Boards Motivation Quotes

Critical to success in corporate governance is a vision that inspires and motivates employees at all levels.

Happiness is not something you can chase. It is something you have to allow. This likely will come as a surprise to many people, as the world is so adamant about everything from positive psychology to motivational Pinterest boards. But happiness is not something you can coach yourself into. Happiness is your natural state. That means you will return to it on your own if you allow the other feelings you want to experience to come up, be felt, be processed, and not resisted. The less you resist your unhappiness, the happier you will be. It is often just trying too hard to feel one certain way that sets us up for failure.

The board chair should have a clear vision for the organization's future and be able to articulate it in a way that inspires and motivates the board and management.

Life is like a game, once your piece is on the board there is no leaving until you have finished. It does not matter how you finished just that you pass the line...

She walks to the white board and wheels it round to face him. She writes ‘Motive’ and ‘Suspects’ at the top of the board. She doesn’t turn to look at him but knows his eyes are burning.

I remember clearly the deaths of three men. One was the richest man of the century, who, having clawed his way to wealth through the souls and bodies of men, spent many years trying to buy back the love he had forfeited and by that process performed great service to the world and, perhaps, had much more than balanced the evils of his rise. I was on a ship when he died. The news was posted on the bulletin board, and nearly everyone recieved the news with pleasure. Several said, "Thank God that son of a bitch is dead." Then there was a man, smart as Satan, who, lacking some perception of human dignity and knowing all too well every aspect of human weakness and wickedness, used his special knowledge to warp men, to buy men, to bribe and threaten and seduce until he found himself in a position of great power. He clothed his motives in the names of virtue, and I have wondered whether he ever knew that no gift will ever buy back a man's love when you have removed his self-love. A bribed man can only hate his briber. When this man died the nation rang with praise... There was a third man, who perhaps made many errors in performance but whose effective life was devoted to making men brave and dignified and good in a time when they were poor and frightened and when ugly forces were loose in the world to utilize their fears. This man was hated by few. When he died the people burst into tears in the streets and their minds wailed, "What can we do now?" How can we go on without him?" In uncertainty I am certain that underneath their topmost layers of frailty men want to be good and want to be loved. Indeed, most of their vices are attempted short cuts to love. When a man comes to die, mo matter what his talents and influence and genius, if he dies unloved his life must be a failure to him and his dying a cold horror....we should remember our dying and try so to live that our death brings no pleasure to the world.

Integrating ESG considerations into boardroom discussions is really no longer optional - its just too much of an expectation by too many people who collectively have a lot of influence. Boards need to establish a framework for discussing ESG issues, tethered to the profit motive.

The assault on education began more than a century ago by industrialists and capitalists such as Andrew Carnegie. In 1891, Carnegie congratulated the graduates of the Pierce College of Business for being “fully occupied in obtaining a knowledge of shorthand and typewriting” rather than wasting time “upon dead languages.” The industrialist Richard Teller Crane was even more pointed in his 1911 dismissal of what humanists call the “life of the mind.” No one who has “a taste for literature has a right to be happy” because “the only men entitled to happiness… is those who are useful.” The arrival of industrialists on university boards of trustees began as early as the 1870s and the University of Pennsylvania’s Wharton School of Business offered the first academic credential in business administration in 1881. The capitalists, from the start, complained that universities were unprofitable. These early twentieth century capitalists, like heads of investment houses and hedge-fund managers, were, as Donoghue writes “motivated by an ethically based anti-intellectualism that transcended interest in the financial bottom line. Their distrust of the ideal of intellectual inquiry for its own sake, led them to insist that if universities were to be preserved at all, they must operate on a different set of principles from those governing the liberal arts.

2.  Being careful with my commitments. We easily jump on board with anything that sounds good for us. A diet? Of course. Volunteering with church this Saturday? Absolutely. We know these things are important and good, so we say yes, assuming the value of the commitment will motivate us into following through. Unfortunately, that isn’t always the case. Slow down your yes. Only commit to things you know you can accomplish because they’re incredibly important to you. Otherwise you set yourself up for continued failure.

... In a ROWE* people don't have schedules. They show up when they want. They don't have to be in the office at certain time, or anytime. They just have to get their work done. How they do it ? When they do it ? Where they do it ? It's totally up to them. Meetings & this kind of environments are Optional. What happens ... ? Almost across the board ! - Productivity goes up - Worker Engagement goes up - Worker Satisfaction goes up - Turnovers goes down - Autonomy .. Mastery .. Purpose - these are the building blocks of new way of doing things." ______________________________________________________________ *ROWE: results-only work environment

We think we have some kind of privileged access to our own motives and intentions. In fact we have no clear insight into what moves us to live as we do. The stories we tell ourselves are like the messages that appear on Ouija boards. If we are authors of our lives, it is only in retrospect.

Now there was some motivation to get over this problem quickly. Chloe was a notorious betty.On the rare occasion when she graced the slopes with her prescence, boys zoomed toward her because she was so cute in her pink snowsuit,then zoomed away again as she lost control and threatened to crash into them. She'd made the local snowboarding news a few years ago when she lost control at the bottom of the main run, boarded right through the open door of the ski lodge,skidded to a stop at the entrance to the cafe,and asked for a table for one.

Fathers of the fatherless son and daughters, your children want to see you, your children want to spend time with you, your children want you to be a part of their lives. You all are too focused on what you “think” you should be doing to benefit the mother. Let it be known, you are not doing the mother of your children any favors. The mother of your children is the one who is pulling the entire ship; it would be nice if you all jump on board to share the load.

The problem, David, is your cynicism only runs one direction. If somebody comes on TV and says everything is great and wonderful, you don’t believe it, you say they’re blowing smoke up your butt. You demand proof. But if one second later, some guy comes on and says everything is falling apart, you automatically believe it, no questions asked. If those people had told you that this mine monster situation was no big deal and that we should just go home, you wouldn’t have believed them, not for a second. But the moment they said it was a Class G apocalypse, you were on board. As if nobody ever has motivation to tell you things are worse than they really are. And you know for a fact that’s not true! Nothing controls people like fear.

But wether I am faking on a player piano, or striking the chords with the power of my own mind and hands, the song of my life is equally suspenseful and full of surprises as it rolls off the pulsating sounding board of destiny - a barcarole that either way will leave, I hope, happy echoes behind

Chess does not only teach us to analyse the present situation, but it also enables us to think about the possibilities and consequences. This is the art of forward-thinking.

If people aren't on board with your dreams, there is still that one man canoe. Sail on and slay on with it.

Indeed. Innocents do not question people’s motives. You’ve come to hurt me, Hector. You’ve come to toy with us. Feel free to toy with her. But you’ll find I am not a piece you can slide across your board.

Lord Charles Canning, the last Governor-General and first viceroy of India (the transition from East India Company rule to the British Crown took place during his turbulent tenure, 1856–62) wrote candidly to Vernon Smith, president of the Board of Control, on 21 November 1857, at the height of the ‘mutiny’: ‘As we must rule 150 million of people by a handful [of] Englishmen, let us do it in a manner best calculated to leave them divided (as in religion and national feeling they already are) and to inspire them with the greatest possible awe of our power and with the least possible suspicion of our motives’.

Protests and looting naturally capture attention. But the real rage smolders in meetings where officials redraw precincts to dilute African American voting strength or seek to slash the government payrolls that have long served as sources of black employment. It goes virtually unnoticed, however, because white rage doesn’t have to take to the streets and face rubber bullets to be heard. Instead, white rage carries an aura of respectability and has access to the courts, police, legislatures, and governors, who cast its efforts as noble, though they are actually driven by the most ignoble motivations. White rage recurs in American history. It exploded after the Civil War, erupted again to undermine the Supreme Court’s Brown v. Board of Education decision, and took on its latest incarnation with Barack Obama’s ascent to the White House. For every action of African American advancement, there’s a reaction, a backlash. The

This young woman,” said Diana, “was responsible for the destruction of the Triumvirate’s fleet.” “Well, I had a lot of help,” Lavinia said. “I don’t understand,” I said, turning to Lavinia. “You made all those mortars malfunction?” Lavinia looked offended. “Well, yeah. Somebody had to stop the fleet. I did pay attention during siege-weapon class and ship-boarding class. It wasn’t that hard. All it took was a little fancy footwork.” Hazel finally managed to pick her jaw off the pavement. “Wasn’t that hard?” “We were motivated! The fauns and dryads did great.” She paused, her expression momentarily clouding, as if she remembered something unpleasant. “Um…besides, the Nereids helped a lot. There was only a skeleton crew aboard each yacht. Not, like, actual skeletons, but—you know what I mean. Also, look!” She pointed proudly at her feet, which were now adorned with the shoes of Terpsichore from Caligula’s private collection. “You mounted an amphibious assault on an enemy fleet,” I said, “for a pair of shoes.” Lavinia huffed. “Not just for the shoes, obviously.” She tap-danced a routine that would’ve made Savion Glover proud. “Also to save the camp, and the nature spirits, and Michael Kahale’s commandos.” Hazel held up her hands to stop the overflow of information. “Wait. Not to be a killjoy—I mean, you did an amazing thing!—but you still deserted your post, Lavinia. I certainly didn’t give you permission —” “I was acting on praetor’s orders,” Lavinia said haughtily. “In fact, Reyna helped. She was knocked out for a while, healing, but she woke up in time to instill us with the power of Bellona, right before we boarded those ships. Made us all strong and stealthy and stuff.” Hazel asked, “Is it true about Lavinia acting on your orders?” Reyna glanced at our pink-haired friend. The praetor’s pained expression said something like, I respect you a lot, but I also hate you for being right. “Yes,” Reyna managed to say. “Plan L was my idea. Lavinia and her friends acted on my orders. They performed heroically.” Lavinia beamed. “See? I told you.” The assembled crowd murmured in amazement, as if, after a day full of wonders, they had finally witnessed something that could not be explained.

Obviously it is impossible to define the exact relationship between an individual and his environment. One might as well try to photograph nostalgia or submit passion as an exhibit. Honor, integrity, and love — and hate — cannot be pierced with thumbtacks and displayed on bulletin boards. Yet all exist. Some motives reside beyond the rules of evidence.

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

We became the most successful advanced projects company in the world by hiring talented people, paying them top dollar, and motivating them into believing that they could produce a Mach 3 airplane like the Blackbird a generation or two ahead of anybody else. Our design engineers had the keen experience to conceive the whole airplane in their mind’s-eye, doing the trade-offs in their heads between aerodynamic needs and weapons requirements. We created a practical and open work environment for engineers and shop workers, forcing the guys behind the drawing boards onto the shop floor to see how their ideas were being translated into actual parts and to make any necessary changes on the spot. We made every shop worker who designed or handled a part responsible for quality control. Any worker—not just a supervisor or a manager—could send back a part that didn’t meet his or her standards. That way we reduced rework and scrap waste. We encouraged our people to work imaginatively, to improvise and try unconventional approaches to problem solving, and then got out of their way. By applying the most commonsense methods to develop new technologies, we saved tremendous amounts of time and money, while operating in an atmosphere of trust and cooperation both with our government customers and between our white-collar and blue-collar employees. In the end, Lockheed’s Skunk Works demonstrated the awesome capabilities of American inventiveness when free to operate under near ideal working conditions. That may be our most enduring legacy as well as our source of lasting pride.

QUESTIONS TO IDENTIFY BEHIND-THE-TABLE DEAL KILLERS When implementation happens by committee, the support of that committee is key. You’ll want to tailor your calibrated questions to identify and unearth the motivations of those behind the table, including: How does this affect the rest of your team? How on board are the people not on this call? What do your colleagues see as their main challenges in this area?

Reid was born in 1818 in Ballyroney, County Down, the son of Rev. Thomas Mayne Reid Sr., who was a senior clerk of the General Assembly of the Presbyterian Church in Ireland. His father wanted him to become a Presbyterian minister, so in September 1834 he enrolled at the Royal Belfast Academical Institution. Although he stayed for four years, he could not motivate himself enough to complete his studies and receive a degree. In December 1839 he boarded the Dumfriesshire bound for New Orleans, Louisiana, arriving in January 1840. Shortly afterward he found work as a clerk for a corn factor

That is, “Yes” is nothing without “How.” Asking “How,” knowing “How,” and defining “How” are all part of the effective negotiator’s arsenal. He would be unarmed without them.         ■    Ask calibrated “How” questions, and ask them again and again. Asking “How” keeps your counterparts engaged but off balance. Answering the questions will give them the illusion of control. It will also lead them to contemplate your problems when making their demands.         ■    Use “How” questions to shape the negotiating environment. You do this by using “How can I do that?” as a gentle version of “No.” This will subtly push your counterpart to search for other solutions—your solutions. And very often it will get them to bid against themselves.         ■    Don’t just pay attention to the people you’re negotiating with directly; always identify the motivations of the players “behind the table.” You can do so by asking how a deal will affect everybody else and how on board they are.         ■    Follow the 7-38-55 Percent Rule by paying close attention to tone of voice and body language. Incongruence between the words and nonverbal signs will show when your counterpart is lying or uncomfortable with a deal.         ■    Is the “Yes” real or counterfeit? Test it with the Rule of Three: use calibrated questions, summaries, and labels to get your counterpart to reaffirm their agreement at least three times. It’s really hard to repeatedly lie or fake conviction.         ■    A person’s use of pronouns offers deep insights into his or her relative authority. If you’re hearing a lot of “I,” “me,” and “my,” the real power to decide probably lies elsewhere. Picking up a lot of “we,” “they,” and “them,” it’s more likely you’re dealing directly with a savvy decision maker keeping his options open.         ■    Use your own name to make yourself a real person to the other side and even get your own personal discount. Humor and humanity are the best ways to break the ice and remove roadblocks.

When we look back on what happened in Ferguson, Missouri, during the summer of 2014, it will be easy to think of it as yet one more episode of black rage ignited by yet another police killing of an unarmed African American male. But that has it precisely backward. What we've actually seen is the latest outbreak of white rage. Sure, it is cloaked in the niceties of law and order, but it is rage nonetheless. Protests and looting naturally capture attention. But the real rage smolders in meetings where officials redraw precincts to dilute African American voting strength or seek to slash the government payrolls that have long served as sources of black employment. It goes virtually unnoticed, however, because white rage doesn't have to take to the streets and face rubber bullets to be heard. Instead, white rage carries an aura of respectability and has access to the courts, police, legislatures, and governors, who cast its efforts as noble, though they are actually driven by the most ignoble motivations. White rage recurs in American history. It exploded after the Civil War, erupted again to undermine the Supreme Court's Brown v. Board of Education decision, and took on its latest incarnation with Barack Obama's ascent to the White House. For every action of African American advancements, there's a reaction, a backlash.

SECTION IV: CALIBRATED QUESTIONS Prepare three to five calibrated questions to reveal value to you and your counterpart and identify and overcome potential deal killers. Effective negotiators look past their counterparts’ stated positions (what the party demands) and delve into their underlying motivations (what is making them want what they want). Motivations are what they are worried about and what they hope for, even lust for. Figuring out what the other party is worried about sounds simple, but our basic human expectations about negotiation often get in the way. Most of us tend to assume that the needs of the other side conflict with our own. We tend to limit our field of vision to our issues and problems, and forget that the other side has its own unique issues based on its own unique worldview. Great negotiators get past these blinders by being relentlessly curious about what is really motivating the other side. Harry Potter author J. K. Rowling has a great quote that sums up this concept: “You must accept the reality of other people. You think that reality is up for negotiation, that we think it’s whatever you say it is. You must accept that we are as real as you are; you must accept that you are not God.” There will be a small group of “What” and “How” questions that you will find yourself using in nearly every situation. Here are a few of them: What are we trying to accomplish? How is that worthwhile? What’s the core issue here? How does that affect things? What’s the biggest challenge you face? How does this fit into what the objective is? QUESTIONS TO IDENTIFY BEHIND-THE-TABLE DEAL KILLERS When implementation happens by committee, the support of that committee is key. You’ll want to tailor your calibrated questions to identify and unearth the motivations of those behind the table, including: How does this affect the rest of your team? How on board are the people not on this call? What do your colleagues see as their main challenges in this area? QUESTIONS TO IDENTIFY AND DIFFUSE DEAL-

Willa maintains a vigil. Certain tasks are relegated to women. Mourning, staring into the wastes, waiting for no one to surface. It's a white man who's missing. Usually, that would be enough to keep it in the news, but eight days in, the police release their grief in an official report. The art of blame-casting is a lesser sorcery. History is written in sand, and a broom changes everything. Every woman knows the art of covering up a mess: a carpet, a dustpan, bleach on the boards. What do you do with the cleaning supplies of the world? Use them to wash the blood away, and grind the bones into bread. Swallow the confessions whispered in bed. If events don't make sense, a story grows to cover up the confusion. Motives and mistakes.

All A players have six common denominators. They have a scoreboard that tells them if they are winning or losing and what needs to be done to change their performance. They will not play if they can’t see the scoreboard. They have a high internal, emotional need to succeed. They do not need to be externally motivated or begged to do their job. They want to succeed because it is who they are . . . winners. People often ask me how I motivate my employees. My response is, “I hire them.” Motivation is for amateurs. Pros never need motivating. (Inspiration is another story.) Instead of trying to design a pep talk to motivate your people, why not create a challenge for them? A players love being tested and challenged. They love to be measured and held accountable for their results. Like the straight-A classmate in your high school geometry class, an A player can hardly wait for report card day. C players dread report card day because they are reminded of how average or deficient they are. To an A player, a report card with a B or a C is devastating and a call for renewed commitment and remedial actions. They have the technical chops to do the job. This is not their first rodeo. They have been there, done that, and they are technically very good at what they do. They are humble enough to ask for coaching. The three most important questions an employee can ask are: What else can I do? Where can I get better? What do I need to do or learn so that I continue to grow? If you have someone on your team asking all three of these questions, you have an A player in the making. If you agree these three questions would fundamentally change the game for your team, why not enroll them in asking these questions? They see opportunities. C players see only problems. Every situation is asking a very simple question: Do you want me to be a problem or an opportunity? Your choice. You know the job has outgrown the person when all you hear are problems. The cost of a bad employee is never the salary. My rules for hiring and retaining A players are: Interview rigorously. (Who by Geoff Smart is a spectacular resource on this subject.) Compensate generously. Onboard effectively. Measure consistently. Coach continuously.

I remember clearly the deaths of three men. One was the richest man of the century, who, having clawed his way to wealth through the souls and bodies of men, spent many years trying to buy back the love he had forfeited and by that process performed great services to the world and, perhaps, had much more than balanced the evils of his rise. I was on a ship when he died. The news was posted on the bulletin board, and nearly everyone received the news with pleasure. Several said, "Thank God that son of a bitch is dead." Then there was a man, smart as Satan, who, lacking some perception of human dignity and knowing all too well every aspect of human weakness and wickedness, used his special knowledge to warp men, to buy men, to bribe and threaten and seduce until he found himself in a position of great power. He clothed his motives in the names of virtue, and I have wondered whether he ever knew that no gift will ever buy back a man's love when you have removed his self-love. A bribed man can only hate his briber. When this man died the nation rang with praise and, just beneath, with gladness that he was dead. There was a third man, who perhaps made many errors in performance but whose effective life was devoted to making men brave and dignified and good in a time when they were poor and frightened and when ugly forces were loose in the world to utilize their fears. This man was hated by the few. When he died the people burst into tears in the streets and their minds wailed, "What can we do now? How can we go on without him?

He had told Larry Ellison that his return strategy was to sell NeXT to Apple, get appointed to the board, and be there ready when CEO Gil Amelio stumbled. Ellison may have been baffled when Jobs insisted that he was not motivated by money, but it was partly true. He had neither Ellison’s conspicuous consumption needs nor Gates’s philanthropic impulses nor the competitive urge to see how high on the Forbes list he could get. Instead his ego needs and personal drives led him to seek fulfillment by creating a legacy that would awe people. A dual legacy, actually: building innovative products and building a lasting company. He wanted to be in the pantheon with, indeed a notch above, people like Edwin Land, Bill Hewlett, and David Packard. And the best way to achieve all this was to return to Apple and reclaim his kingdom.

People who see themselves as “good” are much more likely to do “evil” things. This is because believing you are the “good guy” allows you to define your actions as good because you are the one doing them. This is why many successful cultures frame humans as intrinsically wretched. It can seem harsh to raise a child to believe deeply in their own wretchedness, but doing so helps them remember to always second-guess themselves by remembering their lesser, selfishly motivated instincts. Instincts that run counter to your morality and values have every bit as much access to your intelligence as “the better angels” of your consciousness and will use your own knowledge and wit to justify their whims. You can’t outreason your worst impulses without stacking the deck in your favor. Coming from a culture that anticipates bad impulses and steels you against them can do that. That said, cultures will no doubt develop different, less harsh mechanisms for achieving the same outcome.

And in many other cities which for him were all identical - hotel, taxi. a hall in a cafe or club. These cities, these regular rows of blurry lamps marching past and suddenly advancing and encircling a stone horse in a square, were as much a habitual and unnecessary integument as the wooden pieces and the black and white board, and he accepted this external life as something inevitable but completely uninteresting. Similarly, in his way of dressing and in the manner of his everyday life, he was prompted by extremely dim motives, stopping to think about nothing, rarely changing his linens, automatically winding his watch at night, shaving with the same safety blade until it ceased to cut altogether, and feeding haphazardly and plainly. From some kind of melancholy inertia he continued to order at dinner the same mineral water, which effervesced slightly in the sinuses and evoked a tickling sensation in the corner of his eyes, like tears for the vanished Valentinov. Only rarely did he notice his own existence, when for example lack of breath - the revenge of a heavy body - forced him to halt with open mouth on a staircase, or when he had a toothache, or when at a late hour during his chess cogitations an outstretched hand shaking a matchbox failed to evoke in it the rattle of matches, and the cigarette that seemed to have been thrust unnoticed into his mouth by someone else suddenly grew and asserted itself, solid, soulless, and static, and his whole life became concentrated in the single desire to smoke, although goodness knows how many cigarettes had already been unconsciously consumed, In general, life around him was so opaque and demanded so little effort of him that it sometimes seemed someone - a mysterious, invisible manager - continued to take him from tournament to tournament; but occasionally there were odd moments, such quietness all around, and when you looked out into the corridor - shoes, shoes, shoes, standing at all the door, and in your ears the roar of loneliness.

Ask calibrated “How” questions, and ask them again and again. Asking “How” keeps your counterparts engaged but off balance. Answering the questions will give them the illusion of control. It will also lead them to contemplate your problems when making their demands. ■​Use “How” questions to shape the negotiating environment. You do this by using “How can I do that?” as a gentle version of “No.” This will subtly push your counterpart to search for other solutions—your solutions. And very often it will get them to bid against themselves. ■​Don’t just pay attention to the people you’re negotiating with directly; always identify the motivations of the players “behind the table.” You can do so by asking how a deal will affect everybody else and how on board they are. ■​Follow the 7-38-55 Percent Rule by paying close attention to tone of voice and body language. Incongruence between the words and nonverbal signs will show when your counterpart is lying or uncomfortable with a deal. ■​Is the “Yes” real or counterfeit? Test it with the Rule of Three: use calibrated questions, summaries, and labels to get your counterpart to reaffirm their agreement at least three times. It’s really hard to repeatedly lie or fake conviction. ■​A person’s use of pronouns offers deep insights into his or her relative authority. If you’re hearing a lot of “I,” “me,” and “my,” the real power to decide probably lies elsewhere. Picking up a lot of “we,” “they,” and “them,” it’s more likely you’re dealing directly with a savvy decision maker keeping his options open. ■​Use your own name to make yourself a real person to the other side and even get your own personal discount. Humor and humanity are the best ways to break the ice and remove roadblocks.

Everywhere you look with this young lady, there’s a purity of motivation,” Shultz told him. “I mean she really is trying to make the world better, and this is her way of doing it.” Mattis went out of his way to praise her integrity. “She has probably one of the most mature and well-honed sense of ethics—personal ethics, managerial ethics, business ethics, medical ethics that I’ve ever heard articulated,” the retired general gushed. Parloff didn’t end up using those quotes in his article, but the ringing endorsements he heard in interview after interview from the luminaries on Theranos’s board gave him confidence that Elizabeth was the real deal. He also liked to think of himself as a pretty good judge of character. After all, he’d dealt with his share of dishonest people over the years, having worked in a prison during law school and later writing at length about such fraudsters as the carpet-cleaning entrepreneur Barry Minkow and the lawyer Marc Dreier, both of whom went to prison for masterminding Ponzi schemes. Sure, Elizabeth had a secretive streak when it came to discussing certain specifics about her company, but he found her for the most part to be genuine and sincere. Since his angle was no longer the patent case, he didn’t bother to reach out to the Fuiszes. — WHEN PARLOFF’S COVER STORY was published in the June 12, 2014, issue of Fortune, it vaulted Elizabeth to instant stardom. Her Journal interview had gotten some notice and there had also been a piece in Wired, but there was nothing like a magazine cover to grab people’s attention. Especially when that cover featured an attractive young woman wearing a black turtleneck, dark mascara around her piercing blue eyes, and bright red lipstick next to the catchy headline “THIS CEO IS OUT FOR BLOOD.” The story disclosed Theranos’s valuation for the first time as well as the fact that Elizabeth owned more than half of the company. There was also the now-familiar comparison to Steve Jobs and Bill Gates. This time it came not from George Shultz but from her old Stanford professor Channing Robertson. (Had Parloff read Robertson’s testimony in the Fuisz trial, he would have learned that Theranos was paying him $500,000 a year, ostensibly as a consultant.) Parloff also included a passage about Elizabeth’s phobia of needles—a detail that would be repeated over and over in the ensuing flurry of coverage his story unleashed and become central to her myth. When the editors at Forbes saw the Fortune article, they immediately assigned reporters to confirm the company’s valuation and the size of Elizabeth’s ownership stake and ran a story about her in their next issue. Under the headline “Bloody Amazing,” the article pronounced her “the youngest woman to become a self-made billionaire.” Two months later, she graced one of the covers of the magazine’s annual Forbes 400 issue on the richest people in America. More fawning stories followed in USA Today, Inc., Fast Company, and Glamour, along with segments on NPR, Fox Business, CNBC, CNN, and CBS News. With the explosion of media coverage came invitations to numerous conferences and a cascade of accolades. Elizabeth became the youngest person to win the Horatio Alger Award. Time magazine named her one of the one hundred most influential people in the world. President Obama appointed her a U.S. ambassador for global entrepreneurship, and Harvard Medical School invited her to join its prestigious board of fellows.

Open-source software shows the potential of social norms. In the case of Linux and other collaborative projects, you can post a problem about a bug on one of the bulletin boards and see how fast someone, or often many people, will react to your request and fix the software-using their own leisure time. Could you pay for this level of service? Most likely. But if you had to hire people of the same caliber they would cost you an arm and a leg. Rather, people in these communities are happy to give their time to society at large (for which they get the same social benefits we all get from helping a friend paint a room). What can we learn from this that is applicable to the business world? There are social rewards that strongly motivate behavior-and one of the least used in corporate life is the encouragement of social rewards and reputation.

Anglos dominated the prisoner population in 1977 and did not lose their plurality until 1988. Meanwhile, absolute numbers grew across the board—with the total number of those incarcerated approximately doubling during each interval. African American prisoners surpassed all other groups in 1988, but by 1995, they had been overtaken by Latinos; however, Black people have the highest rate of incarceration of any racial/ethnic grouping in California, or, for that matter, in the United States (see also Bonczar and Beck 1997). TABLE 4 CDC PRISONER POPULATION BY RACE/ETHNICITY The structure of new laws, intersecting with the structure of the burgeoning relative surplus population, and the state’s concentrated use of criminal laws in the Southland, produced a remarkable racial and ethnic shift in the prison population. Los Angeles is the primary county of commitment. Most prisoners are modestly educated men in the prime of life: 88 percent are between 19 and 44 years old. Less than 45 percent graduated from high school or read at the ninth-grade level; one in four is functionally illiterate. And, finally, the percentage of prisoners who worked six months or longer for the same employer immediately before being taken into custody has declined, from 54.5 percent in 1982 to 44 percent in 2000 (CDC, Characteristics of Population, various years). TABLE 5 CDC COMMITMENTS BY CONTROLLING OFFENSE (%) At the bottom of the first and subsequent waves of new criminal legislation lurked a key contradiction. On the one hand, the political rhetoric, produced and reproduced in the media, concentrated on the need for laws and prisons to control violence. “Crime” and “violence” seemed to be identical. However, as table 5 shows, there was a significant shift in the controlling (or most serious) offenses for those committed to the CDC, from a preponderance of violent offenses in 1980 to nonviolent crimes in 1995. More to the point, the controlling offenses for more than half of 1995’s commitments were nonviolent crimes of illness or of illegal income producing activity: drug use, drug sales, burglary, motor vehicle theft. The outcome of the first two years of California’s broadly written “three strikes” law presents a similar picture: in the period March 1994–January 1996, 15 percent of controlling offenses were violent crimes, 31 percent were drug offenses, and 41 percent were crimes against property (N = 15,839) (Christoper Davis et al. 1996). The relative surplus population comes into focus in these numbers. In 1996, 43 percent of third-strike prisoners were Black, 32.4 percent Latino, and 24.6 percent Anglo. The deliberate intensification of surveillance and arrest in certain areas, combined with novel crimes of status, drops the weight of these numbers into particular places. The chair of the State Task Force on Youth Gang Violence expressed the overlap between presumptions of violence and the exigencies of everyday reproduction when he wrote: “We are talking about well-organized, drug-dealing, dangerously armed and profit-motivated young hoodlums who are engaged in the vicious crimes of murder, rape, robbery, extortion and kidnapping as a means of making a living” (Philibosian 1986: ix; emphasis added).

Life is a checkerboard, and the player opposite you is time. If you hesitate before moving, or neglect to move promptly, your men will be wiped off the board by time. You are playing against a partner who will not tolerate decisions!

tips on staying motivated daily: read for an hour a day (business or personal development books) watch YouTube videos on network marketing and motivation listen to business and network marketing podcasts work out and eat healthy have a daily routine and schedule and stay consistent set goals and do the work make a to do list every night before bed read positive affirmations in the mirror create a vision board put a note or picture of the lifestyle you want to live on your laptop

In the South during the civil rights era, Brown v. Board of Education prompted the racially motivated firings of tens of thousands of black teachers, as the Eisenhower, Kennedy, Johnson, and Nixon administrations looked the other way. Then, at the height of the Black Power movement in the 1960s and 1970s, it was inner-city white teachers who were vilified, for failing to embrace parental control of schools and Afrocentric pedagogical theories.

When a manager has a criminal record or a history of cheating investors or even just feels above the law, I stop right there. Crooks don’t suddenly sprout a sense of fiduciary duty. When a piece of evidence might or might not tag a bad guy, I use it only if it hints at other investment defects. Glamorous hype stocks are more likely to be scams, but I avoid them because they are usually overpriced and prone to raising capital constantly. Intricate corporate structures make analysis difficult, even if nothing bad is going on. To spot bad guys, look for the fraud triangle: pressure, opportunity, and rationalization. Philosopher Hannah Arendt had it right that “most evil is done by people who never make up their minds to be good or evil.” Watch for when massive option grants or hefty fees compel people to try too hard. Pride can be a dominant motive when an audience believes in someone’s magical powers. Charismatic promoters often suppress the boards of directors, auditors, and other naysayers that might prevent them from doing what they want. They cluster in industries and geographies where capital is abundantly available with little scrutiny or accountability. Lax accounting standards are also a draw. Don’t buy anything someone is pushing hard. By avoiding the bad-guy stocks—and it’s a short list—I slash the possibility of a disastrous outcome but scarcely reduce my opportunity set.

For 20 minutes, write whatever comes to mind describing what your life would look like five years from today if you had become your best self and all your dreams were realized.

Hold your arrow and be focused to your game; the dart board is always in front of you not in back.

Over the last decade, entire neighbourhoods have lost their identity to the ever-growing clothing retail market. Since my first visit to the Marais quarter of Paris in 2003, I have seen the area shift from a charming, off-beat district featuring a mix of up-and-coming designers, traditional ateliers, bookstores and boulangeries to what amounts to an open-air shopping mall dominated by international brands. In the last five years, an antique shop has been replaced by a chic clothing store and the last neighbourhood supermarket transformed into a threestorey flagship of one of the clothing giants. The old quarter is now only faintly visible, like writing on a medieval palimpsest: overhanging the gleaming sign of a sleek clothes shop, on a faded ceramic fascia board, is written ‘BOULANGERIE’. In economically developed countries, people’s motivations for spending money have long since shifted from needs to desires. There’s no denying we need places to live in, food to nourish us and clothes to dress ourselves in, and, while we’re at it, we might as well do these things with a certain degree of refinement to help make life as pleasurable as possible. But when did the clothing industry turn into little more than a cash machine whose main purpose seems to be its own never-ending growth? Just as clothing retail shops are sucking the identity out of entire neighbourhoods, so that the architecture becomes little more than a backdrop for their products, the production of the garments they sell is eating away at the Earth’s resources and the life of the workers who are producing them. Fashion has become the second most polluting industry in the world. And with what result? Our wardrobes are cluttered with so many clothes that the mere sight of them becomes overwhelming, yet at the same time we feel a constant craving for the next purchase that will transform our look.

I guess I came up from a middle class background... more or less. Get through school, find a job you can tolerate, do your work. Don't rock the boat. But then I watched that Jack Canfield movie. And he said I can have anything. ANYTHING! Just put it on the vision board. Ask, believe, receive. I started to drink in college, and eventually it was time to join AA. They told me about a loving, powerful God. Well that's even better. At some point I started looking for this Higher power, and started tuning into Joel Osteen. Explosive Blessings! Wow. Now my expectations are REALLY high. Once in a while some asshole says something about getting a job, and I tell the fucker to go back to China. "Get a job" is not in the 12 steps. Fuck off.

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journalist Sabine Pamperrien noted that German support for China tended to emanate from two distinct camps—‘left-wing politicians and publicists’, often fuelled by anti-Americanism; and powerful businesspeople who don’t want to see their ‘flourishing trade’ with China impeded by concerns over human rights.196 These two need not necessarily contradict each other. For some, sympathy for nominally left-wing regimes and profit motives go hand in hand. Few embody this mix better than former chancellor Gerhard Schröder. Schröder is mainly known in Germany for having sold out to Russia after leaving office in 2005, and for becoming chairman of the board of the state-owned oil giant Rosneft in 2017.197 But he is also firmly in Beijing’s orbit, so much so that in 2009 Der Spiegel published a photo of him literally hugging a panda.

Once we are on-board with our own sense of self-worth, we are empowered to drive our lives in whatever direction we wish.

While Future You can easily get on board with how great it’ll feel to have everything done, Present You needs consistent wins to stay motivated. With each small step you complete, you become more invested in finishing the whole task.

The ship of relations sails smoothly only when the rowing of ship by two or all or majority sailors on board is in the same direction, having same speed and same frequency. Otherwise, there would be only wastage of time & energy of all on board, without any movement towards the natural goal & purpose of joyous, fruitful journey

The ship of relations sails smoothly only when the rowing of ship by two or all or majority sailors on board is in the same direction, having same speed and same frequency. Otherwise, there would be only wastage of time & energy of all on board, without any movement towards the natural goal & purpose of joyous, fruitful journey.

November 30th What do you know? For once I favourably surprise myself. After I'd read Howard's exemplary "White Ship" on Friday night and spent yesterday idling about in Providence - woolgathering, I suppose - I've finally made up my mind to sit down and attempt to lick this novel into some kind of functional shape. The central character I'm thinking, is a young man in his early thirties. He's well educated, but if forced by economic circumstance to leave his home in somewhere like Milwaukee (on the principle of writing about somewhere that you know) to seek employment further east. I feel I should give him a name. I know that details of this sort could wait until much later in the process, but I don't feel able to flesh out his character sufficiently until I've at least worked out what he's called. There's been a twenty minute pause between the end of the foregoing sentence and the start of this one, but I think his first name should be Jonathan. Jonathan Randall is the name that comes to me, perhaps by way of Randall Carver. Yes, I think I like the sound of that. So, young Jonathan Randall realises that his yearnings for a literary life have to be put aside to spare his parents dwindling resources, and that he must make his own way in the world, through manual labour if needs be, in order to become the self-sufficient grownup he aspires to be. During an early scene, perhaps in a recounting of Jonathan's childhood, there should be some striking incident which foreshadows the supernatural or psychological weirdness that will dominate the later chapters. Thinking about this, it seems to me that this would be the ideal place to introduce the bridge motif I've toyed with earlier in these pages: since I'm quite fond of the opening paragraphs that I've already written, with that long description of America as a repository for all the world's religious or else occult visionaries, I think what I'll do is largely leave that as it is, to function as a kind of prologue and establish the requisite mood, and then open the novel proper with Jonathan and a school friend playing truant on a summer's afternoon at some remote and overgrown ravine or other, where there's a precarious and creaking bridge with fraying ropes and missing boards that joins the chasm's two sides. I could probably set up the story's major themes and ideas in the two companions' dialogue, albeit simply expressed in keeping with their age and limited experience. Perhaps they're talking in excited schoolboy tones about some local legend, ghost story or piece of folklore that's connected with the bridge or the ravine. This would provide a motive - the eternal boyish fascination with the ghoulish - for them having come to this ill-omened spot while playing hooky, and would also help establish Jonathan's obsession with folkloric subjects as explored in the remainder of the novel.

November 30th What do you know? For once I favourably surprise myself. After I'd read Howard's exemplary "White Ship" on Friday night and spent yesterday idling about in Providence - woolgathering, I suppose - I've finally made up my mind to sit down and attempt to lick this novel into some kind of functional shape. The central character I'm thinking, is a young man in his early thirties. He's well educated, but is forced by economic circumstance to leave his home in somewhere like Milwaukee (on the principle of writing about somewhere that you know) to seek employment further east. I feel I should give him a name. I know that details of this sort could wait until much later in the process, but I don't feel able to flesh out his character sufficiently until I've at least worked out what he's called. There's been a twenty minute pause between the end of the foregoing sentence and the start of this one, but I think his first name should be Jonathan. Jonathan Randall is the name that comes to me, perhaps by way of Randall Carver. Yes, I think I like the sound of that. So, young Jonathan Randall realises that his yearnings for a literary life have to be put aside to spare his parents' dwindling resources, and that he must make his own way in the world, through manual labour if needs be, in order to become the self-sufficient grownup he aspires to be. During an early scene, perhaps in a recounting of Jonathan's childhood, there should be some striking incident which foreshadows the supernatural or psychological weirdness that will dominate the later chapters. Thinking about this, it seems to me that this would be the ideal place to introduce the bridge motif I've toyed with earlier in these pages: since I'm quite fond of the opening paragraphs that I've already written, with that long description of America as a repository for all the world's religious or else occult visionaries, I think what I'll do is largely leave that as it is, to function as a kind of prologue and establish the requisite mood, and then open the novel proper with Jonathan and a school friend playing truant on a summer's afternoon at some remote and overgrown ravine or other, where there's a precarious and creaking bridge with fraying ropes and missing boards that joins the chasm's two sides. I could probably set up the story's major themes and ideas in the two companions' dialogue, albeit simply expressed in keeping with their age and limited experience. Perhaps they're talking in excited schoolboy tones about some local legend, ghost story or piece of folklore that's connected with the bridge or the ravine. This would provide a motive - the eternal boyish fascination with the ghoulish - for them having come to this ill-omened spot while playing hooky, and would also help establish Jonathan's obsession with folkloric subjects as explored in the remainder of the novel.

A French writer has paid the English a very well-deserved compliment. He says that they never commit a useless crime. When they hire a man to assassinate an Irish patriot, when they blow a Sepoy from the mouth of a cannon, when they produce a famine in one of their dependencies, they have always an ulterior motive. They do not do it for fun. Humorous as these crimes are, it is not the humour of them, but their utility, that appeals to the English. Unlike Gilbert’s Mikado, they would see nothing humorous in boiling oil. If they retained boiling oil in their penal code, they would retain it, as they retain flogging before execution in Egypt, strictly because it has been found useful. This observation will help one to an understanding of some portions of the English administration of Ireland. The English administration of Ireland has not been marked by any unnecessary cruelty. Every crime that the English have planned and carried out in Ireland has had a definite end. Every absurdity that they have set up has had a grave purpose. The Famine was not enacted merely from a love of horror. The Boards that rule Ireland were not contrived in order to add to the gaiety of nations. The Famine and the Boards are alike parts of a profound polity.

By the 1990s, the Blues, which offered insurance in all fifty states, were hemorrhaging money, having been left to cover the sickest patients. In 1994, after state directors rebelled, the Blues’ board relented and allowed member plans to become for-profit insurers. Their primary motivation was not to charge patients more, but to gain access to the stock market to raise some quick cash to erase deficits.

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pressures and intense learning curve It takes time to get up to speed on the content of your new position, and yet business and markets cannot slow down and wait for you to catch up. Decisions still need to be taken and, consequently, the pressure can build up and will need to be managed in order to stay operating effectively. Being overwhelmed with immediate fire-fighting and task-driven priorities It would be tempting to get busy and dive into the immediate business tasks and issues. But you need to have the strength of character to step back and take time out to look at the big picture: what tasks should you continue, what should you stop, and what should you start? Need to invest energy in building new networks and forging new stakeholder relationships There is no point in having the right vision and strategy in isolation of bringing people with you. The culture may be dense and slow-moving – people may be resistant to the changes you bring. Invest early in the influencer and stakeholder network. Dealing with legacy issues from the predecessor Depending on the quality of your predecessor, your unit may or may not have a good reputation, and your team may have developed poor habits, behaviours and disciplines that will take time to address. Or you may have to endure the scenario of filling the shoes of a much-loved predecessor, and being initially resented as the new guy whose mandate is to change how things have always been done before. Challenges on inheriting or building a team and having to make tough personnel decisions Don’t expect underperformers to have been weeded out prior to your arrival. A key task in your first 100 days will be to assess the quality of your team: who stays, who goes and what fresh talent is needed on board. Unfortunately, your best talent is possibly now de-motivated and resentful – and consequently underperforming – because they applied unsuccessfully for your job. For external appointments, a lack of experience of the new company culture may lead to inadvertent gaffes and early political blunders – all of which can take time to recover From the innocuous to the significant, everything you do is being judged as indicative of your character. Checking your smart device during a meeting may deeply offend your new role stakeholders who may judge that action as an indication that you are brash, uninterested and arrogant. You will need to be on ‘hyper alert’ to consciously pick up clues on the acceptable norms and behaviours in your new culture. Getting the balance right between moving too fast and moving too slowly Newly appointed people sometimes panic and this can result in either doing too much (scattergun approach, but not tackling the core issues) or doing too little (‘I’ll just listen and learn for the first three months, and then decide what to do’). Neither extreme cuts it. Find the right balance.

Across the board, gaslighting is a way of psychologically manipulating someone (or many people) such that they doubt their own reality, as a way to gain and maintain control. Psychologists agree that while gaslighters appear self-assured, they are typically motivated by extreme insecurity—an inability to self-regulate their own thoughts and emotions. Sometimes gaslighters aren’t

Your face may not be on a billboard, and your name may not be on any memorabilia, but if you are bold enough to pursue your purpose in life, many people will come on board and realize that you were born for a special cause.

The ethnics caught up in the racial struggies oi the post-war period in Chicago were in the unenviable position of people who had the rules changed on them in mid-game. The Poles who settled Calumet Park as Sobieski Park had created their neighborhood enclaves under certain assumptions, all of which got changed when the environmentalist East Coast WASP internationalist establishment took power in 1941. Not only hadn’t they been informed of the rule change, they were doubly vulnerable because compared to their opponents who were further along on the scale of assimilation, they didn’t have a clear sense of themselves as Poles or Catholics or Americans or “white” people. They also feared the sexual mores of the invading black hordes but could not articulate this fear in polite language. As a result, each attempt to explain their position drove them further beyond the pale of acceptable public discourse. More often than not, the only people who were articulating their position were the American Civil Liberties Union and American Friends Service Committee agents sent into their neighborhoods to spy on them. One AFSC spy reported that fear of intermarriage “caused the intensity of feelings” in Trumbull Park.* Black attempts to use the community swimming pool were similarly seen in a sexual light. The ACLU agent who was paid to infiltrate bars in South Deering reported that the real motivation behind Brown v. Board of Education, the Supreme Court’s landmark 1954 decision mandating desegregation of Southern schools, was to move “niggers into every neighborhood” to intermarry and thereby send the “whole white race . . . downhill.” Deprived of their ethnic designation as Catholic by a Church that was either hostile (as in the case of Catholic intellectuals) or indifferent (as in the case of the bishops and their chancery officials), Chicago ethnics, attempting to be good Americans, chose to become “white” instead, a transformation that not only guaranteed that they would lose their battle in the court of public opinion, but one which also guaranteed that they would go out of existence as well, through the very assimilation process being proposed by their enemies.

Your face may not be on a billboard, and your name may not be on any memorabilia, but if you are bold enough to pursue your purpose in life, many people will come on board and realize that you were born for a special cause.

Knowing and understanding your organization’s purpose is essential to making important organizational decisions. It’s also a fundamental tool to use when asking for money, recruiting additional board members, hiring and motivating staff, and publicizing your activities. Also, remember that your governing board’s input in developing the mission statement is not an option. Buy-in begins with inclusion!

Usenet bulletin-board posting, August 21, 1994: Well-capitalized start-up seeks extremely talented C/C++/Unix developers to help pioneer commerce on the Internet. You must have experience designing and building large and complex (yet maintainable) systems, and you should be able to do so in about one-third the time that most competent people think possible. You should have a BS, MS, or PhD in Computer Science or the equivalent. Top-notch communication skills are essential. Familiarity with web servers and HTML would be helpful but is not necessary. Expect talented, motivated, intense, and interesting co-workers. Must be willing to relocate to the Seattle area (we will help cover moving costs). Your compensation will include meaningful equity ownership. Send resume and cover letter to Jeff Bezos.

The world will keep spinning whether you jump on board or not.

Do you enjoy your work? Are you happy to get out of bed each morning and dress for the office? If you answered ‘no’ to either of these questions, you are not alone. In a 2014 Conference Board survey, 52 per cent of Americans claimed to be unhappy at work and in a recent CIPD study 23 per cent of Britons claimed to be looking for a new job. In the same survey only about one-third claim to feel engaged with their work. You can see the effects of this in absence, stress and depression. In fact, you can see it in the rush hour in the tired and sad-looking faces of so many commuters. The majority of people I coach are unhappy or dissatisfied with their working lives. They describe their work in so many depressing ways – as ‘boring’, ‘tedious’, ‘mind-numbing’, ‘stressful’, ‘painful’ or even ‘scary’. I hear similar opinions as I travel the world from all types of people no matter what their background, education or choice of career.

Live life like a Legend, and society will start acknowledging you as a great Entrepreneur !

The true Entrepreneurship doesn't means to be your own boss, rather it is the thirst to follow your heart and work with the team of visionaries!

.Hardship is the best ship to board.

Almighty has choose me as an agent for doing something great for the mankind and society, and that is why I believe that whatever happens is always for the good because it not me who is doing everything, it is the super #energy that is governing my energy...

The bulk of development funding was spent by the international donors themselves, as USAID or the Canadians did when they spent millions of dollars on roads. They contracted the work directly. None of that money got near the ministries. This proved to be a problem, because when USAID drew down its spending the Afghan government needed to continue to push projects into the villages to motivate people to stay on board with the government.

As F. Scott Fitzgerald wrote, “Vitality shows not only in the ability to persist, but in the ability to start over.” If we err and must begin again, we must. This vitality isn’t only about quality of life; staying motivated and involved in decision-making is one key to improving it. One of the best ways to do this is to take the initiative, which puts positive pressure on you while challenging your competition. I like to say that the attacker always has the advantage.

however, the round trip was a very long one (fourteen months was in fact well below the average). It was also hazardous: of twenty-two ships that set sail in 1598, only a dozen returned safely. For these reasons, it made sense for merchants to pool their resources. By 1600 there were around six fledgling East India companies operating out of the major Dutch ports. However, in each case the entities had a limited term that was specified in advance – usually the expected duration of a voyage – after which the capital was repaid to investors.10 This business model could not suffice to build the permanent bases and fortifications that were clearly necessary if the Portuguese and their Spanish allies* were to be supplanted. Actuated as much by strategic calculations as by the profit motive, the Dutch States-General, the parliament of the United Provinces, therefore proposed to merge the existing companies into a single entity. The result was the United East India Company – the Vereenigde Nederlandsche Geoctroyeerde Oostindische Compagnie (United Dutch Chartered East India Company, or VOC for short), formally chartered in 1602 to enjoy a monopoly on all Dutch trade east of the Cape of Good Hope and west of the Straits of Magellan.11 The structure of the VOC was novel in a number of respects. True, like its predecessors, it was supposed to last for a fixed period, in this case twenty-one years; indeed, Article 7 of its charter stated that investors would be entitled to withdraw their money at the end of just ten years, when the first general balance was drawn up. But the scale of the enterprise was unprecedented. Subscription to the Company’s capital was open to all residents of the United Provinces and the charter set no upper limit on how much might be raised. Merchants, artisans and even servants rushed to acquire shares; in Amsterdam alone there were 1,143 subscribers, only eighty of whom invested more than 10,000 guilders, and 445 of whom invested less than 1,000. The amount raised, 6.45 million guilders, made the VOC much the biggest corporation of the era. The capital of its English rival, the East India Company, founded two years earlier, was just £68,373 – around 820,000 guilders – shared between a mere 219 subscribers.12 Because the VOC was a government-sponsored enterprise, every effort was made to overcome the rivalry between the different provinces (and particularly between Holland, the richest province, and Zeeland). The capital of the Company was divided (albeit unequally) between six regional chambers (Amsterdam, Zeeland, Enkhuizen, Delft, Hoorn and Rotterdam). The seventy directors (bewindhebbers), who were each substantial investors, were also distributed between these chambers. One of their roles was to appoint seventeen people to act as the Heeren XVII – the Seventeen Lords – as a kind of company board. Although Amsterdam accounted for 57.4 per cent of the VOC’s total capital, it nominated only eight out of the Seventeen Lords.

As a professional speaker, Susanne travels all over the country and practically lives on airplanes. One day as she entered security to board yet another flight, she was struck by the poise, posture, and gestures of the man in front of her in line. As a communications expert, she observed his excellent presentation with appreciation and awe. The gentleman was dressed impeccably in a crisp white shirt and well-fitted suit and he sported a new haircut. She watched him as he removed his flawless leather belt, his gold money clip, and well-polished shoes. (And of course, he had Listerine in a baggie to ensure fresh breath!) The care with which he dismantled was impressive. His poised and fluid movements were deliberate and respectful of his personal possessions. As he regrouped and proceeded down the concourse, she was struck by how his stance and carriage intrigued and impressed her. His projection of elegance created a presence of pride and dignity. He left a remarkable impression.

Have a vision board. That's how toddlers transform pretend games into big and real success stories.

Danger to her was just another game that her smarts and good looks and privelege would see her through safely, but danger is not a game. Danger is a casually violent Viking. It doesn’t care about motivation or intention or explanations. When it sits opposite and offers you the cup and dice, you either walk away or play full throttle. Danger, with its well-used axe and huge ham hands, is out to take you for all you’re worth. Luck can work for or against you, but danger loads the dice, it cheats, and when it does have to pin its hard to the boards with a knife, no hesitation. She wasn’t ruthless enough, she didn’t understand enough.

Old people vote. You know who votes in the swing states where this election will be fought? Really old people. Instead of high-profile videos with Cardi B (no disrespect to Cardi, who famously once threatened to dog-walk the egregious Tomi Lahren), maybe focus on registering and reaching more of those old-fart voters in counties in swing states. If your celebrity and music-industry friends want to flood social media with GOTV messages, let them. It makes them feel important and it’s the cheapest outsourcing you can get. Just don’t build your models on the idea that you’re going to spike young voter turnout beyond 20 percent. The problem with chasing the youth vote is threefold: First, they’re unlikely to be registered. You have to devote a lot of work to going out, grabbing them, registering them, educating them, and motivating them to go out and vote. If they were established but less active voters, you’d have voter history and other data to work with. There are lower-effort, lower-cost ways to make this work. Second, they’re not conditioned to vote; that November morning is much more likely to involve regret at not finishing a paper than missing a vote. Third, and finally, a meaningful fraction of the national youth vote overall is located in California. Its gigantic population skews the number, and since the Golden State’s Electoral College outcome is never in doubt, it doesn’t matter. What’s our motto, kids? “The Electoral College is the only game in town.” This year, the Democrats have been racing to win the Free Shit election with young voters by promising to make college “free” (a word that makes any economic conservative lower their glasses, put down the brandy snifter, and arch an eyebrow) and to forgive $1.53 trillion gazillion dollars of student loan debt. Set aside that the rising price of college is what happens to everything subsidized or guaranteed by the government.17 Set aside that those subsidies cause college costs to wildly exceed the rate of inflation across the board, and that it sucks to have $200k in student loan debt for your degree in Intersectional Yodeling. Set aside that the college loan system is run by predatory asswipes. The big miss here is a massive policy disconnect—a student-loan jubilee would be a massive subsidy to white, upper-middle-class people in their mid-thirties to late forties. I’m not saying Democrats shouldn’t try to appeal to young voters on some level, but I want them to have a realistic expectation about just how hard it is to move those numbers in sufficient volume in the key Electoral College states. When I asked one of the smartest electoral modeling brains in the business about this issue, he flooded me with an inbox of spreadsheets and data points. But the key answer he gave me was this: “The EC states in play are mostly old as fuck. If your models assume young voter magic, you’re gonna have a bad day.

Given that I don’t know anything, when I am making up stories about the future, why not make it a good story instead of a scary one?

Confidence without a minimum of competence to back it up is false confidence and is almost guaranteed to set you up for failure. False confidence often coexists with arrogance, and even if you have the score on the board to back your confidence, arrogance is a terrible attribute and should be avoided at all costs.

I was extremely impressed with how MS approached the Test captaincy. His maturity, balanced approach, game awareness and understanding of the psyche of his teammates helped get the best out of everyone. What stood out was the way he handled the senior players under him—Sachin, Rahul, Viru, Bhajji, Zak and I. We were all leaders within the group. We were self-motivated and took a lot of pride in our performance, and he enabled us. His man-management was outstanding, his self-belief refreshingly reassuring. I never got the impression that he was insecure or that he looked over his shoulder because there were so many seniors in the team. MS was non-interfering when it came to the established core group, but he invited suggestions from all of us. Whether he took those suggestions on board or not was not important. But he did hear everyone out before making his decision. The buck stopped with him, but by involving us in the process, he sent out a strong message of inclusiveness. If MS had been insecure and had not sought us out, there was every possibility that we might have gone about our business, not knowing if the skipper even wanted our inputs.

To confess (homologeo) means to acknowledge or to agree. You confess your sin when you say what God says about it: “I entertained a lustful thought, and that’s a sin”; “I treated my spouse unkindly this morning, and that was wrong”; “Pride motivated me to seek that board position, and pride doesn’t belong in my life.

In a letter written to the play's director, Peter Wood, on 30th March 1958, just before the start of rehearsals, Pinter rightly refused to add extra lines explaining or justifying Stanley's motives in withdrawing from the world into a dingy seaside boarding-house: 'Stanley cannot perceive his only valid justification - which is he is what he is - therefore he certainly can never be articulate about it.' But Pinter came much closer than he usually does to offering an explanation of the finished work: We've agreed: the hierarchy, the Establishment, the arbiters, the socio- religious monsters arrive to affect censure and alteration upon a member of the club who has discarded responsibility (that word again) towards himself and others. (What is your opinion, by the way, of the act of suicide?) He does possess, however, for my money, a certain fibre - he fights for his life. It doesn't last long, this fight. His core being a quagmire of delusion, his mind a tenuous fuse box, he collapses under the weight of their accusation - an accusation compounded of the shit- stained strictures of centuries of 'tradition'. This gets us right to the heart of the matter. It is not simply a play about a pathetic victim brainwashed into social conformity. It is a play about the need to resist, with the utmost vigour, dead ideas and the inherited weight of the past. And if you examine the text, you notice how Pinter has toughened up the original image of the man in the Eastbourne digs with 'nowhere to go'. Pinter's Stanley Webber - a palpably Jewish name, incidentally - is a man who shores up his precarious sense of self through fantasy, bluff, violence and his own manipulative form of power-play. His treatment of Meg initially is rough, playful, teasing: he's an ersatz, scarpegrace Oedipus to her boardinghouse Jocasta. But once she makes the fateful, mood-changing revelation - 'I've got to get things in for the two gentlemen' - he's as dangerous as a cornered animal. He affects a wanton grandeur with his talk of a European concert tour. He projects his own fear on to Meg by terrorising her with stories of nameless men coming to abduct her in a van. In his first solo encounter with McCann, he tries to win him over by appealing to a shared past (Maidenhead, Fuller's tea shop, Boots library) and a borrowed patriotism ('I know Ireland very well. I've many friends there. I love that country and I admire and trust its people... I think their policemen are wonderful'). At the start of the interrogation he resists Goldberg's injunction to sit down and at the end of it he knees him in the stomach. And in the panic of the party, he attempts to strangle Meg and rape Lulu. These are hardly the actions of a supine victim. Even though Stanley is finally carried off shaven, besuited, white-collared and ostensibly tamed, the spirit of resistance is never finally quelled. When asked how he regards the prospect of being able to 'make or break' in the integrated outer world, he does not stay limply silent, but produces the most terrifying noises.

The anti-Trump movement is a conspiracy by the powerful and connected to overturn the will of the American people. Among the co-conspirators are FBI officials illegally exonerating their favorite candidate of violating well-defined federal criminal statutes, first to help her get elected and then to frame Donald J. Trump for “Russia collusion” that never happened. It all began when members of the Obama administration, seeking a Hillary Clinton presidency and continuation of Obama’s platform, used the intelligence community to spy on the campaign of the Republican candidate for president. But once the unelected Deep State got on board, the anti-Trump conspiracy grew from mere dirty politics to an assault on our republic itself. Continuing beyond Election Day and throughout President Trump’s term to date, the LYING, LEAKING, LIBERAL Establishment has sought to nullify the decision of the American people and continue the globalist, open-border oligarchy that the people voted to dismantle in 2016. The perpetrators of this anti-American plot include, but are not limited to, the leadership at the FBI, the CIA, NSA, and other intelligence agencies, the Democrat Party, and perhaps even the FISA (Foreign Intelligence Surveillance Act) courts. And let’s not forget the media and entertainment industries that are waging a nonstop propaganda campaign that would render envious their counterparts in the worst totalitarian states of history. Yes, this is a conspiracy, and you and anyone who loves the America described in our founding documents, are among its victims. The rule of law has become irrelevant and politically motivated fiction has become truth.

A personal assistant is always the first move in a new business. They are like the queen on a chess board. They can go in any direction, and play any role as the move demands.

Cooperages typically specialized in one or the other because they each had different customer bases and wood requirements. They were often located in major towns to be close to their customers. Slack cooperage demand was more fragmented than tight cooperage, and therefore had a more diverse customer base. While most of the industry was tight cooperage, Greif focused on slack, with the company having the most slack capacity of any player. The cooperage industry had grown increasingly concentrated over time, with the top four companies’ share of total production increasing from 26% in 1935 to 47% in 1947.66 John Raible acquired control of the company from the Greif brothers in 1913. Raible was a wealthy investor, not terribly interested in the cooperage business. But his leadership was valuable, helping the company grow revenue from $1 million when he took over to $10 million when he took Greif public in 1926. But Raible’s reign came to an end in 1947, undone by a fellow board member. John Dempsey, an accountant in his early 30s, had joined the firm as a director and company secretary in 1946. After Raible tried to buy shares held by Dempsey’s wife and mother-in-law at a price the young accountant thought too cheap, Dempsey accumulated enough voting shares to take control of the company. Dempsey, claiming to be motivated by Raible calling Greif ‘my wood company,’ purchased over 50% of the voting shares and made himself chairman.67