Anticipate Business Quotes

You know you’re wearing pyjamas wrong, right?” He didn’t look up. “Oh?” “Yeah, you’re supposed to just wear the bottoms, and have them hanging low on your hips, displaying your perfectly chiselled V-cut.” “Maybe next time.” I thought about this for a moment. “Are you saying you have a perfectly chiselled v-cut?” “I’m not sure that’s any of your business.” “What if someone asks? I should know for verisimilitude.” The corners of his mouth twitched slightly. “You can say I’m a gentleman and we haven’t got that far.” “You” – I gave a thwarted sigh – “are a terrible fake boyfriend.” “I’m building fake anticipation.” “You’d better be fake worth it.” “I am.

There was that special smell made up of paper, ink, and dust; the busy hush; the endless luxury of thousands of unread books. Best of all was the eager itch of anticipation as you went out the door with your arms loaded down with books.

Do not spend too much time planning or trying to anticipate and solve problems before they happen. That is just another kind of excuse for procrastination. Until you start, you won’t know where the problems will occur. You won’t have the experience to solve them. Instead, get into action, and solve the problems as they arise.

You fight your superficiality, your shallowness, so as to try to come at people without unreal expectations, without an overload of bias or hope or arrogance, as untanklike as you can be, sans cannon and machine guns and steel plating half a foot thick; you come at them unmenacingly on your own ten toes instead of tearing up the turf with your caterpillar treads, take them on with an open mind, as equals, man to man, as we used to say, and yet you never fail to get them wrong. You might as well have the "brain" of a tank. You get them wrong before you meet them, while you're anticipating meeting them; you get them wrong while you're with them; and then you go home to tell somebody else about the meeting and you get them all wrong again. Since the same generally goes for them with you, the whole thing is really a dazzling illusion empty of all perception, an astonishing farce of misperception. And yet what are we to do about this terribly significant business of "other people," which gets bled of the significance we think it has and takes on instead a significance that is ludicrous, so ill-equipped are we all to envision one another's interior workings and invisible aims? Is everyone to go off and lock the door and sit secluded like the lonely writers do, in a soundproof cell, summoning people out of words and then proposing that these word people are closer to the real thing than the real people that we mangle with our ignorance every day? The fact remains that getting people right is not what living is all about anyway. It's getting them wrong that is living, getting them wrong and wrong and wrong and then, on careful reconsideration, getting them wrong again. That's how we know we're alive: we're wrong. Maybe the best thing would be to forget being right or wrong about people and just go along for the ride. But if you can do that--well, lucky you.

The most powerful emotions that we experience have very sharp points, like the tip of a thorn. When they prick us, they cause discomfort and even pain. Just the anticipation or fear of these feelings can trigger intolerable vulnerability in us. We know it’s coming. For many of us, our first response to vulnerability and pain of these sharp points is not to lean into the discomfort and feel our way through but rather to make it go away. We do that by numbing and taking the edge off the pain with whatever provides the quickest relief. We can anesthetize with a whole bunch of stuff, including alcohol, drugs, food, sex, relationships, money, work, caretaking, gambling, staying busy, affairs, chaos, shopping, planning, perfectionism, constant change, and the Internet.

Want to exercise more? Choose a cue, such as going to the gym as soon as you wake up, and a reward, such as a smoothie after each workout. Then think about that smoothie, or about the endorphin rush you’ll feel. Allow yourself to anticipate the reward. Eventually, that craving will make it easier to push through the gym doors every day.

We're too busy anticipating our Ever Afters to find the happy endings along the way.

They live their lives as a sort of temporal blur around the point where their body actually is – anticipating the future, or holding on to the past. They’re usually so busy thinking about what happens next that the only time they ever find out what is happening now is when they come to look back on it.

In the common walks of life, with what delightful emotions does the youthful mind look forward to some anticipated scene of festivity! Imagination is busy sketching rose-tinted pictures of joy. In fancy, the voluptuous votary of fashion sees herself amid the festive throng, 'the observed of all observers.' Her graceful form, arrayed in snowy robes, is whirling through the mazes of the joyous dance; her eye is brightest, her step is lightest in the gay assembly. "In such delicious fancies time quickly glides by, and the welcome hour arrives for her entrance into the Elysian world, of which she has had such bright dreams. How fairy-like does everything appear to her enchanted vision! Each new scene is more charming than the last. But after a while she finds that beneath this goodly exterior, all is vanity, the flattery which once charmed her soul, now grates harshly upon her ear; the ball-room has lost its charms; and with wasted health and imbittered heart, she turns away with the conviction that earthly pleasures cannot satisfy the longings of the soul!

To anticipate, not the sunrise and the dawn merely, but, if possible, Nature herself! How many mornings, summer and winter, before yet any neighbor was stirring about his business, have I been about mine...So many autumn, ay, and winter days, spent outside the town, trying to hear what was in the wind, to hear and carry it express! I well-nigh sunk all my capital in it, and lost my own breath into the bargain, running in the face of it.

A friendship built on business can be glorious, while a business built on friendship can be murder.

In his book In This Very Life, the Burmese meditation teacher Sayadaw U Pandita, wrote, "In their quest for happiness, people mistake excitement of the mind for real happiness." We get excited when we hear good news, start a new relationship, or ride a roller coaster. Somewhere in human history, we were conditioned to think that the feeling we get when dopamine fires in our brain equals happiness. Don't forget, this was probably set up so that we would remember where food could be found, not to give us the feeling "you are now fulfilled." To be sure, defining happiness is a tricky business, and very subjective. Scientific definitions of happiness continue to be controversial and hotly debated. The emotion doesn't seem to be something that fits into a survival-of-the-fittest learning algorithm. But we can be reasonably sure that the anticipation of a reward isn't happiness.

That he had so often experienced the ready succours of Divine Grace upon all occasions, that from the same experience, when he had business to do, he did not think of it beforehand; but when it was time to do it, he found in GOD, as in a clear mirror, all that was fit for him to do. That of late he had acted thus, without anticipating care; but before the experience above mentioned, he had used it in his affairs.

Edward M. Hallowell, a psychiatrist who specializes in brain science, explains, play has a positive effect on the executive function of the brain. “The brain’s executive functions,” he writes, “include planning, prioritizing, scheduling, anticipating, delegating, deciding, analyzing—in short, most of the skills any executive must master in order to excel in business.

Then again, peasants and princesses all shit the same and have their courses the same, so I suppose it’s no surprise that babies all come out the same way, too. Having thus accidentally anticipated a few centuries’ worth of revolutionary political thought, Marra got down to the business of boiling water and making tea.

Why don’t you worry in the other direction?’ she demanded, nailing me with her penetrating green gaze, which lovingly refused to ever let her students off the hook. ‘Why don’t you worry that it will all work out and you’ll meet all your creative matches and you’ll be too successful and too happy and too busy with how much work you have? Why must you always anticipate the absolute worst-case scenario, when you could worry that everything will just be too wonderful? Why do you do that? Why?’ Good point, I thought. Why do I?

What they don’t teach you in business school is to make sure your life partner is in sync with what you’re doing,

If you’re an over thinker or try to anticipate every barrier-before beginning, ask yourself, “if I had to accomplish this project in three steps or less, what would they be?

You can protect yourself against anything if you anticipate a problem, understand the potential for harm and know how to prepare to prevent harm from happening.

three basic tests. First, your idea has to be big enough to justify devoting your life to it. Make sure it has the potential to be huge. Second, it should be unique. When people see what you are offering, they should say to themselves, “My gosh, I need this. I’ve been waiting for this. This really appeals to me.” Without that “aha!” you are wasting your time. Third, your timing must be right. The world actually doesn’t like pioneers, so if you are too early, your risk of failure is high. The market you are targeting should be lifting off with enough momentum to help make you successful. If you pass these three tests, you will have a business with the potential to be big, that offers something unique, and is hitting the market at the right time. Then you have to be ready for the pain. No entrepreneur anticipates or wants pain, but pain is the reality of starting something new. It is unavoidable

The spring is like some harlot feigning sensuality. It is not until the fall when the year gets down to its real business. I always await the Harvest Moon with enormous anticipation.

Astute social commentators had been anticipating this rightward shift since the early 1980s. Bertram Gross predicted, in his book Friendly Fascism, that the United States might arrive at a gentler form of the virulent ultranationalism, antilabor activity, and racism, which coalesced into fascism in Europe in the 1930s. Corporate America would tolerate such a rightward drift, so the argument went, because more government restrictions on personal freedom would enhance business efforts to discipline the labor force and increase corporate profits.

If one can call anticipation of enemy reactions based on a lifetime of professional training and on thinking and application "intuition," he had it ... He was a professional soldier, a student of history

Just looking at the outside of the library made Robin lose herself for a minute, remembering the feel of libraries. There was that special smell made up of paper, ink, and dust; the busy hush; the endless luxury of thousands of unread books. Best of all was the eager itch of anticipation as you went out the door with your arms loaded down with books. Libraries had always seemed almost too good to be true.

But Burnham also created an office culture that anticipated that of businesses that would not appear for another century. He installed a gym. During lunch hour employees played handball. Burnham gave fencing lessons. Root played impromptu recitals on a rented piano. “The office was full of a rush of work,” Starrett said, “but the spirit of the place was delightfully free and easy and human in comparison with other offices I had worked in.

But Burnham also created an office culture that anticipated that of businesses that would not appear for another century. He installed a gym. During lunch hour employees played handball. Burnham gave fencing lessons. Root played impromptu recitals on a rented piano. “The office was full of a rush of work,” Starrett said, “but the spirit of the place was delightfully free and easy and human in comparison with other offices I had worked in.” Burnham

Late in November, Lenny took off for his eagerly anticipated job in Chicago. It had been nearly a year since he played the chilly city, and those who hadn't seen him for that period, or even longer, were shocked at the change in his appearance. The once handsome, animated, brilliant performer and commentator was now a fat, bent, shabby-looking street loafer, a horribly dissipated, baggy-eyed, numb-fleshed junkie, with a tragic darkness in his eyes.

Jess, I've got no business judging anyone. But I can offer you some advice if you don't mind. "Sure." Though my palms start to sweat anticipating what he might say. "Never ask someone to tell you who you are. You tell them.

It is not blindly pushing your own agenda that will really create rich opportunities in your life, career, business – and in the world. It’s is your ability to understand, appreciate, anticipate, address, add value to that of others that will.

But too often, we proceed like this . . . A flash of inspiration: I want to do the best and biggest ______ ever. Be the youngest ______. The only one to ______. The “firstest with the mostest.” The advice: Okay, well, here’s what you’ll need to do step-by-step to accomplish it. The reality: We hear what we want to hear. We do what we feel like doing, and despite being incredibly busy and working very hard, we accomplish very little. Or worse, find ourselves in a mess we never anticipated.

Any business that wanted to set up shop inside the OASIS had to rent or purchase virtual real estate (which Morrow dubbed “surreal estate”) from GSS. Anticipating this, the company had set aside Sector One as the simulation’s designated business zone and began to sell and rent millions of blocks of surreal estate there. City-sized shopping malls were erected in the blink of an eye, and storefronts spread across planets like time-lapse footage of mold devouring an orange. Urban development had never been so easy.

Getting to know Jack and watching him in action reinforced my growing belief that the most important asset in business is information. The more you know, the more perspectives you have and the more connections you can make, which allow you to anticipate issues.

I am afraid of the run-up to death, because I have had to watch that. But I think that many of us who are on the last lap are too busy with the baggage of old age to waste much time anticipating the finishing line. We have to get used to being the person we are, the person we have always been, but encumbered now with various indignities and disabilities, shoved as it were into some new incarnation. We feel much the same, but clearly are not. We have entered an unexpected dimension; dealing with this is the new challenge.

Cash flow is the life blood of your business. It allows you to develop a product, undertake research, cover overhead costs, and invest in future projects. You should review your financial situation regularly to anticipate future expenses and allocate your budget appropriately to ensure they are covered.

Jesus Christ is not a cosmic errand boy. I mean no disrespect or irreverence in so saying, but I do intend to convey the idea that while he loves us deeply and dearly, Christ the Lord is not perched on the edge of heaven, anxiously anticipating our next wish. When we speak of God being good to us, we generally mean that he is kind to us. In the words of the inimitable C. S. Lewis, "What would really satisfy us would be a god who said of anything we happened to like doing, 'What does it matter so long as they are contented?' We want, in fact, not so much a father in heaven as a grandfather in heaven--a senile benevolence who as they say, 'liked to see young people enjoying themselves,' and whose plan for the universe was simply that it might be truly said at the end of each day, 'a good time was had by all.'" You know and I know that our Lord is much, much more than that. One writer observed: "When we so emphasize Christ's benefits that he becomes nothing more than what his significance is 'for me' we are in danger. . . . Evangelism that says 'come on, it's good for you'; discipleship that concentrates on the benefits package; sermons that 'use' Jesus as the means to a better life or marriage or job or attitude--these all turn Jesus into an expression of that nice god who always meets my spiritual needs. And this is why I am increasingly hesitant to speak of Jesus as my personal Lord and Savior. As Ken Woodward put it in a 1994 essay, 'Now I think we all need to be converted--over and over again, but having a personal Savior has always struck me as, well, elitist, like having a personal tailor. I'm satisfied to have the same Lord and Savior as everyone else.' Jesus is not a personal Savior who only seeks to meet my needs. He is the risen, crucified Lord of all creation who seeks to guide me back into the truth." . . . His infinity does not preclude either his immediacy or his intimacy. One man stated that "I want neither a terrorist spirituality that keeps me in a perpetual state of fright about being in right relationship with my heavenly Father nor a sappy spirituality that portrays God as such a benign teddy bear that there is no aberrant behavior or desire of mine that he will not condone." . . . Christ is not "my buddy." There is a natural tendency, and it is a dangerous one, to seek to bring Jesus down to our level in an effort to draw closer to him. This is a problem among people both in and outside the LDS faith. Of course we should seek with all our hearts to draw near to him. Of course we should strive to set aside all barriers that would prevent us from closer fellowship with him. And of course we should pray and labor and serve in an effort to close the gap between what we are and what we should be. But drawing close to the Lord is serious business; we nudge our way into intimacy at the peril of our souls. . . . Another gospel irony is that the way to get close to the Lord is not by attempting in any way to shrink the distance between us, to emphasize more of his humanity than his divinity, or to speak to him or of him in casual, colloquial language. . . . Those who have come to know the Lord best--the prophets or covenant spokesmen--are also those who speak of him in reverent tones, who, like Isaiah, find themselves crying out, "Woe is me! for I am undone; because I am a man of unclean lips, and I dwell in the midst of a people of unclean lips: for mine eyes have seen the King, the Lord of hosts" (Isaiah 6:5). Coming into the presence of the Almighty is no light thing; we feel to respond soberly to God's command to Moses: "Put off thy shoes from off thy feet, for the place whereon thou standest is holy ground" (Exodus 3:5). Elder Bruce R. McConkie explained, "Those who truly love the Lord and who worship the Father in the name of the Son by the power of the Spirit, according to the approved patterns, maintain a reverential barrier between themselves and all the members of the Godhead.

I used to have a pretty dim view of humanity,” Tony said. “But since I started traveling—particularly to places where I anticipated being treated badly—I am on balance pretty convinced that generally speaking the human race are doing the best they can to be as good as they can, under the circumstances, whatever they may be. I guess my hope is the more people see of the world, in person hopefully, or even on television, they see ordinary people doing ordinary things, so when news happens at least they have a better idea of who we’re talking about. Put a face to some empathy, to some kinship, to some understanding. This surely is a good thing. I hope it’s a useful thing.” “And this is why a show like yours is terrific,” the president said. “Because it reminds people that actually there’s a whole bunch of the world that on a daily basis is going about its business, eating at restaurants, taking their kids to school, trying to make ends meet, playing games. The same way we are back home.

She climbed down the cliffs after tying her sweater loosely around her waist. Down below she could see nothing but jagged rocks and waves. She was creful, but I watched her feet more than the view she saw- I worried about her slipping. My mother's desire to reach those waves, touch her feet to another ocean on the other side of the country, was all she was thinking of- the pure baptismal goal of it. Whoosh and you can start over again. Or was life more like the horrible game in gym that has you running from one side of an enclosed space to another, picking up and setting down wooden blocks without end? She was thinking reach the waves, the waves, the waves, and I was watching her navigate the rocks, and when we heard her we did so together- looking up in shock. It was a baby on the beach. In among the rocks was a sandy cove, my mother now saw, and crawling across the sand on a blanket was a baby in knitted pink cap and singlet and boots. She was alone on the blanket with a stuffed white toy- my mother thought a lamb. With their backs to my mother as she descended were a group of adults-very official and frantic-looking- wearing black and navy with cool slants to their hats and boots. Then my wildlife photographer's eye saw the tripods and silver circles rimmed by wire, which, when a young man moved them left or right, bounced light off or on the baby on her blanket. My mother started laughing, but only one assistant turned to notice her up among the rocks; everyone else was too busy. This was an ad for something. I imagined, but what? New fresh infant girls to replace your own? As my mother laughed and I watched her face light up, I also saw it fall into strange lines. She saw the waves behind the girl child and how both beautiful and intoxicating they were- they could sweep up so softly and remove this gril from the beach. All the stylish people could chase after her, but she would drown in a moment- no one, not even a mother who had every nerve attuned to anticipate disaster, could have saved her if the waves leapt up, if life went on as usual and freak accidents peppered a calm shore.

I did not mean to be so long away from you. I had clan business to take care of, which took longer than I anticipated.” She nodded. “I understand.” He blew out a breath. “I’m not sure you do. I was eager to get through that business precisely because I wanted it out of the way so that I could return to your side.” Now it was her turn to feel her body flush with heat. “Oh yeah?” “Aye.” He looked down at his hands and then slowly reached and clasped her hand resting against her thigh. The rough feel of his calloused hands on her skin, and the tentative vulnerability in the movement, about made her slide forward off the bench and melt in a puddle on the stone floor. He really was just a big—quiet—teddy bear.

You fight your superficiality, you shallowness, as as to come at people without unreal expectations, without an overload of bias or hope or arrogance, as untank-like as you can be, sans cannon and machine guns and steel plating half a foot thick; you come at them unmenacingly on your own ten toes instead of tearing up the turf with your caterpillar treads, take them on with an open mind, as equals, man to man, as we used to say, and yet you never fail to get them wrong, you might as well have the brain if a tank. You get them wrong before you meet them, while you're anticipating meeting them; you get them wrong while you're with them; and them you go home to tell somebody else about the meeting and you get them wrong again. Since the same generally goes for them with you, the whole thing is really a dazzling illusion empty of all perception an astonishing farce of misperception. And yet what are we to do about this terribly significant business of other people, which gets bled of the significance we think it has and takes on instead a significance that is ludicrous, so ill equipped are we all to envision one another's interior workings and invisible aims? Is everyone to go off and lock the door and sit secluded like the lonely writers do, in a soundproof cell, summoning people out of words, and then proposing that there word people are closer to the real thing than we mangle with our ignorance every day? The fact remains that getting people right is not what living is all about anyway. It's getting them wrong that is living, getting them wrong and wrong and wrong and then, on careful consideration, getting them wrong again. That's how we know we're alive: we're wrong. Maybe the best thing would be to forget being right or wrong about people and just go along for the ride. But if you can do that - well, lucky you.

Always ask yourself how someone could preempt your products or service. How can they put you out of business? Is it price? Is it service? Is it ease of use? No product is perfect and if there are good competitors in your market, they will figure out how to abuse you. It’s always better if you are honest with yourself and anticipate where the problems will co​me from.

as Edward M. Hallowell, a psychiatrist who specializes in brain science, explains, play has a positive effect on the executive function of the brain. “The brain’s executive functions,” he writes, “include planning, prioritizing, scheduling, anticipating, delegating, deciding, analyzing—in short, most of the skills any executive must master in order to excel in business.

Napoleon represented the last battle of revolutionary terror against the bourgeois society which had been proclaimed by this same Revolution, and against its policy. Napoleon, of course, already discerned the essence of the modern state; he understood that it is based on the unhampered development of bourgeois society, on the free movement of private interest, etc. He decided to recognise and protect this basis. He was no terrorist with his head in the clouds. Yet at the same time he still regarded the state as an end in itself and civil life only as a treasurer and his subordinate which must have no will of its own. He perfected the Terror by substituting permanent war for permanent revolution. He fed the egoism of the French nation to complete satiety but demanded also the sacrifice of bourgeois business, enjoyments, wealth, etc., whenever this was required by the political aim of conquest. If he despotically suppressed the liberalism of bourgeois society — the political idealism of its daily practice — he showed no more consideration for its essential material interests, trade and industry, whenever they conflicted with his political interests. His scorn of industrial hommes d'affaires was the complement to his scorn of ideologists. In his home policy, too, he combated bourgeois society as the opponent of the state which in his own person he still held to be an absolute aim in itself. Thus he declared in the State Council that he would not suffer the owner of extensive estates to cultivate them or not as he pleased. Thus, too, he conceived the plan of subordinating trade to the state by appropriation of roulage [road haulage]. French businessmen took steps to anticipate the event that first shook Napoleon’s power. Paris exchange- brokers forced him by means of an artificially created famine to delay the opening of the Russian campaign by nearly two months and thus to launch it too late in the year.

The doctors are busy with the repulsive but beneficent work of amputation. You see the sharp, curved knife enter the healthy, white body, you see the wounded man suddenly regain consciousness with a piercing cry and curses, you see the army surgeon fling the amputated arm into a corner, you see another wounded man, lying in a litter in the same apartment, shrink convulsively and groan as he gazes at the operation upon his comrade, not so much from physical pain as from the moral torture of anticipation. — You behold the frightful, soul-stirring scenes; you behold war, not from its conventional, beautiful, and brilliant side, with music and drum-beat, with fluttering flags and galloping generals, but you behold war in its real phase — in blood, in suffering, in death.

First, people are no longer sitting in one place; they are innately and incessantly mobile and connected at every waking moment regardless of where they are. Second, they are not happy to slog through the complex linear processes you’ve developed for your business. Third, they are not willing to serve themselves if they think you should anticipate their needs and serve them immediately.

To become genuinely productive, we must take control of our attention; we must build mental models that put us firmly in charge. When you’re driving to work, force yourself to envision your day. While you’re sitting in a meeting or at lunch, describe to yourself what you’re seeing and what it means. Find other people to hear your theories and challenge them. Get in a pattern of forcing yourself to anticipate what’s next.

A woman named Cynthia once told me a story about the time her father had made plans to take her on a night out in San Francisco. Twelve-year-old Cynthia and her father had been planning the “date” for months. They had a whole itinerary planned down to the minute: she would attend the last hour of his presentation, and then meet him at the back of the room at about four-thirty and leave quickly before everyone tried to talk to him. They would catch a tram to Chinatown, eat Chinese food (their favourite), shop for a souvenir, see the sights for a while and then “catch a flick” as her dad liked to say. Then they would grab a taxi back to the hotel, jump in the pool for a quick swim (her dad was famous for sneaking in when the pool was closed), order a hot fudge sundae from room service, and watch the late, late show. They discussed the details over and over again before they left. The anticipation was part of the whole experience. This was all going according to plan until, as her father was leaving the convention centre, he ran into an old college friend and business associate. It had been years since they had seen each other, and Cynthia watched as they embraced enthusiastically. His friend said, in effect: “I am so glad you are doing some work with our company now. When Lois and I heard about it we thought it would be perfect. We want to invite you, and of course Cynthia, to get a spectacular seafood dinner down at the Wharf!” Cynthia’s father responded: “Bob, it’s so great to see you. Dinner at the wharf sounds great!” Cynthia was crestfallen. Her daydreams of tram rides and ice cream sundaes evaporated in an instant. Plus, she hated seafood and she could just imagine how bored she would be listening to the adults talk all night. But then her father continued: “But not tonight. Cynthia and I have a special date planned, don’t we?” He winked at Cynthia and grabbed her hand and they ran out of the door and continued with what was an unforgettable night in San Francisco. As it happens, Cynthia’s father was the management thinker Stephen R. Covey (author of The Seven Habits of Highly Effective People) who had passed away only weeks before Cynthia told me this story. So it was with deep emotion she recalled that evening in San Francisco. His simple decision “Bonded him to me forever because I knew what mattered most to him was me!” she said.5 One simple answer is we are unclear about what is essential. When this happens we become defenceless. On the other hand, when we have strong internal clarity it is almost as if we have a force field protecting us from the non-essentials coming at us from all directions. With Rosa it was her deep moral clarity that gave her unusual courage of conviction. With Stephen it was the clarity of his vision for the evening with his loving daughter. In virtually every instance, clarity about what is essential fuels us with the strength to say no to the non-essentials. Stephen R. Covey, one of the most respected and widely read business thinkers of his generation, was an Essentialist. Not only did he routinely teach Essentialist principles – like “The main thing is to keep the main thing the main thing” – to important leaders and heads of state around the world, he lived them.6 And in this moment of living them with his daughter he made a memory that literally outlasted his lifetime. Seen with some perspective, his decision seems obvious. But many in his shoes would have accepted the friend’s invitation for fear of seeming rude or ungrateful, or passing up a rare opportunity to dine with an old friend. So why is it so hard in the moment to dare to choose what is essential over what is non-essential?

He leaned back. “What, may I ask, is the nature of our business?” She inclined her head. “Just so. It came to my attention earlier today that you had canceled the seventy-fifth annual Christmas Eve ball. I would have called upon you immediately, but I’m afraid a prior engagement tied my hands until this very moment.” He tried to make sense of her words. She was apologizing for not descending upon him more promptly for a meeting he’d never in his wildest dreams anticipated?

To anticipate, not the sunrise and the dawn merely, but, if possible, Nature herself!  How many mornings, summer and winter, before yet any neighbor was stirring about his business, have I been about mine! No doubt, many of my townsmen have met me returning from this enterprise, farmers starting for Boston in the twilight, or woodchoppers going to their work. It is true, I never assisted the sun materially in his rising, but, doubt not, it was of the last importance only to be present at it.

A so-called busy man may declare the day to be endless, or may mourn how the hours crawl slowly toward dinner time, but this is no evidence that this man’s life is long. For when the busy man finally has some time to himself he’s left to stew in boundless boredom with nothing to do and with no clue how to fill his day. Restlessly these types seek new ways to be at leisure and the time between play needles them to no end. Their excitement peaks at the announcement of a gladiator bout or some other such spectacle and they long to skip the days that lie between now and the grand day of extravagant entertainment. Their impatient waiting for something they desire gives them the illusion that time is passing by slowly. Yet their days on Earth remain finite, even as they fritter away time bobbing from one pleasure to another. For these wasters, uneventful afternoons of no play are long and hateful. Yet a single night out drinking with a harlot seems to fly by in no time! This strange perception of the passage of time depending on one’s mood and company has provided material for the poets. We have heard tales of how when Jupiter was with a lover the night he spent in her pleasant company seemed to pass twice as long. But doesn’t using the story concerning a god as an example of how to make time pass longer merely encourage more human vice? Can a night that costs a man so much really be regretted by that same man for being so short? They waste the day in anticipation of the night, then spend the night worrying about the coming dawn.

Most of us are not prepared to read the Word of God as He deserves. Our training in reading has been typically ordered to anything but reverence. We read in school for tests, developing the art of anticipating the questions of our teachers. We read casually for entertainment and pleasure, as scarce time permits, scanning and skipping around as we freely choose. We read for business, and profit, culling through words for whatever seems of value to us here and now. Words are for us seen as information for our profit, or entertainment or pleasure. Rarely do we have a sense of words as treasure as infinite value, or of food for life of famine, or of clear and clean water in parched, dead-dry desert. Yet the Word of God, in Scripture, is all this and more. His words are a living seed with potentials for full growth that we cannot fully imagine. His words are healing medicine to dying mankind. His words are boundless wealth to the destitute poor, and rejuvenation to those broken by age. His words are all this and more, because they are His words to us, His children whom He loves with a love we can hardly begin to grasp.

Remember too that business entrepreneurs can be iconoclasts, hermits, and even cranks. Steve Jobs, founder of Apple, reportedly wasn’t Mr. Warm-and-Fuzzy in person. He was a perfectionist. But whether they innovate with computers or with education, business and social entrepreneurs share a sense of wonder, curiosity, and the ability to scan for opportunity. They are prone to resilience, either through practice or nature, and it pays off for them. So they keep looking at the world with wide-eyed anticipation for more opportunities to test their mettle, to create new things and ways of accomplishing goals and meeting needs.

But too often, we proceed like this… A flash of inspiration: I want to do the best and biggest ______ ever. Be the youngest ______. The only one to ______. The “firstest with the mostest.” The advice: Okay, well, here’s what you’ll need to do step-by-step to accomplish it. The reality: We hear what we want to hear. We do what we feel like doing, and despite being incredibly busy and working very hard, we accomplish very little. Or worse, find ourselves in a mess we never anticipated. Because we only seem to hear about the passion of successful people, we forget that failures shared the same trait. We don’t conceive of the consequences until we look at their trajectory.

Shockers take six months of training and still occasionally kill their users. Why did you implant them in the first place?” “Because you kidnapped me.” “That’s the stupidest thing I’ve ever heard.” “Mr. Rogan.” My voice frosted over. “What I put into my body is my business.” Okay, that didn’t sound right. I gave up and marched out the doors into the sunlight. That was so dumb. Sure, try your magic sex touch on me, what could happen? My whole body was still keyed up, wrapped up in want and anticipation. I had completely embarrassed myself. If I could fall through the floor, I would. “Nevada,” he said behind me. His voice rolled over me, tinted with command and enticing, promising things I really wanted. You’re a professional. Act like one. I gathered all of my will and made myself sound calm. “Yes?” He caught up with me. “We need to talk about this.” “There is nothing to discuss,” I told him. “My body had an involuntary response to your magic.” I nodded at the poster for Crash and Burn II on the wall of the mall, with Leif Magnusson flexing with two guns while wrapped in flames. “If Leif showed up in the middle of this parking lot, my body would have an involuntary response to his presence as well. It doesn’t mean I would act on it.” Mad Rogan gave Leif a dismissive glance and turned back to me. “They say admitting that you have a problem is the first step toward recovery.” He was changing his tactics. Not going to work. “You know what my problem is? My problem is a homicidal pyrokinetic Prime whom I have to bring back to his narcissistic family.” We crossed the road to the long parking lot. Grassy dividers punctuated by small trees sectioned the lot into lanes, and Mad Rogan had parked toward the end of the lane, by the exit ramp. “One school of thought says the best way to handle an issue like this is exposure therapy,” Mad Rogan said. “For example, if you’re terrified of snakes, repeated handling of them will cure it.” Aha. “I’m not handling your snake.” He grinned. “Baby, you couldn’t handle my snake.” It finally sank in. Mad Rogan, the Huracan, had just made a pass at me. After he casually almost strangled a woman in public. I texted to Bern, “Need pickup at Galeria IV.” Getting into Rogan’s car was out of the question.

Imagine sailors, who, far out at sea, transform the shape of their clumsy vessel from a more circular to a more fishlike one. They make use of some drifting timber, besides the timber of the old structure, to modify the skeleton and the hull of their vessel. But they cannot put the ship in dock in order to start from scratch. During their work they stay on the old structure and deal with heavy gales and thundering waves. In transforming their ship they take care that dangerous leakages do not occur. A new ship grows out of the old one, step by step—and while they are still building, the sailors may already be thinking of a new structure, and they will not always agree with one another. The whole business will go on in a way that we cannot even anticipate today. That is our fate.

Owen felt his mouth curve into a grin as he heard the familiar clap, clap, clap behind him. That was one of his favorite sounds—high heels on the wooden dock of the Boys of the Bayou swamp boat tour company. He took his time turning and once he did, he started at the shoes. They were black and showed off bright red toenails. The straps wrapped sexily around trim ankles and led the eye right up to smooth, toned calves. The heels matched the black polka dots on the white skirt that thankfully didn’t start until mid-thigh, and showed off more tanned skin. He straightened from his kneeling position in one of the boats as his eyes kept moving up past the skirt to the bright red belt that accentuated a narrow waist and then to the silky black tank that molded to a pair of perfect breasts. He was fully anticipating her lips being bright red to go with that belt and her toenail polish. God, he loved red lipstick. And high heels. In any color. But before he could get to those lips, she used them, to say, “Oh, dammit, it’s you.” Owen’s gaze bypassed her mouth to fly to her eyes. Because he’d know that voice anywhere. Madison Allain was home. A day early. Not that an extra day would have helped him prepare. He’d been thinking about her visit for a week and was still as wound tight about it as he’d been when Sawyer, his business partner and cousin, had told him that she was coming home. For a month. Owen stood just watching her, fighting back all of the first words that he was tempted to say. Like, “Damn, you’re even more gorgeous than the last time I saw you.” Or, “I haven’t put anyone in the hospital lately.” Or, “I’ve missed you so fucking much.” Just for instance.

Remember that some organizations, especially activist groups, have no obligation to rigorous, unbiased data. They are working to convince you to adopt their view of the world and thus aren't necessarily impartial [...] This type of bias or spin is common, and you need to be on the alert for it in the reports you read. In fact, bias is a major reason to get multiple kinds of trend data before drawing conclusions. Even if activist groups don't publish false information, they might leave out key data, which might lead you in another direction. If you read particularly alarming data, for example, a trend that says, "we're losing 10 percent of all bird species each year," you should make sure you verify it with other sources. In a world that moves as fast as ours does, sensational problems sometimes arise, but if it's really an issue, more than one expert will be covering it.

In the words of Andy Grove: “To understand a company’s strategy, look at what they actually do rather than what they say they will do.”…. Here is a way to frame the investments that we make in the strategy that becomes our lives: we have resources – which include personal time, energy, talent and wealth – and we are using them to try to grow several “businesses” in our personal lives… How should we devote our resources to these pursuits? Unless you manage it mindfully, your personal resource allocation process will decide investments for you according to the “default” criteria that essentially are wired into your brain and your heart. As is true in companies, your resources are not decided and deployed in a single meeting or when you review your calendar for the week ahead. It is a continuous process –and you have, in your brain, a filter for making choices about what to prioritize. But it’s a messy process. People ask for your time and energy every day, and even if you are focused on what’s important to you, it’s still difficult to know which are the right choices. If you have an extra ounce of energy or a spare 30 minutes, there are a lot of people pushing you to spend them here rather than there. With so many people and projects wanting your time and attention, you can feel like you are not in charge of your own destiny. Sometimes that’s good: opportunities that you never anticipated emerge. But other times, those opportunities can take you far off course… The danger for high-achieving people is that they’ll unconsciously allocate their resources to activities that yield the most immediate, tangible accomplishments… How you allocate your own resources can make your life turn out to be exactly as you hope or very different from what you intend.

After “the business” (which turned out to be much more complicated than had been anticipated, evolving from a fairly simple affair of Sidonian smugglers into a glittering intrigue studded with Cilician pirates, a kidnapped Cappadocian princess, a forged letter of credit on a Syracusian financier, a bargain with a female Cyprian slave-dealer, a rendezvous that turned into an ambush, some priceless tomb-filched Egyptian jewels that no one ever saw, and a band of Idumean brigands who came galloping out of the desert to upset everyone’s calculations) and after Fafhrd and the Gray Mouser had returned to the soft embraces and sweet polyglot of the seaport ladies, pig-trickery befell Fafhrd once more, this time ending in a dagger brawl with some men who thought they were rescuing a pretty Bithynian girl from death by salty and odorous drowning at the hands of a murderous red-haired giant—Fafhrd had insisted on dipping the girl, while still metamorphosed, into a hogshead of brine remaining from pickled pork.

Abbott’s one big idea in Health was for the Commonwealth to take control of all the nation’s hospitals. This required a shift in his thinking. In the Keating years he had declared that Australia had “a perfectly good system of government provided each tier minds its own business.” He didn’t think so any longer. “As a new backbencher, I had not anticipated how hard this was, given that voters don’t care who solves their problems, they just want them solved.” As Minister for Health he lit on a new guiding conservative principle: “Power divided is power controlled.” He had in mind an enormous reform that would reshape Canberra’s relations with the states. He was roundly mocked in cabinet. His senior bureaucrats put a lot of work into talking him down. Did he really want to be responsible for every asthma patient who had to wait too long in an emergency department? Eventually he was persuaded that Commonwealth public servants could not run hospitals any better than state public servants. This was the argument that got him, but he found it frustrating.

People who prefer to give or match often feel pressured to lean in the taker direction when they perceive a workplace as zero-sum. Whether it’s a company with forced ranking systems, a group of firms vying to win the same clients, or a school with required grading curves and more demand than supply for desirable jobs, it’s only natural to assume that peers will lean more toward taking than giving. “When they anticipate self-interested behavior from others,” explains the Stanford psychologist Dale Miller, people fear that they’ll be exploited if they operate like givers, so they conclude that “pursuing a competitive orientation is the rational and appropriate thing to do.” There’s even evidence that just putting on a business suit and analyzing a Harvard Business School case is enough to significantly reduce the attention that people pay to relationships and the interests of others. The fear of exploitation by takers is so pervasive, writes the Cornell economist Robert Frank, that “by encouraging us to expect the worst in others it brings out the worst in us: dreading the role of the chump, we are often loath to heed our nobler instincts.

By midmorning, my excitement and anticipation had turned into complete misery because of the cold. But all of a sudden two mallard ducks flew by me at eye level. I grabbed my duck call and blew on it about three times. The ducks stopped, turned, floated down, and sat in the decoy spread in front of me. I grabbed my gun, but my body was so cold that I couldn’t raise it to my shoulder. Actually, I was even colder than before, because when nature called, I was forced to unzip my coveralls. When I was finished doing my business, my fingers were too numb to zip the coveralls back up! Despite not being able to shoot, I felt a great sense of pride and accomplishment as I reflected on calling in wild ducks for the first time. It was amazing to me that the ducks were swimming around painted decoys because of the sounds I made with a call. I was instantly hooked and it really didn’t matter to me that I was too cold to shoot. Unfortunately, my dad pulled up to my blind in his boat about the same time. He watched the ducks fly away from my decoys. He pointed at them in amazement. “Why didn’t you shoot?” he asked me. Due to my pride, I decided to tell him, “I didn’t want to mess y’all up with my gunfire.” My dad shook his head in disbelief. “But I called them in with these duck calls I made,” I proudly told him.

It is the business of a general to be serene and inscrutable, impartial and self-controlled. If serene he is not vexed; if inscrutable, unfathomable; if upright, not improper; if self-controlled, not confused. He should be capable of keeping his officers and men in ignorance of his plans. His troops may join him in rejoicing at the accomplishment, but they cannot join him in laying the plans. He prohibits superstitious practices and so rids the army of doubts. Then until the moment of death there can be no troubles. He changes his methods and alters his plans so that people have no knowledge of what he is doing. Courses of action previously followed and old plans previously executed must be altered. He alters his campsites and marches by devious routes, and thus makes it impossible for others to anticipate his purpose. To assemble the army and throw it into a desperate position is the business of the general. He leads the army deep into hostile territory and there releases the trigger. He burns his boats and smashes his cooking pots; he urges the army on as if driving a flock of sheep, now in one direction, now in another, and none knows where he is going. He fixes a date for rendezvous and after the troops have met, cuts off their return route just as if he were removing a ladder from beneath them.

Silas refuses to help us cage Screwtape, who hisses loudly, having long suspected something is up. I go to pick him up, trying to act like everything is normal, but Screwtape darts away. It’d probably be easier to crate a Fenris than it is to crate Screwtape. The dance repeats until Scarlett and I are red in the face and Silas is laughing at us. We finally run the cat down, and Scarlett manages to toss the laundry basket over him when he’s too busy anticipating his next dash. “We could still leave him,” Silas jokes—I think he’s joking, anyway—as we load the howling backseat of his car. Scarlett looks as though she might feel the same way as she nurses a batch of claw marks on top of the thicker Fenris scars. She climbs into the backseat of the car as Silas and I slide into the front. Silas hot-wires the ignition of the hatchback and pounds on the radio for a few minutes before it buzzes to life. “We can’t change the station, by the way,” he says. “Because you really like pop music?” I ask, wrinkling my nose as a bubbly song blares at us. “Not hardly,” Silas says. “I hate it. But last time I changed it, the car stopped. Oh, and lean away from your door—sometimes it opens randomly. “Um . . . great,” I say, leaning as far away from the door as possible. But this feels even more dangerous, because I’m leaning incredibly close to Silas, so close that I’m hyperaware of the fact that my sister is right behind me. My stomach twists as it fights my body’s urge to fall against him. I shudder and try to shake the desire off.

But we may fairly say that they alone are engaged in the true duties of life who shall wish to have Zeno, Pythagoras, Democritus, and all the other high priests of liberal studies, and Aristotle and Theophrastus, as their most intimate friends every day. No one of these will be "not at home," no one of these will fail to have his visitor leave more happy and more devoted to himself than when he came, no one of these will allow anyone to leave him with empty hands; all mortals can meet with them by night or by day. No one of these will force you to die, but all will teach you how to die; no one of these will wear out your years, but each will add his own years to yours; conversations with no one of these will bring you peril, the friendship of none will endanger your life, the courting of none will tax your purse. From them you will take whatever you wish; it will be no fault of theirs if you do not draw the utmost that you can desire. What happiness, what a fair old age awaits him who has offered himself as a client to these! He will have friends from whom he may seek counsel on matters great and small, whom he may consult every day about himself, from whom he may hear truth without insult, praise without flattery, and after whose likeness he may fashion himself. We are wont to say that it was not in our power to choose the parents who fell to our lot, that they have been given to men by chance; yet we may be the sons of whomsoever we will. Households there are of noblest intellects; choose the one into which you wish to be adopted; you will inherit not merely their name, but even their property, which there will be no need to guard in a mean or niggardly spirit; the more persons you share it with, the greater it will become. These will open to you the path to immortality, and will raise you to a height from which no one is cast down. This is the only way of prolonging mortality—nay, of turning it into immortality. Honours, monuments, all that ambition has commanded by decrees or reared in works of stone, quickly sink to ruin; there is nothing that the lapse of time does not tear down and remove. But the works which philosophy has consecrated cannot be harmed; no age will destroy them, no age reduce them; the following and each succeeding age will but increase the reverence for them, since envy works upon what is close at hand, and things that are far off we are more free to admire. The life of the philosopher, therefore, has wide range, and he is not confined by the same bounds that shut others in. He alone is freed from the limitations of the human race; all ages serve him as if a god. Has some time passed by? This he embraces by recollection. Is time present? This he uses. Is it still to come? This he anticipates. He makes his life long by combining all times into one. But those who forget the past, neglect the present, and fear for the future have a life that is very brief and troubled; when they have reached the end of it, the poor wretches perceive too late that for such a long while they have been busied in doing nothing.

it’s like planning a fabulous vacation trip—to Italy. You buy a bunch of guide books and make your wonderful plans. The Coliseum. The Michelangelo David. The gondolas in Venice. You may learn some handy phrases in Italian. It’s all very exciting. After months of eager anticipation, the day finally arrives. You pack your bags and off you go. Several hours later, the plane lands. The flight attendant comes in and says, “Welcome to Holland.” “Holland?!?” you say. “What do you mean Holland?? I signed up for Italy! I’m supposed to be in Italy. All my life I’ve dreamed of going to Italy.” But there’s been a change in the flight plan. They’ve landed in Holland and there you must stay. The important thing is that they haven’t taken you to a horrible, disgusting, filthy place, full of pestilence, famine and disease. It’s just a different place. So you must go out and buy new guide books. And you must learn a whole new language. And you will meet a whole new group of people you would never have met. It’s just a different place. It’s slower-paced than Italy, less flashy than Italy. But after you’ve been there for a while and you catch your breath, you look around . . . and you begin to notice that Holland has windmills . . . and Holland has tulips. Holland even has Rembrandts. But everyone you know is busy coming and going from Italy . . . and they’re all bragging about what a wonderful time they had there. And for the rest of your life, you will say “Yes, that’s where I was supposed to go. That’s what I had planned.” And the pain of that will never, ever, ever, ever go away . . . because the loss of that dream is a very, very significant loss. But . . . if you spend your life mourning the fact that you didn’t get to Italy, you may never be free to enjoy the very special, the very lovely things . . . about Holland.

Olo-keZ G-- a tc There is an appointed time for everything. And there is a time for every event under heaven. -ECCLESIASTES 3:1 What would we do without our day planners? I have a large one for my desk and a carry-all that goes with me. I don't know how a person functions without some type of organizer. I just love it; it truly has become my daily-calendar bible. I take it with me everywhere. My whole life is in that book. Each evening I peek in to see what tomorrow has to bring. I just love to see a busy calendar; it makes me feel so alive. I've got this to do and that to do. Then I come upon a day that has all white space. Not one thing to do. What, oh what, will I do to fill the space and time? That's the way I used to think and plan. All my spaces had appointments written down, and many times they even overlapped. I now plan for white spaces. I even plan ahead weeks or months and black out "saved for me or my family" days. I have begun to realize that there are precious times for myself and my loved ones. Bob and I really try to protect these saved spaces just for us. We may not go anywhere or do anything out of the ordinary, but it's our special time. We can do anything we want: sleep in, stay out late, go to lunch, read a book, go to a movie, or take a nap. I really look forward with great anticipation to when these white spaces appear on my calendar. I've been so impressed when I've read biographies of famous people. Many of them are controllers of their own time. They don't let outsiders dictate their schedules. Sure, there are times when things have to be done on special days, but generally that isn't the case. When we begin to control our calendars, we will find that our lives are more enjoyable and that the tensions of life are more manageable. Make those white spaces your friend, not your enemy.

When you’re going to have a baby, it’s like planning a fabulous vacation trip—to Italy. You buy a bunch of guide books and make your wonderful plans. The Coliseum. The Michelangelo David. The gondolas in Venice. You may learn some handy phrases in Italian. It’s all very exciting. After months of eager anticipation, the day finally arrives. You pack your bags and off you go. Several hours later, the plane lands. The flight attendant comes in and says, “Welcome to Holland.” “Holland?!?” you say. “What do you mean Holland?? I signed up for Italy! I’m supposed to be in Italy. All my life I’ve dreamed of going to Italy.” But there’s been a change in the flight plan. They’ve landed in Holland and there you must stay. The important thing is that they haven’t taken you to a horrible, disgusting, filthy place, full of pestilence, famine and disease. It’s just a different place. So you must go out and buy new guide books. And you must learn a whole new language. And you will meet a whole new group of people you would never have met. It’s just a different place. It’s slower-paced than Italy, less flashy than Italy. But after you’ve been there for a while and you catch your breath, you look around . . . and you begin to notice that Holland has windmills . . . and Holland has tulips. Holland even has Rembrandts. But everyone you know is busy coming and going from Italy . . . and they’re all bragging about what a wonderful time they had there. And for the rest of your life, you will say “Yes, that’s where I was supposed to go. That’s what I had planned.” And the pain of that will never, ever, ever, ever go away . . . because the loss of that dream is a very, very significant loss. But . . . if you spend your life mourning the fact that you didn’t get to Italy, you may never be free to enjoy the very special, the very lovely things . . . about Holland.

You fight your superficiality, your shallowness, so as to try to come at people without unreal expectations, without an overload of bias or hope or arrogance, as untanklike as you can be, sans cannon and machine guns and steel plating half a foot thick; you come at them unmenacingly on your own ten toes instead of tearing up the turf with your caterpillar treads, take them on with an open mind, as equals, man to man, as we used to say, and yet you never fail to get them wrong. You might as well have the brain of a tank. You get them wrong before you meet them, while you're anticipating meeting them; you get them wrong while you're with them; and then you go home to tell somebody else about the meeting and you get them all wrong again. Since the same generally goes for them with you, the whole thing is really a dazzling illusion empty of all perception, an astonishing farce of misperception. And yet what are we to do about this terribly significant business of other people, which gets bled of the significance we think it has and takes on instead a significance that is ludicrous, so ill-equipped are we all to envision one another's interior workings and invisible aims? Is everyone to go off and lock the door and sit secluded like the lonely writers do, in a soundproof cell, summoning people out of words and then proposing that these word people are closer to the real thing than the real people that we mangle with our ignorance every day? The fact remains that getting people right is not what living is all about anyway. It's getting them wrong that is living, getting them wrong and wrong and wrong and then, on careful reconsideration, getting them wrong again. That's how we know we're alive: we're wrong. Maybe the best thing would be to forget being right or wrong about people and just go along for the ride. But if you can do that - well, lucky you.

The collapse, for example, of IBM’s legendary 80-year-old hardware business in the 1990s sounds like a classic P-type story. New technology (personal computers) displaces old (mainframes) and wipes out incumbent (IBM). But it wasn’t. IBM, unlike all its mainframe competitors, mastered the new technology. Within three years of launching its first PC, in 1981, IBM achieved $5 billion in sales and the #1 position, with everyone else either far behind or out of the business entirely (Apple, Tandy, Commodore, DEC, Honeywell, Sperry, etc.). For decades, IBM dominated computers like Pan Am dominated international travel. Its $13 billion in sales in 1981 was more than its next seven competitors combined (the computer industry was referred to as “IBM and the Seven Dwarfs”). IBM jumped on the new PC like Trippe jumped on the new jet engines. IBM owned the computer world, so it outsourced two of the PC components, software and microprocessors, to two tiny companies: Microsoft and Intel. Microsoft had all of 32 employees. Intel desperately needed a cash infusion to survive. IBM soon discovered, however, that individual buyers care more about exchanging files with friends than the brand of their box. And to exchange files easily, what matters is the software and the microprocessor inside that box, not the logo of the company that assembled the box. IBM missed an S-type shift—a change in what customers care about. PC clones using Intel chips and Microsoft software drained IBM’s market share. In 1993, IBM lost $8.1 billion, its largest-ever loss. That year it let go over 100,000 employees, the largest layoff in corporate history. Ten years later, IBM sold what was left of its PC business to Lenovo. Today, the combined market value of Microsoft and Intel, the two tiny vendors IBM hired, is close to $1.5 trillion, more than ten times the value of IBM. IBM correctly anticipated a P-type loonshot and won the battle. But it missed a critical S-type loonshot, a software standard, and lost the war.

We may not recognize how situations within our own lives are similar to what happens within an airplane cockpit. But think, for a moment, about the pressures you face each day. If you are in a meeting and the CEO suddenly asks you for an opinion, your mind is likely to snap from passive listening to active involvement—and if you’re not careful, a cognitive tunnel might prompt you to say something you regret. If you are juggling multiple conversations and tasks at once and an important email arrives, reactive thinking can cause you to type a reply before you’ve really thought out what you want to say. So what’s the solution? If you want to do a better job of paying attention to what really matters, of not getting overwhelmed and distracted by the constant flow of emails and conversations and interruptions that are part of every day, of knowing where to focus and what to ignore, get into the habit of telling yourself stories. Narrate your life as it’s occurring, and then when your boss suddenly asks a question or an urgent note arrives and you have only minutes to reply, the spotlight inside your head will be ready to shine the right way. To become genuinely productive, we must take control of our attention; we must build mental models that put us firmly in charge. When you’re driving to work, force yourself to envision your day. While you’re sitting in a meeting or at lunch, describe to yourself what you’re seeing and what it means. Find other people to hear your theories and challenge them. Get in a pattern of forcing yourself to anticipate what’s next. If you are a parent, anticipate what your children will say at the dinner table. Then you’ll notice what goes unmentioned or if there’s a stray comment that you should see as a warning sign. “You can’t delegate thinking,” de Crespigny told me. “Computers fail, checklists fail, everything can fail. But people can’t. We have to make decisions, and that includes deciding what deserves our attention. The key is forcing yourself to think. As long as you’re thinking, you’re halfway home.

The Sandwich Maker would pass what he had made to his assistant who would then add a few slices of newcumber and fladish and a touch of splagberry sauce, and then apply the topmost layer of bread and cut the sandwich with a fourth and altogether plainer knife. It was not that these were not also skilful operations, but they were lesser skills to be performed by a dedicated apprentice who would one day, when the Sandwich Maker finally laid down his tools, take over from him. It was an exalted position and that apprentice, Drimple, was the envy of his fellows. There were those in the village who were happy chopping wood, those who were content carrying water, but to be the Sandwich Maker was very heaven. And so the Sandwich Maker sang as he worked. He was using the last of the year’s salted meat. It was a little past its best now, but still the rich savour of Perfectly Normal Beast meat was something unsurpassed in any of the Sandwich Maker’s previous experience. Next week it was anticipated that the Perfectly Normal Beasts would appear again for their regular migration, whereupon the whole village would once again be plunged into frenetic action: hunting the Beasts, killing perhaps six, maybe even seven dozen of the thousands that thundered past. Then the Beasts must be rapidly butchered and cleaned, with most of the meat salted to keep it through the winter months until the return migration in the spring, which would replenish their supplies. The very best of the meat would be roasted straight away for the feast that marked the Autumn Passage. The celebrations would last for three days of sheer exuberance, dancing and stories that Old Thrashbarg would tell of how the hunt had gone, stories that he would have been busy sitting making up in his hut while the rest of the village was out doing the actual hunting. And then the very, very best of the meat would be saved from the feast and delivered cold to the Sandwich Maker. And the Sandwich Maker would exercise on it the skills that he had brought to them from the gods, and make the exquisite Sandwiches of the Third Season, of which the whole village would partake before beginning, the next day, to prepare themselves for the rigours of the coming winter. Today he was just making ordinary sandwiches, if such delicacies, so lovingly crafted, could ever be called ordinary. Today his assistant was away so the Sandwich Maker was applying his own garnish, which he was happy to do. He was happy with just about everything in fact.

some small counting house on the coast, in some Salem harbor, will be fixture enough. You will export such articles as the country affords, purely native products, much ice and pine timber and a little granite, always in native bottoms. These will be good ventures. To oversee all the details yourself in person; to be at once pilot and captain, and owner and underwriter; to buy and sell and keep the accounts; to read every letter received, and write or read every letter sent; to superintend the discharge of imports night and day; to be upon many parts of the coast almost at the same time—often the richest freight will be discharged upon a Jersey shore;—to be your own telegraph, unweariedly sweeping the horizon, speaking all passing vessels bound coastwise; to keep up a steady despatch of commodities, for the supply of such a distant and exorbitant market; to keep yourself informed of the state of the markets, prospects of war and peace everywhere, and anticipate the tendencies of trade and civilization—taking advantage of the results of all exploring expeditions, using new passages and all improvements in navigation;—charts to be studied, the position of reefs and new lights and buoys to be ascertained, and ever, and ever, the logarithmic tables to be corrected, for by the error of some calculator the vessel often splits upon a rock that should have reached a friendly pier—there is the untold fate of La Prouse;—universal science to be kept pace with, studying the lives of all great discoverers and navigators, great adventurers and merchants, from Hanno and the Phoenicians down to our day; in fine, account of stock to be taken from time to time, to know how you stand. It is a labor to task the faculties of a man—such problems of profit and loss, of interest, of tare and tret, and gauging of all kinds in it, as demand a universal knowledge. I have thought that Walden Pond would be a good place for business, not solely on account of the railroad and the ice trade; it offers advantages which it may not be good policy to divulge; it is a good port and a good foundation. No Neva marshes to be filled; though you must everywhere build on piles of your own driving. It is said that a flood-tide, with a westerly wind, and ice in the Neva, would sweep St. Petersburg from the face of the earth. As this business was to be entered into without the usual capital, it may not be easy to conjecture where those means, that will still be indispensable to every such undertaking, were to be obtained.

Wrath…” “What,” he murmured against her, working her with his nose. “You don’t like?” “Shut up and get back to doing—” His tongue slipping under the panties cut her off…and made him have to slow himself down. She was so slick and wet and soft and willing, it was all he could do to keep himself from hauling her on the rug and going at her deep and hard. And then they’d both miss out on the fun of anticipation. Moving the cotton aside with his hand, he kissed her pink flesh, then delved in. She was oh, so ready for him, and he knew it because of the honey that he swallowed as he dragged upward in a long, slow lick. But it wasn’t enough, and holding the panties to the side was distracting. With his fang, he punctured them, then split them apart right up the middle, leaving the two halves to hang off her hips. His palms went up to her ass and squeezed hard as he quit fooling around and got busy working out his female with his mouth. He knew exactly what she liked best, the sucking and the licking and the going in with his tongue. Closing his eyes, he took it all in, the scent and the taste and the feel of her shuddering against him as she peaked and came apart. Behind the fly of his leathers, his cock was screaming for attention, the rasp of the buttons not nearly sufficient to satisfy what it was demanding, but tough shit. His erection was going to have to chill for a while, because this was too sweet to stop anytime soon. When Beth’s knees wobbled, he took her down to the floor and stretched one of her legs up, keeping to his pace while shoving her fleece to her neck and putting his hand under her bra. As she orgasmed again, she grabbed onto one of the desk legs, pulling hard and bracing her free foot into the rug. His pursuit pushed them both farther and farther beneath where he discharged his kingly duties until he had to crouch down to fit his shoulders. Eventually her head was out the other side and she was gripping the pansy-ass chair he sat in and dragging it with her. As she cried out his name once more, he prowled up her body and glared at the stupid, nancy chair. “I need something heavier to sit in.” Last coherent thing he said. His body found the entrance to hers with an ease that spoke of all the practice they’d had and…Oh, yeah, still as good as the first time. Wrapping his arms around her, he rode her hard, and she was right there with him as the storm rolling through his body gathered in his balls until they stung. Together, he and his shellan moved as one, giving, receiving, going faster and faster until he came and kept going and came again and kept going until something hit his face. In full animal mode, he growled and swiped at it with his fangs. It was the drapes. He’d managed to fuck them out from under the desk, past the chair, and over to the wall. Beth burst out laughing and so did he, and then they were cradling each other.

The translucent, golden punch tastes velvety, voluptuous and not off-puttingly milky. Under its influence, I stage a party for my heroines in my imagination, and in my flat. It's less like the glowering encounter I imagined between Cathy Earnshaw and Flora Poste, and more like the riotous bash in Breakfast at Tiffany's. Not everyone is going to like milk punch. So there are also dirty martinis, and bagels and baklava, and my mother's masafan, Iraqi marzipan. The Little Mermaid is in the bath, with her tail still on, singing because she never did give up her soaring voice. Anne Shirley and Jo March are having a furious argument about plot versus character, gesticulating with ink-stained hands. Scarlett is in the living room, her skirts taking up half the space, trying to show Lizzy how to bat her eyelashes. Lizzy is laughing her head off ut Scarlett has acquired a sense of humour, and doesn't mind a bit. Melanie is talking book with Esther Greenwood, who has brought her baby and also the proofs of her first poetry collection. Franny and Zooey have rolled back the rug and are doing a soft shoe shuffle in rhinestone hats. Lucy Honeychurch is hammering out some Beethoven (in this scenario I have a piano. A ground piano. Well, why not?) Marjorie Morningstar is gossiping about directors with Pauline and Posy Fossil. They've come straight from the shows they're in, till in stage make-up and full of stories. Petrova, in a leather aviator jacket, goggles pushed back, a chic scarf knotted around her neck, is telling the thrilling story of her latest flight and how she fixed an engine fault in mid-air. Mira, in her paint-stained jeans and poncho, is listening, fascinated, asking a thousand questions. Mildred has been persuaded to drink a tiny glass of sherry, then another tiny glass, then another and now she and Lolly are doing a wild, strange dance in the hallway, stamping their feet, their hair flying wild and electric. Lolly's cakes, in the shape of patriarchs she hates, are going down a treat. The Dolls from the Valley are telling Flora some truly scandalous and unrepeatable stories, and she is firmly advising them to get rid of their men and find worthier paramours. Celie is modelling trousers of her own design and taking orders from the Lace women; Judy is giving her a ten-point plan on how to expand her business to an international market. She is quite drunk but nevertheless the plan seems quite coherent, even if it is punctuated by her bellowing 'More leopard print, more leopard print!' Cathy looks tumultuous and on the edge of violent weeping and just as I think she's going to storm out or trash my flat, Jane arrives, late, with an unexpected guest. Cathy turns in anticipation: is it Heathcliff? Once I would have joined her but now I'm glad it isn't him. It's a better surprise. It's Emily's hawk. Hero or Nero. Jane's found him at last, and has him on her arm, perched on her glove; small for a bird of prey, he is dashing and patrician looking, brown and white, observing the room with dark, flinty eyes. When Cathy sees him, she looks at Jane and smiles. And in the kitchen is a heroine I probably should have had when I was four and sitting on my parents' carpet, wishing it would fly. In the kitchen is Scheherazade.

ONE of the evil results of the political subjection of one people by another is that it tends to make the subject nation unnecessarily and excessively conscious of its past. Its achievements in the old great days of freedom are remembered, counted over and exaggerated by a generation of slaves, anxious to convince the world and themselves that they are as good as their masters. Slaves cannot talk of their present greatness, because it does not exist; and prophetic visions of the future are necessarily vague and unsatisfying. There remains the past. Out of the scattered and isolated facts of history it is possible to build up Utopias and Cloud Cuckoo Lands as variously fantastic as the New Jerusalems of prophecy. It is to the past — the gorgeous imaginary past of those whose present is inglorious, sordid, and humiliating — it is to the delightful founded-on-fact romances of history that subject peoples invariably turn. Thus, the savage and hairy chieftains of Ireland became in due course “the Great Kings of Leinster,” “the mighty Emperors of Meath.” Through centuries of slavery the Serbs remembered and idealised the heroes of Kossovo. And for the oppressed Poles, the mediaeval Polish empire was much more powerful, splendid, and polite than the Roman. The English have never been an oppressed nationality; they are in consequence most healthily unaware of their history. They live wholly in the much more interesting worlds of the present — in the worlds of politics and science, of business and industry. So fully, indeed, do they live in the present, that they have compelled the Indians, like the Irish at the other end of the world, to turn to the past. In the course of the last thirty or forty years a huge pseudo-historical literature has sprung up in India, the melancholy product of a subject people’s inferiority complex. Industrious and intelligent men have wasted their time and their abilities in trying to prove that the ancient Hindus were superior to every other people in every activity of life. Thus, each time the West has announced a new scientific discovery, misguided scholars have ransacked Sanskrit literature to find a phrase that might be interpreted as a Hindu anticipation of it. A sentence of a dozen words, obscure even to the most accomplished Sanskrit scholars, is triumphantly quoted to prove that the ancient Hindus were familiar with the chemical constitution of water. Another, no less brief, is held up as the proof that they anticipated Pasteur in the discovery of the microbic origin of disease. A passage from the mythological poem of the Mahabharata proves that they had invented the Zeppelin. Remarkable people, these old Hindus. They knew everything that we know or, indeed, are likely to discover, at any rate until India is a free country; but they were unfortunately too modest to state the fact baldly and in so many words. A little more clarity on their part, a little less reticence, and India would now be centuries ahead of her Western rivals. But they preferred to be oracular and telegraphically brief. It is only after the upstart West has repeated their discoveries that the modern Indian commentator upon their works can interpret their dark sayings as anticipations. On contemporary Indian scholars the pastime of discovering and creating these anticipations never seems to pall. Such are the melancholy and futile occupations of intelligent men who have the misfortune to belong to a subject race. Free men would never dream of wasting their time and wit upon such vanities. From those who have not shall be taken away even that which they have.

I've failed in communication...and so I've learned to have open and honest dialogue at the opportune, and appropriate time. I've failed in relationships...and so I've learned to appreciate the people in my life, and to treat them with kindness. I've failed in paying bills...and so I've learned to properly and effectively manage my time, my talent and my resources. I've failed in work or business ventures...and so I've learned to be more prudent with planning, and more efficient in execution. I've failed in dodging a ball...and so I've learned to anticipate danger and to protect myself. Live, Love, Learn, and Be Well.

I've failed in communication...and so I've learned to have open and honest dialogue at the opportune, and appropriate time. I've failed in relationships...and so I've learned to appreciate the people in my life, and to treat them with kindness. I've failed in paying bills...and so I've learned to properly and effectively manage my time, my talent and my resources. I've failed in work or business ventures...and so I've learned to be more prudent with planning, and more efficient in execution. I've failed in dodging a ball...and so I've learned to anticipate danger and to protect myself. I don't mind acknowledging my failures, because they've played a valuable part to my successes. Live, Love, Learn, and Be Well.

Two ways to increase your anticipation time are looking farther ahead and reducing speed in busy situations.

People are drawn across the bridge of belief by their anticipation of a better experience and a better life. Effective leaders ignite people’s imaginations by painting vivid, compelling, and personally relevant pictures—ones that move them. As John Quincy Adams made clear, “If your actions inspire others to dream more, learn more, do more and become more, you are a leader.

A reputation for honesty and integrity is one of those “intangible assets” that pays off in ways we can never fully anticipate.

people. They do all their work three times over: once in anticipation, once in actuality, once in rumination. I do mine in actuality alone, doing it once instead of three times." This was by the intelligent exercise of Mr. Beecher's will-power in concentrating his mind upon what he was doing at a given moment, and then turning to something else. Any one who has observed business men closely, has noticed this characteristic. One

When He Has Lost Vision for Tomorrow Where there is no vision, the people perish: but he that keepeth the law, happy is he. PROVERBS 29:18 KJV WHEN YOUR HUSBAND loses his vision for a bright tomorrow, it means he has lost sight of his purpose and his reason to get up in the morning. He has misplaced his sense of God’s calling on his life and his reason to keep fighting the good fight. (Or perhaps he never had a sense of his purpose and calling in the first place.) He may also have lost his reason to keep working and trying. He can even lose his drive to face the day. Having a husband who has lost sight of his future—or your future together—is not a good thing. The Bible says people can’t survive without a vision. That’s why the enemy of our soul comes to steal away the vision we have from God, so that he can kill our hope and destroy our sense of purpose. But your prayers for your husband to have a clear vision for his future and your future together can restore all that and make an enormous difference in his life. Lack of vision happens gradually. It creeps in a day at a time, a thought at a time, a disappointment at a time. And it can happen to anyone. We get too busy. We get discouraged or exhausted. We work too hard for too long. We try to do right, but things keep going wrong. This could be happening to your husband right now without either of you even realizing it. If you’re not certain how your husband feels about the future, ask him and then pray accordingly. If you can tell he has lost his vision, your prayer can help him find it and be able to hear from God again. My Prayer to God LORD, I pray You would give my husband a clear and strong vision for the future—not only his future, but also our future together as a couple. If the many challenges he has faced, or the disappointments he has experienced, have accumulated enough to take away his sense of hopeful anticipation, I pray You would help him to see that his future is in You and not in outside circumstances. Give him the understanding he needs to know that the value of his life and purpose are not determined by external situations. Enable him to see that success is not in how well things are going at the moment, but it’s in how close he walks with You in prayer and in Your Word. Help him to understand that true vision for his life and our lives together comes only from You. When my husband is feeling hopeless, I pray he would realize that his hope is found in You. Where his vision has become clouded because of futile thoughts, wrong actions, or advanced apathy, I pray You would enable him to comprehend that he is wholly dependent upon You for proper thinking and right actions. Where he has overworked or overworried, I pray You would revive him again. Even if he doesn’t know specifics about his future, help him recognize that he has a bright one. Don’t allow him to waste away in his own disappointments. Restore his spiritual sight so he can see that his future is found in You. In Jesus’ name I pray.

The town , wrapped in red and green, greeted him, welcome him home as he drove down familiar streets. Driving his old truck filled Hunter with pleasure. He didn't have to look for IEDs on the side of the road. He grinned all the way to the apartment, enjoying the ride, the peace of the nigh, the old brick buildings on Main Street, the holiday finery, the palpable presence of town spirit. He parked his truck in front of the apartment building that Ethan owned as a side business, and suddenly couldn't wait another second. He hurried up the front stairs, down the inside styaircase, then just about ran down the hallway to his basement-level unit. He had his key in his hand, but the doorknob turned easily as he put his hand on it. Cindy had left the door open for him. He grinned like a fool as he walked in. The loose floorboard in the middle of the living room creaked a familiar welcome as he passed his army duffel bag on the floor where he'd dumped it earlier. Cindy's little pink purse sat on his brown leather couch like a cupcake on a tray. "Cindy?" He strode toward the bedroom in the back, his smile spreading as he anticipated a private party. If she was waiting for him naked in bed, the proposal would have to wait a litt. "Honey?" But she wasn't waiting for him naked. She was waiting for him dead.

But to overpower the habit, we must recognize which craving is driving the behavior. If we’re not conscious of the anticipation, then we’re like the shoppers who wander, as if drawn by an unseen force, into Cinnabon.

Pete has a few methods he uses to help manage people through the fears brought on by pre-production chaos. “Sometimes in meetings, I sense people seizing up, not wanting to even talk about changes,” he says. “So I try to trick them. I’ll say, ‘This would be a big change if we were really going to do it, but just as a thought exercise, what if …’ Or, ‘I’m not actually suggesting this, but go with me for a minute …’ If people anticipate the production pressures, they’ll close the door to new ideas—so you have to pretend you’re not actually going to do anything, we’re just talking, just playing around. Then if you hit upon some new idea that clearly works, people are excited about it and are happier to act on the change.” Another trick is to encourage people to play. “Some of the best ideas come out of joking around, which only comes when you (or the boss) give yourself permission to do it,” Pete says. “It can feel like a waste of time to watch YouTube videos or to tell stories of what happened last weekend, but it can actually be very productive in the long run. I’ve heard some people describe creativity as ‘unexpected connections between unrelated concepts or ideas.’ If that’s at all true, you have to be in a certain mindset to make those connections. So when I sense we’re getting nowhere, I just shut things down. We all go off to something else. Later, once the mood has shifted, I’ll attack the problem again.” This idea—that change is our friend because only from struggle does clarity emerge—makes many people uncomfortable, and I understand why. Whether you’re coming up with a fashion line or an ad campaign or a car design, the creative process is an expensive undertaking, and blind alleys and unforeseen snafus inevitably drive up your costs. The stakes are so high, and the crises that pop up can be so unpredictable, that we try to exert control. The potential cost of failure appears far more damaging than that of micromanaging. But if we shun such necessary investment—tightening up controls because we fear the risk of being exposed for having made a bad bet—we become the kind of rigid thinkers and managers who impede creativity.

Randomness is a concept that defies categorization; by definition, it comes out of nowhere and can’t be anticipated. While we intellectually accept that it exists, our brains can’t completely grasp it, so it has less impact on our consciousness than things we can see, measure, and categorize. Here’s a simple example: You leave late for work but still arrive in time for your 9 A.M. meeting. Congratulating yourself, you are oblivious to the fact that two minutes behind you on the freeway, someone blew a tire and blocked traffic for a half-hour. Without knowing it, you narrowly missed being late. Perhaps you draw the conclusion that tomorrow, you can afford to sleep a little later. But if you’d been in that traffic jam, you’d draw the opposite conclusion: Never leave late again. Because it is our nature to attach great significance to the patterns we witness, we ignore the things we cannot see and make deductions and predictions accordingly.

Roger enjoyed this time of the day. It was four o’clock, and he only had thirty minutes left at work. It wasn’t that he disliked his job, but he was swept up in the anticipation of spending the rest of the evening with his wife. In fact, his job was exactly what he wanted to do after college. Following high school, he was accepted to his first choice school, Penn State. It wasn’t the party atmosphere or venerable football history that drew him; it was the tradition. His grandfather attended the university to study business management, and his father graduated from there after studying economics. It was fitting that Roger took the baton and

A friendship built on business can be glorious, while a business built on friendship can be murder.” Where

This process within our brains is a three-step loop. First, there is a cue, a trigger that tells your brain to go into automatic mode and which habit to use. Then there is the routine, which can be physical or mental or emotional. Finally, there is a reward, which helps your brain figure out if this particular loop is worth remembering for the future. Over time, this loop—cue, routine, reward; cue, routine, reward—becomes more and more automatic. The cue and reward become intertwined until a powerful sense of anticipation and craving emerges. Eventually, whether in a chilly MIT laboratory or your driveway, a habit is born.

The British public first fell in love with Jamie Oliver’s authentic, down-to-earth personality in the late ‘90s when he was featured in a documentary on the River Café. Jamie became a household name because of his energetic and infectious way of inspiring people to believe that anyone can cook and eat well. In his TV shows and cookery books and on his website, he made the concept of cooking good food practical and accessible to anyone. When Jamie Oliver opened a new restaurant in Perth, it naturally caused a bit of a buzz. High-profile personalities and big brands create an air of expectation. Brands like Jamie Oliver are talked about not just because of their fame and instant recognition, but because they have meaning attached to them. And people associate Jamie with simplicity, inclusiveness, energy, and creativity. If you’re one of the first people to have the experience of eating at the new Jamie’s Italian, then you’ve instantly got a story that you can share with your friends. The stories we tell to others (and to ourselves) are the reason that people were prepared to queue halfway down the street when Jamie’s Italian opened the doors to its Perth restaurant in March of 2013. As with pre-iPhone launch lines at the Apple store, the reaction of customers frames the scarcity of the experience. When you know there’s a three-month wait for a dinner booking (there is, although 50% of the restaurant is reserved for walk-ins), it feels like a win to be one of the few to have a booking. The reaction of other people makes the story better in the eyes of prospective diners. The hype and the scarcity just heighten the anticipation of the experience. People don’t go just for the food; they go for the story they can tell. Jamie told the UK press that 30,000 napkins are stolen from branches of his restaurant every month. Customers were also stealing expensive toilet flush handles until Jamie had them welded on. The loss of the linen and toilet fittings might impact Jamie’s profits, but it also helps to create the myth of the brand. QUESTIONS FOR YOU How would you like customers to react to your brand?

If your main interest is in the business uses of machine learning, this book can help you in at least six ways: to become a savvier consumer of analytics; to make the most of your data scientists; to avoid the pitfalls that kill so many data-mining projects; to discover what you can automate without the expense of hand-coded software; to reduce the rigidity of your information systems; and to anticipate some of the new technology that’s coming your way. I’ve seen too much time and money wasted trying to solve a problem with the wrong learning algorithm, or misinterpreting what the algorithm said. It doesn’t take much to avoid these fiascoes. In fact, all it takes is to read this book.

melody kept him company. There was a rustle of leaves close by as an animal scampered through the dense foliage. His anticipation grew at the sound of the waves crashing below. Two long months had passed since he’d been surfing. He wasn’t a kid any more. His work and family kept him busy. Sean had been born here in San Clemente,

She took her red pen and added a 1 in front of the 5, thus turning a 5 into an excellent 15. Nothing was going to keep her from that trip. Mr. Ruchet looked up as Maude entered his study. She advanced quickly looking a little uneasy, which Mr. Ruchet barely noticed as he was very busy making sure that the Law prevailed. She put her test in front of him. He took the paper and looked at it long and hard. Looked back at her, saw that she was trying hard not to fidget and mistook it for a sign of excitement and anticipation. Not for the nervousness of a guilty conscience. “I see you’ve received a good mark. Fifteen out of 20 isn’t too bad although I think you might’ve done better.” He stared back at the test, looked up, and said, “Give me your permission slip, you have my consent. You may go to Paris.”    

Rolling my eyes, I took Dylan’s hand and followed Harlow inside. Jace sat in the front of the TV. I knew he was grumpy based on the way he didn’t look at me. When I flopped next to him on the couch, he did smile. “You smell like a strip club,” he said, narrowing his eyes at me. “How would you know?” “I’m not telling you my secrets.” Shaking my head, I sighed loudly. “Why do you make me do this to you? It’s like you want to suffer.” Jace knew what was coming, but his escape came too late. I pinned him on the couch and tickled him. Despite his efforts to seem unfazed, he couldn’t withstand armpit tickling. While I tormented my laughing brother, Dad and Mom walked out from the kitchen. “He missed you,” Mom said as I finally let Jace up. Catching his breath, my brother leaned next to me on the couch. “I miss beating you at videogames.” “I miss you beating me too,” I said, kissing his head. Harlow flopped on the couch next to us and I smiled at the familiar comfort of my family. Dylan watched us with a slight grin. When he caught Tad and Toni’s gazes, his smile grew. Suspicious now, I glanced at Harlow who was busy gluing herself to me. “Are they up to something?” I whispered. “Am I going to be embarrassed?” “I don’t know. If you feel embarrassed, I’ll punch Dylan in the crotch and distract everyone.” Rolling my eyes at her threat, I studied Dylan who grinned at me. “What?” I asked, nervous now. “She’s on to you,” Dad said. “Better ask now before she gets squirrely.” “Squirrely,” Jace snorted. “She gets batty too.” Harlow laughed. “Winnie can do so many animal impressions.” Ignoring them, I stood up and walked to a still smiling Dylan. “What?” “What happened to patience?” Without thinking, I reached to pinch my hand. Dylan took both hands then knelt on one knee. “Don’t,” Harlow blurted, grabbing for me. Everyone frowned at her. A moment passed where she stared at me in horror. Suddenly, she shrugged. “I meant don’t stop. Go ahead, Dylan.” The mood in the room shifted back to anticipation. Our gaze focused on Dylan who smiled up at me. “I know it’s been a few weeks. I don’t care. I love you and you love me, right?” “I love you so much.” “I’m not stupid. I know we’ll have problems. We run into issues. When we do, we’ll work them out. We’ll figure them out because we belong together. You believe that, don’t you?” “Yes,” I whispered, staring into his beautiful dark eyes. “Winona Todds, you are perfection and I refuse to live without you. Will you marry me?” My legs turning to jelly, I knelt down too. “Yes,” I whispered, afraid he was about to change his mind. Maybe it was a trick. All these awful things rushed through my mind. I wasn’t good enough for Dylan. He was going to leave me one day. I didn’t deserve to be happy when I was so weak. “You love me,” he whispered, pressing his forehead against mine. “You want me to be happy.” “Yes,” I said, tears rolling down my cheeks. “You’re what I need to survive.” “I’m not really strong yet.” “I love you now. I don’t want to wait. Do you want to wait for me?” Shaking my head, I looked at my smiling parents then back at Dylan. “We’re in love and planning to live together. We need to make our relationship official, so your daddy won’t kick my ass.” Even laughing, I asked, “You want this?” “I can give up everything else in my life, but never you. Married or not, you belong with me.” I exhaled uneasily then smiled. “Yes, I will marry you.

But under the surface of both sky and water there is the grim business of preying. Men and birds against fish, fish against fish. The tortuous process of life continuing by the painful transformation of one form or body into another. To creatures who do not anticipate and reflect imaginatively on this holocaust of eating and being eaten, this is perhaps not so terrible. But poor man! Skillful beyond all other animals, by being able to think in time, and abstractly knowing the future, he dies before he is dead. He shrinks from the shark’s teeth before they bite him, and he dreads the alien germ long, long before its banquet begins. At

Copeland smiled. “Ed, as always, it’s a pleasure doing business with you. You anticipate my every need. I can’t believe you came out of the same nutsack as that piece of shit brother of yours.” Then the smile was gone, the volume

MODEL 2: Multiple Stakeholder Sustainability, Fons Trompenaars and Peter Woolliams (2010) PROBLEM STATEMENT How can I assess the most significant organizational dilemmas resulting from conflicting stakeholder demands and also assess organizational priorities to create sustainable performance? ESSENCE Organizational sustainability is not limited to the fashionable environmental factors such as emissions, green energy, saving scarce resources, corporate social responsibility, and so on. The future strength of an organization depends on the way leadership and management deal with the tensions between the five major entities facing any organization: efficiency of business processes, people, clients, shareholders and society. The manner in which these tensions are addressed and resolved determines the future strength and opportunities of an organization. This model proposes that sustainability can be defined as the degree to which an organization is capable of creating long-term wealth by reconciling its most important (‘golden’) dilemmas, created between these five components. From this, professors and consultants Fons Trompenaars and Peter Woolliams have identified ten dimensions consisting of dilemmas formed from these five components, because each one competes with the other four. HOW TO USE THE MODEL: The authors have developed a sustainability scan to use when making a diagnosis. This scan reveals: The major dilemmas and how people perceive the organization’s position in relation to these dilemmas; The corporate culture of an organization and their openness to the reconciliation of the major dilemmas; The competence of its leadership to reconcile these dilemmas. After the diagnosis, the organization can move on to reconciling the major dilemmas that lead to sustainable performance. To this end, the authors developed a dilemma reconciliation process. RESULTS To achieve sustainable success, organizations need to integrate the competing demands of their key stakeholders: operational processes, employees, clients, shareholders and society. By diagnosing and connecting different viewpoints and values, their research and consulting practice results in a better understanding of: The key challenges the organization faces with its various stakeholders and how to prioritize them; The extent to which leadership and management are capable of addressing the organizational dilemmas; The personal values of employees and their alignment with organizational values. These results help an organization define a corporate strategy in which crucial dilemmas are reconciled, and ensure that the company’s leadership is capable of executing the strategy sustainably. It does so while specifically addressing the company’s wealth-creating processes before the results show up in financial reports. It attempts to anticipate what the corporate financial performance will be some six months to three years in the future, as the financial effects of dilemma reconciliation are budgeted.

It’s good to anticipate growth, but it’s bad to overanticipate growth.

Mystique can add anticipation and curiosity to any relationship, from new business pitches to social invitations, by motivating others to return for more.* There are four main ways to trigger mystique’s delicate balance: Spark curiosity. Withhold information. Build mythology. And limit access. Begin by sparking an intense behavioral motivator: curiosity.

How can you anticipate and meet their needs so that they start to see you as a trusted source of information they need, and not as someone who just wants to sell them stuff?