputable UK-based HR outsourcing services experts. Our consultancy firm provides employment law advice for employers, especially health & safety consulting. We provide bespoke employment law advisory services and clients will be assigned with HR advisors, documentation consultants and solicitors. Over the years, our employment law services for employers have been among the best in all health and safety consultant companies in the country. Our office is located in Manchester, UK.

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We’re so far committed to the independence camp that we’ve done things that make little sense on paper. We own our house without a mortgage, which is the worst financial decision we’ve ever made but the best money decision we’ve ever made. Mortgage interest rates were absurdly low when we bought our house. Any rational advisor would recommend taking advantage of cheap money and investing extra savings in higher-return assets, like stocks. But our goal isn’t to be coldly rational; just psychologically reasonable.

Quickbooks Proadvisor support +1-877-383-3611 Want to take your financial consulting practice to the next level, earn client trust, and easily connect with a vast pool of potential customers? Certification as a QuickBooks ProAdvisor brings you these and many more benefits. And the best part is, you can boost your business at no cost with just a few hours of your time. By joining the QuickBooks ProAdvisor program and completing a test, your ProAdvisor certification demonstrates your superior knowledge of the QuickBooks system. You will be prepared to provide both expert business and financial consulting. Certification as a QuickBooks ProAdvisor will improve your efficiency and increase the success of your practice. We’ll discuss these and more benefits in detail later in this article.

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Financial advisor and author Nick Murray summed this up best when he said, “There is virtually always an apocalypse du jour going on somewhere in the world. And on the rare occasions when there is not, journalism will simply invent one, and present it 24/7 as the incipient end of the world.

The best time to put together an asset protection strategy is at the same time you are putting together your tax strategy.

Quickbooks ProAdvisor support +1-877-788-4840 Want to take your financial consulting practice to the next level, earn client trust, and easily connect with a vast pool of potential customers? Certification as a QuickBooks ProAdvisor brings you these and many more benefits. And the best part is, you can boost your business at no cost with just a few hours of your time. By joining the QuickBooks ProAdvisor program and completing a test, your ProAdvisor certification demonstrates your superior knowledge of the QuickBooks system. You will be prepared to provide both expert business and financial consulting. Certification as a QuickBooks ProAdvisor will improve your efficiency and increase the success of your practice. We’ll discuss these and more benefits in detail later in this article. QuickBooks makes their certification program easy by providing free training resources, such as self-guided modules, webinars, and even live course options. You do not need to be a bookkeeper or an accountant or have any specific education certificates or degrees. By investing just one or two hours a day, you can become a certified QuickBooks ProAdvisor in as little as two weeks.

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2 / 2 "In the symphony of life, the notes of perseverance and passion create the most harmonious melodies. Play them with your heart, and you'll compose a masterpiece of success." Jay J.P. Peak, National Best Selling Author

Demonstrating for peace to promote war was nothing new. Totalitarianism always requires a tangible enemy. To the ancient Greeks, a holocaust was simply a burnt sacrifice. Khrushchev wanted to go down in history as the Soviet leader who exported communism to the American continent. In 1959 he was able to install the Castro brothers in Havana and soon my foreign intelligence service became involved in helping Cuba's new communist rulers to export revolution throughout South America. At that point it did not work. In the 1950s and 1960s most Latin Americans were poor, religious peasants who had accepted the status quo. A black version of liberation theology began growing in a few radical-leftist black churches in the US where Marxist thought is predicated on a system pf oppressor class ( white ) versus victim class ( black ) and it sees just one solution: the destruction of the enemy. In the 1950s UNESCO was perceived by many as a platform for communists to attack the West and the KGB used it to place agents around the world. Che Guevara's diaries, with an introduction by Fidel Castro, were produced by the Kremlin's dezinformatsiya machine. Changing minds is what Soviet communism was all about. Khrushchev's political necrophagy ( = blaming and condemning one's predecessor in office. It is a dangerous game. It hurts the country's national pride and it usually turns against its own user ) evolved from the Soviet tradition of sanctifying the supreme ruler. Although the communists publicly proclaimed the decisive role of the people in history, the Kremlin and its KGB believed that only the leader counted. Change the public image of the leader and you change history, I heard over and over from Khrushchev's lips. Khrushchev was certainly the most controversial Soviet to reign in the Kremlin. He unmasked Stalin's crimes, but he made political assassination a main instrument of his own foreign policy; he authored a policy of peaceful coexistence with the West but he pushed the world to the brink of nuclear war; he repaired Moscow's relationships with Yugoslavia's Tito, but he destroyed the unity of the communist world. His close association with Stalin's killings made him aware of what political crime could accomplish and gave him a taste for the simple criminal solution. His total ignorance about the civilized world, together with his irrational hatred of the "bourgeoisie" and his propensity to offend people, made him believe that disinformation and threats were the most efficient and dignified way for a Soviet leader to deal with "bourgeois" governments. As that very clever master of deception Yuri Andropov once told me, if a good piece of disinformation is repeated over and over, after a while it will take on a life of its own and will, all by itself, generate a horde or unwitting but passionate advocates. When I was working for Ceausescu, I always tried to find a way to help him reach a decision on his own, rather than telling him directly what I thought he should do about something. That way both of us were happy. From our KGB advisors, I had learned that the best way to ut over a deception was to let the target see something for himself, with his own eyes. By 1999, President Yeltsin's ill-conceived privatization had enabled a small clique of predatory insiders to plunder Russia's most valuable assets. The corruption generated by this widespread looting penetrated every corner of the country and it eventually created a Mafia-style economic system that threatened the stability of Russia itself. During the old Cold War, the KGB was a state within a state. In Putin's time, the KGB now rechristened FSB, is the state. The Soviet Union had one KGB officer for every 428 citizens. In 2004, Putin's Russia had one FSB officer for every 297 citizens.

Be sure to have both an attorney and a CPA help you with your entity structure. The best way to do this is to begin with a good tax advisor. You and your tax advisor can come up with a solid entity structure that will give you the best tax benefits. Then, go over this entity structure with your asset protection attorney. Doing your planning in this order will be the most efficient and effective.

were hundreds of wither skeletons staring at him with murderous intent. “And what might that be?” the general bellowed. He removed his serrated obsidian sword from its scabbard and slashed it through the air to emphasize his question. The blaze sighed, as though the general’s ostentatious display were the most boring thing he’d ever seen. “I’ve been instructed to give the message to Queen Nebula only. If you do not wish me to deliver the message, I will return to Emperor Nar, and then the battle will begin and your inevitable conquest will follow.” The general was not intimidated by the blaze’s threats, but he did know Queen Nebula might want to hear this message. He turned to Bent Neck, who was standing nearby. “What say you? Should we allow the blaze to deliver the message?” Bent Neck considered the question and then scratched his chin with a finger bone. “I’d say we should. I will have the blaze muzzled so that he may deliver the message without us fearing a fireball attack against our most noble, powerful, and illustrious Queen.” The general grunted. “I would prefer to make this blaze poof, but you are the Queen’s advisor and know her mind the best of any of us. If you think it’s important, we will do it.” The general turned back toward the blaze. “You may cross the bridge. Alone.” The blaze said nothing but floated forward and crossed the bridge. When he arrived on the other side, he was met by four royal guards who also would have preferred to transform the blaze into a puff of smoke, but Bent Neck insisted that his life be preserved.

It was over 50 years ago that I had the privilege of being the Class Advisor to the class of 1969 at what was then called Henry Abbott Regional Vocational Technical School. It was another era and a time when we as a nation stood tall. It was the year when Buzz Aldrin, Neil Armstrong and Michael Collins lifted off from Cape Kennedy, for the first manned landing on the Moon. “One small step for man, one giant leap for mankind.” It was a time when we felt proud to be Americans! Fifty years ago the 4 Beatles got together in a recording studio for the last time, where they cut “Abbey Road.” In 1969 alone they published 13 songs including “Yellow Submarine.” John Lennon claimed that the best song he ever did was “Come Together” and that was in 1969. Although it wasn’t possible for me to attend the class reunion I did however connect with them by telephone and a speaker system. I had the opportunity to wish them well and share some thoughts with my former students who are now looking forward to their senior years that I always thought of as “The Youth of Old Age.” Having just celebrated my 85th birthday, 69 years old does seem quite youthful in comparison. Earlier in the week Dave Coelho, the class Vice President read to me the list of graduates that are no longer with us. I was stunned by the number, but at the time the United States was at war, regardless of what it was called. In 1968, the year before the class graduated, our country had a peak of 549,000 of our young people serving in Viet Nam. During the year of the Tet Offensive alone, 543 were killed and 2547 were wounded, and that is what the class of 1969 faced upon their graduation! It was a war in which 57,939 of our young people were killed or went missing! It was nice to talk to the class president LaBarbera and I enjoyed the feeling of guilt when one former student told me that he still has a problem with addition. To this I gladly accepted the blame but reminded him that this would not be of much help, if he had to face the IRS when his taxes didn’t compute. Look for part 2, the conclusion

When it comes to the Big Questions in Life, the preponderance of credible evidence is the best advisor to inform our beliefs. The companion enterprise are the methods by which one interprets the evidence which demand unwavering intellectual honesty.

When it comes to the Big Questions in Life, the preponderance of evidence should be our best advisor to inform our Beliefs. The companion enterprise are the methods by which one interprets the evidence which demand unwavering intellectual honesty.

When it comes to the Big Questions in Life, the preponderance of evidence is the best advisor to inform our beliefs. The companion enterprise are the methods by which one interprets the evidence which demand unwavering intellectual honesty.

Since Rosenthal came up with the recommendation idea, Morgan Stanley has been working on a next-best-action (NBA) system to provide its advisors with financial insights to present to clients.

Assets Under Management” Advisors Many people claim that the best advisor is one who is paid as a function of your account size (i.e., your “assets under management” or “AUM”). AUM fees tie the advisor’s interests to yours—or so goes the claim. What they really do is tie the advisor’s interests to your account size, not to your overall financial well-being. For the most part, this is not a problem, but it does present a conflict of interests whenever the most appropriate thing for you to do is liquidate a part of your portfolio (for example, to pay down your mortgage, delay claiming Social Security, or buy a piece of real estate).

Colin Ward’s character Rigsley is King Malcolm’s evil advisor. Part of what makes him such a douchebag is the way he acts like he has the best intentions at heart while in reality, he knows precisely how hurtful he’s being. The problem with Colin Ward playing him is that no one is supposed is supposed to find Rigsley even remotely attractive. I abhor Rigsley. I wrote him to be abhorred. And yet I guarantee you now, thanks to whoever decided to cast Colin Ward, fans are going to start fawning over Rigsley and writing trashy romance fanfiction about him. And that’s just... ugh. Gross.

I am now an advisor and I had many respectable national and international advisors. My father was the best advisor among all.

She was only 24 years old when a crown was placed on her head, signifying the start of her reign as queen. Her father, Henry VIII, had served as king in a tumultuous rule that saw the beheading of not only Elizabeth’s mother, but of another of his wives as well. When Elizabeth attained her rightful place as queen, following the death of her half-sister, Queen Mary I, she made a purposeful decision to remain single. Despite multiple efforts by advisors from within and royal leaders from without to connect her in a marriage of political convenience, Elizabeth stood her ground. In fact, one time when Parliament was pushing yet again to persuade her to marry and bear an heir to the throne, Elizabeth replied in a stately manner, “I have already joined myself in marriage to a husband, namely, the kingdom of England.” Well aware of her personal convictions, power, and influence, and how those might be jeopardized by marriage, Elizabeth embraced not only her singleness, but also her celibacy. She is recorded as having said to Parliament, “It would please me best if, at the last, a marble stone shall record that this queen, having lived such and such a time, lived and died a virgin.

Frame your choices through this lens: season. If your kids are under five, you cannot possibly include the things I can with middle and high schoolers. You are ruled by a tiny army you created yourself. This is just how it is right now. If you have bigs like I do, we run a taxi service from 5:00 to 9:00 p.m. virtually every night. Evening real estate belongs to family for now. In ten years when they are gone, the story will change (sob). Perhaps you have a fabulous trick that no longer works, and you might need to set it aside for a season. Those are often the hardest cuts. The choices you make today may completely change in five years or even next year. Operate in the right-now. What does this season require of you? Unsure? Ask God. He is a wonderful advisor who always, always knows the Best Thing. He will help you sort it out. When you can’t trust your own discernment, you can certainly trust His. God has no agenda other than your highest good in His kingdom. There is no better leader through this minefield.

Common standards ensure that every child across the country is getting the best possible education, no matter where a child lives or what their background is. The common standards will provide an accessible roadmap for schools, teachers, parents and students, with clear and realistic goals.” - Gov. Roy Romer, Senior Advisor, The College Board

Greatness doesn’t happen by chance, nor does it occur in a vacuum. Greatness comes from, first, a passion for what you do; and second, a clear understanding of what you can and want to be best at.

The best service professionals excel at two things in conveying credibility: anticipating needs, and speaking about needs that are commonly not articulated. For

Retirement Lifestyle Planning There are four (4) major financial questions that you must be able to answer in order to know if your current or future plan will work for you. What rate of return do you have to earn on your savings and investment dollars to be able to retire at your current standard of living and have your money last through your life expectancy? How much do you need to save on a monthly or annual basis to be able to retire at your current standard of living and your money last your life expectancy? Doing what you are currently doing, how long will you have to work to be able to retire and live your current lifestyle till life expectancy? If you don’t do anything different than you are doing today, how much will you have to reduce your standard of livingat retirement for your money to last your life expectancy? Motto for Retirement Lifestyle Planning A solid financial plan is a powerful possession that offers a sense of peace and freedom. Our process allows us to determine appropriate strategies and help you understand how to achieve your goals and live your dreams. Our process stresses informed financial decision making. We encourage you to review all decisions with your team of tax and legal professionals. For the record, we are not tax or legal professionals and this information is not intended as tax or legal advice. Now we’d like to remind you that a well-executed financial plan requires diverse knowledge and utilizes some or all of the following strategies and services: -Retirement Lifestyle Planning Making the most of your employer-sponsored retirement plans and IRAs. Determining how much you need to retire comfortably. Managing assets before and during retirement including Social Security analysis. -Estate Planning Referring you to qualified Estate Attorneys to review your wills and trusts to help preserve your estate for your intended heirs by helping with beneficiary designations. Reducing exposure to estate taxes and probate costs. Coordinating with your tax and legal advisors. -Tax Management Helping to reduce your current and future tax burden by considering multiple strategies for review by your tax professional.Also, referring you to qualified tax specialists if needed. -Legacy Planning/Charitable Planning Creating a solid future for generations to come by ensuring that your legacy will live on through those you love or causes you care deeply about. -Risk Management Reviewing existing insurance policies. Recommending policy changes when appropriate. Finding the best policy for your individual wants and needs. -Investment Planning Determining your asset allocation needs. Helping you understand your risk tolerance. Recommending the appropriate investment vehicles to help you reach and exceed your goals.

love my dick. That’s a fact. And I’m not afraid to admit he’s both my best friend and my most trusted advisor. Sure, he’s gotten me into some tight spots over the years—pun very much intended—but that’s what makes life fun, right? I wouldn’t trade our relationship for the world. He stands tall and proud . . . and when he spots something he likes? He bobs with pleasure, begging to get closer.

I love my dick. That’s a fact. And I’m not afraid to admit he’s both my best friend and my most trusted advisor. Sure, he’s gotten me into some tight spots over the years—pun very much intended—but that’s what makes life fun, right? I wouldn’t trade our relationship for the world. He stands tall and proud . . . and when he spots something he likes? He bobs with pleasure, begging to get closer.

In 1992, he took over as the Scientific Advisor to the Minister of Defence and secretary, Department of Research and Development, and continued till he was seventy. The country’s highest civilian honour, the Bharat Ratna, was conferred on him in 1997. A year later, in 1998, he led the team that conducted India’s second nuclear tests in Pokhran. Five nuclear tests were conducted consecutively and India became a nuclear power. In 1999, he was appointed principal scientific advisor to the government of India with the rank of a Cabinet minister. By 2001, he was enjoying a teacher’s life at Anna University in Chennai. Meant to lecture a class of sixty, most of his lectures ended up in an overflowing hall with about 200 students instead. In 2002, he was elected the eleventh President of India.

Not wasting money is the best way to save money.

In foreign affairs, Johnson was admittedly less self-assured. “Foreigners are not like the folks I’m used to,” he once said. To deal with them, he retained in office all of his predecessor’s top advisers—Dean Rusk at State, Robert McNamara at Defense, McGeorge Bundy as his National Security Advisor. “You’re the men I trust the most,” he told them. “You’re the ablest men I’ve ever seen. It’s not just that you’re President Kennedy’s friends, but you are the best anywhere and you must stay. I want you to stand by me.

hated than Charlie. “Your dad didn’t get anything from my family. We had our own financial advisors.” Not that they’d done much good. Look at Charlie now. Understanding dawned in Jordan’s eyes. “You’re Charlotte Devereux.” “Charlie. Go get changed. We’ve got work to do.” Chapter 10 Charlie honestly didn’t know how she would’ve made it through her shift without Jordan. At best, it would’ve ended with everyone unhappy. At worst, Charlie would’ve taken Jordan’s place in prison. The younger woman didn’t say a lot, and obviously didn’t know much about bartending, but she was a hard worker and

The consulting life is a constant challenge. You’re standing naked in front of people who’ve tried their best to figure it out but are stuck. You are with them, but you are pushing them upstream into uncomfortable places. You’re a human with all your own challenges, but you have to let them feed off your own (sometimes contrived) confidence.

Even what passes as heterosexual intimacy is often resented by straight women who find themselves doing the emotional heavy lifting for men who have no close friends and won’t go to therapy. Men are less likely than women to discuss mental health with friends and family, to seek out psychotherapy, or to recognize they are depressed—a pattern so common as to be termed “normative male alexithymia” by psychologists.51 For straight men in relationships, all of these needs get aimed at women partners. In 2016, the writer Erin Rodgers coined the term “emotional gold digger” to describe straight men’s reliance on women partners to “play best friend, lover, career advisor, stylist, social secretary, emotional cheerleader, mom.”52 Elaborating on this dynamic and the emotional burnout it produces in straight women, Melanie Hamlett further explains that the concept of the emotional gold digger “has gained more traction recently as women, feeling increasingly burdened by unpaid emotional labor, have wised up to the toll of toxic masculinity, which keeps men isolated and incapable of leaning on each other. . . . While [women] read countless self-help books, listen to podcasts, seek out career advisors, turn to female friends for advice and support, or spend a small fortune on therapists to deal with old wounds and current problems, the men in their lives simply rely on them.

A second and more radical response opens up when you reject the “speech is violence” view: you can use your opponents’ ideas and arguments to make yourself stronger. The progressive activist Van Jones (who was President Barack Obama’s green jobs advisor) endorsed this view in February of 2017 in a conversation at the University of Chicago’s Institute for Politics. When Democratic strategist David Axelrod asked Jones about how progressive students should react when people they find ideologically offensive (such as someone associated with the Trump administration) are invited to speak on campus, Jones began by noting the distinction we described in chapter 1 between physical and emotional “safety”: There are two ideas about safe spaces: One is a very good idea and one is a terrible idea. The idea of being physically safe on a campus—not being subjected to sexual harassment and physical abuse, or being targeted specifically, personally, for some kind of hate speech—“you are an n-word,” or whatever—I am perfectly fine with that. But there’s another view that is now I think ascendant, which I think is just a horrible view, which is that “I need to be safe ideologically. I need to be safe emotionally. I just need to feel good all the time, and if someone says something that I don’t like, that’s a problem for everybody else, including the [university] administration.”90 Jones then delivered some of the best advice for college students we have ever heard. He rejected the Untruth of Fragility and turned safetyism on its head: I don’t want you to be safe ideologically. I don’t want you to be safe emotionally. I want you to be strong. That’s different. I’m not going to pave the jungle for you. Put on some boots, and learn how to deal with adversity. I’m not going to take all the weights out of the gym; that’s the whole point of the gym. This is the gym.