Avoid Bad Company Quotes

Most bad," the host concluded. "If you ask me, something sinister lurks in men who avoid wine, games, the company of lovely women, and dinnertime conversation. Such people are either gravely ill or secretly detest everyone around them.

Hitch: making rules about drinking can be the sign of an alcoholic,' as Martin Amis once teasingly said to me. (Adorno would have savored that, as well.) Of course, watching the clock for the start-time is probably a bad sign, but here are some simple pieces of advice for the young. Don't drink on an empty stomach: the main point of the refreshment is the enhancement of food. Don't drink if you have the blues: it's a junk cure. Drink when you are in a good mood. Cheap booze is a false economy. It's not true that you shouldn't drink alone: these can be the happiest glasses you ever drain. Hangovers are another bad sign, and you should not expect to be believed if you take refuge in saying you can't properly remember last night. (If you really don't remember, that's an even worse sign.) Avoid all narcotics: these make you more boring rather than less and are not designed—as are the grape and the grain—to enliven company. Be careful about up-grading too far to single malt Scotch: when you are voyaging in rough countries it won't be easily available. Never even think about driving a car if you have taken a drop. It's much worse to see a woman drunk than a man: I don't know quite why this is true but it just is. Don't ever be responsible for it.

I don't mean to be insolent. I'm truthful. I tell the truth and the truth sometimes hurts. For instance, you have bad breath, Lieutenant. I can smell it from here. It must offend a lot of people. That's the truth. But how many people have told you that? Instead, they either lie or try to avoid your company.

Warning: Contains old friends, old enemies, a dramatic cat rescue, soft drink references and a lot of teasing before the steamy sex. Readers are cautioned against drinking any beverage while reading to avoid accidental snorting or spraying of said beverages.

Borderline means you’re one of those girls… …who walk around wearing long sleeves in the summer because you’ve carved up your forearms over your boyfriend. You make pathetic suicidal gestures and write bad poetry about them, listen to Ani DiFranco albums on endless repeat, end up in the emergency room for overdoses, scare off boyfriends by insisting they tell you that they love you five hundred times a day and hacking into their email to make sure they’re not lying, have a police record for shoplifting, and your tooth enamel is eroded from purging. You’ve had five addresses and eight jobs in three years, your friends are avoiding your phone calls, you’re questioning your sexuality, and the credit card companies are after you. It took a lot of years to admit that I was exactly that girl, and that the diagnostic criteria for the disorder were essentially an outline of my life.

Inasmuch as one cannot avoid bad company, one should not be deceived. One should see the insincerity behind the mask of friendliness, the destructiveness behind the mask of eternal complaints about unhappiness. The narcissism behind the charm. One should also not act if he or she were taken in by the others deceptive appearance in order to avoid being forced into a certain dishonesty oneself. One need not speak to them about what one sees, but one should not attempt to convince them that one is blind.

1. That reason is a gift of God and that we should believe in its ability to comprehend the world. 2. That they have been wrong who undermined confidence in reason by enumerating the forces that want to usurp it: class struggle, libido, will to power. 3. That we should be aware that our being is enclosed within the circle of its perceptions, but not reduce reality to dreams and the phantoms of the mind. 4. That truth is a proof of freedom and that the sign of slavery is the lie. 5. That the proper attitude toward being is respect and that we must, therefore, avoid the company of people who debase being with their sarcasm, and praise nothingness. 6. That, even if we are accused of arrogance, it is the case that in the life of the mind a strict hierarchy is necessary. 7. That intellectuals in the twentieth century were afflicted with the habit of baratin, i.e., irresponsible jabber. 8. That in the hierarchy of human activities the arts stand higher than philosophy, and yet bad philosophy can spoil art. 9. That the objective truth exists; namely, out of two contrary assertions, one is true, one false, except in strictly defined cases when maintaining contradiction is legitimate. 10. That quite independently of the fate of religious denominations we should preserve a "philosophical faith," i.e., a belief in transcendence as a measure of humanity. 11. That time excludes and sentences to oblivion only those works of our hands and minds which prove worthless in raising up, century after century, the huge edifice of civilization. 12. That in our lives we should not succumb to despair because of our errors and our sins, for the past is never closed down and receives the meaning we give it by our subsequent acts.

No sleep?” asked Shadow, smiling. “I don’t sleep. It’s overrated. A bad habit I do my best to avoid—in company, wherever possible, and the young lady may go off the boil if I don’t get back to her.

One member of Tom’s company would seek out the most ruthless bad man in town and then provoke a fight, so he could kill him. Tom, who believed that a lawman could usually “avoid killing if you didn’t lose your head,” later told a writer that he had heated discussions with this Ranger. It didn’t seem right for any man to play judge, jury, and executioner.

Rose’s experiences had transformed her from a provincial innocent with a Caribbean accent into a woman of sophistication and hard realism, but the uncertainties of her position had taken their psychological toll, inclining her to extravagance and promiscuity. The bloom of her youth was beginning to fade, and she had such bad teeth (“like cloves”) that rather than open her mouth to laugh, she maintained a tight-lipped smile whilst snickering through her nose, and went out of her way to avoid eating in company.

Those who really want to be Yogis must give up, once for all, this nibbling at things. Take up one idea. Make that one idea your life — think of it, dream of it, live on that idea. Let the brain, muscles, nerves, every part of your body, be full of that idea, and just leave every other idea alone. This is the way to success, and this is the way great spiritual giants are produced. Others are mere talking machines. If we really want to be blessed, and make others blessed, we must go deeper. The first step is not to disturb the mind, not to associate with persons whose ideas are disturbing. All of you know that certain persons, certain places, certain foods, repel you. Avoid them; and those who want to go to the highest, must avoid all company, good or bad. Practise hard; whether you live or die does not matter. You have to plunge in and work, without thinking of the result. If you are brave enough, in six months you will be a perfect Yogi. But those who take up just a bit of it and a little of everything else make no progress. It is of no use simply to take a course of lessons. To those who are full of Tamas, ignorant and dull — those whose minds never get fixed on any idea, who only crave for something to amuse them — religion and philosophy are simply objects of entertainment. These are the unpersevering. They hear a talk, think it very nice, and then go home and forget all about it. To succeed, you must have tremendous perseverance, tremendous will. "I will drink the ocean," says the persevering soul, "at my will mountains will crumble up." Have that sort of energy, that sort of will, work hard, and you will reach the goal.

When you speak like this it embarasses me. You listen to me, Olek. There will always be men who select their friends for reasons of advancement, either socially, military, or politically. They will tell you to avoid a certain man's company because he is out of favor, or his family is poor. Or, indeed, because his life is lived in a manner some people find unbecoming. As a soldier I judge men by what they can do. By how much guts they have. When it comes to friends all that matters is whether I like them. I like Greavas. I think you will come to like him too. If you don't that's too bad. You will still learn to dance. And I will expect you to stand up for him with your friends.

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

The most widely cited figure for the number of women suffering from Female Sexual Dysfunction comes from 1999: according to this, some 43 per cent of all women have a medical problem around their sex drive.27 This survey was published in the Journal of the American Medical Association (JAMA), one of the most influential journals in the world. It looked at questionnaire data asking about things like lack of desire for sex, poor lubrication, anxiety over sexual performance, and so on. If you answered ‘yes’ to any one of these questions, you were labelled as having Female Sexual Dysfunction. For the avoidance of any doubt about the influence of this paper, it has – as of a sunny evening in March 2012 – been cited 1,691 times. That is a spectacular number of citations. At the time, no financial interest was declared by the study’s authors. Six months later, after criticism in the New York Times, two of the three authors declared consulting and advisory work for Pfizer.28 The company was gearing up to launch Viagra for the female market at this time, and had lots to gain from more women being labelled as having a medical sexual problem.

Maxims & Other Quotes If you need an adjective or adverb, you're still fishing for he right noun or verb. 34 Was this a true story? It seemed somehow unimaginable, a fantasy of some kind. But he told it with such conviction that, against my own wishes, I believed him. Was this indeed the essence of storytelling? Did one simply have to relate a tale in a believable fashion, with the authority of the imagination? 36 Memory is a mirror that may easily shatter. 81 Readers become invisible even to themselves. Only the story lives. It’s the fate of the writer, yes, as well, to disappear. ~ Alastair Reid 83 ‘There is only now,’ Borges exclaimed with unstoppable force. ‘Act, dear boy! Do not procrastinate! It’s the worst of sins. I’ve thought about this, you see: the progression toward evil. Murder, this is very bad, a sin. It leads to thievery. And thievery, of course, leads to drunkenness and Sabbath-breaking. And Sabbath-breaking leads to incivility and at last procrastination. A slippery slope into the pit!’ 98 Borges: I no longer need to save face. This is one of the benefits of extreme age. Nothing matters much, and very little matters at all. 100 Borges: Believe me, you will one day read Don Quixote with a profound sense of recollection. This happens when you read a classic. It finds you where you have been. 102 Parini: I try not to think of the phallus, except when I can think of nothing else, which is most of the time. Borges: This is the fate of young men, a limited focus. One of the few advantages of my blindness has been that I no longer focus my eyes on objects of arousal. I look inward now, though the mind has mountains, dangerous cliffs. 105 Borges: Writers are always pirates, marauding, taking whatever pleases them from others, shaping these stolen goods to our purposes. Writers feed off the corpses of those who passed before them, their precursors. On the other hand they invent their precursors. They create them in their own image, as God did with man.108 Borges: Nobody can teach you anything. That’s the first truth. We teach ourselves. 115 Borges: One should avoid strong emotion, especially when it interferes with the work at hand. We have European blood in our veins, you and I. Mine is northern blood. We’re cold people, you see. Warriors. 125 Borges: The influence of Quixote was such that Sancho acquired a taste for literary wisdom. Such wisdom in his aphorisms! ‘One can find a remedy for everything but death.’ Or this: ‘Make yourself into honey and the flies will devour you.’ 151 Borges: You see, I designed my work for the tiniest audience, ‘fit company though few.’ A writer’s imagination should not be diluted by crowds! 151 Borges: If you don’t abandon the spirit, the spirit will not abandon you. 181

Given that we all agree, in principle, that postmortems are good for us, I’m always struck by how much people dread them. Most feel that they’ve learned what they could during the execution of the project, so they’d just as soon move on. Problems that arose are frequently personal, so most are eager to avoid revisiting them. Who looks forward to a forum for being second-guessed? People, in general, would rather talk about what went right than what went wrong, using the occasion to give additional kudos to their most deserving team members. Left to our own devices, we avoid unpleasantness. It isn’t just postmortems, though: In general, people are resistant to self-assessment. Companies are bad at it, too. Looking inward, to them, often boils down to this: “We are successful, so what we are doing must be correct.” Or the converse: “We failed, so what we did was wrong.” This is shallow. Do not be cowed into missing this opportunity.

The next morning, while everyone else sat in the waiting area, Mia and I met with the doctor. “Well, I have good news and bad news,” Dr. Genecov said. “The bad news is that she needs this surgery, and we need to get it on the books right now. The good news is that I’ve worked with a company to invent a new device. Instead of using the halo, I can now do everything internally.” What? Did I just hear what I think I heard? He continued talking, but I honestly didn’t hear anything for the next few seconds while I tried to process this new information. Seriously? I can’t believe this! I thought. Where did this come from? I knew he was working on a better bone graft procedure before we needed it, but this just came out of nowhere! I tried my best to hold myself together. All I wanted to do was call Jase and tell him this news. Actually, I wanted to climb the nearest mountain (if there were mountains in Dallas) and shout it from the top of my lungs! After thanking him profusely, Mia and I walked down the hall for our appointment with Dr. Sperry. “Do you know what you just avoided?” Dr. Sperry asked, grinning from ear to ear. “A shaved head, the intensive care unit for a week, and a much longer recovery period.” That was it. I couldn’t hold back any longer and let my tears flow. Mia looked at me in surprise. If I was embarrassing her, I didn’t care. It was for a good reason. “Dr. Genecov has been working hard to perfect this procedure, and he has done it one time so far.” She looked right at Mia and said, “And I’m convinced he did that one to get ready for you.” Mia smiled and said, “Cool.” Mia had enjoyed her honeymoon period. She felt no stress or anxiety about the future, which was a great blessing. I was thankful that I had not told her about the distraction surgery and glad that my eleven-year-old daughter didn’t understand all that she had been spared because of this development. When I filled in my mom, Bonny, and Tori on this unexpected and exhilarating news, they all gasped, then shouted and hugged me. All I could think of was how grateful I was to my Father in heaven. He had done this. Why? I don’t know. But I knew He had chosen this moment for Dr. Genecov to perfect a new invention that would spare my daughter, at this exact time in her life, the ordeal of a device that would have been surgically screwed into her skull. After getting to the parking lot, I immediately called Jase with this incredible news. Like me, he was having a hard time wrapping his head around it. “How many of these has he done?” I hesitated, then said, “One.” “One? He’s done one? I don’t know about this, Missy.” I quickly reminded him of Dr. Genecov’s success in the new bone graft surgery and said, “Babe, I think it’s worth the risk. He’s proven to us just how good he is.” Jase is not one to make a quick decision about anything, but before our phone call ended, he agreed that we should move forward with the surgery.

The thing is, if you’re good at what you do, you’re going to fail, because it means you’re out there taking risks. As people who have failed will often attest, failing isn’t that bad; it’s the fear of failure that can be paralyzing. That’s what keeps less successful people up at night, causing them to disengage, to hold back and not commit their full energies to their companies and coworkers. It causes them to quit a difficult task, refuse a promotion, avoid their boss, or hold their tongue in meetings. Fear of failure drains companies of their innovative lifeblood. Organizations that accept failure as a natural part of the creative process, however, can see tremendous increases in productivity, morale, and innovation, so it’s worthwhile for managers to figure out how to create a safe environment where their ensembles won’t be afraid to let loose. It’s not enough just to tell people it’s OK to fail and hang a bunch of posters emblazoned with platitudes; you have to model fearlessness.

Be the First to Offer the Olive Branch—or the Peace Pipe Ever felt as though you were in a stalemate with someone with whom you’ve had a dust-up? It’s very likely she would like to put the situation behind her too. In most cases, people avoid each other after a wrangling because they are both afraid the other person will either do him more injury, or reject his overtures of apology. So, dig out the olive branch—or a peace pipe—and start that long walk down the company corridors to deliver it. Sometimes you don’t even need to say anything. Getting things back on track with someone might be as simple as dropping off a can of their favorite soda—without any pomp or circumstance. In short, find a way either directly or indirectly—depending on how bad the dustup was—to be the first to mend fences. Your efforts will very likely be rewarded.

anxious executives continued to exploit what had made the company successful in the first place and avoided exploring new innovations and growth. That kind of exploit-over-explore outlook is likely to leave the company larder bare of new products and put it at risk of becoming the next Blockbuster, Polaroid, or Compaq

Nobody sets out to be a bad CEO, run a dysfunctional organization, or create a massive bureaucracy that grinds her company to a screeching halt. Yet no CEO ever has a smooth path to a great company. Along the way, many things go wrong and all of them could have and should have been avoided.

Turning Rejection Around What if your friendly, hopeful conversation starter is not met with signals of approval or interest? If the person you approach is fidgety, avoids eye contact, appears uneasy, and exhibits none of the signals of welcome, chances are he or she is not interested in interaction—at least not at that moment. The first thing to do is slow down. Be patient, and give the person time to relax with you. If you present yourself as relaxed and open to whatever develops (whether a good conversation, a valuable working relationship, even friendship or romance), your companion may in time relax too. Use your verbal skills to create an interesting conversation and a sense of ease to break the tension. Don’t pressure yourself to be able to define a relationship from the first meeting. Keep your expectations general, and remember the playfulness factor. Enjoy someone’s company with no strings attached. Don’t fabricate obligations where none exist. It may take several conversations for a relationship to develop. If you had hoped for romance but the feelings appear not to be reciprocated, switch your interest to friendship, which has its own rich rewards. What if you are outright rejected? Rejection at any point—at first meeting, during a date, or well into a relationship—can be painful and difficult for most of us. But there are ways to prevent it from being an all-out failure. One thing I like to tell my clients is that the Chinese word for failure can be interpreted to mean “opportunity.” And opportunities, after all, are there for the taking. It all depends on how you perceive things. There is a technique you can borrow from salespeople to counter your feelings of rejection. High-earning salespeople know that you can’t succeed without being turned down at least occasionally. Some even look forward to rejection, because they know that being turned down this time brings them that much closer to succeeding next time around. They may even learn something in the process. So keep this in mind as you experiment with your new, social self: Hearing a no now may actually bring you closer to the bigger and better yes that is soon to happen! Apply this idea as you practice interacting: Being turned down at any point in the process helps you to learn a little more—about how to approach a stranger, have a conversation, make plans, go on a date, or move toward intimacy. If you learn something positive from the experience, you can bring that with you into your next social situation. Just as in sales, the payoff in either romance or friendship is worth far more than the possible downfall or minor setback of being turned down. A note on self-esteem: Rejection can hurt, but it certainly does not have to be devastating. It’s okay to feel disappointed when we do not get the reaction we want. But all too often, people overemphasize the importance or meaning of rejection—especially where fairly superficial interactions such as a first meeting or casual date are concerned. Here are some tips to keep rejection in perspective: -Don’t overthink it. Overanalysis will only increase your anxiety. -Keep the feelings of disappointment specific to the rejection situation at hand. Don’t say, “No one ever wants to talk to me.” Say, “Too bad the chemistry wasn’t right for both of us.” -Learn from the experience. Ask yourself what you might have done differently, if anything, but then move on. Don’t beat yourself up about it. If those thoughts start, use your thought-stopping techniques (p. 138) to control them. -Use your “Adult” to look objectively at what happened. Remember, rejecting your offer of conversation or an evening out does not mean rejecting your whole “being.” You must continue to believe that you have something to offer, and that there are open, available people who would like to get to know you.

Job Acquisition The entire job-acquisition process—considering job prospects, your personal and professional preparation, creating a resume, going on a job interview—depends for success upon possessing social skills and managing anxiety. How you adapt to the stress of this process can play a major role. As with other aspects of interaction, anxiety can often keep you from getting the jobs you really want and would be well suited for. If you allow your anxiety to control you, you may avoid applying for a new position because you fear rejection. Or you may let the fear of failure keep you from accepting a new challenge, no matter how badly you would like to take the job. But let’s look first at the job process and consider self-help techniques that will lead to a more rewarding, productive career. For people with social anxiety, low self-esteem is often a stumbling block to fulfillment in their careers: If you feel you are underqualified, you may hesitate to seek challenges, whether in a new company or within your current one. I have worked with several men who say their self-esteem is low because they are not the stereotype of success: They do not wear a suit, carry a briefcase, or drive the latest-model car. In their minds, this is the most important measure of success. But they themselves are not failures. One of the men I can think of is a successful plumber, another has a telephone sales job, and a third manages a large warehouse. Still, they have doubts about their appeal to women because of their career choices; increasing their self-esteem will help them to see themselves in a new way. Success need not be defined by media standards such as the right clothes or an expensive automobile. Everyone is different. Your personal success can only be measured by your own personal fulfillment and productivity.

Buzurjmihr esteems knowledge more highly than wealth, with reference to the anecdote cited below, According to the hadîth, flattery is permissible only in the search for knowledge. Ibn Abbâs: “I was humble when seeking (knowledge as a student), and I was mighty when sought (to give instruction as a teacher).” He shows great respect to the Ansâr as bearers of the knowledge of the Prophet. “The first part of knowledge is keeping silent; the second, listening; the third, memorizing; the fourth, reasoning; and the fifth spreading it.” In the company of scholars, it is better to listen than to talk. “He who worships God in his youth receives wisdom from God in his old age” (cf. Qur- ân 28:14/13). A sage among the men around the Prophet represents wisdom as saying that it is with those who act in accordance with their best knowledge and avoid all that is very bad in their knowledge. “A scholar (- âlim) has no contempt for those who know less than he, and no envy of those who know more, and he does not use his knowledge to make money.

Love of what is good and useful, and hatred of what is ugly or evil and harmful are the conditions for success. Bashfulness (hayâ, corresponding to Greek aidôs) and the avoidance of bad company and of sloth are among the qualities strongly recommended for inculcation in the young.

Misery will not leave from where there is excessive bad or harmful associations with that which takes you away from the Self (kusang). Whereas happiness will not leave from where there is excessive association with Self-realized beings or spiritual discourses (satsang)!

Avoidable churn You can avoid signing up bad fit customers and ensure good fit customers get the attention that they deserve. Ensure your customer has a path to achieve their desired outcome. We sync sales from Shopify to QuickBooks. If we failed to map discounts, then our tool would fail. Ensure users can reach support and understand the difference between a bug and a feature request. Some will ask to pause your service and return when business picks up again. We had many users that were seasonal. We would have several users cancel and then return during the holiday season. You should allow users to pause their plans, instead of canceling.

Bad fit customers and technical support There is a line between helping a customer and building custom software for them. You want to avoid one-off features because the effort to build one custom feature is the same effort to help ten good fit customers. If a customer requires custom work, then they are usually a poor fit. These bad customers will drain the life from your team and these customers redirect resources from critical tasks, such as mandatory upgrades, and helping good fit customers succeed. Enough bad customers can cause low employee morale and high turn-over in any department. Here are the differences between good and bad fit customers: Good Customer Traits Bad Customer Traits Software performs the features that he needs Constantly emails about missing features An attractor that leaves reviews, case studies Rude or unpleasant over the phone, a detractor Entry level staff members provide support Senior level staff provides technical support Requires a short call to set-up and configure Requires coding changes and tons of phone support Company is organized Company is a mess Fits into an ideal customer profile Fits into no customer profile Feels like a good fit You get a bad feeling about the company

Diane seemed to spend most of her time leaning against lockers and hanging out in the smoking lounge. She was the kind of person Sabrina’s parents told her to avoid. But she wasn’t a bad person. Sabrina had come to like her company. She was loyal, hardworking in her own way, and school wasn’t for everyone.

Firing people is not easy, either emotionally or legally. At companies where it’s too easy to fire people, bad/unfair firing decisions get made, with the result that even people who are great at their jobs start to get spooked. When people feel that kind of fear, they start to avoid taking risks. They learn less, they grow less, they innovate less, they become less than they could be. This is the opposite of personal growth management.

My wife has a sweet tooth but is also very health conscious. Over more than two decades, she has followed a simple yet powerful way of avoiding the enticement of desserts. Our fridge just doesn’t have any. In my view, the best way to avoid investing in bad businesses is to ignore them and their stock prices. We never discuss what we consider bad companies or industries in our team meetings. Never. It doesn’t matter if an airline has declared spectacular results recently or if every analyst recommends buying airline shares. We are indifferent to a public sector bank that has hired a new CEO from the private sector and has pushed its stock price to an all-time high. We ignore an infrastructure business that has been awarded a new multibillion-dollar contract and a gold loan business that has announced 30 percent ROE in its latest quarterly result and is touted by the bulls to be the next billion-dollar opportunity. No one on our team is allowed to utter the famous last words of many investors: “This time, it’s different.” If we never discuss a business, how will we ever buy it? No sweets in the fridge: no snacking possible.

For Facebook, Jin wrote, cleaning up the messes it made meant that it needed to pay particular attention to its recommendation systems and features that encouraged bad behavior or were disproportionately prone to abuse. To avoid a disaster in the 2020 elections, he wrote, the company would either have to cut back on the features that amplified social problems or get better at plucking out the bad stuff. Facebook preferred the latter approach, Jin noted, but it was technically much harder to pull off. Besides, cleaning up Facebook and Instagram by targeting misbehavior raised inevitable concerns about censorship. No matter how much money Facebook spent on the effort, it still risked losing control of its platforms.

This was a huge red flag, because real technologists wear T-shirts and jeans. So we instituted a blanket rule: pass on any company whose founders dressed up for pitch meetings. Maybe we still would have avoided these bad investments if we had taken the time to evaluate each company’s technology in detail. But the team insight—never invest in a tech CEO that wears a suit—got us to the truth a lot faster. The best sales is hidden. There’s nothing wrong with a CEO who can sell, but if he actually looks like a salesman, he’s probably bad at sales and worse at tech.

Speak ill of no one and avoid the company of those who talk (bad) about their neighbours.

When Warren was a little boy fingerprinting nuns and collecting bottle caps, he had no knowledge of what he would someday become. Yet as he rode his bike through Spring Valley, flinging papers day after day, and raced through the halls of The Westchester, pulse pounding, trying to make his deliveries on time, if you had asked him if he wanted to be the richest man on earth—with his whole heart, he would have said, Yes. That passion had led him to study a universe of thousands of stocks. It made him burrow into libraries and basements for records nobody else troubled to get. He sat up nights studying hundreds of thousands of numbers that would glaze anyone else’s eyes. He read every word of several newspapers each morning and sucked down the Wall Street Journal like his morning Pepsi, then Coke. He dropped in on companies, spending hours talking about barrels with the woman who ran an outpost of Greif Bros. Cooperage or auto insurance with Lorimer Davidson. He read magazines like the Progressive Grocer to learn how to stock a meat department. He stuffed the backseat of his car with Moody’s Manuals and ledgers on his honeymoon. He spent months reading old newspapers dating back a century to learn the cycles of business, the history of Wall Street, the history of capitalism, the history of the modern corporation. He followed the world of politics intensely and recognized how it affected business. He analyzed economic statistics until he had a deep understanding of what they signified. Since childhood, he had read every biography he could find of people he admired, looking for the lessons he could learn from their lives. He attached himself to everyone who could help him and coattailed anyone he could find who was smart. He ruled out paying attention to almost anything but business—art, literature, science, travel, architecture—so that he could focus on his passion. He defined a circle of competence to avoid making mistakes. To limit risk he never used any significant amount of debt. He never stopped thinking about business: what made a good business, what made a bad business, how they competed, what made customers loyal to one versus another. He had an unusual way of turning problems around in his head, which gave him insights nobody else had. He developed a network of people who—for the sake of his friendship as well as his sagacity—not only helped him but also stayed out of his way when he wanted them to. In hard times or easy, he never stopped thinking about ways to make money. And all of this energy and intensity became the motor that powered his innate intelligence, temperament, and skills.

Naturally, payment networks want to prevent fraudulent transactions, banks want to avoid bad loans, airlines want to avoid hijackings, and companies want to avoid hiring ineffective or untrustworthy people. From their point of view, the cost of a missed business opportunity is low, but the cost of a bad loan or a problematic employee is much higher, so it is natural for organizations to want to be cautious. If in doubt, they are better off saying no. However, as algorithmic decision-making becomes more widespread, someone who has (accurately or falsely) been labeled as risky by some algorithm may suffer a large number of those “no” decisions. Systematically being excluded from jobs, air travel, insurance coverage, property rental, financial services, and other key aspects of society is such a large constraint of the individual’s freedom that it has been called “algorithmic prison” [82]. In countries that respect human rights, the criminal justice system presumes innocence until proven guilty; on the other hand, automated systems can systematically and arbitrarily exclude a person from participating in society without any proof of guilt, and with little chance of appeal.

Myth #3: Kaizen Is Slow; Innovation Is Quicker Perhaps the most dramatic example of what can happen when innovation is used and abused is Toyota, a company that calls kaizen its soul. For most of its history after World War II, Toyota exemplified quality automobile manufacturing. Consumers bought Toyotas not for the styling or prestige but for their unparalleled reliability. But by 2002, Toyota management decided it was not enough to build the highest-quality and most-profitable cars—it wanted to be the biggest car company in the world. And the company succeeded. It built factories rapidly and added enough capacity to produce three million additional automobiles in just six years. But productivity came at a high price: Suppliers could not sustain the quality for which Toyota was known, and the new factories did not have the time to build a kaizen culture. The result was over nine million recalls and some well-deserved bad publicity. Here is an internal memo written before the crisis became public: “We make so many cars in so many different places with so many people. Our greatest fear is that as we keep growing, our ability to maintain the discipline of kaizen will be lost.” —Teruo Suzuki General Manager, Human Resources In time, Toyota recognized that abandoning kaizen drove the company away from a commitment to its core principles. Since the crisis, Toyota has slowed down production, given local managers in the U.S. more responsibility for quality control, and trained new workers in the kaizen culture. Toyota has returned to focusing on quality, not quantity, as its mission, with an emphasis on correcting defects in production while they are small and easily fixed. And Toyota’s reputation for quality has been restored. The company’s story is an excellent illustration of the ways in which kaizen builds habits that can last a lifetime and helps avoid the painful consequences of steps that may, in retrospect, have been too big for the individual or the work group to swallow.