Bad Business Practices Quotes

one reason people make bad decisions is they don’t have a good decision as one of their options.

To me, the conclusion that the public has the ultimate responsibility for the behavior of even the biggest businesses is empowering and hopeful, rather than disappointing. My conclusion is not a moralistic one about who is right or wrong, admirable or selfish, a good guy or a bad guy. My conclusion is instead a prediction, based on what I have seen happening in the past. Businesses have changed when the public came to expect and require different behavior, to reward businesses for behavior that the public wanted, and to make things difficult for businesses practicing behaviors that the public didn't want. I predict that in the future, just as in the past, changes in public attitudes will be essential for changes in businesses' environmental practices.

The problem with your company is not the economy, it is not the lack of opportunity, it is not your team. The problem is you. That is the bad news. The good news is, if you're the problem, you're also the solution. You're the one person you can change the easiest. You can decide to grow. Grow your abilities, your character, your education, and your capacity. You can decide who you want to be and get about the business of becoming that person.

The problem is, getting business is part of the business. It’s like a ritual with these guys: ‘Hey, how ‘bout those Club’ “ – the bad male impression was back – “ ‘let’s play some golf, smoke some cigars. Here’s my penis, there’s yours – yep, they appear to be about the same size – okay, let’s do some deals.’ “ When the woman seated at the next table threw them a disapproving look over the foam of her jumbo-sized cappuccino, Laney leaned in toward Payton. “Let’s use our inside voices, please, when using the p-word,” she whispered chidingly.

The hell to be endured hereafter, of which theology tells, is no worse than the hell we make for ourselves in this world by habitually fashioning our characters in the wrong way. Could the young but realize how soon they will become mere walking bundles of habits, they would give more heed to their conduct while in the plastic state. We are spinning our fates, good or evil, and never to be undone. Every smallest stroke of virtue or of vice leaves its never so little scar. The drunken Rip Van Winkle, in Jefferson’s play, excuses himself for every fresh dereliction by saying, “I won’t count this time!” Well! He may not count it, and a kind Heaven may not count it; but it is being counted none the less. Down among his nerve-cells and fibers the molecules are counting it, registering and storing it up to be used against him when the next temptation comes. Nothing we ever do is, in strict scientific literalness, wiped out. Of course this has its good side as well as its bad one. As we become permanent drunkards by so many separate drinks, so we become saints in the moral, and authorities and experts in the practical and scientific spheres, by so many separate acts and hours of work. Let no youth have any anxiety about the upshot of his education, whatever the line of it may be. If he keeps faithfully busy each hour of the working-day, he may safely leave the final result to itself. He can with perfect certainty count on waking up some fine morning, to find himself one of the competent ones of his generation, in whatever pursuit he may have singled out.

When the mind, for want of being sufficiently reduced by recollection at our first engaging in devotion, has contracted certain bad habits of wandering and dissipation, they are difficult to overcome, and commonly draw us, even against our wills, to the things of the earth. I believe one remedy for this is to confess our faults, and to humble ourselves before God. I do not advise you to use multiplicity of words in prayer: many words and long discourses being often the occasions of wandering. Hold yourself in prayer before God, like a dumb or paralytic beggar at a rich man's gate. Let it be your business to keep your mind in the presence of the Lord. If it sometimes wander and withdraw itself from Him, do not much disquiet yourself for that: trouble and disquiet serve rather to distract the mind than to re-collect it: the will must bring it back in tranquility. If you persevere in this manner, God will have pity on you.

He was very interested in everything that lay to the North because no one ever went that way and he was never allowed to go there himself. When he was sitting out of doors mending the nets, and all alone, he would often look eagerly to the North. One could see nothing but a grassy slope running up to a level ridge and beyond that the sky with perhaps a few birds in it. Sometimes if Arsheesh was there Shasta would say, 'O my Father, what is there beyond that hill?' And then if the fisherman was in a bad temper he would box Shasta's ears and tell him to attend to his work. Or if he was in a peaceable mood he would say, "O my son, do not allow your mind to be distracted by idle questions. For one of the poets has said, 'Application to business is the root of prosperity, but those who ask questions that do not concern them are steering the ship of folly towards the rock of indigence'. Shasta thought that beyond the hill there must be some delightful secret which his father wished to hide from him. In reality, however, the fisherman talked like this because he didn't know what lay to the North. Neither did he care. He had a very practical mind.

Matthew, Mark, Luke, and John are a bunch of practical jokers who meet somewhere and decide to have a contest. They invent a character, agree on a few basic facts, and then each one's free to take it and run with it. At the end, they'll see who's done the best job. The four stories are picked up by some friends who act as critics: Matthew is fairly realistic, but insists on that Messiah business too much: Mark isn't bad, just a little sloppy: Luke is elegant, no denying that; and John takes the philosophy a little too far. Actually, though, the books have an appeal, they circulate, and when the four realize what's happening, it's too late, Paul has already met Jesus on the road to Damascus, Pliny begins his investigation ordered by the worried emperor, and a legion of apocryphal writers pretends also to know plenty....It all goes to Peter's head; he takes himself seriously. John threatens to tell the truth, Peter and Paul have him chained up on the island of Patmos.

After the stock market crash, some New York editors suggested that hearings be held: what had really caused the Depression? They were held in Washington. In retrospect, they make the finest comic reading. The leading industrialists and bankers testified. They hadn’t the foggiest notion what had gone bad. You read a transcript of that record today with amazement: that they could be so unaware. This was their business, yet they didn’t understand the operation of the economy. The only good witnesses were the college professors, who enjoyed a bad reputation in those years. No professor was supposed to know anything practical about the economy.

No more junk talk, no more lies. No more mornings in the hospital getting bad blood drained out of me. No more doctors trying to analyse what makes me a drug addict. No more futile attempts at trying to control my heroin use. No more defending myself when I know I am practically indefensible. No more police using me as practice. No more ODs, no more losses. No more trying to take an intellectual position on my heroin addiction when it takes more than it gives. No more dope-sick mornings, no more slow suicide, no more pain without end. No more AA. No more NA. No more mind control. No more being a victim, no more looking for reasons in childhood, in God in anything but what exists in HERE. No more admitting I am powerless. Down the dusty Los Angeles sidewalks, down the urine stained London back alleys … there goes the connection fading into the crowd like a 1960’s Polaroid. “Business…?” “Whachoo need…?” “Chiva…?

A friend who attended a prestigious MBA program once told me about the business ethics course he took there. The professor counseled honest business practices for two reasons. First, if you lie or cheat you may be caught, and that would be bad for business. Second, if people in the company know they ae working in an honest business, that will boost morale . . . "Tell the truth--because it's to your own advantage," was the counsel. What happens, however, when you inevitable come to situations in which telling the truth would cost you dearly? What happens when telling a particular lie would be stupendously advantageous to you?

Good decision making is the result of years of experience making and learning from one's choices - good and bad.

Damaging hospital practices made breastfeeding a near-impossible procedure and only women with alternative sources of support and knowledge were able to do it.

Without further adieu, this is the best question ever to use to open calls: “Did I catch you at a bad time?” Conversationally, it might

Understand exactly what to focus on when talking to business owners • Be able to get the attention of business owners and build a connection fast • Be able to uncover problems they have and how badly they need them fixed

My friend John Maxwell says a budget (for your money) is telling your money where to go instead of wondering where it went. Managing time is the same; you will either tell your day what to do or you will wonder where it went. The weird thing is that the more efficient, on task, on goal you are with your time, the more energy you have. Working with no traction, or for that matter simply wasting away a day, does not relax you, it drains you. Have you ever taken a day off, slept late, wandered around with no plan or thought for the day, watched some stupid rerun of a bad movie as you surfed the TV, and at the end of your great day off found yourself absolutely exhausted? Strange as it may seem, when you work a daily plan in pursuit of your written goals that flow from your mission statement born of your vision for living your dreams, you are energized after a tough long day.

When researchers looked at all the possible means of preventing infant and young child death they found that improving breastfeeding practices could prevent more deaths than any other single strategy; even more than such key benefits as the provision of safe water, sanitation, immunisation and medical services.

As practiced, diversification makes very little sense for anyone that knows what they’re doing. Diversification is a protection against ignorance. If you want to make sure nothing bad happens to you relative to the market, sure you should diversify. There's nothing necessarily wrong with that...but in our view, true diversification is simply a confession that you do not truly understand the businesses that you own. If you find just 3 wonderful businesses in your lifetime, you'll get very rich.

Let’s now look at the four basic types of EI parents (Gibson 2015): Emotional parents are dominated by feelings and can become extremely reactive and overwhelmed by anything that surprises or upsets them. Their moods are highly unstable, and they can be frighteningly volatile. Small things can be like the end of the world, and they tend to see others as either saviors or abandoners, depending on whether their wishes are being met. Driven parents are super goal-achieving and constantly busy. They are constantly moving forward, focused on improvements, and trying to perfect everything, including other people. They run their families like deadline projects but have little sensitivity to their children’s emotional needs. Passive parents are the nicer parents, letting their mate be the bad guy. They appear to enjoy their children but lack deeper empathy and won’t step in to protect them. While they seem more loving, they will acquiesce to the more dominant parent, even to the point of overlooking abuse and neglect. Rejecting parents aren’t interested in relationships. They avoid interaction and expect the family to center around their needs, not their kids. They don’t tolerate other people’s needs and want to be left alone to do their own thing. There is little engagement, and they can become furious and even abusive if things don’t go their way.

Yes, it was,’ said Ginny. ‘It was appalling. Angelina was nearly in tears by the end of it.’ Ron and Ginny went off for baths after dinner; Harry and Hermione returned to the busy Gryffindor common room and their usual pile of homework. Harry had been struggling with a new star-chart for Astronomy for half an hour when Fred and George turned up. ‘Ron and Ginny not here?’ asked Fred, looking around as he pulled up a chair, and when Harry shook his head, he said, ‘Good. We were watching their practice. They’re going to be slaughtered. They’re complete rubbish without us.’ ‘Come on, Ginny’s not bad,’ said George fairly, sitting down next to Fred. ‘Actually, I dunno how she got so good, seeing how we never let her play with us.’ ‘She’s been breaking into your broom shed in the garden since the age of six and taking each of your brooms out in turn when you weren’t looking,’ said Hermione from behind her tottering pile of Ancient Rune books. ‘Oh,’ said George, looking mildly impressed. ‘Well – that’d explain it.’ ‘Has Ron saved a goal yet?’ asked Hermione, peering over the top of Magical Hieroglyphs and Logograms. ‘Well, he can do it if he doesn’t think anyone’s watching him,’ said Fred, rolling his eyes. ‘So all we have to do is ask the crowd to turn their backs and talk among themselves every time the Quaffle goes up his end on Saturday.’ He got up again and moved restlessly to the window, staring out across the dark grounds.

Stop Telling Yourself You’re Not Ready As we noted yesterday, we fear the unknown. For example, in our personal lives, we hesitate before saying hello to strangers. We immediately call a plumber before trying to fix plumbing problems on our own. We stick to the same grocery stores rather than visiting new stores. We gravitate toward the familiar. In our professional lives, we shy away from taking on unfamiliar projects. We cringe at the thought of creating new spreadsheets and reports for our bosses. We balk at branching out into new avenues of business. Instead, we remain in our comfort zones. There, after all, the risk of failure is minimal. One of the biggest reasons we do this is because we believe we’re unready to tackle new activities. We feel we lack the practical expertise to handle new projects with poise and effectiveness. We feel we lack the knowledge to know what we’re doing. In other words, we tell ourselves that we’re not 100% ready. This assumption stems from a basic and common fallacy: that we must be 100% prepared if we hope to perform a given task effectively. In reality, that’s untrue. The truth is, you’ll rarely be 100% ready for anything life throws at you. Individuals who have achieved success in their respective fields claim their success is a reflection of their persistence and grit, and an ability to adapt to their circumstances. It is not dictated by whether the individual has achieved mastery in any particular area.

Aristotle taught that virtue is something we cultivate with practice: “we become just by doing just acts, temperate by doing temperate acts, brave by doing brave acts.”50 Rousseau held a similar view. The more a country asks of its citizens, the greater their devotion to it. “In a well-ordered city every man flies to the assemblies.” Under a bad government, no one participates in public life “because no one is interested in what happens there” and “domestic cares are all-absorbing.” Civic virtue is built up, not spent down, by strenuous citizenship. Use it or lose it, Rousseau says, in effect. “As soon as public service ceases to be the chief business of the citizens, and they would rather serve with their money than with their persons, the state is not far from its fall.”51

Get it off!" Julian howled, shimmying his back in front of Sacha. Sacha was too busy being doubled over laughing his ass off to give half a shit about the fact that his friend had gotten crapped on by a bird. For the second time in less than an hour. We were at King's Park in Perth, the largest inner-city park in the world, the day after we’d arrived in the Land Down Under. Sacha, Julian, my brother, Isaiah and I had all caught a ride to the beautiful location late that morning. What had started with me banging on my brother’s door so he could accompany me somewhere, ended up becoming an extended invitation to the other guys during breakfast. "Quit laughing and somebody wipe it off!" Julian was practically screeching as he made his stop in front of me, hoping I'd be his savior. I wanted to help Julian with his issue. Really. I did. The problem was that I couldn't stop cracking up either. “Gaby! Please! Get it off!” It seriously took everything inside of me to get it together. I finally cleaned the gooey spot with the last napkin I’d tucked into my pocket earlier, but it took longer than it normally would have. A second later another bird swarmed overhead and made him start cursing in annoyance and probably fear. It was bad enough to get pooped on once, but twice? And in front of Eli and Sacha? There was no way Julian was ever going to be able to live it down. "I feel like I should take a shit on you too now. What exactly am I missing out on, you know?" Eli cackled, slapping the poor guy on the back before immediately yanking his hand away and checking it with a grimace. The same bird swooped dangerously over our heads, and I started crying, not imagining the look of pure horror on Julian's face all over again. "You better run before they come after you again," Sacha teased him through a gulp of air. He stole a glance in my direction, and then lost it once more; this loud, belly-aching laugh that fueled my own.

ONCE, a youth went to see a wise man, and said to him: “I have come seeking advice, for I am tormented by feelings of worthlessness and no longer wish to live. Everyone tells me that I am a failure and a fool. I beg you, Master, help me!” The wise man glanced at the youth, and answered hurriedly: “Forgive me, but I am very busy right now and cannot help you. There is one urgent matter in particular which I need to attend to...”—and here he stopped, for a moment, thinking, then added: “But if you agree to help me, I will happily return the favor.” “Of...of course, Master!” muttered the youth, noting bitterly that yet again his concerns had been dismissed as unimportant. “Good,” said the wise man, and took off a small ring with a beautiful gem from his finger. “Take my horse and go to the market square! I urgently need to sell this ring in order to pay off a debt. Try to get a decent price for it, and do not settle for anything less than one gold coin! Go right now, and come back as quick as you can!” The youth took the ring and galloped off. When he arrived at the market square, he showed it to the various traders, who at first examined it with close interest. But no sooner had they heard that it would sell only in exchange for gold than they completely lost interest. Some of the traders laughed openly at the boy; others simply turned away. Only one aged merchant was decent enough to explain to him that a gold coin was too high a price to pay for such a ring, and that he was more likely to be offered only copper, or at best, possibly silver. When he heard these words, the youth became very upset, for he remembered the old man’s instruction not to accept anything less than gold. Having already gone through the whole market looking for a buyer among hundreds of people, he saddled the horse and set off. Feeling thoroughly depressed by his failure, he returned to see the wise man. “Master, I was unable to carry out your request,” he said. “At best I would have been able to get a couple of silver coins, but you told me not to agree to anything less than gold! But they told me that this ring is not worth that much.” “That’s a very important point, my boy!” the wise man responded. “Before trying to sell a ring, it would not be a bad idea to establish how valuable it really is! And who can do that better than a jeweler? Ride over to him and find out what his price is. Only do not sell it to him, regardless of what he offers you! Instead, come back to me straightaway.” The young man once more leapt up on to the horse and set off to see the jeweler. The latter examined the ring through a magnifying glass for a long time, then weighed it on a set of tiny scales. Finally, he turned to the youth and said: “Tell your master that right now I cannot give him more than 58 gold coins for it. But if he gives me some time, I will buy the ring for 70.” “70 gold coins?!” exclaimed the youth. He laughed, thanked the jeweler and rushed back at full speed to the wise man. When the latter heard the story from the now animated youth, he told him: “Remember, my boy, that you are like this ring. Precious, and unique! And only a real expert can appreciate your true value. So why are you wasting your time wandering through the market and heeding the opinion of any old fool?

We usually think of abundance (arising, realization, buddhas) as positive, and we consider deficiency (perishing, delusion, and living beings) as negative. When we understand Buddha’s teaching in this commonsense way, it seems that we should escape from samsara, which is something bad, in order to reach nirvana, which is something good. We think nirvana is a goal we can achieve in the same way that a poor person can work hard and become rich. We may think that practice is a way to reach nirvana in the same way that working hard is a way to attain wealth. The common understanding of Buddha’s teaching is that since ignorance turns the lives of deluded beings into suffering, we should eliminate our ignorance so we can reach nirvana. If we simply accept that teaching and devote our lives to the practice of eliminating our ignorance and egocentric desires, we will find that it’s impossible to do. Not only is it impossible, but it actually creates another cycle of samsara. This happens because the desire to become free from delusion or egocentricity is one of the causes of our delusion and egocentricity. And the idea that there is nirvana or samsara existing separately from each other is a basic dualistic illusion; the desire to escape from this side of existence and enter another side is another expression of egocentric desire. When we are truly in nirvana we awaken to the fact that nirvana and samsara are not two separate things. This is what Mahayana Buddhism teaches, especially through the Prajna Paramita Sutras; it teaches that samsara and nirvana are one. If we don’t find nirvana within samsara, there is no place we can find nirvana. If we don’t find peacefulness within our busy daily lives, there is no place we can find peacefulness. This is why the Heart Sutra “negates” the Buddha’s teaching; it attempts to release us from dichotomies created in our thoughts. If we understand Buddha’s teaching with our commonsense, calculating way of thinking, we create another type of samsara. Eventually we feel more pain as our desire to reach nirvana creates more difficulty in our lives. This desire to end our suffering is another cause of suffering, and the Heart Sutra presents the Buddha’s teachings in a negative way in order to avoid arousing this desire.

Reconstructing family life amid the chaos of the cotton revolution was no easy matter. Under the best of circumstances, the slave family on the frontier was extraordinarily unstable because the frontier plantation was extraordinarily unstable. For every aspiring master who climbed into the planter class, dozens failed because of undercapitalization, unproductive land, insect infestation, bad weather, or sheer incompetence. Others, discouraged by low prices and disdainful of the primitive conditions, simply gave up and returned home. Those who succeeded often did so only after they had failed numerous times. Each failure or near-failure caused slaves to be sold, shattering families and scattering husbands and wives, parents and children. Success, moreover, was no guarantee of security for slaves. Disease and violence struck down some of the most successful planters. Not even longevity assured stability, as many successful planters looked west for still greater challenges. Whatever the source, the chronic volatility of the plantation took its toll on the domestic life of slaves. Despite these difficulties, the family became the center of slave life in the interior, as it was on the seaboard. From the slaves' perspective, the most important role they played was not that of field hand or mechanic but husband or wife, son or daughter - the precise opposite of their owners' calculation. As in Virginia and the Carolinas, the family became the locus of socialization, education, governance, and vocational training. Slave families guided courting patterns, marriage rituals, child-rearing practices, and the division of domestic labor in Alabama, Mississippi, and beyond. Sally Anne Chambers, who grew up in Louisiana, recalled how slaves turned to the business of family on Saturdays and Sundays. 'De women do dey own washing den. De menfolks tend to de gardens round dey own house. Dey raise some cotton and sell it to massa and git li'l money dat way.' As Sally Anne Chambers's memories reveal, the reconstructed slave family was more than a source of affection. It was a demanding institution that defined responsibilities and enforced obligations, even as it provided a source of succor. Parents taught their children that a careless word in the presence of the master or mistress could spell disaster. Children and the elderly, not yet or no longer laboring in the masters' fields, often worked in the slaves' gardens and grounds, as did new arrivals who might be placed in the household of an established family. Charles Ball, sold south from Maryland, was accepted into his new family but only when he agreed to contribute all of his overwork 'earnings into the family stock.' The 'family stock' reveals how the slaves' economy undergirded the slave family in the southern interior, just as it had on the seaboard. As slaves gained access to gardens and grounds, overwork, or the sale of handicraft, they began trading independently and accumulating property. The material linkages of sellers and buyers - the bartering of goods and labor among themselves - began to knit slaves together into working groups that were often based on familial connections. Before long, systems of ownership and inheritance emerged, joining men and women together on a foundation of need as well as affection.

What’s Slipping Under Your Radar? Word Count: 1096 Summary: Ben, a high-level leader in a multi-national firm, recently confessed that he felt like a bad father. That weekend he had messed up his Saturday daddy duties. When he took his son to soccer practice, Ben stayed for a while to support him. In the process, though, he forgot to take his daughter to her piano lesson. By the time they got to the piano teacher’s house, the next student was already playing. This extremely successful businessman felt like a failure. Keywords: Dr. Karen Otazo, Global Executive Coaching, Leadership Article Body: Ben, a high-level leader in a multi-national firm, recently confessed that he felt like a bad father. That weekend he had messed up his Saturday daddy duties. When he took his son to soccer practice, Ben stayed for a while to support him. In the process, though, he forgot to take his daughter to her piano lesson. By the time they got to the piano teacher’s house, the next student was already playing. This extremely successful businessman felt like a failure. At work, one of Ben’s greatest strengths is keeping his focus no matter what. As a strategic visionary, he keeps his eyes on the ongoing strategy, the high-profile projects and the high-level commitments of his group. Even on weekends Ben spends time on email, reading and writing so he can attend the many meetings in his busy work schedule. Since he is so good at multi-processing in his work environment, he assumed he could do that at home too. But when we talked, Ben was surprised to realize that he is missing a crucial skill: keeping people on his radar. Ben is great at holding tasks and strategies in the forefront of his mind, but he has trouble thinking of people and their priorities in the same way. To succeed at home, Ben needs to keep track of his family members’ needs in the same way he tracks key business commitments. He also needs to consider what’s on their radar screens. In my field of executive coaching, I keep every client on my radar screen by holding them in my thinking on a daily and weekly basis. That way, I can ask the right questions and remind them of what matters in their work lives. No matter what your field is, though, keeping people on your radar is essential. Consider Roger, who led a team of gung-ho sales people. His guys and gals loved working with him because his gut instincts were superb. He could look at most situations and immediately know how to make them work. His gut was great, almost a sixth sense. But when Sidney, one of his team of sales managers, wanted to move quickly to hire a new salesperson, Roger was busy. He was managing a new sales campaign and wrangling with marketing and headquarters bigwigs on how to position the company’s consumer products. Those projects were the only things on his radar screen. He didn’t realize that Sidney was counting on hiring someone fast. Roger reviewed the paperwork for the new hire. It was apparent to Roger that the prospective recruit didn’t have the right background for the role. He was too green in his experience with the senior people he’d be exposed to in the job. Roger saw that there would be political hassles down the road which would stymie someone without enough political savvy or experience with other parts of the organization. He wanted an insider or a seasoned outside hire with great political skills. To get the issue off his radar screen quickly, Roger told Human Resources to give the potential recruit a rejection letter. In his haste, he didn’t consult with Sidney first. It seemed obvious from the resume that this was the wrong person. Roger rushed off to deal with the top tasks on his radar screen. In the process, Sidney was hurt and became angry. Roger was taken by surprise since he thought he had done the right thing, but he could have seen this coming.

Another perk of Thoughtfully Fit is that you don’t have to go to a gym or hire a trainer to get started. As you already know, life will hand you plenty of opportunities to practice! Whether it’s a disgruntled customer service worker, a challenging colleague, or a saucy teenager, every day we encounter opportunities to become more aware of our thoughts and behaviors. My challenge to you is to embrace this training ground. Find opportunities to engage your core, notice your thoughts, and make different choices. Be brave enough to override your defaults, quiet your trash talk, and challenge the stories you’re telling yourself. If you practice being Thoughtfully Fit, you’ll be prepared for whatever problems life throws your way. And while life won’t get easier—you’ll still have frustrating neighbors, annoying colleagues, bad news, and unwelcome adversity—it will feel easier because you prepared and trained.

If you practice being Thoughtfully Fit, you’ll be prepared for whatever problems life throws your way. And while life won’t get easier—you’ll still have frustrating neighbors, annoying colleagues, bad news, and unwelcome adversity—it will feel easier because you prepared and trained.

My daughter Josie was nine years old when she played basketball for the first time. She’d get the ball and hold it and pivot to the right, to the left, back to the right, but seemed paralyzed by indecision. She would think and think and think about what to do—pass or shoot—but never act. At some point, you have to take the shot. Where in your life do you pivot and pivot, but never take the shot? Maybe you need to have a tough conversation, and you’ve thought about it over and over again. You’ve identified how to start the conversation, and you’ve worked through all your talking points. But when you think you’re ready, you pivot. You decide that the situation isn’t so bad after all. You’re too afraid to have that conversation. What if I miss the shot? What if the ball is intercepted? What if the conversation doesn’t go well? After you Pause and Think, you must Act. This is what will help you overcome obstacles and create the turning point. When you don’t Act, you don’t make progress. Research on the highest-performing teams shows it’s better for leaders to make a decision and act quickly rather than wait until all circumstances are perfect.

There is a fine line between sacrificing for the future and completely ruining your present. Forcing yourself to work harder and harder, making yourself miserable and forgoing sleep, if your body doesn't allow it, won't make you luckier but only unhealthier, both physically and mentally. And bad health brings no good luck.

A true friend is someone who does not abandon you in bad times and does not envy you in good ones.

: People say fear is always bad. It is not. The only fear that is bad is one that paralyzes you and forces you into not taking any action. That sort of fear gets people killed. However, there is another sort of fear that is so powerful that it propels people to success (at least materialistically). That fear is the fear of becoming too comfortable. That fear is the fear of becoming mediocre. This sort of fear doesn’t paralyze you, on the other hand it inspires you take massive action, pursue excellence and never settle for anything less.

Try experimenting with a policy where you will not develop demos, pilots, attend multiple exploratory meetings or develop lengthy customized proposals for prospects until the price expectations are set up front and you have done a basic check on whether the prospect can afford your services. You will be shocked to see how much time you will stop wasting on bad deals. The more time you can stop wasting on dead end deals, the more time you can devote to deals that can be highly profitable and take your business to the next level!

This book in being critical of capitalism as it currently works, is not rejecting it wholesale; it is calling for consequential reform. It is not saying private businesses and profits are bad; it is arguing for real value of emotional laborers to be recognized, so that fair profits can go to them too, it is arguing for an end to exploitative practices; it is arguing for bias- sensitive regulation, oversight, and nondiscriminatory worker rights, it is arguing for an end to abusive belief systems around women and minorities and their work.

Anything taken to the extreme is bad and being too nice is no different. It is only going to lead you to becoming a doormat who will be stomped upon as per the other person’s wishes. Decide to change ways and don’t be afraid of people’s opinions. People are always going to have an opinion anyway. Even when you would say yes to everything, they probably made fun of you behind your back for being gullible. Let them complain about your changed attitude if they want, at least this time you are leading life on your terms, not theirs.

People with too much positive thinking rely on visualizations, affirmations and a positive outcome for their dreams. People with negative thinking actually prepare hard to do what it takes. People with too much positive thinking, believe nothing bad can ever happen to them and live in a rosy world. Thus, when life hits them, it hits them in a way they never expected. People with negative thinking know it can get bad at any moment. Therefore, they save, invest and get Insurance for the same! Thus sometimes, negative thinking is better than positive thinking!

The reality is that businesses fail all the time and if you go into business thinking absolutely positive, selling your land or taking a huge loan and assuming everything will be rosy, you are going to fail, unless you are incredibly lucky. You may be seen as an inspiration to naïve people, but you are still a bad role model, because your decision-making process will lead to failure for anyone following you.

A company at the top of its game has accumulated a number of rules of thumb—implicit assumptions and beliefs about what has been central to its success. New technologies and business models belie or change some of those assumptions, but they only seem sensible if the management team can become aware of those implicit assumptions and mind-sets and suspend them for a moment to contemplate the change. It’s very hard to do that with the inherited wisdom, experience, and lore of a company. This is why the failures of incumbents to capture the benefits of disruptive innovations are a result not of bad managers, but of good managers practicing what they have done best. Incremental innovations can quickly be scaled and incorporated. Disruptive innovations require changes in customer sets, business models, or performance metrics that are no longer consistent with what led to success in the past.

Millions who have ‘tried’ to breastfeed gave up because general ignorance, hospital and health workers’ practices, all interwoven with cleverly targeted product promotion, sabotaged normal infant feeding . . . breastfeeding.

The links between hospital deliveries, over-medicalised birthing practices and the 20th-century decline of breastfeeding are strong.

It is not easy to establish exclusive breastfeeding in a world where mixed feeding is normal, but it is possible as researchers have shown. Women change their practices when they are given knowledge and support.

Hospital practices sabotaged breastfeeding, as they still do in too many places.

In the past, rich women had frequently delegated childcare to a wet nurse. As doctors and companies began to promote and provide artificial milks, this practice began to be abandoned. A bottle would be less of a rival for the child’s affections:

Health worker practices have proved hard to change, because the commercial links have become such an intrinsic part of their lives.

An analysis of the effect of sponsorship on doctors showed that 61% of physicians believe that promotions do not influence their own practice, but only 16% believed this about other physicians.

Practical Rules for the Management and Medical Treatment of Negro Slaves in the Sugar Colonies, stated: “Negroes are universally fond of suckling their children for a long time. If you permit them, they will extend it to the third year . . . Their motives for this are habit, an idea of its necessity, the desire of being spared at their labour

The same country that has such weak regulations (and they are among the best in the world) of the artificial milk market has restrictive practices against breastfeeding.

both practicing restraint.

The stress of rapid change, the absence of supportive female relatives and the attempt to adjust to an alien way of life disturbed the cultural practices which protected mothers and babies.

All women need practical and emotional support around birth.

Economy is directly affected because of secondary market. Primary market is not like that. Money raised directly flows into the hand of companies. That is deployed in new projects and businesses ventures. They in turn create more employment opportunities and tend to produce goods that eventually enhance the quality of living standards.   Some greedy promoters throw ordinary middle class retail investors out of the system by selling their companies at high prices and subsequently hurting those retail investors. This is a bad omen for the economy.

community service. Then they were asked to pick between two rewards: an indulgent one (a pair of designer jeans) and a practical one (a vacuum cleaner). If they were told to imagine that they had been sentenced to community service for a driving violation, they were much less likely to choose the jeans than if they pictured themselves as volunteers. The best way to get people to do good, it seems, is to make them feel bad about themselves. * “BYOB: How Bringing your Own Shopping Bags Leads to Treating Yourself and the Environment”, Harvard Business School working paper, December 2014.

This was a media beat-up at its very worst. All those officials reacting to what the media labeled “The Baby Bob Incident” failed to understand the Irwin family. This is what we did--teach our children about wildlife, from a very early age. It wasn’t unnatural and it wasn’t a stunt. It was, on the contrary, an old and valued family tradition, and one that I embraced wholeheartedly. It was who we were. To have the press fasten on the practice as irresponsible made us feel that our very ability as parents was being attacked. It didn’t make any sense. This is why Steve never publicly apologized. For him to say “I’m sorry” would mean that he was sorry that Bob and Lyn raised him the way they did, and that was simply impossible. The best he could do was to sincerely apologize if he had worried anyone. The reality was that he would have been remiss as a parent if he didn’t teach his kids how to coexist with wildlife. After all, his kids didn’t just have busy roads and hot stoves to contend with. They literally had to learn how to live with crocodiles and venomous snakes in their backyard. Through it all, the plight of the Tibetan nuns was completely and totally ignored. The world media had not a word to spare about a dry well that hundreds of people depended on. For months, any time Steve encountered the press, Tibetan nuns were about the furthest thing from the reporter’s mind. The questions would always be the same: “Hey, Stevo, what about the Baby Bob Incident?” “If I could relive Friday, mate, I’d go surfing,” Steve said on a hugely publicized national television appearance in the United States. “I can’t go back to Friday, but you know what, mate? Don’t think for one second I would ever endanger my children, mate, because they’re the most important thing in my life, just like I was with my mum and dad.” Steve and I struggled to get back to a point where we felt normal again. Sponsors spoke about terminating contracts. Members of our own documentary crew sought to distance themselves from us, and our relationship with Discovery was on shaky ground. But gradually we were able to tune out the static and hear what people were saying. Not the press, but the people. We read the e-mails that had been pouring in, as well as faxes, letters, and phone messages. Real people helped to get us back on track. Their kids were growing up with them on cattle ranches and could already drive tractors, or lived on horse farms and helped handle skittish stallions. Other children were learning to be gymnasts, a sport which was physically rigorous and held out the chance of injury. The parents had sent us messages of support. “Don’t feel bad, Steve,” wrote one eleven-year-old from Sydney. “It’s not the wildlife that’s dangerous.” A mother wrote us, “I have a new little baby, and if you want to take him in on the croc show it is okay with me.” So many parents employed the same phrase: “I’d trust my kids with Steve any day.

Hey,” he said. She turned around and, as quickly, turned back. There had been tears on her face. He frowned. What was this? Trouble in paradise? “Hey,” he said, walking up behind her, squeezing her upper arm with his left hand. “What’s going on?” he asked her. “Nothing,” she said with a sniff. He turned her around to face him. He looked down at her pretty face and for the hundredth time thought, that damn Preacher. I bet he doesn’t know what he has here. “This isn’t nothing,” he said, wiping a tear from her cheek. “I can’t talk about it,” she said. “Sure you can. Seems like maybe you’d better. You’re all upset.” “I’ll work it out.” “Preacher do something to hurt you?” She immediately started to cry and leaned forward, her head falling on his chest. He put his good arm around her and said, “Hey, hey, hey. It’s okay.” “It’s not okay,” she cried. “I don’t know what I’m doing wrong.” “Maybe if you talk to me, I can help. I’m so good with free advice, you’ll be impressed.” “It’s just that...I care about him. But he just doesn’t find me...” Mike lifted her chin. “What, Paige?” “He doesn’t find me attractive.” “Bull.” “Desirable.” “Paige, that’s nonsense. The way he looks at you, he eats you with his eyes. He’s wacko for you.” “He won’t touch me,” she said, a large tear spilling over. That almost knocked Mike down. “No way.” She nodded pathetically. “Oh, man,” Mike said. He’d thought, everyone thought, they were doing it all night long. The way they looked at each other, like they couldn’t wait for everyone to leave so they could be alone, get it on. Those sweet little kisses on the cheek, the forehead. The way they touched—careful, so no one would see the sparks fly, but the sparks were flying all over this bar! The sexual tension was electric. “Oh, man,” he said again. He put his arm around her. “Paige, he wants you. Wants you so bad it’s showing all over him.” “Then why?” “I don’t know, honey. Preacher’s strange. He’s never been good with women, you know? When we served together, we all managed to find us a woman somewhere. I killed two marriages that way. But not Preacher. It was very rare for him to—” He stopped himself. He was trying to remember—were there women at all? He wasn’t sure; he knew Preacher never had a steady girl. He thought he remembered a woman here, there. It’s not as though he was focused on Preacher’s love life; he was too busy taking care of his own. He probably lacks sexual confidence, Mike thought. It would be hard for him to put the moves on anyone he felt he had to win over. “I bet he’s scared,” Mike heard himself say. “How can he be? I’ve practically thrown myself at him! He knows he isn’t going to face rejection!” She dropped her gaze, lowered her voice to a whisper. “He has to know how much I—” “Oh, brother,” Mike said. “I bet he’s not worried about rejection. Aw, Paige, Preacher’s so shy, sometimes it’s just plain ridiculous. But I promise you, Paige, I’ve known the man a long time—” “He said he’d trust you with his life. That he has...” “Yeah, we have that, it’s true. It’s funny with men—you can trust each other with your lives and never talk about anything personal, you know? Sometimes Preacher seems a little naive in the ways of the world.

I was gratified by the way our players had approached each game throughout the season. They had remained focused on the task at hand, playing hard and smart week after week. We didn’t have any turmoil or distractions. We went about our business as usual. To do that in a setting that often was anything but usual is a testament to the character of our players and coaches. Our process worked; we simply picked a bad year to only be very good.

I mean, seriously, dude,” he said, “I allow flexible hours, but this eleven thirty shit has to stop. It makes me look bad to my boss when he sees you rolling in so late.” “I’m sorry,” I said. I didn’t know how to explain that I had willfully and radically rearranged my priorities and, as a consequence, no longer gave a damn about work. Sure, I was willing to maintain my Business-Man persona, but only in ways that suited me as a family man. “I’ll try to work it out so I get in sooner.” “Don’t try, idiot. Do. Ten o’clock. That’s the latest I want you coming in.” “Ten o’clock . . .” I shook my head and let out a long, contemplative sigh. I did the math, working backward from ten o’clock: Leave the house by nine. Kids over to Mary’s at eight thirty, which gives me only thirty minutes to eat, shower, and get dressed. That won’t work. The alternative is waking up earlier, like around six. No fucking way. “I don’t know if that’s going to work.” He laughed. “Ten o’clock. Make it happen.” I knew I couldn’t give him a plausible explanation for my eleven thirty start time. No one in the chain of command above me at work would care about my Best Practices. So, in the end, I lied. “Ten o’clock it is.

It happened in 2006 when the company’s COO and soon-to-be CEO, Randall Stephenson, quietly struck a deal with Steve Jobs for AT&T to be the exclusive service provider in the United States for this new thing called the iPhone. Stephenson knew that this deal would stretch the capacity of AT&T’s networks, but he didn’t know the half of it. The iPhone came on so fast, and the need for capacity exploded so massively with the apps revolution, that AT&T found itself facing a monumental challenge. It had to enlarge its capacity, practically overnight, using the same basic line and wireless infrastructure it had in place. Otherwise, everyone who bought an iPhone was going to start experiencing dropped calls. AT&T’s reputation was on the line—and Jobs would not have been a happy camper if his beautiful phone kept dropping calls. To handle the problem, Stephenson turned to his chief of strategy, John Donovan, and Donovan enlisted Krish Prabhu, now president of AT&T Labs. Donovan picks up the story: “It’s 2006, and Apple is negotiating the service contracts for the iPhone. No one had even seen one. We decided to bet on Steve Jobs. When the phone first came out [in 2007] it had only Apple apps, and it was on a 2G network. So it had a very small straw, but it worked because people only wanted to do a few apps that came with the phone.” But then Jobs decided to open up the iPhone, as the venture capitalist John Doerr had suggested, to app developers everywhere. Hello, AT&T! Can you hear me now? “In 2008 and 2009, as the app store came on stream, the demand for data and voice just exploded—and we had the exclusive contract” to provide the bandwidth, said Donovan, “and no one anticipated the scale. Demand exploded a hundred thousand percent [over the next several years]. Imagine the Bay Bridge getting a hundred thousand percent more traffic. So we had a problem. We had a small straw that went from feeding a mouse to feeding an elephant and from a novelty device to a necessity” for everyone on the planet. Stephenson insisted AT&T offer unlimited data, text, and voice. The Europeans went the other way with more restrictive offerings. Bad move. They were left as roadkill by the stampede for unlimited data, text, and voice. Stephenson was right, but AT&T just had one problem—how to deliver on that promise of unlimited capacity without vastly expanding its infrastructure overnight, which was physically impossible. “Randall’s view was ‘never get in the way of demand,’” said Donovan. Accept it, embrace it, but figure out how to satisfy it fast before the brand gets killed by dropped calls. No one in the public knew this was going on, but it was a bet-the-business moment for AT&T, and Jobs was watching every step from Apple headquarters.

And, indeed, if we consider how much of our lives is taken up by the needs of nature; how many years are wholly spent, before we come to any use of reason; how many years more before that reason is useful to us to any great purposes, how imperfect our discourse is made by our evil education, false principles, ill company, bad examples, and want of experience; how many parts of our wisest and best years are spent in eating and sleeping, in necessary businesses and unnecessary vanities, in worldly civilities and less useful circumstances, in the learning arts and sciences, languages, or trades; that little portion of hours that is left for the practices of piety and religious walking with God, is so short and trifling, that, were not the goodness of God infinitely great, it might seem unreasonable or impossible for us to expect of him eternal joys in heaven, even after the well spending those few minutes which are left for God and God’s service, after we have served ourselves and our own occasions.

Consensus, while comforting and harmonious as well as efficient, often leads us to make bad decisions. Dissent, while often annoying, is precisely the challenge that we need to reassess our own views and make better choices. It helps us consider alternatives and generate creative solutions. Dissent is a liberator. So why do we punish dissent? Most of us believe that we are open to differing views. Some of us believe that we like challenges to our ideas. In practice, however, most of us dislike a person who believes the opposite of a position we hold, and we creatively look for reasons for his “error.” We tend to think of him in negative terms. He is a troublemaker who is wasting time and blocking our goals. We are quite willing to punish him, most often through ridicule or rejection. We are continually advised “to go along and to get along.” It is powerful advice for most of us who prefer to be “in” rather than “out.” We like being accepted and valued—and we know that if we stand up against the majority, we will be “on the outs.” We thus remain silent. Sometimes we even nod in agreement, not knowing why we are nodding—because we choose not to ask ourselves what we really believe. There is a price for this as well.

I think paranoia is an unavoidable moment in the discovery of truth for a variety of reasons. First, you could say that paranoia is the structure of 'knowledge' as a chain of signifiers: S1 --> S2 --> S3, etc. That is, just as knowledge works by perpetually adding new signifiers, so paranoia is characterised by the endless work of adding new connections. In McCarthyism, we discover that x is friends with y who has a business in z which has been the recipient of Soviet bloc investment. Or that a is a supporter of the Palestinian cause which often also gets the support of b who is friendly with c who has said antisemitic things. That's the logic of paranoia. And it's why you might find it difficult to argue with conspiracy theorists however absurd their claims are because, as soon as you knock down one part of their argument, they can invoke dozens of other supports which don't have to hang coherently together. Second, perhaps you could say that paranoia is a moment in the discovery of truth in the Cartesian/Augustinian sense: to arrive at certainty, you have to suppose that everything you perceive is the result of deception by an evil demon (of which the contemporary equivalent is the Matrix, or better yet the Truman Show). Or, at a stretch, in the sense Hegel discusses in the Phenomology: there is a moment when the object appears to have a deeper 'essence' that is not accessible in its appearance. In a manner of speaking, you feel the object is deceiving you, until you press forward and discover the the indecipherable 'essence' is actually in the form of the object's appearance. But this suggests that the "labour of the negative", as Hegel calls it, necessitates a moment of solipsistic despair, panic, the sense of being at the centre of an entirely simulated reality that is motivated by some nefarious Other's bad libido. [...] So, [in society today] paranoia might be unavoidable. But obviously it's a very, very bad place to get stuck. Politically, the logic is most often turned against the Left by its opponents, and within the Left usually appears as a disintegrative moment, when it starts operating as a circular firing-squad, and you get practices of snitch-jacketing or ill-founded 'calling out'. But more fundamentally, it's bad hermeneutics. Being stuck in paranoia means fortifying oneself against doubt, so that all evidence essentially becomes evidence for a delusional structure of certitude. It means that we lose the capacity for critical thinking, for the labour of the negative through which any lucid totalisation might be possible. The reparative moment comes when we stop making 'connections', and instead introduce the cut, the disconnect. That's when we say, "look, this argument might often be used for bad purposes, or it might be wrong in its current articulation, but there are ways to think with it to make a better argument." Or, "x might be friends with y, but that doesn't mean x approves of or was complicit in anything wicked that y has done, and actually everything we know about x makes such complicity racingly unlikely." And so on. The cut is reparative because it militates against the tendency toward social decomposition. The cut is the starting point for a critical procedure that takes all of the reasons for paranoia into account, fully acknowledges their force, but then integrates them into a strategy for repairing the social link.

What are some reasons you may not be sharing the gospel? Do you expect the church staff to do it or perhaps just the extroverts in the church? Are you too busy with your plans to think about someone else’s eternal state? Are you a Christian in name but a Universalist in practice, acting as if God will simply save everyone in the end anyway? Are you ashamed of God’s justice and goodness in judging and condemning sinners? If any of these reasons describe you and your lack of evangelism, I’d like to gently say two things: First—you need to repent. Second—there’s hope for you. If you’re a discouraged evangelist, or if you feel like one, this book is for you. The good news for bad evangelists is that the same gospel we want to preach to others is the same gospel that gives us the power to obey Christ’s command to share the gospel with others.

the practice of meditation can lessen human suffering—not just the existential angst kind of suffering, which is bad enough, but actual physical pain.

When you hammered those blades, you imbued them- the two swords and the dagger- with your power. The Cauldron's power. They're now magic blades. And I'm not talking nice, pretty magic. I'm talking big, ancient magic that hasn't been seen in a long, long time. There are no magic weapons left. None. They were either lost or destroyed or dumped in the sea. But you just Made three of them. You created a new Dread Trove. You could create even more objects, if you wished.' Her brows rose higher with each absurd word. 'I Made three magic weapons?' 'We don't know yet what manner of magic you have, but yes.' She angled her head. Emerie and Gwyn halted their chatting at the water station, as if they could see or sense the shift in her. And it wasn't the fact that she'd Made these weapons that hit like a blow. 'Who is "we"?' 'What?' 'You said " We don't know what manner of magic they have." Who is "we"?' 'Rhys and Feyre and the others.' 'And how long have all of you known about this?' He winced as he realised his error. 'I... Nesta...' 'How long?' Her voice became sharp as glass. The priestesses were watching, and she didn't care. He did, apparently. 'This isn't the place to talk about it.' 'You're the one trying to coax a name out of me in the middle of training!' She gestured to the ring. Her blood pounded in her ears, and Cassian's face grew pained. 'This isn't coming out the way it should. We argued about whether to tell you, but we took a vote and it went in your favour. Because we trust you. I just... hadn't gotten a chance to bring it up yet.' 'There was a possibility you wouldn't even tell me? You all sat around and judged me, and then you voted?' Something deep in her chest cracked to know that every horrible thing about her had been analyzed. 'It... Fuck.' Cassian reached for her, but she stepped back. Everyone was staring now. 'Nesta, this isn't...' 'Who. Voted. Against me.' 'Rhys and Amren.' 'It landed like a physical blow. Rhys came as no surprise. But Amren, who had always understood her more than the others; Amren who'd been unafraid of her; Amren with whom she'd quarrelled so badly... Some small part of her had hoped Amren wouldn't hate her forever. Her head went quiet. Her body went quiet. Cassian's eyes widened. 'Nesta-' 'I'm fine,' she said coldly. 'I don't care.' She let him see her fortify those steel walls within her mind. Used every bit of Mind-Stilling she'd practiced with Gwyn to become calm, focused, steady. Breathing in through her nose, out through her mouth. She made a show of rolling her shoulders, of approaching Emerie and Gwyn, whose faces bunched with concern in a way Nesta knew she didn't deserve, in a way that she knew would only day vanish, when they, too, realised what a wretch she was. When Amren told them what a pathetic waste of life she was, or they heard it from someone else, and they ceased being her friends. She wouldn't if they'd even say it to her face, or if they'd just disappear. 'Nesta,' Cassian said again. But she left the ring without looking back at him. Emerie was on her heels instantly, trailing her down the stairs. 'What's wrong?' 'Nothing,' Nesta said, her own voice foreign to her ears. 'Court business.' 'Are you all right?' Gwyn asked, a step behind Emerie. No. She couldn't stop the roaring in her head, the cracking in her chest. 'Yes,' she lied, and didn't look back as she hit the landing and vanished down the hall.

If you’re like me, you may not want to bother people with your problems. Perhaps you feel bad because they’re busy, or perhaps you think you’re not important enough to take up other people’s time. If so, this may be a sign that you don’t value yourself highly enough.

Carbon is not intrinsically a bad thing—it is a crucial part of what humans are made of, as well as being key to pretty much everything else on planet earth. The issue we have with carbon is down to industrialisation and practices that over-generate it, thereby emitting high volumes of carbon into the atmosphere.

Your government is giant. How many people are in it, top to bottom? Are you going to change them? Can you change even one person, let alone all those hundreds or thousands? Actually, which one can you change? Yourself. Therefore, just practice. So much complaining—did you control yourself, now you are looking for something else to control? And if you didn't control your own self, your own mind, then wanting to control everybody else, that's embarrassing! You are not qualified! We say, “They should do this!” “They should do that!” But what we should do ourselves, we don't know or we ignore it. Therefore, we are shameless, pointing the finger at everybody else and ignoring the smell coming from our own butt that we didn't clean nicely. Like myself, here I have a control for my television. I have a television control but no control over my own mind! That's embarrassing! You might think your own idea is wonderful, and everybody should follow your way. Actually, does your “my way” have any foundation? You should check. If you think you have a wonderful “my way,” then you need to get more educated. Study and check, carefully. Then you can see if your way is really solid or not before you start thinking you are a big hero just because you can blah blah blah. Anybody can blah! Even Odzer the cat can meow lots! If you really think you are better than others, you should check carefully: what is that 'better?' If you are really better than them, then good. Stay that way. No reason to be proud. Your merit. Don't lose it, boasting! Or if that 'better' is not really better, then examine your faults. Maybe what you thought was better was actually a mistake. Maybe they are the right way and you are the wrong way. Whatever your wrong way things are, then do confession and Vajrasattva and purify them. Slowly give up your negative things. If you find you are indeed better, you don't need to scream at everyone, “I am good! I am the goodest! The best!” If you find you have faults, you don't need to make a big announcement: “I am bad!” It is just your own business. Good things, keep. Bad things, slowly move away from them.

Requirements gathering is the most important phase in a software development project. While it is possible to cook bad food from good ingredients, it is not possible to cook good food from bad ingredients. Similarly, although it is possible to build bad-quality software with well-defined requirements, it is impossible to deliver high-quality software with poor requirements even with the best developers.

My nature is to try to figure things out on my own, which, in retrospect, has been bad for me. I stumbled on the most basic business problems: Where do I buy materials? How do I keep records? How do I pay taxes for my employees? How do I advertise? It was very hard to find answers. There were books about running a business, but none about my business. I never imagined that anyone would be interested in helping me, so I never asked for help. And I was always so strapped for time that I would implement the first idea I found, even if it was bad practice. I just muddled along for years and years.

ground on which John Maynard Keynes treads. Anyway, must be off . . .” Saffron watched her friend pedal off down the road and thought about how strange it was that one could like someone so much and disagree with them so fundamentally. Quentin Edery wanted to create an entirely new society, one in which people like her would no longer enjoy the privileges of wealth and possession and ordinary men and women, like the people he grew up with, would have their fair share of the prosperity they worked to create. In principle, Saffron could hardly argue with that proposition: she could hardly say that she believed in unfair shares. But she was African at heart, used to a world of predators and prey, in which life was an eternal contest for survival and the strongest always came out on top. So as much as she liked the idea of everyone living in peace, sharing everything equally, she simply couldn’t believe it could ever work in practice. Her ideals, therefore, were aimed at working with the grain of human nature, accepting man as the competitive, but also fallible animal that he was, and making the best of what was sometimes bound to be a bad business.

All your life you've done the right thing. All your life you've been the golden boy. But this past year, you've done some things you don't feel good about. Things you probably never thought you'd do." Laurel watched her husband, trying to judge the effect of these words. "Your reasons are your own business," Kyle went on, "but right now, you're overcome with guilt. You think you're about to be exposed. Ruined. You're going to lose the respect of all those patients who think you're Albert Schweitzer. So what do you do? Try to pull the whole house down around you before that happens. You want to show the world that nobody's more disgusted with Warren Shields than Dr. Shields himself." Auster laughed ruefully. "Partner, I know about self-disgust. And I know about confession. I can tell you from experience, it doesn't help the soul one bit. You'll feel better for about five seconds. Then you'll pay for the rest of your life. And if you keep doing what you're doing now, all those bad things you're dreading will come true. Patients won't ever look at you the same way again. You may even lose your right to practice medicine. Is that what you want?

She would say years later that it was in Phanat Nikhom that she stopped being a woman and was turned into a child. “Ban Vinai Refugee Camp was not so bad for old women like me. We had feet so we could walk. In Phanat Nikhom, my children became busy, and there was no walking for me to do. It was a place to practice being in America . . . where if you are old and you don’t have a car, you are like a man or a woman in a wheelchair with weak arms. You wait for others to push or pull. A child who does not have the face of youth.

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