Building 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...

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.

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.

Build intangible assets alongside tangible financial assets in leadership.

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.

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.

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.

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.

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.

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

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.    

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.

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!

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

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.

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.

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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.

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.

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.

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.

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.

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.

Anyone who has taken up the responsibility to lead a team can be successful only if he is sufficiently independent, powerful and influential in his own right to become a person to reckon with. This is perhaps also the path to individual satisfaction in life, for freedom with responsibility is the only sound basis for personal happiness. What can one do to strengthen personal freedom?... First, by building your own education and skills. Knowledge is a tangible asset…The second way is to develop a passion for personal responsibility.

Anyone who has taken up the responsibility to lead a team can be successful only if he is sufficiently independent, powerful and influential in his own right to become a person to reckon with. This is perhaps also the path to individual satisfaction in life, for freedom with responsibility is the only sound basis for personal happiness. What can one do to strengthen personal freedom?... First, by building your own education and skills. Knowledge is a tangible asset…The second way is to develop a passion for personal responsibility

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.

We suggest that Tribal Leaders ask the question, “What do we have a knack for doing better than anyone else?” This question will often reveal core assets. COACHING TIP: Ask outsiders what your tribe’s core assets are. Since core assets, almost by definition, are hard to see, outsiders can often see them more easily. Tribal Leaders often bring in outside experts for their perspective—not just as experts but as people with a different perspective.

Keep expenses low, reduce liabilities, and diligently build a base of solid assets. For young people who have not yet left home, it is important for parents to teach them the difference between an asset and a liability. Get them to start building a solid asset column before they leave home, get married, buy a house, have kids, and get stuck in a risky financial position, clinging to a job, and buying everything on credit. I see so many young couples who get married and trap themselves into a lifestyle that will not let them get out of debt for most of their working years.

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.

To deepen alignment across specialties, the Apple organizational structure was very different from that of most other firms. There were no product divisions that were their own profit centers. “We run one P&L for the company,” said operations head Tim Cook (who became CEO after Jobs’s death).8 Thus, divisions did not compete against each other for customers or worry about "cannibalization.” This proved a huge competitive advantage when Apple introduced the iPod and iTunes. Rival Sony, rich in assets that could have given Apple a run for its money, was undermined by their organization structure, which was divided into profit centers that drove focus on product lines but hampered collaboration across these lines. Sony’s music division and their consumer electronics division were never able to successfully join forces to compete against Apple. Conversely, at Apple, all departments could celebrate a sale, whether a consumer chose to download music through their iPod or iPhone, or send emails using an iPad or MacBook.

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

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.

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

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.

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.

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

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

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

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.

Collectively you and your coworkers now control your company. You’re more like citizens of a community than owners. You just have to pay a tax on its capital assets (the building and the land it’s on, machinery, and so forth), in effect renting it from society as a whole. (To preserve the value of the capital stock in your care, a depreciation fund must be set up for repairs and improvements.)10 Your tax goes into a public fund, which invests in new endeavors. More about that later. But the tax you pay also solves the problem of different production processes having

If Cole successfully analyzes an opportunity for the hedge fund and it invests slightly more effectively, that will be a win for the fund’s managers and its investors. But there will very likely be an equivalent loss on the other side of the investment (whoever sold it to them makes out slightly less well for having undervalued the asset). It’s not clear what the macroeconomic benefit is, unless you either favor the hedge fund’s investors over others or have a very abstract view toward capital markets working efficiently.

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.

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.

Limitation #4 – Specified Service Businesses Businesses that are in the accounting, legal, health, performing arts, actuarial, athletic, consulting, financial services and brokerage services do not qualify for the 20% pass-through business deduction unless the taxable income of the owner is less than $315,000 ($157,500 for single individuals). This limitation also applies to any business whose principal asset is the skill or reputation of one of the employees or owners, such as an independent contractor

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.

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

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.

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

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.

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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.

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.

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.

It’s easy to fall into the trap of thinking competition is your worst enemy. But as you’ve read, it can be one of your greatest assets. You can build businesses out of competitors’ weaknesses. They’re also a gold mine of valuable data and can be used to create trust with your prospects and respect in your industry. So the next time you’re wondering how to beat the competition, remember what Michael Corleone said: “Keep your friends close and your enemies closer.” It’s advice worth keeping in mind.

That is the biggest differentiator. Even today, with all the acquisitions being done in the asset management business, most of them are just consolidation plays. Our acquisitions were based on growth and building deeper relationships with our clients.

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.

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

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.

Olsen set out to make his dream a reality. He raised $5 million, partially with tokens, to launch a startup called Lykke, whose mission, he says, is to “build a matching engine that can offer a fair market price across any digital coin, whatever its nature.” Confident that the scaling problems of blockchains will be resolved one way or another, he is convinced that open data and middleman-free blockchain-based asset markets will trend toward zero transaction costs for cross-trading in all securitized digital assets.

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.

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.

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

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 Target Company Had to Be Distressed Koch was only interested in buying companies or assets that had fallen on hard times. Part of the logic behind this was simple: distressed companies were cheaper. They could be purchased at a discount. But the company had to be distressed in the right kind of way. Ideally, the firm should to be distressed because of managerial negligence or poor decision-making. That way, Koch could reverse the poor strategies when it was the owner. The goal was to improve operations and profits at the distressed firm to boost its value. When that happened, Koch could hold on to its new profit-making machine or sell it. 2. The Deal Had to Be a Long-Term Play Koch wasn’t looking to buy and flip companies. The deal needed to make sense over the five-, ten-, or even twenty-year time frame. This played to Koch’s advantage as a private firm. It could hold an asset through the stormy weather of commodities cycles, improving the underlying investments along the way until they were worth much more. This long-term strategy would open the door to a raft of acquisitions that other firms would not consider. Publicly traded firms, and even private hedge funds, looked for deals that showed a return within one to two years. Koch would face far less competition for the deals that paid off over many years later. 3. The Target Company Had to Fit with Koch’s Core Capabilities In the new era, Koch would stick to its knitting. It would expand into new industries only if the new line of business closely resembled something Koch already did. If Koch didn’t know how to do a certain business process better than its competitors, then it would stay out of that business. New acquisitions had to build on Koch’s expertise and had to branch out from the company’s current strength.

To keep things moving up and to the right, Charles Koch had an unwavering philosophy about debt. He was rigid in his belief that debt should be kept as low as possible so that interest payments didn’t eat up Koch’s cash. The reasons for this were strategic. Every downturn brought opportunities for companies that were prepared. Downturns weakened competitors and made them ripe for takeover. Downturns made assets cheaper to buy. For this reason, Markel and his team were discouraged from borrowing large sums even if banks were more than willing to lend it. “It was really based upon kind of looking forward to opportunities,” Markel recalled. “The reason you like to build up cash and not have a lot of debt is so that you can capture opportunities that you couldn’t capture if you were fully loaded in debt and had no cash.

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.

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

An agent is a combination of data known about the actors in a request. This typically consists of a user (also known as the subject), a device (an asset used by the subject to make the request), and an application (web app, mobile app, API endpoint, etc.). Traditionally, these entities have been authorized separately, but zero trust networks recognize that policy is best captured as a combination of all participants in a request. By authorizing the entire context of a request, the impact of credential theft is greatly mitigated.

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This why most successful families favor very long-term investments in very illiquid assets. Typically, this is a

the last stage of a bear market "is caused by distress selling of sound securities, regardless of their value, by those who must find a cash market for at least a portion of their assets." The market player who avoids being invested near the top of bull markets-where he can really get hurt in a panic crash-and plays the short side in bear markets can be in the position to take advantage of such distress selling. You might miss the last 10 or even 20% of the gains to be made near bull market tops (while making T-bill yields), but you'll definitely still have your capital when the time comes to buy value with tremendous upside potential and almost no downside risk. In my view, the way to build wealth is to preserve capital, make consistent profits, and wait patiently for the right opportunity to make extraordinary gains.

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.

Real estate investors can accelerate their wealth building much faster than with other assets, such as stocks, bonds, and tax-deferred retirement funds.

Recent research suggests that “quality of management” is becoming an increasingly important factor in investor decisions. This may be because investors believe that a company that has a strong and predictable leadership pipeline is more likely to be able to generate sustained earnings growth. For this reason, a company’s “leadership brand” can be a very valuable asset in today’s investment community.

building the assets of your business.

Teachers are the architects of a Nation. They build characters, construct personalities and strengthen spirits in learners who become National Assets of tomorrow.

Keep expenses low, reduce liabilities, and diligently build a base of solid assets.

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.

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