Build Assets Quotes

We sometimes hurt those we love because they need to be “taught a lesson,” when we really want to punish. We were depressed and complained we felt bad, when in fact we were mainly asking for sympathy and attention. This odd trait of mind and emotion, this perverse wish to hide a bad motive underneath a good one, permeates human affairs from top to bottom. This subtle and elusive kind of self-righteousness can underlie the smallest act or thought. Learning daily to spot, admit, and correct these flaws is the essence of character-building and good living. An honest regret for harms done, a genuine gratitude for blessings received, and a willingness to try for better things tomorrow will be the permanent assets we shall seek.

A city street equipped to handle strangers, and to make a safety asset, in itself, our of the presence of strangers, as the streets of successful city neighborhoods always do, must have three main qualities: First, there must be a clear demarcation between what is public space and what is private space. Public and private spaces cannot ooze into each other as they do typically in suburban settings or in projects. Second, there must be eyes upon the street, eyes belonging to those we might call the natural proprietors of the street. The buildings on a street equipped to handle strangers and to insure the safety of both residents and strangers, must be oriented to the street. They cannot turn their backs or blank sides on it and leave it blind. And third, the sidewalk must have users on it fairly continuously, both to add to the number of effective eyes on the street and to induce the people in buildings along the street to watch the sidewalks in sufficient numbers. Nobody enjoys sitting on a stoop or looking out a window at an empty street. Almost nobody does such a thing. Large numbers of people entertain themselves, off and on, by watching street activity.

The value of a business is a function of how well the financial capital and the intellectual capital are managed by the human capital. You'd better get the human capital part right.

You can't train people loyalty. A person with loyalty is a great asset than a smart but disloyal one...

Invest in building a happy life. Create a portfolio of memories. Those are the most valuable assets. They’re priceless investments. And they’ll never go down in value.

Your largest wealth-building asset is your income. When you tie up your income, you lose. When you invest your income, you become wealthy and can do anything you want.

I have always believed that every day you choose to hold an asset, you are also choosing to buy it. Would I buy our buildings at the price Blackstone was quoting? Nope.

FatRank is the leading ORM agency because they turn negative press into authority-building assets

Assets generate income and open new doors, while credit creates obligations and dependencies. Choose to invest in assets, and let your wealth work for you.

So many guys try to show off to a girl by boasting of their financial assets and flashing their cash around etc, but a girl who makes her own money and is building her own empire is not impressed by such things. -Show me the integrity not the money.

Identity capital is our collection of personal assets. It is the repertoire of individual resources that we assemble over time. These are the investments we make in ourselves, the things we do well enough, or long enough, that they become a part of who we are. Some identity capital goes on a résumé, such as degrees, jobs, test scores, and clubs. Other identity capital is more personal, such as how we speak, where we are from, how we solve problems, how we look. Identity capital is how we build ourselves—bit by bit, over time. Most important, identity capital is what we bring to the adult marketplace. It is the currency we use to metaphorically purchase jobs and relationships and other things we want.

Security is a precious asset. It should be a goal of everyone who genuinely wants to build a good society rather than one that facilitates the aggrandizement of a privileged elite who knowingly gain from the insecurities of others. Wanting others to have what you want takes courage. That is what basic income is about.

as modern portfolio theory. MPT, invented in the 1950s, was a technique to build an investment portfolio by examining the past returns and volatility of disparate asset classes. The trick was to split money among investments that don’t necessarily correlate, or move together, to avoid the chance that any one market event could cause calamity.

One asset every leader, shouldn't risk anything to lose at all cost, is team confidence.

They’re building an asset that has nothing to do with brand and everything to do with their relationship with you.

Amazon appears to be building a permission asset, not a brand asset.

Build intangible assets alongside tangible financial assets in leadership.

When you embrace the mindset of an asset builder, you embark on a transformative journey towards building a life where money and time are no longer synonymous.

What's a City/NGO-sponsored Neighborhood Summit, you ask? It's a trumped-up group of hand-picked 'neighborhood leaders' who have been instructed in Asset Based Community Development and the Delphi Technique. Their goal? To create neighborhood associations that are managed and manipulated by facilitators who have learned 'consensus building' and are using it to further the (United Nations's Agenda 21) plans.

Your social media page and profile is actually the property of the social network. So, spending huge amounts of time and money building up a profile and audience on these networks ends up building up their assets rather than your own. My preference, as much as possible, is to build and own my own marketing assets, such as websites, blogs, email lists and so on. I then use social media simply as a way to drive traffic to these marketing assets.

Delaying giving as a strategy for future kingdom building is risky. We could hold on to assets out of fear of letting go or unwillingness to surrender control to the Lord. As long as money lies within our grasp, there's not only the danger that we'll lose the assets, but also that we'll change our minds or be seduced by the status, prestige, and recognition of controlling (or having our name attached to the distribution of) what belongs to God.

The key to true wealth is putting your money to work for you. Practically speaking, that means spending money on income-producing assets that will supply cash and continue to grow in value over time. The most common assets used to build wealth include: • Stocks • Bonds • Real estate

Consider what about you makes you valuable as a friend, and whenever you're in a new social situation, think about which of your assets will most be appreciated by that group and work on conveying them. Do it early in the interaction and then move on to getting to know everyone else.

Consider what about you makes you valuable as a friend, and whenever you're in a new social situation, think about which of your assets will most be appreciated by that group and work on conveying them. Do it early in the interaction and then move on to getting to know everyone else.    

We had better want the consequences of what we believe or disbelieve, because the consequences will come! . . . But how can a society set priorities if there are no basic standards? Are we to make our calculations using only the arithmetic of appetite? . . . The basic strands which have bound us together socially have begun to fray, and some of them have snapped. Even more pressure is then placed upon the remaining strands. The fact that the giving way is gradual will not prevent it from becoming total. . . . Given the tremendous asset that the family is, we must do all we can within constitutional constraints to protect it from predatory things like homosexuality and pornography. . . . Our whole republic rests upon the notion of “obedience to the unenforceable,” upon a tremendous emphasis on inner controls through self-discipline. . . . Different beliefs do make for different behaviors; what we think does affect our actions; concepts do have consequences. . . . Once society loses its capacity to declare that some things are wrong per se, then it finds itself forever building temporary defenses, revising rationales, drawing new lines—but forever falling back and losing its nerve. A society which permits anything will eventually lose everything! Take away a consciousness of eternity and see how differently time is spent. Take away an acknowledgement of divine design in the structure of life and then watch the mindless scurrying to redesign human systems to make life pain-free and pleasure-filled. Take away regard for the divinity in one’s neighbor, and watch the drop in our regard for his property. Take away basic moral standards and observe how quickly tolerance changes into permissiveness. Take away the sacred sense of belonging to a family or community, and observe how quickly citizens cease to care for big cities. Those of us who are business-oriented are quick to look for the bottom line in our endeavors. In the case of a value-free society, the bottom line is clear—the costs are prohibitive! A value-free society eventually imprisons its inhabitants. It also ends up doing indirectly what most of its inhabitants would never have agreed to do directly—at least initially. Can we turn such trends around? There is still a wealth of wisdom in the people of this good land, even though such wisdom is often mute and in search of leadership. People can often feel in their bones the wrongness of things, long before pollsters pick up such attitudes or before such attitudes are expressed in the ballot box. But it will take leadership and articulate assertion of basic values in all places and in personal behavior to back up such assertions. Even then, time and the tides are against us, so that courage will be a key ingredient. It will take the same kind of spunk the Spartans displayed at Thermopylae when they tenaciously held a small mountain pass against overwhelming numbers of Persians. The Persians could not dislodge the Spartans and sent emissaries forward to threaten what would happen if the Spartans did not surrender. The Spartans were told that if they did not give up, the Persians had so many archers in their army that they would darken the skies with their arrows. The Spartans said simply: “So much the better, we will fight in the shade!

keep your asset column strong. Once a dollar goes into it, never let it come out. Think of it this way: Once a dollar goes into your asset column, it becomes your employee. The best thing about money is that it works 24 hours a day and can work for generations. Keep your day job, be a great hardworking employee, but keep building that asset column.

if the strategy is a long–short dollar-neutral strategy (i.e., the portfolio holds long and short positions with equal capital), then 10 percent is quite a good return, because then the benchmark of comparison is not the market index, but a riskless asset such as the yield of the three-month US Treasury bill (which at the time of this writing is just about zero percent).

The benefit of capturing the entire return of each asset class through low-cost index funds is that, in addition to the positive impact it will have on your financial wealth over the decades (quite possibly to the tune of hundreds of thousands of dollars, as we will find out in chapter 4), it is certain to have a profound influence on your emotional health as well.   Never

The logic of economic reform, the struggle for Soviet assets, the realities of power and state-building pushed the Yeltsin government to get rid of Gorbachev. Other factors, above all economic interdependence and the fear of an uncontrollable break-up, and the need for recognition and legitimacy from the United States and Western Europe, forced Yeltsin to keep the Union afloat.

I do not believe in the power of brand names or in emulating any of the brand name investors out there. It is a fact that all—if not at least most—of the biggest names in American finance and industry out there today have proven after the 2008 crisis to be some of the most incompetent people there are. Starting with the untouchable Goldman Sachs, who was bailed out by over $5 billion from Warren Buffett, to AIG and Citibank, who were bailed out by the hundreds of billions of dollars from the Troubled Asset Relief Program (TARP), having a name and a history does not make you the brightest and the best. All it takes is one nincompoop with a huge ego or a board of directors who think they are smarter than everyone else to destroy what has taken generations to build.

The North London suburbs were a vacuum for identity. It was as beige as the plush carpets that adorned its every home. There was no art, no culture, no old buildings, no parks, no independent shops or restaurants...The only form of expression was through the spending of money on homogenized assets -- conservatories, kitchen extensions, cars with built in satnav, all-inclusive holidays to Majorca.

Once the habit is ingrained and you become the starter, the center of the circle, you will find more and more things to notice, to instigate, and to initiate. Momentum builds and you get better at generating it. If you go to bed at night knowing that people are expecting you to initiate things all day the next day, you’ll wake up with a list. And as you create a culture of people who are always seeking to connect and improve and poke, the bar gets raised. What might be considered a board-level decision at one of your competitors’ companies gets done as a matter of course. What might be reserved for a manager’s intervention gets handled at the customer level, saving you time and money (and generating customer joy). This incredibly prosaic idea, the very simple act of initiating, is actually profoundly transformative. Forward motion is a defensible business asset.

They’re accustomed to putting others in the limelight and worry that they’ll get a swelled head if they recognize their own strengths. However, it’s crucial to know what your assets are and be able to articulate them. It provides self-validation and allows you to feel good about what you bring to the world. This self-recognition builds energy and positivity. While modesty and humility can help you keep things in perspective, they shouldn’t prevent you from knowing your best qualities.

The truly unexpected response to the first edition of the book gave me the courage to expand the lessons to include more about the art of recovery from disruption, to explore more deeply things like how we can develop the assets that truly sustain us through life's inevitable suffering and heartache, what lends us resilience when we face hard times, and what allows us to renew ourselves after a setback so we can keep moving forward as we forge the life we want - even if it doesn't look the way we once thought it would.

When we talk about building wealth, we ought to refer to one’s entire net worth, meaning the sum of savings and total assets, minus all debt. If you have $50,000 in your TSP and in other savings accounts, but owe $50,000 on credit cards, a car or two, and student loans, have you really built up any “wealth”? While you have saved up a tidy sum in the TSP and in savings accounts, since you owe so much to creditors, your total net worth in this scenario is actually zero.* Consider also that, instead of receiving interest and dividend payments in the TSP, each of your debts is charging you interest—and in many cases considerable interest.

the front doors. Flashbulbs flashed. A roar rose up from the crowd at the sign of fresh activity. Then Rainie caught a new sound—the faint beating of helicopters bearing down upon them. The medevac choppers had finally arrived to carry the wounded away. And Rainie couldn’t help thinking that it would be much later before the ME’s office came for the bodies.           Officer Luke Hayes was thirty-six years old, balding, and shorter than most women. His trim build, however, was a compact one hundred fifty pounds that turned many ladies’ heads and became useful in a fight. In Rainie’s opinion, however, Luke’s biggest asset was his steely blue eyes. She

Identity capital is our collection of personal assets. It is the repertoire of individual resources that we assemble over time. These are the investments we make in ourselves, the things we do well enough, or long enough, that they become a part of who we are. Some identity capital goes on a resume, such as degrees, jobs, test scores, and clubs. Other identity capital is more personal, such as how we speak, where we are from, how we solve problems, how we look. Identity capital is how we build ourselves--bit by bit, over time. Most important, identity capital is what we bring to the adult marketplace. It is the currency we use to metaphorically purchase jobs and relationships and other things we want.

So, if you are predominantly a producer of intangible assets (writing software, doing design, producing research) you probably want to build an organization that allows information to flow, help serendipitous interactions, and keeps the key talent. That probably means allowing more autonomy, fewer targets, and more access to the boss, even if that is at the cost of influence activities. This seems to describe the types of autonomous organizations that the earlier writers, like Charles Leadbeater, had in mind. And it also seems to describe the increasing importance of systemic innovators. Such innovators are not inventors of single, isolated inventions. Rather, their role is to coordinate the synergies that successfully bring such an innovation to market.

Blackstone, which is both the world’s largest private equity firm and the nation’s largest landlord, is explicit about how America’s affordable-housing crisis benefits its shareholders: “a structural shortage of housing has resulted in pricing power for rental housing assets,” it wrote in a 2023 letter touting its growing investor returns. The firm has also poured millions of dollars into fighting ballot measures designed to expand rent-control protection in California. In 2019, a United Nations committee labeled Blackstone’s involvement in the housing industry a human rights concern, writing in a letter to CEO Stephen Schwarzman that the firm was “having deleterious effects on the right to housing” through buying up houses and apartment buildings and opposing regulation.

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History favors the bold. Compensation favors the meek. As a Fortune 500 company CEO, you’re better off taking the path often traveled and staying the course. Big companies may have more assets to innovate with, but they rarely take big risks or innovate at the cost of cannibalizing a current business. Neither would they chance alienating suppliers or investors. They play not to lose, and shareholders reward them for it—until those shareholders walk and buy Amazon stock. Most boards ask management: “How can we build the greatest advantage for the least amount of capital/investment?” Amazon reverses the question: “What can we do that gives us an advantage that’s hugely expensive, and that no one else can afford?” Why? Because Amazon has access to capital with lower return expectations than peers. Reducing shipping times from two days to one day? That will require billions. Amazon will have to build smart warehouses near cities, where real estate and labor are expensive. By any conventional measure, it would be a huge investment for a marginal return. But for Amazon, it’s all kinds of perfect. Why? Because Macy’s, Sears, and Walmart can’t afford to spend billions getting the delivery times of their relatively small online businesses down from two days to one. Consumers love it, and competitors stand flaccid on the sidelines. In 2015, Amazon spent $7 billion on shipping fees, a net shipping loss of $5 billion, and overall profits of $2.4 billion. Crazy, no? No. Amazon is going underwater with the world’s largest oxygen tank, forcing other retailers to follow it, match its prices, and deal with changed customer delivery expectations. The difference is other retailers have just the air in their lungs and are drowning. Amazon will surface and have the ocean of retail largely to itself.

The harsh truth is that the most important driver in the growth of your assets is how much you save, and saving requires discipline. Without a regular savings program, it doesn’t matter if you make 5 percent, 10 percent, or even 15 percent on your investment funds. The single most important thing you can do to achieve financial security is to begin a regular savings program and to start it as early as possible. The only reliable route to a comfortable retirement is to build up a nest egg slowly and steadily. Yet few people follow this basic rule, and the savings of the typical American family are woefully inadequate. It is critically important to start saving now. Every year you put off investing makes your ultimate retirement goals more difficult to achieve. Trust in time rather than in timing. As a sign in the window of a bank put it, little by little you can safely stock up a strong reserve here, but not until you start.

If your kids are consumers, which most of us raise our kids to be, because our culture raises us to be, then [passing inherited wealth] is a bad idea. We consume and eat and fill ourselves with every technological, sexual, cultural, societal, and emotional pleasure possible. That is the goal of life. And if that's our way of life, then yes, it's a horrible idea to give someone an asset, simply for them to consume and destroy it... In business, passing assets is seen in the opposite way. This is how you build really strong companies. Some of the strongest companies in the world have collected and built and expanded resources every generation. So why is it seen as a bad idea in families? Here's why: business still center themselves around mission, whereas modern families are built around consumption. When mission is the focus, then building to pass something on is the goal. And a great idea.... If you believe we are primarily meant to consume things, then resources become a burden - as they will only stuff that person with more and more. If you believe we are meant to produce things and steward things, then more resources should mean more mission and multiplication of what you're already doing.

Smart Sexy Money is About Your Money As an accomplished entrepreneur with a history that spans more than fourteen years, Annette Wise is constantly looking for ways to give back to her community. Using enterprising efforts, she qualified for $125,000 in startup funding to develop a specialized residential facility that allows developmentally disabled adults to live in the community after almost a lifetime of living in a state institution. In doing so, she has provided steady employment in her community for the last thirteen years. After dedicating years to her residential facility, Annette began to see clearly the difficulty business owners face in planning for retirement successfully. Searching high and low to find answers, she took control of financial uncertainty and in less than 2 years, she became a Full Life Agent, licensed Registered Representative, Investment Advisor Representative and Limited Principal. Her focus is on building an extensive list of clients that depend on her for smart retirement guidance, thorough college planning, detailed business continuation, and business exit strategies. Clients have come to rely on Annette for insight on tax advantaged savings and retirement options. Annette’s primary goal is to help her clients understand more than just concepts, but to easily understand how money works, the consequences of their decisions and how they work in conjunction with their desires and goal. Ever the curious soul who is always up for a challenge, Annette is routinely resourceful at finding sensible means to a sometimes-challenging end. She believes in infinite possibilities as well as in sharing her knowledge with others. She is the go-to source for “Smart Wealth Solutions.” Among Annette’s proudest accomplishments are her two wonderful sons, Michael III and Matthew. As a single mom, they have been her inspiration and joy. She is forever grateful to the greatest brothers in the world- Andrew and Anthony Wise, for assistance in grooming them into amazing young men.

After all, people are an organization’s #1 asset, but so often that is not how organizations operate.

Sheikh Zayed al Nahyan, who had ruled Abu Dhabi beginning in 1966 and was the founder of the United Arab Emirates in 1971, would warn that the emirate could not always depend on oil. With that in mind, he had established ADIA—the Abu Dhabi Investment Authority—considered today the second largest sovereign wealth fund in the world, with assets publicly estimated at over $800 billion. His son, Mohammed bin Zayed, became crown prince in 2004. He catalyzed the drive to broaden the economy. “In 50 years, when we might have the last barrel of oil,” he said, “when it is shipped abroad, will we be sad? If we are investing today in the right sectors, I can tell you we will celebrate.” One initiative was Mubadala, a second sovereign wealth fund, with about $230 billion under management, which tilts toward building and investing in companies both in Abu Dhabi and internationally.

Masters’s focus for blockchain technology in financial services is on private blockchains, which are very different from Bitcoin’s blockchain. Pivotal to the current conversation, private blockchains don’t need native assets. Since access to the network is tightly controlled—largely maintaining security through exclusivity—the role of computers supporting the blockchain is different.15 Since these computers don’t have to worry about attack from the outside—they are operating behind a firewall and collaborating with known entities—it removes the need for a native asset that incentivizes the build-out of a robust network of miners.

On the other hand, for Bitcoin to incentivize a self-selecting group of global volunteers, known as miners, to deploy capital into the mining machines that validate and secure bitcoin transactions, there needs to be a native asset that can be paid out to the miners for their work. The native asset builds out support for the service from the bottom up in a truly decentralized manner.

We often work with business owners who, out of comfort, expedience or simply ignorance, choose the wrong person for the job. For example, an owner might make their top-performing salesperson sales manager in spite of that employee lacking the skills to manage a team. This seldom ends well for anyone.

The basic premise of 1031 exchanges is the asset swap: you’re essentially trading one asset for another. To qualify here, the assets have to be real estate and be “like-kind.” Here are some examples of real estate assets that you could swap and benefit from the 1031 rules: • Single-family rental property • Multi-family rental property • Apartment building • Office building • Strip mall • Self-storage facility • Hotel • Raw land

Relationships are everyone’s most important asset. At the end of the day, people do business with people.

Ants aren’t smart,” Gordon says. “Ant colonies are.” A colony can solve problems unthinkable for individual ants, such as finding the shortest path to the best food source, allocating workers to different tasks, or defending a territory from neighbors. As individuals, ants might be tiny dummies, but as colonies they respond quickly and effectively to their environment. …

One really wants to prevent excessive build-up of assets and people during the exploitation phase, because these will create barriers to moving on to the next advantage.

Awkwardness isn't a weakness to fix. It's your greatest asset for professional and personal growth.

These were the men who made deals with desperate industrialists to provide transportation for the goods stalled in their warehouses—or, failing to obtain the percentage demanded, made deals to purchase the goods, when the factory closed, at the bankruptcy sale, at ten cents on the dollar, and to speed the goods away in freight cars suddenly available, away to markets where dealers of the same kind were ready for the kill. There were the men who hovered over factories, waiting for the last breath of a furnace, to pounce upon the equipment—and over desolate sidings, to pounce upon the freight cars of undelivered goods—these were a new biological species, the hit-and-run businessmen, who did not stay in any line of business longer than the span of one deal, who had no payrolls to meet, no overhead to carry, no real estate to own, no equipment to build, whose only asset and sole investment consisted of an item known as “friendship.” These were the men whom official speeches described as “the progressive businessmen of our dynamic age,” but whom people called “the pull peddlers”—the species included many breeds, those of “transportation pull,” and of “steel pull” and “oil pull” and “wage-raise pull” and “suspended sentence pull”—men who were dynamic, who kept darting all over the country while no one else could move, men who were active and mindless, active, not like animals, but like that which breeds, feeds and moves upon the stillness of a corpse.

can’t explain it. Just as I never learned their true reasons for selling Nest, I never heard an explanation for why they decided to keep it. Maybe the fact that Amazon was interested made Larry realize that Nest was a valuable asset after all. Maybe it was all an elaborate game of chicken to get me to toe the line and cut costs. Maybe they never had a real plan to begin with and this all happened because of some exec’s casual whim. You’d be surprised how often that’s the reason behind major changes.

Graham’s criterion of financial strength still works: If you build a diversified basket of stocks whose current assets are at least double their current liabilities, and whose long-term debt does not exceed working capital, you should end up with a group of conservatively financed companies with plenty of staying power.

Whether you realize it or not, you’re already an investor. Your money is having an impact somewhere, somehow. This is true even if all you have is a savings account. Every entity in which you save or invest your money is using your assets for some purpose. The question is whether this supports the things you value—or undermines them.

One such way is Section 1031 of the Internal Revenue Code, which allows a seller to delay paying taxes on a piece of real estate that is sold for a capital gain through an exchange for a more expensive piece of real estate. As long as you keep trading up in value, you won’t be taxed on the gains until you liquidate. Those who don’t take advantage of these savings are missing a chance to build their asset column.

Commercial property insurance protects your assets in the event that they are stolen, damaged, or destroyed in a fire or natural disaster. We’ll partner with you to design insurance coverage that will protect your company’s property. It’s worth exploring the options available to you with a business property insurance policy, as they may cover risks you hadn’t thought of. For example, some policies protect against the additional costs you face if rebuilding a damaged business facility means no longer being exempt from local building codes. Other points to check include whether a policy covers the cost of removing debris before reconstruction begins, as well as whether the business property is covered against weather event damage while being rebuilt. Commercial property insurance is a great way to ensure that your business’ location and assets, as well as your income, are protected. Have questions? We’re happy to help! Write By- "JMW Insurance Solution

To successfully pay yourself first, keep the following in mind: 1.​Don’t get into large debt positions that you have to pay for. Keep your expenses low. Build up assets first. Then buy the big house or nice car. Being stuck in the Rat Race is not intelligent. 2.​When you come up short, let the pressure build and don’t dip into your savings or investments. Use the pressure to inspire your financial genius to come up with new ways of making more money, and then pay your bills. You will have increased your ability to make more money as well as your financial intelligence.

This book asks quite a lot of you in your quest to be fit and fierce. Twelve minutes of exercise, though astoundingly short in terms of the benefits they provide, is still not trivial. You are swinging a heavy weight for dozens, even hundreds of times a day. There had better be a pretty good reason why. There is! The kettlebell swing, with its mix of cardiovascular effort and fat-burning, muscle-building, strength-training may well be the best single exercise! Your kettlebell swings reward you, per swing, and per minute: • You look better! Fat loss, muscle tuning, body shaping, booty toning and posture improvement benefit your appearance, just as they improve your endurance, strength and health. • Your body is reshaped rapidly and muscles strengthened by your swings. Flab on your arms is replaced by functional muscle. Flabby thighs become sleek. • Your training makes you smarter. Well, at least helps you think better. Your swings flood your brain with fresh, oxygenated blood and top it off with a dose of testosterone. • Your general physical abilities improve markedly. You are better able to move, to carry things, to pick up kids, to play sports, to make love, to respond to emergencies with strength and endurance. • Your swings help your posture, allowing you to stand tall. The posterior chain, so well worked with kettlebell swings, includes the key posture muscles. • Your training makes your butt look smaller! Actually your butt becomes shapelier, as the gluteal muscles in the buttocks are key lifters of the kettlebell. You strengthen and shape you entire posterior chain. This focused exercise lifts, firms, tightens and highlights these assets. Each swing makes your butt look better! • The kettlebell swing may be the most effective single exercise for your heart. Swinging the weight rapidly brings your heart into the training zone.

Following is a sample list of some points you will want to include in your business plan. These can all be organized in a very professional manner in a notebook that includes tabs. • Executive summary. Include a one- or two-page summary of your plan. • Mission statement. Include one or two paragraphs that succinctly state your purpose. • Background. Present information about yourself and your experience. • Financial statement. List your assets, liabilities, and net worth. • Site location. Include a list of benefits, maps, and proximity to shopping and schools. • Demographics. Present information about the people living in the area (income, education, etc.). • Competitor analysis. Determine who your competitors are and present average rents and sales comparisons. • Marketing strategy. Define your target market (tenants, buyers, etc.). • Financial analysis. Include historical and pro forma operating statements. • Improvements. Define capital improvements to be made to the property. • Purchase agreement. Include your sales contract with the seller. • Exhibits. Include photographs of the property, tax returns, sample floor plans, and the like.

Economist Paul Rosenstein-Rodan has pointed to the “tremble factor” in understanding human motivation. “In the building practices of ancient Rome, when scaffolding was removed from a completed Roman arch, the Roman engineer stood beneath. If the arch came crashing down, he was the first to know. Thus his concern for the quality of the arch was intensely personal, and it is not surprising that so many Roman arches have survived.” Why should investing be any different? Money managers who invested their own assets in parallel with clients would quickly abandon their relative-performance orientation.

At Superior Roofing, we understand that your roof is one of the most important personal and financial decisions that you will make as a homeowner. Your home in Calgary or the surrounding area is more than a building - it is your fortress, sanctuary, gathering place, recreation center, home office, a source of pride and the place where your family's most important memories are made. It is also a valued financial asset. You need to protect your investment, and you want the exterior of your home to look great!

Andersen employees studied not only technical audit procedures, but also a personal code of conduct—a code so detailed that it included everything from the company dress code to required daily appearances in the “correct” business-lunch restaurants.

If a capability is straightforward to develop and doesn't require much effort or know-how to maintain, it should be simple to build organically on your own. If the asset or capability in question is harder to develop but easy to maintain, you might instead consider acquiring an outside business that has already developed it—incorporating their business into your own will save you valuable time. And finally, if you need an asset or capability that is difficult both to develop and to maintain, the best route is likely an ecosystem partnership. Bringing participant businesses with the necessary skills or assets into your ecosystem through a structured collaboration will give you the best of both worlds. You will have access to the capabilities you need without going through the trouble of having to develop or maintain them on your own.

Waking Up to Your Strengths It’s important for people to consciously appreciate their strengths. Unfortunately, the children of emotionally immature parents usually don’t develop much appreciation for their positive qualities because self-involved parents have little or no ability to reflect their children’s strengths. As a result, these children often feel a little embarrassed to think of themselves in terms of their most positive qualities. They’re accustomed to putting others in the limelight and worry that they’ll get a swelled head if they recognize their own strengths. However, it’s crucial to know what your assets are and be able to articulate them. It provides self-validation and allows you to feel good about what you bring to the world. This self-recognition builds energy and positivity. While modesty and humility can help you keep things in perspective,

Since time is your most valuable asset, it’s odd to spend it working with people who don’t envision any long-term future together. If you can’t count durable relationships among the fruits of your time at work, you haven’t invested your time well—even in purely financial terms.

concept, or learn from past experience. Knowledge assets can come from either the external world or your inner thoughts. External knowledge could include:

Resolve to throw off the influences of any unfortunate environment, and to build your own life to order. Taking inventory of mental assets and liabilities, you will discover that your greatest weakness is lack of self-confidence. This handicap can be surmounted, and timidity translated into courage, through the aid of the principle of autosuggestion. The application of this principle may be made through a simple arrangement of positive thought impulses stated in writing, memorized, and repeated, until they become a part of the working equipment of the subconscious faculty of your mind.

What are you trying to buy? Asset type? Size? Price? To determine the answer to the first question, do the following: Start with your own net worth. Add in friends and family. The total team net worth is your starting point. Choose a market. Consider travel time and expense. You must be able to be in your market to look at deals at least once a month. Determine the viability of your market. Job growth? Population growth? Get deal flow from the market. Real estate agents Find all commercial realty companies in the city. Get on all their mailing lists. Analyze deals online from realtors in the area. Call the realtors about their listings. Direct to owners Get lists of owners. Create a system to reach owners directly. Mail Text Cold calling Analyze deals. Income approach Income – Expenses = Net operating income Net operating income – Debt service = Cash flow Check with lenders for current terms on debt. What is the CoC return? Cap rate? Debt ratio? Comparable data Check the analyzed cap rate against cap rates in the area for similar properties. Check comparable sale prices. Comps should be close in size and age to the subject property. Comps should have similar amenities. Comps should be within a few miles of the subject property. Exit Hold and operate. Refinance. Sell or flip. Consider upcoming market conditions. Debt Check with lenders or a mortgage broker to determine the availability of loans for this type of property. What are the terms and conditions? Is this the information you used to analyze the deal originally? Make the offer. Use an LOI to submit the offer in writing. The LOI will summarize the main deal points. If your offer is less than 15 percent of the asking price, speak with the realtor before you submit the offer. Once the offer is accepted, send the LOI to your attorney and have them draft the purchase agreement. Draft the purchase and sale agreement. Now that you have a fully executed contract, the clock starts. Earnest money goes into escrow. Do your due diligence. Financial inspection Physical inspection Lease audit Begin your loan application. The lender will complete three inspections. Appraisal Environmental inspection Physical engineer inspection of the buildings Do your closing. The lender will wire the loan proceeds to the closing escrow. Wire your down payment funds to the closing escrow. You own a new property! Engage property management for takeover of operations.

Once values and a noble cause are set, tribal strategy involves three conversations. The first is “what we want,” or outcomes. The second is “what we have,” or assets. The third is “what we will do,” or behaviors. Many strategies go sideways by having two or even all three conversations at the same time—or skipping one of them completely. It’s imperative that the Tribal Leader keep these three discussions separate. Explorati’s original outcome was “we will have created a playable proof-of-concept demonstration that uses Improvisational Computing by July 2001.

Building your asset column doesn’t take hard math, but it does take courage and the right attitude toward failure.

the real wealth of a family is not financial. The primary assets are the family members and their unique talents, knowledge, and experience.

The most important behavior on your part involves dedicating a disproportionate share of your own time, attention, and discretionary resources to creating new business models. Existing businesses, and the leaders in charge of them, face little difficulty in articulating their needs, building a case for their support, and attracting people. Entrepreneurial initiatives, on the other hand, are usually seen as marginal or unimportant in their early stages. Unless you personally allocate to them disproportionate attention, disproportionate resources, and disproportionate talent, they will get squeezed by the existing business to the extent that they never have a chance to take off. Your challenge is to provide counterpressure to the inertial forces that lead your people to constantly attend to the demands of today’s business. [...] By disproportionate resources, we mean budget, access to operating capacity or operating assets, and, most vitally, the very best people. Ironically, these are the very resources that are highly desired by managers of the existing business, who are apt to hotly contest any other claim on them. Like the payment of disproportionate attention, the disproportionate allocation of resources to new business models has its costs. Every dollar and every hour of operations capacity allocated disproportionately to entrepreneurial initiatives is money and time denied the existing business. Disproportionate allocation must be a deliberate process, with commitment of resources being visibly recognized as a matter of strategic choice, not a struggle between long- and short-term goals. [...] Finally, you must be prepared for your organization’s top talent to work on entrepreneurial initiatives. This can create a painful dilemma. When top talent works on an entrepreneurial initiative, the current business is weakened accordingly. However, if only mediocre talent is assigned to the difficult task of new business development, the ventures are doomed. Furthermore, allowing ventures to be run by mediocre people sends an even stronger signal to the rest of the business about your real priorities. The smart people in the firm will recognize that business development is not truly a priority for you, and they will organize their own priorities accordingly. The message: If you don’t walk the talk, only the dumb people will listen.

The Tight Bubble of Total Focus is a metaphorical moat that you build around your assets of genius, so they not only stay strong—they increase. The five primary assets that all superproducers defend are mental focus, physical energy, personal willpower, original talent and daily time. Your bubble has a porous membrane that encircles it so that you decide what information, which people and the nature of the activities that enter your orbit. Anything negative, toxic and impure gets blocked at the gate. Essentially, this way of being in the world is your bulletproof defense system to reject any stimuli that would decry your greatness.

So I am not yet rich, but I am wealthy. I now have income generated from assets each month that fully cover my monthly expenses. If I want to increase my expenses, I first must increase my cash flow from assets to maintain this level of wealth. Take notice that it is at this point that I no longer am dependent on my wages. I have focused on and been successful in building an asset column that has made me financially independent. If I quit my job today, I would be able to cover my monthly expenses with the cash flow from my assets. My next goal would be to have the excess cash flow from my assets reinvested into the asset column. The more money that goes into my asset column, the more my asset column grows. The more my assets grow, the more my cash flow grows. And as long as I keep my expenses less than the cash flow from these assets, I will grow richer, with more and more income from sources other than my physical labor. As this reinvestment process continues, I am well on my way to being rich. The actual definition of rich is in the eye of the beholder. You can never be too rich. Just remember this simple observation: The rich buy assets. The poor only have expenses. The middle class buys liabilities they think are assets.

After every one of these profit frenzies come the promises: next time, there will be firm laws in place before a country's assets are sold off, and the entire process will be watched over by eagle-eyed regulators and investigators with unimpeachable ethics. Next time there will be "institution building" before privatization (to use the post-Russia parlance). But calling for law and order after the profits have all been moved offshore is really just a way of legalizing the theft ex post facto, much as the European colonizers locked in their land grabs with treaties. Lawlessness on the frontier, as Adam Smith understood, is not the problem but the point, as much a part of the game as the contrite hand-wringing and pledges to do better next time.

Some research has been done on a concept called ambiversion.4 Similar to ambidextrous people who use either hand to write, ambiverts tend to shift between introversion and extroversion. An example is salespeople who must listen deeply (an introvert strength) and also be able to talk enthusiastically about their products (an extrovert strength). We all have many different assets. It comes down to a matter of degree in how we use them.

The Lost Estate is more than just a guide to financial planning—it’s a call to action for African-American and Hispanic families to take control of their legacy. This book empowers readers with the tools to protect their assets and build generational wealth for future generations.

To build brand assets, focus on three key areas: the philosophy, the identity and the ambassadors of the brand.

Well, if they want to play dirty, ma’am, two can play that game, and you just so happen to have the federal government on your side. If you have a list of who these people are, we can build a secret case of sedition and blackmail against them via the NSA, then rope in the IRS to identify their financial assets and then have the DoJ prepare the charges in secret so if such a threat were ever to materialize against you, we can have them picked up by the Secret Service and the DoJ can quietly present them with the case we’ve built against them. They’ll be given two choices—back down and continue to support you unabashedly, or the charges will be announced in the morning, leaving them enough time to settle their affairs, if you know what I mean.” Blain made a pistol motion with his hand to his head.

A knowledge asset is anything that can be used in the future to solve a problem, save time, illuminate a concept, or learn from past experience.

Time is your greatest asset and you should use it to make a difference. Maximizing your time on earth is a key component of building wealth. So, live your life with intent.

However, it’s crucial to know what your assets are and be able to articulate them. It provides self-validation and allows you to feel good about what you bring to the world. This self-recognition builds energy and positivity. While modesty and humility can help you keep things in perspective, they shouldn’t prevent you from knowing your best qualities.

We proceeded under the thinking that passing highly appreciating assets was a smart estate planning move. Indeed it was—from just that one lens. However, the assets in question appreciated dramatically beyond our expectations, which resulted in a higher proportion of wealth at the younger generation than might be ideal as compared to the older generation. This imbalance has created some regret within the older generation (“giver’s remorse,” if you will). From a lesson’s learned perspective, what I’d say to other family office principals is to give thought to the range of outcomes when passing assets to the next generation. How would you feel if the asset went to zero? If it appreciated twentyfold? While a potential gift or sale may be tax efficient, does it align with your goals and desires for you, your children, and the larger family office? I

1. Understanding Myanmar's Market Research: The Function of AMT Market Research In the rapidly changing economic landscape of Myanmar, businesses are increasingly recognizing the significance of making well-informed decisions based on complete market insights. One of the central members driving this development is AMT Statistical surveying, a main market research survey in Myanmar which has laid out its presence in Myanmar. With a populace of more than 54 million, Myanmar is a country wealthy in assets and potential. Be that as it may, its market is perplexing, impacted by a heap of elements like social variety, monetary vacillations, and administrative changes. Organizations need accurate data and insights to effectively navigate this complexity, and AMT Market Research meets this need. AMT Market Research has established itself as one of the best market research firms by employing cutting-edge techniques tailored to Myanmar's particular landscape. They use a combination of qualitative and quantitative research methods to get a complete picture of the market. From buyer conduct investigation to cutthroat scene appraisals, AMT gives priceless bits of knowledge that assist organizations with pursuing informed vital choices. market research survey in Myanmar is one of AMT's most distinctive methods. AMT enables businesses to comprehend preferences, purchasing habits, and emerging trends by directly engaging with customers and gathering firsthand feedback. Businesses can strategically tailor their offerings thanks to this grassroots approach, which not only reveals what consumers want but also identifies market gaps. AMT' market research survey in Myanmar, on top of that, are designed to be comprehensive yet effective. They use a combination of online surveys, focus groups, and in-person interviews to get responses from a wide range of people from different demographic groups. By collecting data in a variety of ways, businesses can reach a wider audience while also focusing on specific markets. It is essential to have an understanding of socioeconomic factors in a market that is still in its infancy. In their surveys, AMT Market Research emphasizes the significance of demographic insights. They assist businesses in developing targeted marketing strategies that resonate with their intended audience by taking into account variables such as education levels, income levels, and regional differences. This scientific thoroughness guarantees that suggestions are information driven as well as mirror the social and monetary real factors of the customers. Another thing that sets it apart is the company's dedication to conducting research in an ethical manner. AMT Market Research's core values of honesty, integrity, and dependability help to build trust with clients and respondents alike. Organizations can feel sure that the bits of knowledge gave are precise as well as gathered with deference for members' privileges and information security. The demand for high-quality market research will only grow as the economy of Myanmar continues to mature and the market attracts more attention from around the world. AMT Market Research positions itself as a crucial partner for businesses looking to enter or expand into the Myanmar market and is prepared to meet this demand. They are at the forefront of this ever-evolving sector because of their expertise and local knowledge. In conclusion, AMT Market Research provides essential tools and insights that can aid in strategic planning and execution for businesses trying to navigate the complexities of Myanmar's market. They play a crucial role in shaping the future of businesses in Myanmar through their commitment to ethical practices and comprehensive market research surveys. Associations looking for development ought to think about utilizing AMT's ability to open the potential inside this promising business sector.

• Besides fixed assets, an industrial company needs to manage working capital efficiently.

4. Investment The last phase of the Hook Model is where the user does a bit of work. The investment phase increases the odds that the user will make another pass through the hook cycle in the future. The investment occurs when the user puts something into the product of service such as time, data, effort, social capital, or money. However, the investment phase isn’t about users opening up their wallets and moving on with their day. Rather, the investment implies an action that improves the service for the next go-around. Inviting friends, stating preferences, building virtual assets, and learning to use new features are all investments users make to improve their experience. These commitments can be leveraged to make the trigger more engaging, the action easier, and the reward more exciting with every pass through the hook cycle.

attention has become our most precious asset. To spend it wisely, we must develop a better understanding of how temptation works on our brains, cultivate new strategies for enhancing our self-control, and carve out time to truly focus on big, creative tasks.

The pressure on life businesses and the capital fears prompted by the 2008 crisis have prompted the industry to build bigger capital cushions and cut costs. This has left insurers in a relatively good position. Investors have enjoyed decent dividends with payouts increasing by a cumulative 70% since 2009, according to FactSet. For shareholders, the risks to returns from life insurance have, so far, been balanced by earnings from nonlife insurance and asset management. Germany’s Allianz has U.S. bond house Pacific Investment Management Co. and nonlife insurance businesses, like property and casualty cover, around the world. Pimco has done well as interest rates declined and bond prices rose, but is expected to suffer once rates rise again—especially since founder Bill Gross walked out. France’s Axa similarly has global nonlife businesses and a large investment manager. However, these businesses ultimately will suffer from low investment returns. In nonlife, insurers can combat this with tougher underwriting standards. But demand for property-type insurance also suffers in a slower economy. Allianz has the lowest financial leverage of the big-three eurozone life insurers, and so has more flexibility to look for higher returns abroad. It also has a substantial general insurance business in the U.S., where rates should head higher sooner, and a higher expected dividend yield than France’s Axa or Italy’s Generali for this year and next.

As an entrepreneur building a multimillion-dollar business, your failures are going to be your greatest assets, provided you have a philosophy that addresses mistakes, strives to understand them, learns the key elements in them, and turns them into successes.

Money is defined as a two-way street: you are either earning or spending. However, many in life are accustomed to spending rather than earning. Spending without earning defines a life of deficit which builds an empire of liabilities to the detriment of asset building.

We do not have the tools or the wealth of the state. We cannot beat it at its own game. We cannot ferret out infiltrators. The legal system is almost always on the state’s side. If we attempt to replicate the elaborate security apparatuses of our oppressors, even on a small scale, we unleash paranoia and fracture those who build movements. If we retreat into anonymity, hiding behind masks, then we provide an opening for agents provocateurs who deny their identities while disrupting the movement. If we fight pitched battles in the streets, we give authorities an excuse to fire their weapons and demonize the movement to the public. All we have, as Vaclav Havel wrote, is our powerlessness. And that powerlessness is our strength. The ability of the movement to overthrow the corporate state depends on two of our most important assets—utter and complete transparency, and a rigid adherence to nonviolence, including respect for private property. These assets permit us, as Havel puts it in his classic 1978 essay “The Power of the Powerless”, to live in truth. And by living in truth, we expose a corrupt corporate state that perpetuates lies and functions by deceit.

Andy’s Message Around the time I received Arius’ email, Andy’s message arrived. He wrote: Young, I do remember Rick Samuels. I was at the seminar in the Bahriji when he came to lecture. Like you I was at once mesmerized by his style and beauty, which of course was a false image manufactured by the advertising agencies and sales promoters. I was surprised to hear your backroom story of him being gangbanged in the dungeon. We are not ones to judge since both of us had been down that negative road of self-loathing. This seems to be a common thread with people whom others considered good-looking or beautiful. In my opinion, it’s a fake image that handsome people know they cannot live up to. Instead of exterior beauty being an asset, it often becomes a psychological burden. During the years when I was with Toby, I delved in some fashion modeling work in New Zealand. I ventured into this business because it was my subconscious way of reminding me of the days we posed for Mario and Aziz. It was also my twisted way of hoping to meet another person like me, with the hope of building a loving long-term relationship. It was also a desperate attempt to break loose from Toby’s psychosomatic grip on my person. Ian was his name and he was a very attractive 24 year old architecture student. He modeled to earn some extra spending money. We became fast friends, but he had this foreboding nature which often came on unexpectedly. A sentence or a word could trigger his depression, sending the otherwise cheerful man into bouts of non-verbal communication. It was like a brightly lit light bulb suddenly being switched off in mid-sentence. We did have an affair while I was trying to patch things up with Toby. As delightful as our sexual liaisons were there was a hidden missing element, YOU! Much like my liaisons with Oscar, without your presence, our sexual communications took on a different dynamic which only you as the missing link could resolve. There were times during or after sex when Ian would abuse himself with negative thoughts and self-denigration. I tried to console him, yet I was deeply sorrowed about my own unresolved issues with Toby. It was like the blind leading the blind. I was gravely saddened when Ian took his own life. Heavily drugged on prescriptive anti-depressant and a stomach full of extensive alcohol consumption, he fell off his ten story apartment building. He died instantly. This was the straw that threw me into a nervous breakdown. Thank God I climbed out of my despondencies with the help of Ari and Aria. My dearest Young, I have a confession to make; you are the only person I have truly loved and will continue to love. All these years I’ve tried to forget you but I cannot. That said I am not trying to pry you away from Walter and have you return to me. We are just getting to know each other yet I feel your spirit has never left. Please make sure that Walter understands that I’m not jeopardizing your wonderful relationship. I am happy for the both of you. You had asked jokingly if I was interested in a triplet relationship. Maybe when the time and opportunity arises it may happen, but now I’m enjoying my own company after Albert’s passing. In a way it is nice to have my freedom after 8 years of building a life with Albert. I love you my darling boy and always will. As always, I await your cheerful emails. Andy. Xoxoxo

Shortly before we closed the deal, Randy Michaels and Terry Jacobs, who were running Jacor, came to me to finance the acquisition of a Denver station. Jacor already owned one of the other FM stations in Denver, and this one was losing money and available cheap. They showed up in Chicago carrying a thick book of details, prepared to make their pitch. “This is a great deal,” Randy assured me. He thumped the book on the table, ready to take me through it. “Wait a minute,” I said. “Do you understand the scope of the deal—why we should buy it?” “Yes,” he replied. “All the details are right here in this book.” He added that he and Terry had worked feverishly night and day to prepare it. I picked up the book and tossed it into a corner of my office, where it landed with a thud. Randy and Terry stared at me wide-eyed. “If you really understand it, you don’t need a book,” I said. “You could put it on a single piece of paper.” They looked uncertain. “I assume this says things are going to be great, right?” They nodded. “What happens if you’re wrong? How do I get out of the room?” “What do you mean?” Randy asked. “How bad can it get?” “Well,” he said, “it’s pretty bad now, and if we fail to fix it you could lose some operating capital. But I don’t see a station in Denver ever being worth less than $4 million. I mean, the building, the transmitter—the physical assets alone are worth close to that.” “Okay, great. How good could it get?” The answer, in short, was very good. So I said, “Go do it.

terms. The net effect is that I have created $30,000 in my asset column for which I am paid interest, just like a bank gets paid interest for the loans it makes. I was beginning to be a bank, and I loved it. Remember that rich dad said, “Be careful when you take on debt. If you take on debt personally, make sure it’s small. If you take on large debt, make sure someone else is paying for it.” In the language of the B and I side, I “laid off” my risk, or “hedged” my risk to another buyer. That is the game in the world of finance. This type of transaction is done all over the world. Yet wherever I go, people come up to me and say those magic words: “You can’t do that here.” What most small investors fail to realize is that many large commercial buildings are bought and sold exactly in the manner described above. Sometimes they go through a bank, but many times

Direct-sold retail funds can be great for investors, but sometimes they can work against the fund companies that market them. Throughout the recent bear market, advisor-sold funds did a better job in retaining their assets because financial advisors were able to prevent clients from selling in a panic. A little handholding goes a long way in convincing clients to ride out the turbulent markets.

Plan to throw away all sound, art, and code created for a prototype. That way your artists, audio people, and programmers can work quickly without worrying about having to debug their content later. Trying to build production-quality assets during preproduction just slows the process down. Once

Life insurance is meant to provide financial protection for those who are dependent on you at a point in your life when you have yet to build up other assets. Once you have accumulated assets that your dependents can fall back on—say, a sizable retirement fund or other significant investments—you no longer need life insurance.

As a result, the most important recommendation for organizations of all shapes and sizes moving forward is to anticipate worst case scenarios at a minimum. Even in cases where organizations cannot or will not make some of the operational changes recommended below, the exercise of focusing on nonsoftware areas of a given business can help identify under-realized or -appreciated assets within an organization. Particularly ones for whom the sale of software has been low effort, brainstorming about other potential revenue opportunities is unlikely to be time wasted. One vendor in the business intelligence and analytics space has privately acknowledged doing just this; based on current research and projecting current trends forward, it is in the process of building out a 10-year plan over which it assumes that the upfront licensing model will gradually approach zero revenue. In its place, the vendor plans to build out subscription and data-based revenue streams. Even if the plan ultimately proves to be unnecessary, the exercise has been enormously useful internally for the insight gained into its business.

Investing is a journey of lifelong learning

Every Trade Mark you Build adds to the financial value of your business, much more than your tangible assets

Having a sense of humor can be one of your greatest assets and equip you with an undeniable "attractor factor." The benefits extend far past a quick wit and spontaneous laughter. It can help you lower stress levels in yourself and others, diffuse difficult situations, interact more easily, and provide health benefits for improved well-being.

In 1982, economists at the Brookings Institute estimated that about 62 per cent of the value of a typical American firm stemmed from its physical assets—everything from tables and chairs to factories and inventories. Everything else consisted of more intangible “knowledge assets.” By 1992, the balance had completely reversed. They calculated that only 38 per cent of the average firm’s value came from its physical assets. With the shift towards more knowledge-intensive production processes, it is natural that firms should start to worry much more about employee loyalty. It is relatively easy to stop employees from making off with company property—just post guards at the gate. But when employees leave, they generally take with them all the knowledge and experience they have acquired, and there is no way to stop them. So the best way for a firm to retain control of its assets is to build a strong organizational culture, one that will inspire loyalty and allegiance from its employees. From this perspective, it is entirely predictable that the firms that depend most heavily on the knowledge of their workers will also be the firms that put the most effort into employee retention. Software companies in particular are famous for their efforts to create a corporate culture that will secure employee allegiance.

When you learn the rules and the vocabulary of investing and begin to build your asset column, I think you’ll find that it’s as fun a game as you’ve ever played. Sometimes you win and sometimes you learn. But have fun. Most people never win because they’re more afraid of losing. That is why I found school so silly. In school we learn that mistakes are bad, and we are punished for making them. Yet if you look at the way humans are designed to learn, we learn by making mistakes. We learn to walk by falling down. If we never fell down, we would never walk. The same is true for learning to ride a bike. I still have scars on my knees, but today I can ride a bike without thinking. The same is true for getting rich. Unfortunately, the main reason most people are not rich is because they are terrified of losing. Winners are not afraid of losing. But losers are. Failure is part of the process of success. People who avoid failure also avoid success.

Microsoft Project is a task administration programming item, created and sold by Microsoft. It is intended to help an undertaking chief in building up an arrangement, relegating assets to errands, following advancement, dealing with the financial plan, and breaking down workloads. microteklearning_com

If your customers love you, they will not only remain fiercely loyal but become your most powerful marketing asset. Lovability is the greatest predictor of business success.

The old-money people, the long-term rich, build their asset column first. Then the income generated from the asset column buys their luxuries. The poor and middle class buy luxuries with their own sweat, blood, and children’s inheritance.

Companies such as Unilever or Prudential are coming to us and saying, ‘We’re very interested in building better data relationships. Can we leverage your platform? We’re very interested in reducing our data liability.’ They’re seeing that data is increasingly a toxic asset inside of corporations.

Enron. One: The firm endorsed Enron’s asset-light strategy. In a 1997 edition of the Quarterly, consultants wrote that “Enron was not distinctive at building and operating power stations, but it didn’t matter; these skills could be contracted out. Rather, it was good at negotiating contracts, financing, and government guarantee—precisely the skills that distinguished successful players.” Two: The firm endorsed Enron’s “loose-tight” culture. Or, more precisely, McKinsey endorsed Enron’s use of a term that came straight out of In Search of Excellence. In a 1998 Quarterly, the consultants peripherally praised Enron’s culture of “[allowing executives] to make decisions without seeking constant approval from above; a clear link between daily activities and business results (even if not a P&L); something new to work on as often as possible.” Three: The firm endorsed Enron’s use of off–balance-sheet financing. In that same 1997 Quarterly, the consultants wrote that “the deployment of off–balance-sheet funds using institutional investment money fostered [Enron’s] securitization skills and granted it access to capital at below the hurdle rates of major oil companies.” McKinsey heavyweight Lowell Bryan—godfather of the firm’s financial institutions practice—put it another way: “Securitization’s potential is great because it removes capital and balance sheets as constraints on growth.” Four: The firm endorsed Enron’s approach to “atomization.” In a 2001 Quarterly, the consultants wrote: “Enron has built a reputation as one of the world’s most innovative companies by attacking and atomizing traditional industry structures—first in natural gas and later in such diverse businesses as electric power, Internet bandwidth, and pulp and paper. In each case, Enron focused on the business sliver of intermediation while avoiding the incumbency problems created by a large asset base and vertical integration.

Nir elaborates in this post: TriggerThe trigger is the actuator of a behavior — the spark plug in the engine. Triggers come in two types: external and internal. Habit-forming technologies start by alerting users with external triggers like an email, a link on a web site, or the app icon on a phone. ActionAfter the trigger comes the intended action. Here, companies leverage two pulleys of human behavior – motivation and ability. This phase of the Hook draws upon the art and science of usability design to ensure that the user acts the way the designer intends. Variable RewardVariable schedules of reward are one of the most powerful tools that companies use to hook users. Research shows that levels of dopamine surge when the brain is expecting a reward. Introducing variability multiplies the effect, creating a frenzied hunting state, activating the parts associated with wanting and desire. Although classic examples include slot machines and lotteries, variable rewards are prevalent in habit-forming technologies as well. InvestmentThe last phase of the Hook is where the user is asked to do bit of work. The investment implies an action that improves the service for the next go-around. Inviting friends, stating preferences, building virtual assets, and learning to use new features are all commitments that improve the service for the user. These investments can be leveraged to make the trigger more engaging, the action easier, and the reward more exciting with every pass through the Hook. We’ve found this model (and the accompanying book) to be a great starting point for a customer acquisition and retention strategy.

Th e average person spends much of his or her lifetime building financial security, but it can be lost, never to be regained. That’s why you need to carefully assess your definition of financial security and make sure it is realistic for the goals that you have set. You can take the necessary steps to put that plan in place, and never lose that financial security, and to pass on your values and assets to the coming generations.

Scaling is good if it brings in incremental revenue, but you have to watch for a decrease in engagement, a gradual saturation of the initial market, or a rising cost of customer acquisition. Changes in churn, segmented by channels, show whether you’re growing your most important asset — your customers — or hemorrhaging attention as you scale.

At this late date, it’s hard for me to believe that anyone with intelligence or objectivity can continue to believe the Warren Commission’s ludicrous claim that President Kennedy was assassinated by a lone gunman named Lee Harvey Oswald, and that no conspiracy existed. We now know that Oswald was a US intelligence asset who had worked for both the CIA and FBI and that both agencies lied to the Warren Commission about their previous knowledge of him and his activities. Important to note are the systematic seizing of witnesses whose testimony bolstered the Commission’s conclusions while at the same time ignoring multiple witnesses who contradicted the Commission’s version of events. These witnesses provided evidence additional to the fingerprint evidence which tied Johnson’s gunman Wallace to the crime, i.e. multiple witnesses described a man who fit the description of Wallace, heavyset, and bespeckled, wearing a brown sports coat. It adds to the evidence that Lee Harvey Oswald was not the shooter from the sixth floor of the Texas School Book Depository building; Malcolm Wallace, LBJ’s longtime hitman, was.

The competitive advantage of the twenty-first century is increasingly derived from hard-to-copy intangible assets such as company culture and leadership effectiveness.

building the assets of your business.

Cash flows from operating activities are the cash effects of revenue and expense transactions that are included in the income statement. 4 Cash flows from investing activities are the cash effects of purchasing and selling assets, such as land and buildings. Cash flows from financing activities are the cash effects of the owners investing in the company and creditors loaning money to the company and the repayment of either or both.

Since time is your most valuable asset, it’s odd to spend it working with people who don’t envision any long-term future together. If you can’t count durable relationships among the fruits of your time at work, you haven’t invested your time well—even in purely financial terms.

And indeed today as it struggles with its financial crisis, the central issue in Greek politics remains resentment of the influence of Brussels, Germany, the International Monetary Fund, and other external actors, which are seen as pulling strings behind the back of a weak Greek government. Although there is considerable distrust of government in American political culture, by contrast, the basic legitimacy of democratic institutions runs very deep. Distrust of government is related to the Greek inability to collect taxes. Americans loudly proclaim their dislike of taxes, but when Congress mandates a tax, the government is energetic in enforcement. Moreover, international surveys suggest that levels of tax compliance are reasonably high in the United States; higher, certainly, than most European countries on the Mediterranean. Tax evasion in Greece is widespread, with restaurants requiring cash payments, doctors declaring poverty-line salaries, and unreported swimming pools owned by asset-hiding citizens dotting the Athenian landscape. By one account, Greece’s shadow economy—unreported income hidden from the tax authorities—constitutes 29.6 percent of total GDP.24 A second factor has to do with the late arrival of capitalism in Greece. The United States was an early industrializer; the private sector and entrepreneurship remained the main occupations of most Americans. Greece urbanized and took on other trappings of a modern society early on, but it failed to build a strong base of industrial employment. In the absence of entrepreneurial opportunities, Greeks sought jobs in the state sector, and politicians seeking to mobilize votes were happy to oblige. Moreover, the Greek pattern of urbanization in which whole villages moved from the countryside preserved intact rural patronage networks, networks that industry-based development tended to dissolve.

Conscious employees are an organization’s most important asset; unconscious employees are its most dangerous liability.

Time is money to successful salespeople. They want to spend their time selling. Waste their time and you reduce their earning capacity, their morale, and the company’s top and bottom line. Allocating corporate resources to inefficient processes or events will waste sales time, corporate assets, and send the wrong messages to the sales force.

Don’t cease till your rivals turn to allies, failures to lessons; your liabilities to assets, pains to joy. You’re able to finish the race!

Investment success requires the conviction that comes from a fundamental understanding of the rationale for building the portfolio to certain specifications. Unless investors truly believe in the efficacy and validity of an unconventional approach to asset management, the end result almost certainly fails to withstand the wear and tear of market forces. Thoughtless,

Who you choose to surround yourself with will determine if you fail, or if you will succeed. Assets are people who will support you, build you up, and encourage you. Liabilities are people who will tear you down, discourage you, and give you reasons why you can't do whatever it is you want to do. Minimize the liabilities and you'll go far in life.

The key to building a successful portfolio is to diversify your assets in such a way that you maximize your chances of reaching your financial goals with a minimum amount of risk. 2.

Because markets are efficient, any attempt to beat the market is likely to prove disastrous to your long-term financial health. Thus, it is essential that you capture the entire return of each asset class, and leave it at that. 3.

Recent U.S. foreign policy has done more than simply allow these dangerous forces to multiply and to gain control of an increasingly unstable Middle East. It has also actively compounded the problem through the disastrous Iran nuclear deal, formally known as the Joint Comprehensive Plan of Action.53 The JCPOA, announced in 2015, came about after years of negotiations between Iran and the United States, the United Kingdom, France, Russia, China, and Germany, the so-called P5+1.54 President Obama entered office wanting to negotiate with Iran, making clear he was willing to do whatever it took. As soon as the Obama administration sent senior advisor Valerie Jarrett to negotiate through back channels, Iran knew how desperate the Obama administration was. The Iranians sensed this desperation, which allowed them to get everything they wanted while giving up virtually nothing in return. The deal completely capitulates to Iran, providing very broad relief from existing sanctions in coming years as well as the ability to recover billions of dollars’ worth of hard currency presently frozen abroad in foreign banks.55 Frozen Iranian assets based in the United States, including oil, petrochemical, and investment companies, will also be lifted.56 Estimates suggest that loosening sanctions will provide Iran up to $150 billion in assets currently tied up.57 That’s billions to terrorists around the world who hate America. That’s billions to President Assad in Syria to kill his own citizens and use chemical weapons on children. That’s billions to Hamas to launch rockets toward innocent Israeli civilians. That’s billions to Hezbollah. That’s billions in payments to Russia for weapons that violate international sanctions, money that Russia can, in violation of international law, use to attack its neighbors. What has Iran promised the United States and the world in return? Iran has agreed to relax its uranium enrichment efforts and repurpose some of its nuclear facilities for peaceful operations.58 Yet there is considerable fear that Iran will leverage the removal of trade restrictions and the $150 billion it is receiving to build nuclear weapons and to support terrorism worldwide.

There are three crucial things which must be monitored regularly. In order of importance, they are 1) investment returns relative to your financial plan requirements, 2) your asset allocation, and 3) the quality of your investments. But just how often should you review those things? The answer is, “It depends.

Faith - The most precious asset you can build up for all generations.

Whether you invest in stocks, bonds, or for that matter real estate or any other kind of capital asset, you are rewarded mainly for your exposure to one thing—its risk. We’ll learn just how to measure that risk and explore the interplay of risk and investment return. Over

creating a company for acquisition or IPO is different from building a profitable enterprise; it’s about building a sellable enterprise. Startups are not trying to earn revenue (which is a liability); they are setting themselves up to win more capital. They are not part of the real economy or even the real world but part of the process through which working assets are converted into new stockpiles of dead ones. That’s all they have really accomplished with whatever digital fad they’ve foisted onto the market or sold to yesterday’s tech winners. They thought they were engineering a new technology, when they were actually engineering a reallocation of capital. That’s why digital entrepreneurs who do win often end up becoming the next generation of venture capitalists. Everyone from Marc Andreessen (Netscape) to Sean Parker (Napster) to Peter Thiel (PayPal) to Jack Dorsey (Twitter) now runs venture funds of his own. Facebook and Google, once startups themselves, now acquire more businesses than they incubate internally. With each new generation, firms and investors leverage the startup economy more deliberately, or even cynically. After all, a win is a win.

Ask an Englishman how wealthy someone is, and you’re likely to hear a response like, “He’s worth 20,000 per year.” This sort of answer usually confuses us less sophisticated Yanks, but it’s an estimable response, because it says something profound about wealth: it does not consist of inert assets but, instead, a stream of income. In other words, if you own an orchard, its value is defined not by its trees and land but, rather, by the income it produces. The worth of an apartment house is not what it will fetch in the market, but the value of its future cash flow. What about your own house? Its value is the shelter and pleasure it provides you over the years. The

1. Don’t work for money; work to create assets that generate money. 2. Know the difference between an asset and a liability, and buy assets. Only buy another liability if you first buy or create an asset that generates enough cash to pay for it. 3. Make putting things in your asset column your first priority, before what your employer, government, and bank want. 4. Study accounting, investing, economics, and law. This will allow you to recognize opportunities and methods to successfully build wealth, such as the use of 1031 exchanges and corporate structures. 5. Most people buy packaged investments. The rich create investments by assembling a deal themselves – finding an opportunity, raising money, and organizing people. 6. Take a job only for the skills it will teach you, never for the money it pays you.

Table Of Contents Introduction The Problem With Contracts The Smart Solution Distinctive Properties What You Need to Know What Is A Smart Contract? Blockchain and Smart Contracts Vitalik Buterin On Smart Contracts Digital and Real-World Applications How Smart Contracts Work Smart Contracts' Historical Background A definition of Smart Contracts The promise What Do All Smart Contracts Have in Common? Elements Of Smart Contracts Characteristics of Smart Contracts Capabilities of Smart Contracts Life Cycle Of A Smart Contract Why Are Smart Contracts Important? How Do Smart Contracts Work? What Does Smart Contract Code Look Like In Practice? The Structure of a Smart Contract Interaction with Traditional Text Agreements Are Smart Contracts Enforceable? Challenges With the Widespread Adoption of Smart Contracts Non-Technical Parties: How Can They Negotiate, Draft, and Adjudicate Smart Contracts? Smart Contracts and the Reliance on “Off-chain” Resources What is the "Final" Agreement Reached by the Parties? The Automated Nature of Smart Contracts Are Smart Contracts Reversible? Smart Contract Modification and Termination The Difficulties of Integrating Specified Ambiguity Into Smart Contracts Do Smart Contracts Really Guarantee Payment? Allocation of Risk for Attacks and Failures Governing Law and Location Best Practices for Smart Contracts Types Of Smart Contracts A Technical Example of a Smart Contract Smart Contract Use-Cases Smart Contracts in Action Smart Contracts and Blockchains In the Automobile Industry Smart Contracts and Blockchains in Finance Smart Contracts and Blockchains In Governments Smart Contracts And Blockchains In Business Management Smart Contracts and Blockchains in Initial Coin Offerings (ICOs) Smart Contracts and Blockchains In Rights Management (Tokens) Smart Contracts And Blockchains In NFTs - Gaming Technology Smart Contracts and Blockchains in the Legal Industry Smart contracts and Blockchains in Real Estate Smart Contracts and Blockchains in Corporate Structures - Building DAOs Smart Contracts and Blockchains in Emerging Technology Smart Contracts and Blockchains In Insurance Companies Smart Contracts and Blockchains in Finance Smart Contracts And Blockchains In Powering DEFI Smart Contracts  and Blockchains In Healthcare Smart Contracts and Blockchains In Other Industries What Smart Contracts Can Give You How Are Smart Contracts Created? Make Your Very Own Smart Contract! Are Smart Contracts Secure?

More than half the workforce today can be considered “knowledge workers”—professionals for whom knowledge is their most valuable asset, and who spend a majority of their time managing large amounts of information.

Our time and attention are scarce, and it’s time we treated the things we invest in—reports, deliverables, plans, pieces of writing, graphics, slides—as knowledge assets that can be reused instead of reproducing them from scratch. Reusing Intermediate Packets of work frees up our attention for higher-order, more creative thinking. Thinking small is the best way to elevate your horizons and expand your ambitions.

What if we looked at our own lives and saw the flaws and cracks and imperfections as features wholly unique to us, assets that increased our value, that make us truly one of a kind.

Practice capturing new notes, organizing them into folders, and moving them from one folder to another. Each time you finish a project, move its folder wholesale to the archives, and each time you start a new project, look through your archives to see if any past project might have assets you can reuse.

Strategy #10 – Saving for Your Child’s Education with Maximum Tax Benefits The challenge I have with government-sponsored educational savings plans is that the government is in control of your money, how you use it, when you use it, and how it’s taxed. For example, in a 529 plan (also called a Coverdell IRA), you can deduct money you contribute to the IRA and then when you use it tax-free for your child’s education. Sounds almost too good to be true, doesn’t it? What sort of limitations do you think the government places on these funds in order to control your money? First, they control how much you can contribute. Then, they control what you can do with the money in the plan, even controlling how you invest the money. Next, they control what expenses you can pay for with the fund. Only certain educational expenses qualify. Finally, if you don’t use the funds for education, you have only two choices. One choice is to transfer the money to a relative who can use it for their education. The other is to distribute it to yourself and pay taxes and penalties. So, if you make too much money from your investments in the plan, you pay a penalty for not using all of the money for education. What if you could have all of the tax benefits of a 529 plan without giving the government any control over your money? Wouldn’t that be a lot better? In tax strategy #5 we talked about paying your children to work in your business. When I teach this principle in my Tax and Asset Protection class, the question always comes up about what to do with the money you pay them. This is the perfect opportunity to have your children pay for their own education without having to rely on Section 529 plans or other tax-deferred, government controlled educational savings plans. Your children can contribute their money to an LLC, limited partnership, or S corporation that owns a business or investments. Like a 529 plan, you get a deduction when you pay your child a salary. Like a 529 plan, there is no tax to the child when received. Like the 529 plan, with good planning, especially in real estate, there is no tax on the cash flow from the investment. But unlike a 529 plan, you have full control over the investment. Unlike a 529 plan, you can take it out and use it for any expense for your child (except for support, like food and clothing), and you can take it out any time you like. Unlike a 529 plan, there are no penalties for distributing the money or accumulating a huge amount over a lifetime. Now isn’t that a much better plan than a government-controlled savings plan? Stop using government plans and make your own plan. You will have much more control and

but the truth is that comparing what private equity firms used to be—and where the perception of private equity still sits in many quarters—to what they are now is like comparing a Motorola cellphone from the 1990s to the latest iPhone. There’s a world of differences; it’s not even close. For pension funds and other investors in private equity funds, the firms they back gives them access to investment opportunities they can’t find or execute themselves. What’s more, they get consistent investment returns out of these opportunities, whether they include leveraged buyouts, credit investments, infrastructure assets, essential utilities, real estate transactions, technology deals, natural resources projects, banks, insurance companies, or life science opportunities. They can buy companies, carve out businesses, build up companies through acquisitions and organic growth, spin off businesses, take companies private from the public market, buy businesses from other funds they manage, draw margin loans to finance dividends, and refinance the capital structure pre-exit. And more besides.

People who don’t take advantage of these legal tax savings are missing a great opportunity to build their asset columns.

The judges believed Uber and Lyft to be more powerful than they were willing to admit, but they also conceded that the companies did not have the same power over employees as an old-economy employer like Walmart. “The jury in this case will be handed a square peg and asked to choose between two round holes,” Judge Chhabria wrote. Judge Chen, meanwhile, wondered whether Uber, despite a claim of impotence at the center of the network, exerted a kind of invisible power over drivers that might give them a case. In order to define this new power, he decided to turn where few judges do: the late French philosopher Michel Foucault. In a remarkable passage, Judge Chen compared Uber’s power to that of the guards at the center of the Panopticon, which Foucault famously analyzed in Discipline and Punish. The Panopticon was a design for a circular prison building dreamed up in the eighteenth century by the philosopher Jeremy Bentham. The idea was to empower a solitary guard in the center of the building to watch over a large number of inmates, not because he was actually able to see them all at once, but because the design kept any prisoner from knowing who was being observed at any given moment. Foucault analyzed the nature and working of power in the Panopticon, and the judge found it analogous to Uber’s. He quoted a line about the “state of conscious and permanent visibility that assures the automatic functioning of power.” The judge was suggesting that the various ways in which Uber monitored, tracked, controlled, and gave feedback on the service of its drivers amounted to the “functioning of power,” even if the familiar trappings of power—ownership of assets, control over an employee’s time—were missing. The drivers weren’t like factory workers employed and regimented by a plant, yet they weren’t independent contractors who could do whatever they pleased. They could be fired for small infractions. That is power. It can be disturbing that the most influential emerging power center of our age is in the habit of denying its power, and therefore of promoting a vision of change that changes nothing meaningful while enriching itself. Its posture is not entirely cynical, though. The technology world has long maintained that the tools it creates are inherently leveling and will serve to collapse power divides rather than widen them.

Building a personal legacy is not merely transferring financial assets to the younger generations. It is an interconnection across time and having something meaningful that allows you to carry forward in time. This book represents the legacy that we are leaving to the emerging generations.

Building a personal legacy is not merely transferring financial assets to the younger generations. It is an interconnection across time and having something meaningful that allows you to carry forward in time. My books represent the legacy that I am leaving for the emerging generations.

The very machinery upon which many white Americans had the chance to build their lives and assets was forbidden to African-Americans who were still just a generation or two out of enslavement and the apartheid of Jim Crow, burdens so heavy and borne for so long that if they were to rise, they would have to work and save that much harder than their fellow Americans.

Weak credit discipline in banks, right from the appraisal to the sanction stage, has been one of the main bank-specific factors in the build-up of stressed assets.

It was Professor Solomon Rosner who sounded the first alarm, though his name would never be linked to the affair except in the secure rooms of a drab office building in downtown Tel Aviv. Gabriel Allon, the legendary but wayward son of Israeli intelligence, would later observe that Rosner was the first asset in the annals of Office history to have proven more useful to them dead than alive. Those who overheard the remark found it uncharacteristically callous but in keeping with the bleak mood that by then had settled over them all.

Michael’s biggest stroke of genius, though, might have been his recognition that Disney was sitting on tremendously valuable assets that they hadn’t yet leveraged. One was the popularity of the parks. If they raised ticket prices even slightly, they would raise revenue significantly, without any noticeable impact on the number of visitors. Building new hotels at Walt Disney World was another untapped opportunity,

One interesting approach is to have all employees use a teleconferencing service rather than allow headquarters employees to have a better in-person experience than the rest of the company. For example, at the asset management company BlackRock, certain meetings are held by teleconference, even for the subset of employees who could gather in a single conference room so that all employees are on an equal footing.

The magic of network effects is that they generate a positive feedback loop that results in superlinear growth and value creation. This superlinear effect makes it very difficult for any node in the network to switch from an incumbent to an alternative (“customer lock-in”), since it is almost impossible for any new entrant to match the value of plugging into the existing network. (Nodes in these networks are typically customers or users, as in the canonical example of the fax machine, or the more recent example of Facebook, but can also be data elements or other fundamental assets valuable in a business.)

If your objective is to have enough revenue for integration, or simply to obtain financial independence, it is necessary to find alternative ways to create resources in order to build up a assets that can be inherited.

Write down (actually write it with a real pen on real paper - it will be more effective that way) at least one complete sentence specifically defining what you’re looking for in each of these ten categories: Financial means - How much money/assets/property/material value do you want him to have? Willingness to spend money – Do you want someone who is thrifty or someone who throws money around like it’s no big deal? Willingness to start a family – Is he in the same place as you regarding children? If you have children, how do you want him to interact with them? Is he willing to become part of an established family? Adventurousness – Do you want a home body or someone who’ll take up a new adventure every now and then? Introvert or Extrovert - Do you have a strong preference for someone who likes to be around other people/talks freely to other people/has an outgoing, sociable personality? Height – Are there height parameters you want in a man? Weight – Do you want an athletic build or are you okay with a guy who has a little paunch? Handsomeness – No, this isn’t shallow – define what a good looking guy is to you – it’s different for everyone! Distance – Are you okay with a long distance relationship or would you rather date someone who lives closer? You know my choice! Educational level – Do you want to be with a college graduate or is it not important to you what educational level your mate has attained?

Globalization is peaking, with a sharp backlash toward greater sovereignty and protectionism, exactly like the 1930s. But every cycle has its expansionary phase and then its consolidation and deleveraging phases. This is the peak of the dramatic growth of Western and developed countries and will lead to the continued rise of emerging and Asian countries. That’s why we see more volatility and civil unrest in those areas. We need to buckle our seat belts now to prepare for not only a great debt and financial-bubble deleveraging and deflationary period in the next several years, but also a time of true revolution in everything. I’m talking everything from political and social structures to business organizations reshaping and re-forming for many years, and even decades to come, just like after the Civil War. I’m talking the bottom-up network revolution in everything! It’s time to hunker down in your business and household finances. Cash out of the bubble in all risk assets for just a few years, even if you get out a bit too early. Crashes happen much faster than the bubbles build, so don’t wait for the horse to bolt before closing the barn door. Consider where you should be living and target less bubbly areas that are safer and more aligned with your political and social values.

connectivity turns products into services, which allows businesses to build around outcomes, not assets.

This is an asset I can leverage with good debt, the property covers all operational expenses, improvements, insurance, taxes, and debt while I patiently wait for the rents to increase and the value of the property then appreciates at which point we sell or refinance and own the property with no money invested. I never deviate from this criteria. I invest my surplus cash into income-producing machines, in great locations, where the rent is less than the cost of home ownership, and I am buying at or below replacement cost. When I do invest, I buy very large deals, typically 200 to 1,000 units at a time, in markets with decades of projected job growth, and market demographics more likely to rent than own.

Here are the four main reasons I love apartments: 1) They’re real assets, not paper, and they can’t be easily replaced. 2) They produce positive cash flow. 3) Apartments appreciate when rents rise– the Multiplier. 4) Leverage of debt to increase your position.

The power of belief is one of your biggest assets. Ensure you make the most of it by building an empowering environment, leveraging the power of repeated actions, developing an intense desire for your goals and moving beyond your comfort zone. As you do so, your confidence will inevitably grow.

Proper rich people don’t encounter these rooms, these borders, these problems. For them the world is as it is when seen from space, without boundary, without limitation, full of fluid possibility and whispering wonder. Often the principles that need to be employed for the majority are already enjoyed by the elites: They support one another; they sell state assets to the businesses their friends own; when their banks collapse because of irresponsibility or misfortune, they bail their pals out. They know it’s the right thing to do; it’s how they treat their friends and family; they just don’t want it for the rest of us. I’m aware that now, due to my good fortune, I am a member of the 1 percent. That now I am a tourist in poverty, when on occasion I’ve found myself in cuffs or in cells or cowed by authority, I know I can afford lawyers, I know I am privileged now. I know too with each word I type I am building a bridge of words that leads me back to the poverty I’ve come from, that by decrying this inequality, I will have to relinquish the benefits that this system has given me. I’d be lying if I said that didn’t frighten me. Anyone who’s been poor and gets rich is stalked by guilt and fear. Guilt because you know it isn’t fair, that life hasn’t changed for everyone, and fear because you feel like a fraud, that one day there’ll be a knock on the door or a tap on the shoulder or a smack in the mouth and they’ll take it back. It’s not like I’m gonna pay voluntary tax to our corrupt government, as suggested by that honey-glazed chump Boris Johnson; donations aren’t the answer, especially not to that cartel of Etonian skanks. Systemic change on a global scale is what’s required, and because I know that is happening, that it is inevitable, that we are awakening, I will, when I know how, sever the gilded chains. “Oh, yeah, mate? When?” you could crow with legitimate suspicion. Well, I suppose, like every aspect of this project, we’ll work that out together.

Is your life an expense or an asset on your “balance” sheet? Having a life USED to be an expense in building a business. Today, having a life is an asset. I’d argue having a life has always been an asset, but time managers tricked us into grinding our lives away. Get a life.

My intention is that anyone, anywhere, will be able to pick this up, without prior knowledge of blockchain technology, and be captivated by a fascinating story: an idealistic hero, his band of misfits, and the challenges they face to make their incredibly ambitious dream a reality. By the final pages, I hope you will have learned more about this dream, about how this army of hackers is building an alternative to the way the world works right now, that is, concentrated in the hands of a few powerful entities. They’re seeking to put that power into the hands of individuals, so that people can have greater control over the things they own, from assets to data, and more freedom to use those things in the ways they choose—that’s what I meant when I said cryptocurrencies are about revolution.

As your cash flow grows, you can indulge in some luxuries. An important distinction is that rich people buy luxuries last, while the poor and middle class tend to buy luxuries first. The poor and the middle class often buy luxury items like big houses, diamonds, furs, jewelry, or boats because they want to look rich. They look rich, but in reality they just get deeper in debt on credit. The old-money people, the long-term rich, build their asset column first. Then the income generated from the asset column buys their luxuries. The poor and middle class buy luxuries with their own sweat, blood, and children’s inheritance

The odds of success (surviving and reestablishing a profitable trajectory) in redefinition are extremely low, less than one in ten. The exceptions—such as Marvel Entertainment (from comics to movies), IBM (from hardware to services and software), and De Beers (from mining to consumer focus and retail)—were able to rebuild their core model around “hidden assets,” deep strengths in the core business that had not been previously utilized.

King Salman was more decisive. The overwhelming majority of the 100 billion dollars in assets obtained from the Ritz Carton detainees was not in cash or equities, but in raw land. Well over 50 percent of the undeveloped urban real estate in Riyadh and Jeddah was returned to government ownership. Along with a new mortgage law that finally found a way to deal with sharia opposition to foreclosures, this new stock of available building sites has begun to resolve the Saudi housing shortage.

A list of true wealth assets would likely include family, friends, education, talents, experience, connection to community, self-esteem, the ability to help others, and good health. All of these wealth assets contribute to an overall personal sense of well-being. It also includes the ability to earn more money and to be at peace with you inner self.

According to Tynan, your financial runway is “how many months you can live your current lifestyle based only on savings. If you spend $2000 per month and have $20,000 in the bank or other liquid assets, that's a 10-month runway. That's pretty good.” At the time I read this, I had around $36,000 in the bank, and my average monthly expenses were around $3,000 a month.

Sure, some rich people work hard – but so do koilawalas, construction workers, and domestic helpers. Other bases of privilege have little to do with personal merit: our aptitudes, health, inheritance, social connections, and other assets derive from contingencies (such as the accident of birth) over which we have no control. Even our education reflects inherited circumstances, and our parents’ and teachers’ efforts, far more than our own. All this is without going into the fact that wealth and power often build on corruption, exploitation, and crime

Steven J. Fata is a well-respected entrepreneur with a wealth of experience in real estate and business. His ability to build strong relationships and bring a fresh perspective to every task makes him a valuable asset to any project.

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Buying or building assets that deliver cash flow is putting your money to work for you. High-paying jobs mean two things: you’re working for money and the taxes you pay will probably increase. I’ve learned to put my money to work for me and enjoy the tax benefits of generating income that doesn’t come from a paycheck.

invest in growth assets, create a huge amount of capital from your growth assets, and then invest in assets that generate passive income.

Three primary people are involved in a trust. First is the settlor or grantor. This is the person who forms the trust and puts the assets into the trust. The second is the trustee. This is the person or company in charge of taking care of the trust. Technically, the trustee is the owner of the trust.

The third person is the beneficiary. This is the person who will reap the rewards of the trust assets. Any trust can have one or multiple grantors, trustees, and beneficiaries.

They can also be used in transferring assets to charities and other people or organizations.

Like my mother, I don’t want to leave anyone with my debts. Nor do I want the government to have my assets.

you may want to use an LLC to own your real estate investment properties, a corporation (or LLC taxed as a corporation) to own your business, and a limited partnership to own assets you want to transfer to your children.

Make sure all of your assets are titled to a trust. You can be the trustee (owner) of the trust, and you can even be the beneficiary (the recipient) of the trust assets while you’re alive.

And you likely will want to use trusts to protect assets you set aside for your children from creditors and others, particularly while they’re young.

With a charitable trust, you can give your assets to the charity now but still take the income stream from the assets for the rest of your life. You still get the income, but the value of the assets in the trust will avoid estate tax.

Charitable trusts are an amazing tool for doing this, especially since they allow you to reduce your income and/or your estate taxes even though the charity may not get the assets until you die.

if the beneficiary of the trust (the person who eventually gets the income or the assets) is different than the grantor (the person putting the money or assets into the trust), then creditors (people to whom you owe money, including plaintiffs) cannot get at the assets of the trust.

forming in Nevada or Wyoming and registering to do business in Florida would provide better asset protection than forming directly in Florida.

Be sure to have both an attorney and a CPA help you with your entity structure. The best way to do this is to begin with a good tax advisor. You and your tax advisor can come up with a solid entity structure that will give you the best tax benefits. Then, go over this entity structure with your asset protection attorney. Doing your planning in this order will be the most efficient and effective.

Buying or building assets that deliver cash flow is putting your money to work for you.

One of the arguments I hear all the time for not doing like-kind exchanges is that the taxpayer might need cash from the sale of the building. Instead of cashing out and paying tax on that cash, why not do a like-kind exchange and then later refinance the building? When you refinance, you get your cash in the form of a tax-free loan and get to keep your asset!

You are learning to delay gratification and work to build assets that grow in value.

They get the big reward simply because he or she builds a system or asset to serve more people.

First, reframe the purpose of taxes to help build social consensus for the kind of higher-tax, higher-returns public sector that has been a proven success in many Scandinavian countries. And remember, the verbal framing expert George Lakoff advises to choose your words wisely: don’t oppose tax relief—talk about tax justice. Likewise, the notion of public spending is often used by those who oppose it to evoke a never-ending outlay. Public investment, on the other hand, focuses on the public goods—such as high-quality schools and effective public transport—that underpin collective well-being.57 Second, end the extraordinary injustice of tax loopholes, offshore havens, profit shifting and special exemptions that allow many of the world’s richest people and largest corporations—from Amazon to Zara—to pay negligible tax in the countries in which they live and do business. At least $18.5 trillion is hidden by wealthy individuals in tax havens worldwide, representing an annual loss of more than $156 billion in tax revenue, a sum that could end extreme income poverty twice over.58 At the same time, transnational corporations shift around $660 billion of their profits each year to near-zero tax jurisdictions such as the Netherlands, Ireland, Bermuda and Luxembourg.59 The Global Alliance for Tax Justice is among those focused on tackling this, campaigning worldwide for greater corporate transparency and accountability, fair international tax rules, and progressive national tax systems.60 Third, shifting both personal and corporate taxation away from taxing income streams and towards taxing accumulated wealth—such as real estate and financial assets—will diminish the role played by a growing GDP in ensuring sufficient tax revenue. Of course progressive tax reforms such as these can quickly encounter pushback from the corporate lobby, along with claims of state incompetence and corruption. This only reinforces the importance of strong civic engagement in promoting and defending political democracies that can hold the state to account.

The information is easily conveyed: any idea, plan, or purpose may be placed in the mind through repetition of thought. This is why you are asked to write out a statement of your major purpose, or Definite Chief Aim, commit it to memory, and repeat it, in audible words, day after day, until these vibrations of sound have reached your subconscious mind. We are what we are, because of the vibrations of thought which we pick up and register, through the stimuli of our daily environment. Resolve to throw off the influences of any unfortunate environment, and to build your own life to order. Taking inventory of mental assets and liabilities, you will discover that your greatest weakness is lack of self-confidence. This handicap can be surmounted, and timidity translated into courage, through the aid of the principle of autosuggestion. The application of this principle may be made through a simple arrangement of positive thought impulses stated in writing, memorized, and repeated, until they become a part of the working equipment of the subconscious faculty of your mind.

Pershing’s parents could console themselves that they were faring better than colored teachers in other southern states, a reflection not necessarily of their superior performance but that there were states even worse than Louisiana when it came to teachers’ pay. In neighboring Mississippi, white teachers and principals were making $630 a year, while the colored ones were paid a third of that—$215 a year, hardly more than field hands. But knowing that didn’t ease the burden of the Fosters’ lives, get their children through college, or allow them to build assets to match their status and education. The disparity in pay, reported without apology in the local papers for all to see, would have far-reaching effects. It would mean that even the most promising of colored people, having received next to nothing in material assets from their slave foreparents, had to labor with the knowledge that they were now being underpaid by more than half, that they were so behind it would be all but impossible to accumulate the assets their white counterparts could, and that they would, by definition, have less to leave succeeding generations than similar white families. Multiplied over the generations, it would mean a wealth deficit between the races that would require a miracle windfall or near asceticism on the part of colored families if they were to have any chance of catching up or amassing anything of value. Otherwise, the chasm would continue, as it did for blacks as a group even into the succeeding century. The layers of accumulated assets built up by the better-paid dominant caste, generation after generation, would factor into a wealth disparity of white Americans having an average net worth ten times that of black Americans by the turn of the twenty-first century, dampening the economic prospects of the children and grandchildren of both Jim Crow and the Great Migration before they were even born.

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A Performing Asset is an asset that pays you every month like a business you own or invest in, or a piece of real estate that you can rent out. Wealthy people invest in Performing Assets for cash flow. The rest invest in liabilities for just the opposite. When all of your cash is sunk into a non-Performing Asset such as a mortgage, there is no wealth building. There is only treading water.

Mortgages on smaller properties like single-family homes are almost always guaranteed through the buyer’s own personal earning potential and wealth. You may be surprised to learn that larger investment property loans are secured by the asset itself. In other words, instead of the $2 million building riding on your own wealth, it is riding on its own valuation. This already is less risk to you.

People are an organization’s greatest asset—yet so often they’re treated like expendable resources. When leaders invest in their people and enable them to do their best work, employees identify more strongly with the organization and are willing to go the extra mile to help it be successful. In return, organizations get higher levels of performance and productivity, which lead to better outcomes for the business.

Nokia is a great example of the cost of caution. In 2007, Nokia was the world’s largest and most successful maker of mobile phones, with a market capitalization of just under $ 99 billion. Then Apple and Samsung came blazing into the market. In 2013, Nokia sold its money-losing handset operations to Microsoft for $ 7 billion, and in 2016 Microsoft sold its feature phone assets and the Nokia handset brand to Foxconn and HMD for just $ 350 million. That’s a drop in value for Nokia’s mobile phone business from somewhere in the neighborhood of $ 99 billion to $ 350 million in less than a decade—a decline of over 99 percent. At the time, Nokia’s decisions may have seemed to make sense. Nokia actually continued growing even after the launch of the iPhone and Google’s Android operating system. Nokia hit its peak in terms of unit volume when it shipped 104 million phones in 2010. But Nokia’s sales declined after that, and were surpassed by Android in 2011 and iPhone in 2012. By the time Nokia’s management realized the existential threat facing them, it was too late; even the desperation play of aligning themselves with Microsoft as its exclusive Windows Phone partner couldn’t reverse the decline.

So while I’m not yet rich, I am wealthy. I now have income generated from assets each month that fully cover my monthly expenses. If I want to increase my expenses, I first must increase my cash flow to maintain this level of wealth. Also note that it is at this point that I’m no longer dependent on my wages. I have focused on, and been successful in, building an asset column that has made me financially independent. If I quit my job today, I would be able to cover my monthly expenses with the cash flow from my assets.

The best time to put together an asset protection strategy is at the same time you are putting together your tax strategy.

A lesson to Russia & other Countries ...America runs the MEDIA field. America owns 90% of Broadcasting platforms in the world. Meaning that, like in any relationship, when they Break-Up with you, they take their assets with them. It's time to build YOUR OWN.

More than half the workforce today can be considered “knowledge workers”—professionals for whom knowledge is their most valuable asset, and who spend a majority of their time managing large amounts of information