Advisor Friend Quotes

A wise parent humors the desire for independent action, so as to become the friend and advisor when his absolute rule shall cease.

you can not fully read a book without being alone. But through this very solitude you become intimately involved with people whom you might never have met otherwise, either because they have been dead for centuries or because they spoke languages you cannot understand. And, nonetheless, they have become your closest friends, your wisest advisors, the wizards that hypnotize you, the lovers you have always dreamed of. -Antonio munoz molinas, "the power of the pen

You can not fully read a book without being alone. But through this very solitude you become intimately involved with people whom you might never have met otherwise, either because they have been dead for centuries or because they spoke languages you cannot understand. And, nonetheless, they have become your closest friends, your wisest advisors, the wizards that hypnotize you, the lovers you have always dreamed of.

When I asked a Big Dog friend of mine whether it was important to sell up through an organization and obtain consensus along the way, he chuckled, and with a low growl said, “That would be a colossal waste of time—find the ‘man,’ set up the meeting and do the deal!

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.

You cannot fully read a book without being alone. But through this very solitude you become intimately involved with people whom you might never have met otherwise, either because they have been dead for centuries or because they spoke languages you cannot understand. And nonetheless, they have become your closest friends, your wisest advisors, the wizards that hypnotize you, the lovers you have always dreamed of. Antonio Muñoz Molinas, “The Power of the Pen

She was still not at ease with the idea that she was now important enough to have people as accessories. Nor was she comfortable with the idea of these people as gatekeepers with access to the details of their personal lives. Whenever she felt herself shrinking under the indifferent glare of the staff that surrounded her, as she did in this instance, she straightened her back and lifted her chin in the way that Chiedza, her trusted advisor-friend, had instructed her to do.

REINHOLD JOBS. Wisconsin-born Coast Guard seaman who, with his wife, Clara, adopted Steve in 1955. REED JOBS. Oldest child of Steve Jobs and Laurene Powell. RON JOHNSON. Hired by Jobs in 2000 to develop Apple’s stores. JEFFREY KATZENBERG. Head of Disney Studios, clashed with Eisner and resigned in 1994 to cofound DreamWorks SKG. ALAN KAY. Creative and colorful computer pioneer who envisioned early personal computers, helped arrange Jobs’s Xerox PARC visit and his purchase of Pixar. DANIEL KOTTKE. Jobs’s closest friend at Reed, fellow pilgrim to India, early Apple employee. JOHN LASSETER. Cofounder and creative force at Pixar. DAN’L LEWIN. Marketing exec with Jobs at Apple and then NeXT. MIKE MARKKULA. First big Apple investor and chairman, a father figure to Jobs. REGIS MCKENNA. Publicity whiz who guided Jobs early on and remained a trusted advisor. MIKE MURRAY. Early Macintosh marketing director. PAUL OTELLINI. CEO of Intel who helped switch the Macintosh to Intel chips but did not get the iPhone business. LAURENE POWELL. Savvy and good-humored Penn graduate, went to Goldman Sachs and then Stanford Business School, married Steve Jobs in 1991. GEORGE RILEY. Jobs’s Memphis-born friend and lawyer. ARTHUR ROCK. Legendary tech investor, early Apple board member, Jobs’s father figure. JONATHAN “RUBY” RUBINSTEIN. Worked with Jobs at NeXT, became chief hardware engineer at Apple in 1997. MIKE SCOTT. Brought in by Markkula to be Apple’s president in 1977 to try to manage Jobs.

I often tell people that I’m the biggest self-aware misogynist I know. I was writing a scene last night between a woman general and the man she helped put on the throne. I started writing in some romantic tension, and realized how lazy that was. There are other kinds of tension. I made a passing reference to sexual slavery, which I had to cut. I nearly had him use a gendered slur against her. I growled at the screen. He wanted to help save her child… no. Her brother? Ok. She was going to betray him. OK. He had some wives who died… ug. No. Close advisors? Friends? Maybe somebody just… left him? Even writing about societies where there is very little sexual violence, or no sexual violence against women, I find myself writing in the same tired tropes and motivations. “Well, this is a bad guy, and I need something traumatic to happen to this heroine, so I’ll have him rape her.” That was an actual thing I did in the first draft of my first book, which features a violent society where women outnumber men 25-1. Because, of course, it’s What You Do.

The academic world, I knew, was small; full of friends and enemies, lightly smoldering conflicts that had been stoked by years of offhand remarks about one’s work, and sometimes, one’s character. Just a survey of the room identified the different cabals: tenured faculty who still sat with their aging dissertation advisors from ten, twenty, thirty years ago, ringed by their own current graduate students who, no doubt, imagined how their own acolytes would someday gather around them. Each group was like a constellation, intertwined, but also circling each other, always trying to gauge the size of the other orbits, the power of individual gravitational pulls.

The waitress came over slowly, as if the effort of crossing the floor was synonymous with wading through deep snow and she should be rewarded for it. Myron warmed her up with one of his patented smiles. The Christian Slater model—friendly yet devilish. Not to be mistaken for the Jack Nicholson model which was also friendly yet devilish. “Hi,” he said. She put down a Rolling Rock cardboard coaster. “What can I get you?” she asked, trying to toss up a friendly tone and falling way short. You rarely find a friendly barmaid in Manhattan, except for those born-again waitresses at chains like TGI Friday’s or Bennigan’s where they tell you their name and that they’ll be your “server” like you might mistake them for something else, like your “legal consultant” or “medical advisor.

Good friendship, in Buddhism, means considerably more than associating with people that one finds amenable and who share one's interests. It means in effect seeking out wise companions to whom one can look for guidance and instruction. The task of the noble friend is not only to provide companionship in the treading of the way. The truly wise and compassionate friend is one who, with understanding and sympathy of heart, is ready to criticize and admonish, to point out one's faults, to exhort and encourage, perceiving that the final end of such friendship is growth in the Dhamma. The Buddha succinctly expresses the proper response of a disciple to such a good friend in a verse of the Dhammapada: 'If one finds a person who points out one's faults and who reproves one, one should follow such a wise and sagacious counselor as one would a guide to hidden treasure' If we associate closely with those who are addicted to the pursuit of sense pleasures, power, riches and fame, we should not imagine that we will remain immune from those addictions: in time our own minds will gradually incline to these same ends. If we associate closely with those who, while not given up to moral recklessness, live their lives comfortably adjusted to mundane routines, we too will remain stuck in the ruts of the commonplace. If we aspire for the highest — for the peaks of transcendent wisdom and liberation — then we must enter into association with those who represent the highest. Even if we are not so fortunate as to find companions who have already scaled the heights, we can well count ourselves blessed if we cross paths with a few spiritual friends who share our ideals and who make earnest efforts to nurture the noble qualities of the Dhamma in their hearts. When we raise the question how to recognize good friends, how to distinguish good advisors from bad advisors, the Buddha offers us crystal-clear advice. In the Shorter Discourse on a Full-Moon Night (MN 110) he explains the difference between the companionship of the bad person and the companionship of the good person. The bad person chooses as friends and companions those who are without faith, whose conduct is marked by an absence of shame and moral dread, who have no knowledge of spiritual teachings, who are lazy and unmindful, and who are devoid of wisdom. As a consequence of choosing such bad friends as his advisors, the bad person plans and acts for his own harm, for the harm of others, and the harm of both, and he meets with sorrow and misery. In contrast, the Buddha continues, the good person chooses as friends and companions those who have faith, who exhibit a sense of shame and moral dread, who are learned in the Dhamma, energetic in cultivation of the mind, mindful, and possessed of wisdom. Resorting to such good friends, looking to them as mentors and guides, the good person pursues these same qualities as his own ideals and absorbs them into his character. Thus, while drawing ever closer to deliverance himself, he becomes in turn a beacon light for others. Such a one is able to offer those who still wander in the dark an inspiring model to emulate, and a wise friend to turn to for guidance and advice.

My morning schedule saw me first in Cannan’s office, conferring with my advisor, but our meeting was interrupted within minutes by Narian, who entered without knocking and whose eyes were colder than I had seen them in a long time. “I thought you intended to control them,” he stated, walking toward the captain’s desk and standing directly beside the chair in which I sat.” He slammed a lengthy piece of parchment down on the wood surface, an unusual amount of tension in his movements. I glanced toward the open door and caught sight of Rava. She stood with one hand resting against the frame, her calculating eyes evaluating the scene while she awaited orders. Cannan’s gaze went to the parchment, but he did not reach for it, scanning its contents from a distance. Then he looked at Narian, unruffled. “I can think of a dozen or more men capable of this.” “But you know who is responsible.” Cannan sat back, assessing his opposition. “I don’t know with certainty any more than you do. In the absence of definitive proof of guilt on behalf of my son and his friends, I suggest you and your fellows develop a sense of humor.” Then the captain’s tone changed, becoming more forbidding. “I can prevent an uprising, Narian. This, you’ll have to get used to.” Not wanting to be in the dark, I snatched up the parchment in question. My mouth opened in shock and dismay as I silently read its contents, the men waiting for me to finish. On this Thirtieth Day of May in the First Year of Cokyrian dominance over the Province of Hytanica, the following regulations shall be put into practice in order to assist our gracious Grand Provost in her effort to welcome Cokyri into our lands--and to help ensure the enemy does not bungle the first victory it has managed in over a century. Regulation One. All Hytanican citizens must be willing to provide aid to aimlessly wandering Cokyrian soldiers who cannot on their honor grasp that the road leading back to the city is the very same road that led them away. Regulation Two. It is strongly recommended that farmers hide their livestock, lest the men of our host empire become confused and attempt to mate with them. Regulation Three. As per negotiated arrangements, crops grown on Hytanican soil will be divided with fifty percent belonging to Cokyri, and seventy-five percent remaining with the citizens of the province; Hytanicans will be bound by law to wait patiently while the Cokyrians attempt to sort the baffling deficiency in their calculations. Regulation Four. The Cokyrian envoys assigned to manage the planting and farming effort will also require Hytanican patience while they slowly but surely learn what is a crop and what is a weed, as well as left from right. Regulation Five. Though the Province Wall is a Cokyrian endeavor, it would be polite and understanding of Hytanicans to remind the enemy of the correct side on which to be standing when the final stone is laid, so no unfortunates may find themselves trapped outside with no way in. Regulation Six. When at long last foreign trade is allowed to resume, Hytanicans should strive to empathize with the reluctance of neighboring kingdoms to enter our lands, for Cokyri’s stench is sure to deter even the migrating birds. Regulation Seven. For what little trade and business we do manage in spite of the odor, the imposed ten percent tax may be paid in coins, sweets or shiny objects. Regulation Eight. It is regrettably prohibited for Hytanicans to throw jeers at Cokyrian soldiers, for fear that any man harried may cry, and the women may spit. Regulation Nine. In case of an encounter with Cokyrian dignitaries, the boy-invader and the honorable High Priestess included, let it be known that the proper way in which to greet them is with an ass-backward bow.

I want the humans on Earth to meet with Me regularly. I want them to see My face and hear My voice. I need them to know that I am here for them, with them and that I support and love them. I take my role as Friend, Advisor and Mentor very seriously!" - God

Lyndon Johnson, on the other hand, came from a much more modest background and his primary interests had revolved around domestic politics. His strong affinity with Zionism and Israel was reflected in his circle of close friends and advisors,

I'm so sick and tired of leeches; blood sucking individuals with no remorse. It's now time to cut them off and get rid of them from my life. The hungry consultants, unscrupulous professional advisors, fake friends, dubious investors, bogus business partners, self-anointed good-soil for seed ministries, selfish relatives and those who feel I don't deserve!

Even when the would-be lover himself, without pressure from an outside advisor, longs to fall in love with a particular person, it is not within his control. Lillian Hellman, writing about her friend Arthur Cowan, who had declared her too old for him, finally divined what she thought was his true reticence in relation to her: “I was what he wanted to want, could not ever want, and that must have put an end to an old dream about the kind of life that he would now have because he didn’t really want it.” In fact, he seemed to prefer fashion models. It is for good reason that Cupid is known to be willful, mischievous, and sometimes even perverse. Love comes when it does.

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.

Morisu, on the other hand, could feel passionate about things in a different way from Kawaminami, yet it was rare to see that side of him in his everyday life. He was the type who kept his thoughts to himself, thinking everything over until he was satisfied before taking any action. To Kawaminami, his friend Morisu was a wise advisor, who would stop him from making rash assumptions or jumping to wrong conclusions.

With Giddings’s properties, buyer and seller are brought together via a network of elite realtors who, like brand manager David Christiansen, nurture close bonds with their clients. These are multiyear relationships in which Giddings serves as matchmaker, advisor, friend, and de facto therapist. “I may even go home for Sunday dinners and put their children to bed and all of that,” she says. Some clients like her to be involved long after the purchase: “We’re thinking about this in this color. Can you just come by?

The sheer scale of the family wealth makes Jonathan’s concerns about losing it seem pretty irrational. But emotions are emotions. “You put the walls up and you want to guard it and protect it and defend it and heaven forbid somebody should take it from you,” he says. “You’re fear-based now.” In some ways, being very rich and very poor are strangely similar. Just as having not enough money creates fear and anxiety, so can having more than you know what to do with. At both ends of the spectrum, money tinkers with our notions of self-worth, our egos, our social lives, the stability of our marriages, our relationships with children, parents, and siblings—even our mental health. Raising that difficult child properly requires a network of friends and relatives, teachers and advisors, except in the ultrawealth world those teachers and advisors wear business casual and charge substantial fees. “I’m a lawyer, not a therapist,” one estate lawyer who caters to ultra-high-net-worth clients told me. “Although the fact of the matter is, you become one.

Agents need to be many things all at once. At times you will wear the hats of legal counsel, therapist, financial advisor, friend, organizer, market expert, and salesperson.

You’re a wonderful advisor, Eleanor Corbois,” I said between sniffles, touching my forehead to hers. “And you’re an even better friend.” “Are you two about to kiss?” Eleanor let go of me as her eyes rolled to the ceiling with an exasperated groan. “I swear Taran, you really know how to ruin a moment.

Sometimes the people you had early on—maybe even the people who have been with you since the beginning—simply don’t have the runway to help you scale in zeros. It’s because they’re not just employees at this point; these are your friends. You’ve been through the trenches together. You have to be brutally honest with yourself and ask these two questions: “Is everyone up for the challenge to scale?” and “Are they capable of scaling in zeros?” If not, there has to be a willingness to make painful changes and say, “We have to bring someone else in.” They may change their role in the company or exit early, so in these cases, I do my best to ensure that these employees continue to be advisors and maintain some stock ownership in the company.

Making the Right Decisions Now if any of you lacks wisdom, he should ask God, who gives to all generously and without criticizing, and it will be given to him. James 1:5 HCSB Some decisions are easy to make because the consequences of those decisions are small. When the person behind the counter asks, “Want fries with that?” the necessary response requires little thought because the aftermath of that decision is relatively unimportant. Some decisions, on the other hand, are big … very big. If you’re facing one of those big decisions, here are some things you can do: 1. Gather as much information as you can: don’t expect to get all the facts—that’s impossible—but get as many facts as you can in a reasonable amount of time. (Proverbs 24:3-4) 2. Don’t be too impulsive: If you have time to make a decision, use that time to make a good decision. (Proverbs 19:2) 3. Rely on the advice of trusted friends and mentors. Proverbs 1:5 makes it clear: “A wise man will hear and increase learning, and a man of understanding will attain wise counsel” (NKJV). 4. Pray for guidance. When you seek it, He will give it. (Luke 11:9) 5. Trust the quiet inner voice of your conscience: Treat your conscience as you would a trusted advisor. (Luke 17:21) 6. When the time for action arrives, act. Procrastination is the enemy of progress; don’t let it defeat you. (James 1:22). People who can never quite seem to make up their minds usually make themselves miserable. So when in doubt, be decisive. It’s the decent way to live. There may be no trumpet sound or loud applause when we make a right decision, just a calm sense of resolution and peace. Gloria Gaither The Reference Point for the Christian is the Bible. All values, judgments, and attitudes must be gauged in relationship to this Reference Point. Ruth Bell Graham The principle of making no decision without prayer keeps me from rushing in and committing myself before I consult God. Elizabeth George If you are struggling to make some difficult decisions right now that aren’t specifically addressed in the Bible, don’t make a choice based on what’s right for someone else. You are the Lord’s and He will make sure you do what’s right. Lisa Whelchel We cannot be led by our emotions and still be led by the Holy Spirit, so we have to make a choice. Joyce Meyer

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?

Mary was surrounded in her childhood by powerful women: the French Queen Catherine de Medici; the King’s lover, advisor and friend, Diane de Poitiers; Mary’s grandmother, Antoinette de Guise and finally her own mother, the Dowager Queen of Scotland. In direct contrast, Elizabeth’s earliest experiences were of the transience and impotence of women. Her mother had no real existence for her, her life snuffed out when she was no longer useful to the King. Stepmothers came and went, powerless in the grip of fate or the terrifying whim of her autocratic father. Even Catherine Parr, who inspired in the young Elizabeth a certain affection and admiration, was prematurely erased from life by the scourge of puerperal fever. The only constant image of power in Elizabeth’s growing years was the once magnificent, but increasingly mangy and irascible old lion of England, her father, the King.

Wyatt’s lips flatten into a serious line. His voice goes low, laced with passion. “Marrying one woman doesn’t mean spending your life with one woman, because the funny girl you fall in love with on a first date at twenty-eight eventually becomes the fascinating creature you propose to at thirty, then evolves into the stunning bride you wait for at the end of an aisle at thirty-two, and finally grows into the astounding mother to your children at thirty-four. By forty, she has blossomed into the businesswoman, the force to be reckoned with. By the time you’re fifty or sixty or seventy or a hundred, she’s been everything — your wife, your lover, your friend, your companion, your sous-chef, your travel partner, your life coach, your confidant, your cheerleader, your critic, your most stalwart advisor. She grows with you. She changes with you. She is always stable, but never stagnant. She is not one woman. She is a thousand versions of herself, a multitude of layers, an infinite ocean whose depths you plumb over a lifetime, whose many treasures and intricacies, quirks and idiosyncrasies you need an entire marriage to explore.” His voice softens. “A man should be so lucky to spend his life stuck with one woman such as that.” -Julie Johnson, "The Monday Girl

Marrying one woman doesn’t mean spending your life with one woman, because the funny girl you fall in love with on a first date at twenty-eight eventually becomes the fascinating creature you propose to at thirty, then evolves into the stunning bride you wait for at the end of an aisle at thirty-two, and finally grows into the astounding mother to your children at thirty-four. By forty, she has blossomed into the businesswoman, the force to be reckoned with. By the time you’re fifty or sixty or seventy or a hundred, she’s been everything — your wife, your lover, your friend, your companion, your sous-chef, your travel partner, your life coach, your confidant, your cheerleader, your critic, your most stalwart advisor. She grows with you. She changes with you. She is always stable, but never stagnant. She is not one woman. She is a thousand versions of herself, a multitude of layers, an infinite ocean whose depths you plumb over a lifetime, whose many treasures and intricacies, quirks and idiosyncrasies you need an entire marriage to explore.” His voice softens. “A man should be so lucky to spend his life stuck with one woman such as that.

It wasn’t until the ship returned to Castine that my infraction came up as an issue to be dealt with. Once again, I sought out the council of my friendly advisor, Commander Jameson, who surprisingly had a few choice words to say and then advised that I write a statement blaming this mess on my youth and immaturity. I personally didn’t like the idea but followed his advice, along with a plea for clemency. Two long weeks later, I found myself in front of RearAdmiral William W. Warlick USN Ret. I really didn’t know what to expect. The two midshipmen that preceded me into his office were both expelled, for what seemed a minor infraction. I guess that when my turn came, he just gave up on being a hardnosed admiral. Looking me in the eye, he asked if I had learned my lesson. When I said, “Yes sir,” he waved me off with a “Don’t let me see you again.” I later learned that Jameson had talked to him, paving the way for me….

Success brings many things into your life. Usually money. However, to get that money you often have to make many decisions you never made before and make them in a short amount of time. There is a lot of pressure. As a result, you end up replacing friends with advisors. Lawyers and accountants make regular phone calls to see how you are doing. The cost of doing business with them isn’t the first twenty minutes of a movie. It’s 10 percent to 20 percent of whatever you make depending on how good of a friend they are.

A book can be a great friend, an advisor, a means to an end. A book reveals so much more than a movie would ever do. For example, when I watched the movie “The Hours” I was fascinated by the story. Just a year later I decided to read the book. And what was my surprise that I was even more dazzled by its writings than I was by the images… The images in my head were more vivid than the film could ever transport me to that feminine universe that the author was trying (and so successfully granted me) to conceive…

The groundbreaking book that popularized the topic is Emotional Intelligence: Why It Can Matter More Than IQ, written by Daniel Goleman, our friend and advisor. One of the most important messages in the book is that emotional competencies are not innate talents; they are learned abilities. In other words, emotional competencies are something you can deliberately acquire with practice

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.

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?” Half of the people said that they were asked specifically by a friend to recommend a financial advisor. Over half the people communicated some financial need for which the person knew his financial advisor had a solution. And how many people said that the circumstance of their last referral was that the advisor asked for it? Two percent, which is statistically equivalent to zero. Essentially no one gave a referral because the advisor asked for it. They gave a referral because their friend expressed a need, and they wanted to help (Figure 1.1). Most referral programs reflect a hunter mentality. We must go out and stalk and capture the referral. How do you suppose the prey feels in this relationship?

While he was in school, we needed to pay our bills. I had to get a job. I'd majored in music (piano). I had no business credentials, connections, or confidence, so I started as a secretary to a retail sales broker at Smith Barney in midtown Manhattan. It was the era of Liar's Poker, Bonfire of the Vanities, and Working Girl. Working on Wall Street was exciting. I started taking business courses at night and I had a boss who believed in me, which allowed me to bridge from secretary to investment banker. This rarely happens. Later I became an equity research analyst and subsequently cofounded the investment firm Rose Park Advisors with Clayton Christensen, a professor at Harvard Business School. When I walked onto Wall Street through the secretarial side door, and then walked off Wall Street to become an entrepreneur, I was a disruptor. "Disruptive innovation" is a term coined by Christensen to describe an innovation at the low end of the market that eventually upends an industry. In my case, I had started at the bottom and climbed to the top—now I wanted to upend my own career. No wonder my friend thought I'd lost my sanity. According to Christensen's theory, disruptors secure their initial foothold at the low end of the market, offering inferior, low-margin products. At first, the disrupter's position is weak. For example, when Toyota entered the U.S. market in the 1950s, it introduced the Corona, a small, cheap, no-frills car that appealed to first-time car buyers on a tight budget.

As people, we have stakeholders in our lives: our friends, family, colleagues, advisors. All these people know why we do what we do. How do we enroll them in our stories to support us as we move along this journey? Author Paul Ratoff, in his book, Thriving in a Stakeholder World: Purpose as the New Competitive Advantage, calls this your “stakeholder world.” Identifying your key stakeholders and enrolling them in your purpose is critical.

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.

Russian ambassador Sergey Kislyak hosted me at his residence for a particularly warm, elaborate, and meaningful dinner. He invited all of my friends in the U.S. government, as well as a few of my important informal outside advisors who had participated in developing the ideas of the Reset. Three years earlier, Kislyak and I had started our relationship with our fists up. But over the years, he had grown on me. We were very different people in so many ways, and yet I felt like we clicked. He

alienated Essex from the Queen’s favours. Meanwhile Raleigh revived his place at Court and was again one of the Queen’s closest advisors. Embittered, Essex let his hatred of Raleigh get the better of him and in 1601 attempted to stage a rebellion against the Queen which would also rid him, finally, of his rival. He paid for it with his head. But Essex would have his revenge, for when his old friend James I succeeded Elizabeth, he had Raleigh executed for treason. Following the Islands Voyage,

May 19: At 2:00 p.m., Marilyn arrives at Madison Square Garden for a brief rehearsal. She departs to have her hair styled by Kenneth Battelle at a cost of $150. Then she returns to her New York apartment for a $125 makeup session with Marie Irvine. Finally, her maid, Hazel Washington, helps hook Marilyn into her Jean Louis gown, and she arrives at Madison Square Garden approximately three hours before she is to perform. Introduced to an audience of fifteen thousand as the “late Marilyn Monroe” after she delays her entrance (all part of the carefully rehearsed show), Marilyn performs flawlessly as the last of twenty-three entertainers and is clearly the highlight of the evening. Columnist Dorothy Kilgallen describes Marilyn as “making love to the president of the United States.” Marilyn also attends a party at the home of Arthur Krim, president of United Artists. She is photographed in a group of Kennedy supporters watching Diahann Carroll sing. To her right is Maria Callas and Arthur Miller’s father, Isidore. She is also photographed with both Robert and John Kennedy, as well as presidential advisor Arthur Schlesinger Jr. Schlesinger and Robert Kennedy playfully compete to dance with Marilyn. Contrary to sensationalistic reports, Marilyn spends the rest of the evening in her New York apartment with her friend Ralph Roberts and James Haspiel, one of her devoted fans.

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.

To give you an example of a referral process template in a more general sense, let’s look at a fictional financial advisor using the S.O.N.A.R. process a concept adapted from the book How to Get Your Competition Fired by Randy Schwantz. The process follows five steps as you speak with an existing client and keys off the Contrast Principle, with a focus on positioning that encourages the client to suggest they refer you to a friend, rather than you asking for a referral.

An NRI may have a CA in India helping him for Indian taxes, CPA in his country of residence helping him for his local taxes and a bank relationship manager or agent/advisor friend for investments in India. All

The curse takes a hundred forms, twisting each good thing that should be Orico’s according to the weaknesses of its nature. A wife grown barren instead of fertile. A chief advisor corrupt instead of loyal. Friends fickle instead of true, food that sickens instead of strengthening, and on and on.

While Amanda may be considered as the “official candidate” whose breeding and background made her eminently acceptable at Court, the Prince was also conducting a stormy relationship with Anna Wallace, the daughter of a Scottish landowner whom he had met while fox hunting in November 1979. She was the latest of a long line of girlfriends, drawn for the most part from the upper reaches of the aristocracy, who had appeared on his romantic horizon. However Anna, fiery, wilful and impulsive, was temperamentally unsuitable for the regulated routine of royalty. Not for nothing was she known as “Whiplash Wallace”. Prince Charles, a man who by his own admission fell in love easily, pressed his suit even though his advisors told him that she had other boy-friends. Their relationship became so serious that, according to at least one account, he asked her to marry him. She is said to have turned him down but that rebuff did little to dampen his ardour. In May they were discovered by journalists lying on a blanket by the river Dee on the Queen’s estate at Balmoral. The Prince was furious at this intrusion into his private life and authorized his friend, Lord Tryon, who was present at the picnic to shout a four letter word at the journalists concerned.

Your friend, advisor, defender, physician, those are your crooked judges - only.

Trick #1 for Farming Humans is the ability to invisibly commit crime. Chapter 1, Page 9, Ring of Gyges Trick #2 for Farming Humans is to allow professionals to create rigged systems or self serving social constructs. Chapter 4, page 28 (Lawyers who serve corporate interests are often incentivized to assist in harming the society to increase their own security. SEC, Bernie Madoff, Corporations as invisible friends, Money laundering assistance) Trick #3 in Farming Humans is making it legal for insider manipulation of public markets for private gain. (Boeing CEO) page 32 Trick #4 for Farming Humans is Justice prefers to look only down…rarely up towards power. Chapter 5, page 33. Trick #5 for Farming Humans is “let us create the nation’s money”. What could go wrong? Found in Chapter 7 on page 38. Trick # 6 in the game of Farming Humans, to create something which gives a few men an elevated status above the rest. Southern Pacific Railroad taxes, to Pacific Gas and Electric deadly California fires, to Boeing aircraft casualties. Paper “persons” cannot be arrested or jailed. Trick #7 for Farming Humans is a private game of money creation which secretly “borrowed” on the credit backing of the public. Chapter 9, page 51. Federal Reserve. Trick #8 for Farming Humans is seen in the removal of the gold backing of US dollars for global trading partners, a second default of the promises behind the dollar. (1971) Chapter 15, page 81 Trick #9 for Farming Humans is being able to sell out the public trust, over and over again. Supreme Court rules that money equals speech. Chapter 16, page 91. Trick #10 for Farming Humans is Clinton repeals Glass Steagall, letting banks gamble America into yet another financial collapse. Chapter 17, page 93. Trick #11 for Farming Humans is when money is allowed to buy politics. Citizens United, super PAC’s can spend unlimited money during campaigns. Chapter 18, page 97. Trick #12 for Farming Humans is the Derivative Revolution. Making it up with lawyers and papers in a continual game of “lets pretend”. Chapter 19, page 105. Trick #13 for Farming Humans is allowing dis-information to infect society. Chapter 20, page 109. Trick #14 for Farming Humans is substitution of an “advisor”, for what investors think is an “adviser”. Confused yet? The clever “vowel movement” adds billions in profits, while farming investors. Trick #15 for Farming Humans is when privately-hired rental-cops are allowed to lawfully regulate an industry, the public gets abused. Investments, SEC, FDA, FAA etc. Chapter 15, page 122 Trick #16 for Farming Humans is the layer of industry “self regulators”, your second army of people paid to “gaslight” the public into thinking they are protected.

You cannot fully read a book without being alone. But through this very solitude you become intimately involved with people whom you might never have met otherwise, either because they have been dead for centuries or because they spoke languages you cannot understand. And nonetheless, they have become your closest friends, your wisest advisors, the wizards that hypnotize you, the lovers you have always dreamed of. Antonio Muñoz Molinas, “The Power of the

Top Dog Advisor is a website that provides information to dog owners about their best friend. Our primary focus is on food, training, and health. We leave no stone unturned. What is the best dog food? How do I train my puppy? Top Dog Advisor has the answers to all these questions and more. Dogs can be susceptible to disease and early detection is key for a positive outcome. Top Dog Advisor believes that early detection can be achieved by keeping our readers updated.

Modern recruiting company, Boardsi, is revolutionizing the way executive teams and boards are formed in top companies throughout the United States. Started in 2017, Boardsi’s platform is user friendly and provides executives the opportunity to explore paid advisor and board opportunities. The company gives generously to the Academy of United States Veterans and has sponsored the San Francisco Knight Hawks soccer team for multiple seasons.

ADVISOR: (401 to 600 points) An advisor is one of the most strategic ranks in a gang. They are the brains of the Mafia and strategize plans to keep the crew strong and profitable. They are the mastermind behind Mafia. Advisor design action plans to reach goals. They prepare plans, so soldiers take calculated risks to achieve the gang's goals while maintaining secrecy. They are the most trusted and closest to the godfather. You are wise and calm like Advisors in a gang. Your friends and family ask you for advice. You are most likely book-smart and intelligent. You devise plans to achieve your goals. Appropriate careers for you can be as a teacher or a scientist. Although you are mostly not leading the group, you are a special person for the leader. You are primarily introverted and live in your mind a lot.

We provide individualized representation for victims of accidents. Our specialist panel of injury law firms are the top legal brains within the UK. Our friendly team of highly trained advisors have more than 18 Years combined experience within the Legal Industry helping clients get access to reputable Law firms handling road traffic accident claims, personal injury claims, trip and slip claims and many more.

Cleopatra’s daughter Scribonia, Julia’s mother, briefly married to Caesar Augustus, then divorced Tiberius, Livia’s older son by her first marriage Drusus, Livia’s younger son by her first marriage Marcus Agrippa, Rome’s foremost general, Caesar Augustus’s friend since boyhood Gaius Maecenas, another boyhood friend of Caesar Augustus, now a political advisor and patron of the

Even though most of the Germans were in China on short-term contracts and could have left once the shooting started, they felt an obligation to stay at a key moment when their host nation’s survival was at stake. “We all agreed that as private citizens in Chinese employment there could be no question of our leaving our Chinese friends to their fate,” Alexander von Falkenhausen, the top advisor, wrote later.

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His friends and advisors would later agree that he had one overarching reason for challenging President Gerald Ford in 1976: détente with the Soviets. It had been Nixon’s policy, and now it was Ford’s, formalized in the Helsinki Accords in 1975. Reagan believed that the president’s concessions to Soviet general secretary Leonid Brezhnev had been damaging to human rights and extended Soviet power in the region. He saw détente as a one-way street that had enabled the Soviets to grow stronger at our expense.

One MUST Learn To Find One’s Own Way! No one can live one’s life for him or her; the only thing a family, friend, advisor etc can do for anybody is to BE THERE WHEN ONE IS IN NEED! AND FRIENDS MAY I TELL YOU,

Among us friends, let’s be honest,” a prominent presidential advisor once remarked, after the pro-chaos crowd left a White House meeting. The slimmed-down group was comprised of White House officials and cabinet secretaries. “About a third of the things the president wants us to do are flat-out stupid. Another third would be impossible to implement and wouldn’t even solve the problem. And a third of them would be flat-out illegal.” Heads nodded. That

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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.

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