Building Partnerships Quotes

The act of reading is a partnership. The author builds a house, but the reader makes it a home.

Never invest in any kind of relationship with anyone who is not willing to work on themselves just a little every day. A person who takes no interest in any form of self-improvement, personal development or spiritual growth will also not be inclined to make much of an effort building a truly meaningful connection with you. A relationship with only one partner willing to do the work ceases to be a relationship. And as anyone who has been there will tell you - it's pointless to try and dance the tango solo.

The story isn't mine to change anymore. Maybe it belonged to me at first, but now it belongs to you. And to everyone else who's ever read it. The act of reading is a partnership. The author builds a house, but the reader makes it a home.

All good partnerships ought to require both people to take turns being the damsel, like a team-building exercise.

Vulnerability creates unimaginable space to build each other up, as much as it creates ample room to tear each other down.

When you were making excuses someone else was making enterprise.

When a woman allows a man to enter her he is either giving or taking vital energy. A man can only share vital energy if he possesses it. A man’s vitality lies in his inner work and reservation of his semen emissions, which contains vital energy, life force. Avoiding overly frequent ejaculations is key. Building your storehouse of vital energy takes maturity and discipline.

Sometimes, a person isn’t looking to increase their lifestyle, status or ego when they fall in love. Sometimes, they just want that special someone that is just like them. The one person that truly understands how they suffer because they have gone through it too. They want to wake up beside someone that knows their trials intimately. They want a teammate that doesn’t say they get it, but someone who knows it, lived it and survived it. They have been looking for that person their entire life because they feel alone and misunderstood. They are tired of people telling them not to care about other people, when that is not who God designed them to be. The depth of their soul can’t be reached by their partner standing at the top looking down. They want to come home to their “own kind”--the person that has run the same dark corridors they have traveled in their mind. They want to build a life with someone that would never break their heart, push them away or give up on them. They don’t want the person that has to win. They want the rescuer that has been to the fearful boundaries of their heart, but knows the way back to life. When they meet this person they will never forget them because they will come into their life with all the fire they possess and never leave their soul.

Love should be a partnership that builds you up and frees you to be the person you’re meant to be

Nothing man made was perfect. A partnership wasn't about being beautiful and adored...it was about incorporating the mistakes into the architecture and continuing to build something beautiful. Together.

Biblical community, then, incorporates this idea of an active partnership in the promotion of the gospel and the building up of believers.

Success attracts success to build strong partnerships for more successful ventures whilst failure attracts failure to have more pity parties.

The intricate networks of ecosystems teach us the importance of building strong supply chains and partnerships.

What undercuts the power of women’s anger in the end is not the melancholy that Butler charts, but material realities — economics, not psychology. While Em fantasizes about the possibility of Afro- and Euro-Jamaican women building partnerships to work for each other, she seems to understand that she has no concrete possibilities for realizing this fantasy in 1920s Jamaica.

There is nothing called as Mr. Right. We do not find the right relationship. Instead of finding the right partner, if we focus on building the right partnerships things would be much better....

Finally, note that strong partnerships are often based on contrasting rather than coinciding strengths, so you’ll want to avoid the comfortable trap of seeking someone too similar to yourself. In Plato’s Republic, guards were taught by poets. Views contrary to your own are always helpful, as sometimes you will see truth in them and effect change, and, if not, you will be stress-testing and ultimately strengthening your own convictions.

Intelligence agencies have learned more than most the lesson that strong partnerships add value. And they know the time it takes to build the necessary reputation for trustworthiness in handling other people’s confidences.

Everyone you work with, in order to achieve a goal, must have something to lose if it is not realised and something to gain if it is realised. These are the people that are going to stick around you through thick and thin until the job is done.

Thompson announced that Yahoo was going to sue Facebook over patent infringement. The move deeply embarrassed both the engineers at Yahoo, who thought that kind of behavior was for trolls, and the media people at Yahoo who depended on traffic partnerships with Facebook to build audiences.

It is hoped that when the time comes for American and West Indian Africans to settle in Africa, they will realize their responsibility and their duty. It will not be to go to Africa for the purpose of exercising an over-lordship over the natives, but it shall be the purpose of the Universal Negro Improvement Association[ii] to have established in Africa that brotherly cooperation which make the interest of the African native and the American and West Indian African one and the same, that is to say, we shall enter into a common partnership to build up Africa in the interest of our race.

To generate an enduring peace, we will each have to continue to make progress as Christ conscious leaders, becoming increasingly aware of our unity with others and expanding our ability to receive Divine Love and be a vehicle for Divine Love. We will each have to detach from any impediments in our tribes, our families, and our own self-will that deter us from a commitment to fulfill God’s purpose in our lives, to do our work, and to continue our lifelong transformation as Christ conscious leaders. And we will have to come to realize that, in partnership with the Eternal Absolute, we each have the power – and the calling – to build the kingdom of God on earth.

Up until the end of the 16th century, even global trading outfits like the Levant Company were guilds or partnerships, whose members pooled their resources that none could accomplish in isolation. But then, on the September 24, 1599, in a half-timbered building off Moorgate Fields, not far from where Shakespeare was struggling to complete Hamlet, something momentous happened. A company was founded whose ownership was cut up into tiny pieces to be bought and sold freely and anonymously, like pieces of silver. Once could own a piece of the company without being involved of it, indeed without even telling anyone. The first global joint-stock company was thus born, undoubtly Tudor England’s most revolutionary invention. Its name? The East India Company.

Ireland, like Ukraine, is a largely rural country which suffers from its proximity to a more powerful industrialised neighbour. Ireland’s contribution to the history of tractors is the genius engineer Harry Ferguson, who was born in 1884, near Belfast. Ferguson was a clever and mischievous man, who also had a passion for aviation. It is said that he was the first man in Great Britain to build and fly his own aircraft in 1909. But he soon came to believe that improving efficiency of food production would be his unique service to mankind. Harry Ferguson’s first two-furrow plough was attached to the chassis of the Ford Model T car converted into a tractor, aptly named Eros. This plough was mounted on the rear of the tractor, and through ingenious use of balance springs it could be raised or lowered by the driver using a lever beside his seat. Ford, meanwhile, was developing its own tractors. The Ferguson design was more advanced, and made use of hydraulic linkage, but Ferguson knew that despite his engineering genius, he could not achieve his dream on his own. He needed a larger company to produce his design. So he made an informal agreement with Henry Ford, sealed only by a handshake. This Ford-Ferguson partnership gave to the world a new type of Fordson tractor far superior to any that had been known before, and the precursor of all modern-type tractors. However, this agreement by a handshake collapsed in 1947 when Henry Ford II took over the empire of his father, and started to produce a new Ford 8N tractor, using the Ferguson system. Ferguson’s open and cheerful nature was no match for the ruthless mentality of the American businessman. The matter was decided in court in 1951. Ferguson claimed $240 million, but was awarded only $9.25 million. Undaunted in spirit, Ferguson had a new idea. He approached the Standard Motor Company at Coventry with a plan, to adapt the Vanguard car for use as tractor. But this design had to be modified, because petrol was still rationed in the post-war period. The biggest challenge for Ferguson was the move from petrol-driven to diesel-driven engines and his success gave rise to the famous TE-20, of which more than half a million were built in the UK. Ferguson will be remembered for bringing together two great engineering stories of our time, the tractor and the family car, agriculture and transport, both of which have contributed so richly to the well-being of mankind.

She wanted to lunge for him then. In that moment Sheila wanted to charge her whole self into his body, pull out a tibia or a femur and squeeze its proteins to dust. She felt like she had more strength concentrated in every muscle than she'd ever had in her life, and her joints were shifting around inside of her , her cells were multiplying, like the real living organism she supposed she had been all long, but also - and this was the strange thing - she felt helpless, she felt drained of every available energy, like all of this velocity building in her was a product of what he had given her and what she had done with it. She remembered Mr. Zorn, her sophomore-year physics teacher, stepping back from the chalkboard in admiration of an equation he had just written, saying how beautiful it was, how perfectly and essentially balanced, and Sheila had rolled her eyes sitting at her desk at how pathetic this had sounded, how devoid of beauty Mr. Zorn's life must have truly been for him to even think to say something so insane, but now she felt the weight of this truth sting in her somewhere. She and Peter had built this, they had built it together - that's where the velocity came from, that's where the force of the thing came from - and to remove one of the variables from the equation was to leave it unbalanced, and she was not going to let this happen.

Nurture parent-teacher relationships. When students feel that parents are talking negatively about their teacher, it undermines that critical relationship, akin to the acrimonious divorce of parents, notes Suniya Luthar. Students learn best from teachers they feel close to, and teachers play an essential role in buffering against achievement stress. Show respect and appreciation when you speak about or interact with their teachers. Actively build a partnership with educators so that a child can be best supported. “Replace” yourself. Consider creating your own council of parents. Value and appreciate the adults in your children’s lives. Guard that time so that they can enjoy a wider safety net of support. You might even make it formal, as some parents I interviewed did, by creating a master sheet of phone numbers and meeting together as a group. Encourage gratitude. Help children to get into the habit of telling others explicitly why they matter. You might adopt a regular gratitude practice at home, like “the one thing I love about the birthday person.” Teach kids how to think gratefully. Point out when someone goes out of their way to find a present for them, or when they do something kind that makes your child’s life better. Researchers find gratitude is the glue that binds relationships together.

As World War II was ending, the great engineer and public official Vannevar Bush argued that America’s innovation engine would require a three-way partnership of government, business, and academia. He was uniquely qualified to envision that triangle, because he had a foot in all three camps. He had been dean of engineering at MIT, a founder of Raytheon, and the chief government science administrator overseeing, among other projects, the building of the atom bomb.4 Bush’s recommendation was that government should not build big research labs of its own, as it had done with the atomic bomb project, but instead should fund research at universities and corporate labs. This government-business-university partnership produced the great innovations that propelled the U.S. economy in the postwar period, including transistors, microchips, computers, graphical user interfaces, GPS, lasers, the internet, and search engines.

We need leaders who can meet and adapt to new challenges, build strategic partnerships, build and sustain human capital organizations, and have the courage to act and react to the challenges

Leadership is like being a lady. If you have to tell people you are, you’re not.

We realized that what too often comes from a conventional user-centered innovation process, even in partnership with some of the greatest companies on earth, is unicorns: ideas that are beautiful to think about and highly interesting, but that will never appear in the marketplace or your backyard, because they’re conceived in blinkered isolation from the myriad of things that actually determine what makes it to market and what doesn’t.

•from taking a course or reading a book on world religions, to developing a friendship with a Muslim, Hindu or Buddhist person, to moving to a city in North Africa or South Asia in hopes of being a witness for Christ there •from becoming an advocate for immigrant rights, to getting involved in the diplomatic corps, to becoming a lawyer at the United Nations dedicated to getting countries to abide by the U.N. Declaration of Human Rights •from going on a short-term mission trip to reach children in a poor barrio, to supporting a child for forty dollars a month through World Vision or Compassion International, to becoming a social worker dedicated to serving children •from learning a language, to learning about people who don't have the Bible in their mother tongue, to becoming a linguist who translates the Bible •from dedicating thirty minutes per day to pray for the nations of the world, to building crosscultural friendships, to going to serve in a multicultural organization •from studying business at a university, to learning about microfinance, to engaging in business partnerships designed to create jobs for the poorer populations of the world •from taking a stand for an issue (advocating for free-trade coffee, opposing blood diamonds, opposing the manufacturing of "conflict minerals" for cell phones), to becoming an advocate for the people affected, to becoming an executive with a multinational corporation who brings the Christian value of dignity for the people affected by these issues You get the point. These are not issues that will be solved by a generous check. These are issues that can take our lifetimes.

He fits me without a flaw. At the beginning, I was apprehensive that he might swallow me whole and I’d disappear for having him. After the time spent together, I’m certain that Colton is the day to my night. And we both have the same value, power, control, individuality and independency. No one disappears. We are like an equinox. Just like the day moves into the night and then night into day, we both complete each other and build a partnership. We are two different entities co-existing superbly, letting each other be but never leaving each other’s side.

It might seem like an unlikely pairing, but APIs and BD have a critical relationship. APIs help speed up partnerships between two companies. They give developers the ability to grab functionality and/or build upon the platform, therefore making a partnership easier to execute.

Professor Craig Franklin of the University of Queensland mounted a crocodile research partnership with Steve. The idea was to fasten transmitters and data loggers on crocs to record their activity in their natural environment. But in order to place the transmitters, you had to catch the crocs first, and that’s where Steve’s expertise came in. Steve never felt more content than when he was with his family in the bush. “There’s nothing more valuable than human life, and this research will help protect both crocs and people,” he told us. The bush was where Steve felt most at home. It was where he was at his best. On that one trip, he caught thirty-three crocs in fourteen days. He wanted to do more. “I’d really like to have the capability of doing research on the ocean as well as in the rivers,” he told me. “I could do so much more for crocodiles and sharks if I had a purpose-built research vessel.” I could see where he was heading. I was not a big fan of boats. “I’m going to contact a company in Western Australia, in Perth,” he said. “I’m going to work on a custom-built research vessel.” As the wheels turned in his mind, he became more and more excited. “The sky’s the limit, mate,” he said. “We could help tiger sharks and learn why crocs go out to sea. There is no reason why we couldn’t help whales, too.” “Tell me how we can help whales,” I said, expecting to hear about a research project that he and Craig had in mind. “It will be great,” he said. “We’ll build a boat with an icebreaking hull. We’ll weld a can opener to the front, and join Sea Shepherd in Antarctica to stop those whaling boats in their tracks.” When we got back from our first trip to Cape York Peninsula with Craig Franklin, Steve immediately began drawing up plans for his boat. He wanted to make it as comfortable as possible. As he envisioned it, the boat would be somewhere between a hard-core scientific research vessel and a luxury cruiser. He designed three berths, a plasma screen television for the kids, and air-conditioned comfort below deck. He placed a big marlin board off the back, for Jet Skis, shark cages, or hauling out huge crocs. One feature that he was really adamant about was a helicopter pad. He designed the craft so that the helicopter could land on the top. Steve’s design plans went back and forth to Perth for months. “I want this boat’s primary function to be crocodile research and rescue work,” Steve said. “So I’m going to name her Croc One.” “Why don’t we call it For Sale instead?” I suggested. I’m not sure Steve saw the humor in that. Croc One was his baby. But for some reason, I felt tremendous trepidation about this boat. I attributed my feelings of concern to Bindi and Robert. Anytime you have kids on a boat, the rules change--no playing hide-and-seek, no walking on deck without a life jacket on. It made me uncomfortable to think about being two hundred miles out at sea with two young kids. We had had so many wild adventures together as a family that, ultimately, I had to trust Steve. But my support for Croc One was always, deep down, halfhearted at best. I couldn’t shake my feeling of foreboding about it.

Engineering, which until then had been concerned either with the construction of buildings, bridges, and other structures, or for military purposes arms manufacturing and fortification building, was now expanding to include new applications: machines and engines for mining, metallurgy and agriculture, allowing quick and efficient production. Interestingly, until about 1840, the inventors of early technologies were actually craftsmen; only toward the latter part of the 19th century did science become involved in industry, in a partnership that still goes on today.

Zuckerberg did admit to Andy Barr (R, KY-06) that China had put its programme to start a central bank digital currency into high gear specifically because of Libra — that Facebook had caused the problem they were now selling a solution to: As soon as we put out this white paper on Libra, what we saw was, in China, especially, they immediately kicked off this public-private partnership with some of their biggest companies in order to race to try to build a system like this quickly, a digital renminbi.

The most wonderful of all things in life is the discovery of another human being with whom one’s relationship has a growing depth, beauty and joy as the years increase. This inner progressiveness of love between two human beings is a most marvellous thing; it cannot be found by looking for it or by passionately wishing for it. It is a sort of divine accident, and the most wonderful of all things in life.

And I’m thinking of marrying a couple friends of mine, see.” I had to pause for a moment there. “Plural friends?” “Yeah, good business match it would be.We’ve been close since we were kids. “Perhaps my Nuryeven isn’t as good as I thought. When you say marry, you mean joining your households together and producing hiers, yes?” It wasn’t that the concept was alien to me, it’s just that I hadn’t expected such an arrangement to be commonplace in Nuryevet. Well, no, I’ll be honest, iots that I hadn’t spent even a blink of time thinking about their practices, and if you’d asked me at that time I probably would have told you that all Nuryevens lumber along like they're made of stone. Not a drop of hot blood in their bodies and no interest whatsoever in romance, and that they acquired children by filing paperwork in quintuplicate and being assigned one by an advocate. My new friend Ilias said, “Iy that’s right, though I don't think that Anya and Micket will care to manage it themselves. Heirs are cheap though. You can scrape together half a dozen of them right off the street. So longs you've got flxible standards” I shook my head, “Is this a common thing in these parts?” “Ey? Oh, iy, common enough. I’ve seen marriages with more partners than that.” He pulled his chair to face me fully. “The Oomack only ever have two partner marriages, did you know that? And it's not about business. They don't even seem to care about their assets at all!” “Well, no, the Oomack marry for love and sex.” “Is that right? That seems messy. Lots of feelings involved if you combine sex and business.” Ilias had certain opinions, shall we say which may have not been representative of the general Nuryeven philosophy. Marriage here is a great amalgamation of every kind legal partnership. They get married when they are going into business together. They get married when they want to own property jointly. They get married when they're in love. Some of these arrangements do involve a physical element or the biological production of heirs, as they do elsewhere. Some, as Ilia mentioned before, simply involve formally adopting half a dozen heirs off the street. Some are a mere legal formality. Like many things in Nuryevet , you can do as you please so long as you’ve got your paperwork in order. I didn’t quite understand all this at the time. It took me a while to glean the intricacies of it, or rather, the lack of intricacies. At the time, I only asked Ilia if he had a separate lover. “Not right now. I hire a private contractor for that.” “A prostitute you mean??” “No, a contractor. Prostitutes are, well you’re foreign, you wouldn't know. We don't have those here. Prostitutes just stand on the street and don't have a license or pay taxes, right? They juits have sex with whoever in an ally.” “Oh… some of them, in some places. In other places.” I waved vaguely, “ higher status.” “Meaning what?” “Meaning they’re more expensive. Meaning they do other things besides the act. In some places they're priests and priestesses. In some places they're popular society figures with property and businesses, patrons of the arts and so forth.” “Here you hire one of them like you’d hire a doctor or a tailor or someone to build a house for you, and you wouldn’t graba just anybody off the street for that would you. They show you their l;icence and you sign a contract together and so on. It's a good system.” “What about those who don't have a licence?” “Arrested! Just like a doctor practicing without a license would be.

Forced teaming is done in many contexts for many reasons, but when applied by a stranger to a woman in a vulnerable situation (such as alone in a remote or unpopulated area), it is always inappropriate. It is not about partnership or coincidence—it is about establishing rapport, and that may or may not be all right, depending on why someone seeks rapport. Generally speaking, rapport-building has a far better reputation than it deserves. It is perceived as admirable when in fact it is almost always done for self-serving reasons. Even though the reasons most people seek rapport aren’t sinister, such as pleasantly conversing with someone you’ve just met at a party, that doesn’t mean a woman must participate with every stranger who approaches her. Perhaps the most admirable reason to seek rapport would be to put someone at ease, but if that is a stranger’s entire intent, a far simpler way is to just leave the woman alone.

The best way to keep superstars happy is to challenge them and make sure they are constantly learning. Give them new opportunities, even when it is sometimes more work than seems feasible for one person to do. Figure out what the next job for them will be. Build an intellectual partnership with them. Find them mentors from outside your team or organization—people who have even more to offer than you do. But make sure you don’t get too dependent on them; ask them to teach others on the team to do their job, because they won’t stay in their existing role for long. I often thought of these people as shooting stars—my team and I were lucky to have them in our orbit for a little while, but trying to hold them there was futile.

the quality of customer experience a partner delivers is the single most important criteria in our selection process—we simply won’t build a partnership with any company that does not share our passion for serving customers.

Two partners that I chose for one little phase of my life had the following rule: They created a little design/build construction team, and they sat down and said, two-man partnership, divide everything equally, here’s the rule; “Whenever we’re behind in our commitments to other people, we will both work 14 hours a day until we’re caught up.” Well, needless to say, that firm didn’t fail. The people died rich. It’s such a simple idea.

My central belief, though, is that men are made to protect the territory assigned to them and to assure that everything within that territory fulfills its God-ordained purpose. This is what manhood is designed for. This is how a man fulfills his purpose. His decision to “own” his field moves both the best that is within him and the best that God has to offer into that partnership I call Great Manhood.

Before building any relationship, think on how your partner could be the best companion to you in achieving your life’s earnest goals

Her relationships were more about shared memories and common values than about strategic partnerships to help each other succeed. That one killed me. I’d ask why we were getting together with so-and-so and she’d say something about how they hadn’t seen each other in a long time and one time they’d stayed up all night smoking cigarettes on the lawn and talking about boys. I had no mental category for that kind of friendship. I wasn’t sure how that kind of friendship profited anybody anything. What were they trying to build? Who were they trying to beat? What were the rules of the game, and how were they going to win? These are the questions in life that matter, right? “Staying up all night smoking cigarettes and talking about boys seems to me a waste of time,” I said sweetly. Betsy rolled her eyes. “Sometimes the real bonding happens in conversations about nothing, Don,” she said. “Sometimes being willing to talk about nothing shows how much we want to be with each other. And that’s a powerful thing.” She might be right. I’m unwilling to say at this point. God knows I’m not staying up all night to sit on a lawn and talk about nothing. Betsy said if we have children I’ll do it and I suppose I will. It’s funny what happens to you when part of your heart gets born inside somebody else. I trust I’ll do the crazy things parents do and they won’t seem crazy.

As an Asian American woman within black radical circles, Grace surely was anomalous, but this raised no significant concerns or barriers to her participation in various black organizations, struggles, and movements. While she never attempted to conceal her ethnic identity, Grace developed a political identity as a black movement activist—that is, an activist based in a black community and operating within black movements. Living with Jimmy in a black community in the 1950s and immersing herself in the social and political worlds of black Detroit, she solidified this political identity through her activism. By the early 1960s she was firmly situated within a network of activists building organizations, staging protests, and engaging in a range of grassroots political initiatives. By mid-decade, when the Black Power movement emerged, Grace was a fixture within black radical politics in Detroit and widely known in movement circles nationally. Together, Jimmy and Grace helped to build a vibrant local black protest community in Detroit, the city that served not only as their home and political base, but also as a catalyst for new ideas about social change. They formulated their theories through grassroots activism in the context of—and at times directly in response to—the tremendous urban transformation experienced by the Motor City during the decades following World War II. Alongside their local efforts, the couple forged an ever-widening network of activists, artists, and intellectuals across the country, engaging multiple spaces of black activist politics. A diverse group of younger black activists from Detroit and across the country visited their eastside Detroit home—“ the Boggses’ University,” as one of them labeled it. 2 Each received theoretical training, political education, and a sense of historical continuity between past and future struggles. Through their extraordinary partnership James and Grace Lee Boggs built several organizations, undertook innumerable local activist initiatives, produced an array of theoretical and political writings, and mentored a generation of activists.

Persson did not create Minecraft because he wanted to create a billion-dollar company; he loved video games and kept his day job while developing it. When the game soared in popularity, he started a company, Mojang, with some of the profits, but kept it small, with just 12 employees. Even with zero dollars spent on marketing and no user instructions, Minecraft grew exponentially, flying past the 100 million registered user mark in 2014 based largely on word of mouth.2 Players shared user-generated extras like modifications (“mods”) and custom maps with each other, and the game caught on not only with children but their parents and even educators. Still, Persson avoided the valuation game, refusing an investment offer from former Facebook president Sean Parker. Finally, he and his co-founders sold Mojang to Microsoft for $2.5 billion, a fortune built on one man’s focus on creating something that people loved.3 On the other end of the spectrum is Zynga, one of the fastest startups ever to reach a $1 billion valuation.4 The social game developer had its first hit in 2009 with FarmVille. Next came Zynga’s partnership with Facebook that turned into a growth engine. The company began trading on the NASDAQ in December 2011 and had 253 million active users per month as late as the first quarter of 2013.5 Then the relationship with Facebook ended and the wheels started coming off. Flush with IPO cash, Zynga started exhibiting all the symptoms of ego-driven, grow-at-any-cost syndrome. They moved into a $228 million headquarters in San Francisco. They began hastily acquiring companies like NaturalMotion, Newtoy, and Area/Code. They infuriated customers by launching new games without sufficient testing and filling them with scripts that signed players up for unwanted subscriptions and services. When customer outrage went viral, instead of focusing on building better products, Zynga hired a behavioral psychologist to try to trick customers into loving its games.6 In a 2009 speech at Startup@Berkeley, CEO Mark Pincus said, “I funded [Zynga] myself but I did every horrible thing in the book to just get revenues right away. I mean, we gave our users poker chips if they downloaded this Zwinky toolbar, which . . . I downloaded it once — I couldn’t get rid of it. We did anything possible just to just get revenues so that we could grow and be a real business.”7 By the spring of 2016, Zynga had laid off about 18 percent of its workforce and its share price had declined from $14.50 in 2012 to about $2.50.

During NASA’s first fifty years the agency’s accomplishments were admired globally. Democratic and Republican leaders were generally bipartisan on the future of American spaceflight. The blueprint for the twenty-first century called for sustaining the International Space Station and its fifteen-nation partnership until at least 2020, and for building the space shuttle’s heavy-lift rocket and deep spacecraft successor to enable astronauts to fly beyond the friendly confines of low earth orbit for the first time since Apollo. That deep space ship would fly them again around the moon, then farther out to our solar system’s LaGrange points, and then deeper into space for rendezvous with asteroids and comets, learning how to deal with radiation and other deep space hazards before reaching for Mars or landings on Saturn’s moons. It was the clearest, most reasonable and best cost-achievable goal that NASA had been given since President John F. Kennedy’s historic decision to land astronauts on the lunar surface. Then Barack Obama was elected president. The promising new chief executive gave NASA short shrift, turning the agency’s future over to middle-level bureaucrats with no dreams or vision, bent on slashing existing human spaceflight plans that had their genesis in the Kennedy, Johnson, Nixon, Ford, Carter, Reagan, Bush, Clinton, and Bush White Houses. From the starting gate, Mr. Obama’s uncaring space team rolled the dice. First they set up a presidential commission designed to find without question we couldn’t afford the already-established spaceflight plans. Thirty to sixty thousand highly skilled jobs went on the chopping block with space towns coast to coast facing 12 percent unemployment. $9.4 billion already spent on heavy-lift rockets and deep space ships was unashamedly flushed down America’s toilet. The fifty-year dream of new frontiers was replaced with the shortsighted obligations of party politics. As 2011 dawned, NASA, one of America’s great science agencies, was effectively defunct. While Congress has so far prohibited the total cancellation of the space agency’s plans to once again fly astronauts beyond low earth orbit, Obama space operatives have systematically used bureaucratic tricks to slow roll them to a crawl. Congress holds the purse strings and spent most of 2010 saying, “Wait just a minute.” Thousands of highly skilled jobs across the economic spectrum have been lost while hundreds of billions in “stimulus” have been spent. As of this writing only Congress can stop the NASA killing. Florida’s senior U.S. Senator Bill Nelson, a Democrat, a former spaceflyer himself, is leading the fight to keep Obama space advisors from walking away from fifty years of national investment, from throwing the final spade of dirt on the memory of some of America’s most admired heroes. Congressional committees have heard from expert after expert that Mr. Obama’s proposal would be devastating. Placing America’s future in space in the hands of the Russians and inexperienced commercial operatives is foolhardy. Space legend John Glenn, a retired Democratic Senator from Ohio, told president Obama that “Retiring the space shuttles before the country has another space ship is folly. It could leave Americans stranded on the International Space Station with only a Russian spacecraft, if working, to get them off.” And Neil Armstrong testified before the Senate’s Commerce, Science & Transportation Committee that “With regard to President Obama’s 2010 plan, I have yet to find a person in NASA, the Defense Department, the Air Force, the National Academies, industry, or academia that had any knowledge of the plan prior to its announcement. Rumors abound that neither the NASA Administrator nor the President’s Science and Technology Advisor were knowledgeable about the plan. Lack of review normally guarantees that there will be overlooked requirements and unwelcome consequences. How could such a chain of events happen?

How to scale and enter the risen path was largely unknown. It all might begin in darkness, but it cast a shadow that, when viewed from the ground, was too bleak. Demolition was once a question not of “whether, but when,” until one photographer spent a year on the trail documenting what was there. 4 The scenes were “hallucinatory”—wildflowers, Queen Anne’s lace, irises, and grasses wafted next to hardwood ailanthus trees that bolted up from the soil on railroad tracks, on which rust had accumulated over the decades. 5 Steel played willing host to an exuberant, spontaneous garden that showed fealty to its unusual roots. Tulips shared the soilbed with a single pine tree outfitted with lights for the winter holidays, planted outside of a building window that opened onto the iron-bottomed greenway with views of the Hudson River and the Statue of Liberty to the left and traffic, buildings, and Tenth Avenue to the right. 6 Wading through waist-high Queen Anne’s lace was like seeing “another world right in the middle of Manhattan.” 7 The scene was a kind of wildering, the German idea of ortsbewüstung, an ongoing sense of nature reclaiming its ground. 8 “You think of hidden things as small. That is how they stay hidden. But this hidden thing was huge. A huge space in New York City that had somehow escaped everybody’s notice,” said Joshua David, who cofounded a nonprofit organization with Robert Hammonds to save the railroad. 9 They called it the High Line. “It was beautiful refuse, which is kind of a scary thing because you find yourself looking forward and looking backwards at the same time,” architect Liz Diller told me in our conversation about the conversion of the tracks into a public space, done in a partnership with her architectural firm, Diller Scofidio + Renfro, and James Corner, Principal of Field Operations, and Dutch planting designer Piet Oudolf. Other architectural plans proposed turning the High Line into a “Street in the Air” with biking, art galleries, and restaurants, but their team “saw that the ruinous state was really alive.” Joel Sternfeld, the “poet-keeper” of the walkway, put the High Line’s resonance best: “It’s more of a path than a park. And more of a Path than a path.” 10

The modern general partnership (GP) needs a team of executives who can execute on the following seven core requirements: 1. RAINMAKING: A nose for new deals, and how to find them. 2. DEAL ANALYSIS AND EXECUTION: Ability to value a company and buy it for a sensible price on sensible terms, including arrangement of a sensible level of debt to support the acquisition structure. 3. IMPROVING THE PORTFOLIO COMPANY: Knowing how to help management make their companies great, not just good. 4. SELLING THE PORTFOLIO COMPANY: Recognising when it is time to sell and knowing how to achieve a fair price. 5. MANAGEMENT OF THE GP: Managing project teams, coaching junior staff and leading by example. 6. SERVICING THE INVESTORS: Not only with profits but also timely and accurate information and building strong relationships. 7. FUNDRAISING: Being able to present the case for why investors should entrust you to do a great job with their savings. Building this trust over many years is essential.

None of this matters. I mean, those people—that man and his kids who you just fed—they matter, but no one cares about them. Those kids ar the future if they don't starve to death. But if they manage to grow up, what kind of men will they be?' 'That's what Earthseed was about,' I said. 'I wanted us to understand what we could be, what we could do. I wanted to give us a focus, a goal, something big enough, complex enough, difficult enough, and in the end, radical enough to make us become more than we ever have been. We keep falling into the same ditches, you know? I mean, we learn more and more about the physical universe, more about our own bodies, more technology, but somehow, down through history, we go on building empires of one kind or another, then destroying them in one way or another. We go on having stupid wars that we justify and get passionate about, but in the end, all they do is kill huge numbers of people, maim others, impoverish still more, spread disease and hunger, and set the stage for the next war. And when we look at all of that in history, we just shrug our shoulders and say, well, that's the way things are. That's the way things have always been.' 'It is,' Len said. 'It is,' I repeated. 'There seem to be solid biological reasons why we are the way we are. If there weren't, the cycles wouldn't keep replaying. The human species is a kind of animal, of course. But we can do something no other animal species has ever had the option to do. We can choose: We can go on building and destroying until we either destroy ourselves or destroy the ability of our world to sustain us. Or we can make something more of ourselves. We can grow up. We can leave the nest. We can fulfil the Destiny, make homes for ourselves among the stars, and become some combination of what we want to become and whatever our new environments challenge us to become. Our new worlds will remake us as we remake them. And some of the new people who emerge from all this will develop new ways to cope. They'll have to. That will break the old cycle, even if it's only to begin a new one, a different one. 'Earthseed is about preparing to fulfil the Destiny. It's about learning to live in partnership with one another in small communities, and at the same time, working out a sustainable partnership with our environment. It's about treating education and adaptability as the absolute essentials that they are. It's...' I glanced at Len, caught a little smile on her face, and wound down. 'It's about a lot more than that,' I said. 'But those are the bones.' 'Makes a strange sermon.' 'I know.

To lose your way is easy it’s finding your way back that’s difficult

Take for example a $100,000 account earning 10% a year. The total return will be about 7% higher when the gains are reinvested rather than harvested after a 5-year period. Not that impressive. However, after 10 years, the account that reinvests its gains (let’s call this account the Compounder) will produce 30% more than one that doesn’t reinvest. Then the “pulse quickening”3 results start to get going by year 15. Now the Compounder is doing roughly 70% better. Compounding is exponential, it builds momentum as it goes; after 20 years, the advantage widens to 125%. There is nothing more powerful. Spending away your gains will diminish your total return significantly; as investors, we allow our gains to pile up upon themselves as the primary driver of our wealth creation. We do it patiently

North West Piling is a family run professional business that covers the north west areas and beyond. North West Piling are specialists in Mini Piling and we are happy to pass on our experience in Piling and Ground work to clients which includes seamless communication, trust and hard work. North West Piling work in close partnership with structural engineers, architects, building control and building contractors to provide unmatched piling knowledge for commercial, domestic and industrial building projects.

We emphasize on building love long term partnerships. Majority of our stays come from connecting with our private network of clients through our partnership with their company. We have local teams of highly seasoned cleaners, maintenance guys and property managers ensuring the property is in tip top shape from the beginning to end of each visit. We give every guest the same perfect experience.

1.5.3 Action item: Law enforcement agencies should create opportunities in schools and communities for positive nonenforcement interactions with police. Agencies should also publicize the beneficial outcomes and images of positive, trust-building partnerships and initiatives.

Personal working relationships as well as sound processes matter in building lasting partnerships.

Keep them challenged (and figure out who’ll replace them when they move on) The best way to keep superstars happy is to challenge them and make sure they are constantly learning. Give them new opportunities, even when it is sometimes more work than seems feasible for one person to do. Figure out what the next job for them will be. Build an intellectual partnership with them. Find them mentors from outside your team or organization—people who have even more to offer than you do. But make sure you don’t get too dependent on them; ask them to teach others on the team to do their job, because they won’t stay in their existing role for long. I often thought of these people as shooting stars—my team and I were lucky to have them in our orbit for a little while, but trying to hold them there was futile.

KATHERINE ZAPPONE: I think Ann Louise and I are both on record disagreeing really with the strategy – and it was a strategy – to move for civil partnership legislation. I would have argued we felt we were moving into the twenty-first century. A lot of other countries started with civil partnership and then moved to marriage, but look, we have their history to learn from, why do we have to do it that way ourselves? Furthermore, once they get marriage, they get rid of civil partnership. It is the establishment of a discriminatory institution. So I mean, I think we both felt that very strongly, believed that, still think that. Obviously we saw very clearly how it unfolded, why it unfolded, whose interests were being pursued, and identifying that. At the same time I suppose I thought anyhow it would be counterproductive to be out there slamming it, so to speak, in terms of the overall importance of building the possibility of where we were going. I’m on record in the Seanad on the one hand making those statements in relation to it is a discriminatory institution, and on the other hand we have witnessed and we have been present for people’s civil partnerships – we do understand at a human level what that means to them. We also know, at least many of the people we’re aware of, that they would have waited – they decided for different reasons that they weren’t going to wait; they were going to do it; it meant something to them. All the while they were doing it within a very limited context. That should not have to be the case. Why do we have to do that? Because some politicians aren’t ready yet? Are you kidding me?

At no point will both of you feel like things are perfectly fair and equal. Someone will always be adjusting. Someone will always be sacrificing. One person may be up while the other is down; one might bear more of the financial pressures while the other handles caregiving and family obligations. Those choices and the stresses that go along with them are real. I’ve come to realize, though, that life happens in seasons. Your fulfillment—in love, family, and career—rarely happens all at once. In a strong partnership, both people will take their turns at compromise, building that shared sense of home together, there in the in-between.

Critics have said it cannot be done and yet the output of 6.5 million workers involved in the Build, Build, Build program has proved them wrong. Another misconception was that most projects are only situated in Metro Manila or are operated under the modality of public private partnership. This is far from the truth. In fact, less than five percent of the Build, Build, Build projects charge toll or operate under a concession agreement.

If you choose to try to make a life with another person, you will live by that choice. You'd find yourself having to choose again and again to remain rather than run. It helps if you enter into a committed relationship prepared to work, ready to be humbled and willing to accept and even enjoy living in that in-between space, bouncing between the poles of beautiful and horrible, sometimes in the span of a single conversation, sometimes over the course of years. And inside of that choice and those years you'll almost certainly come to see that there is no such thing as a 50-50 balance, instead it will be like beads on an abacus, sliding back and forth, the maths rarely tidy, the equation never quite solved. ....A relationship is dynamic this way, full of change always evolving. At no point will both of you feel like things are perfectly fair and equal, someone will always be adjusting, someone will always be sacrificing, one person may be up while the other is down. One might bear more of the financial pressures while the other bears caregiving and family obligations. Those choices and the stresses that go along with them are real. I've come to realized though that life happens in seasons. Your fulfillment in love, family and career rarely happens all at once. In a strong partnership both people will take turns at compromise building a shared sense of home together, there in the in-between, regardless of how wildly and deeply in love you are, you will be asked to onboard a lot of your partners foibles, you will be required to ignore all minor irritations and a few major ones too...

If you choose to try to make a life with another person, you will live by that choice. You'd find yourself having to choose again and again to remain rather than run. It helps if you enter into a committed relationship prepared to work, ready to be humbled and willing to accept and even enjoy living in that in-between space, bouncing between the poles of beautiful and horrible, sometimes in the span of a single conversation, sometimes over the course of years. And inside of that choice and those years you'll almost certainly come to see that there is no such thing as a 50-50 balance, instead it will be like beads on an abacus, sliding back and forth, the maths rarely tidy, the equation never quite solved. ....A relationship is dynamic this way, full of change always evolving. At no point will both of you feel like things are perfectly fair and equal, someone will always be adjusting, someone will always be sacrificing, one person may be up while the other is down. One might bear more of the financial pressures while the other bears caregiving and family obligations. Those choices and the stresses that go along with them are real. I've come to realized though that life happens in seasons. Your fulfillment in love, family and career rarely happens all at once. In a strong partnership both people will take turns at compromise building a shared sense of home together, there in the in-between, regardless of how wildly and deeply in love you are, you will be asked to onboard a lot of your partners foibles, you will be required to ignore all minor irritations and a few major ones too...

If you do think you’re ready to take money, then what exactly do you plan to use that money for? Do you need to build a prototype? Recruit a team? Research an idea? Get a patent? Petition local government? Fuel a partnership? Create a marketing campaign? What’s the minimum amount necessary to meet your needs now, and how much will you require later as those needs change?

this was completely contrary to our partnership agreement.

limited partner is limited to investing and has no say in the daily operation of the partnership.

...we might try to assuage our loneliness and fears by sleeping with partners we don't love or respect -- sometimes men who won't even remember our names -- as we use sex addictively to fill the emotional hole. But we never walk away from sex Scott free. Sex is more personal to us than to men, and there's a reason for that. The results of preliminary research suggests that when we have orgasms, our bodies release oxytocin, the same chemical that's produced during breast-feeding, and that heightens feelings of bonding. As [Niravi] Payne explains in The Language of Fertility, which is coauthored with Brenda Richardson, her work is based on research that validates thoughts and beliefs can affect functioning in cells, tissues and organs. In recent decades, scientists have learned that much of human perception is based not on information flowing into the brain from the external world, but on what the brain based on previous experience, expects to happen next. That means if we unconsciously believe that sex is "shameful" or something to be feared, that belief can be reflected in our reproductive organs by throwing our hormonal functioning, which regulates pregnancy, or in our immune system, which governs our ability to maintain a pregnancy, or even in our menstrual flow, which if malfunctioning can lead to fibroid tumors. Like all feelings, sexual feelings are energy, and when energy is suppressed, it builds and burst out in destructive ways. Clinical psychologist Darlene Powell Hopson has said she teaches her clients an invocation that in, part, she learned from fellow author Iyanla Vanzant: 'Dear God, I love you and being your child. You made me a sexual being and I want to experience closeness and fulfillment with my partner. My soul yearns for the pleasure and satisfaction of being spiritually and physically intimate with my partner....Please continue to remain with me and in me, forever.

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.

the person you give it to won’t have any say in what happens in the partnership.

Crowe accepted a job with Morrison-Knudsen at some point in April or May 1925. He would build three dams in five years for the partnership. After Guernsey came Van Giesen Dam outside Sacramento, finished in 1928 for the state of California, and Deadwood Dam in Idaho, another Reclamation project, in 1930. As always, he worked at breakneck speed, poring over the blueprints of the next dam even before he was finished with the present one.

Ask personally rather than rely on announcements—get the first date. Remember that you’re not looking for someone “to volunteer.” You’re looking for someone to commit as a volunteer for your cause. Develop strategic recruiting partnerships—build your network or a recruiting team. Don’t go it alone. Recruit short-term project teams. The more specific the time limit, the more people you’ll likely get to join you to help with a project. And short-term commitments might open the door to longer commitments. Assume that a “no” means “not now,” or “not this position.” Think of a “no” as an open door to listen carefully to the reasons behind the “no.” Develop roles and responsibilities or a position charter for each position. Don’t fill any position until you find the person who matches what you’re looking for.

Your "circle" should be about more than brunches, drink dates and get-togethers. Build a network that connects you to clients, patrons, potential partnerships, employers. We can't talk about strengthening our alliances if we don't use the resources or connects we have access to, to help someone in our professional and/or personal affiliations. If we can eat together, we can grow together. Stay encouraged beautiful people.

There was one company—I think it was eMoneyMail—that shut down the company at a conference basically saying that the Internet is not a safe place to conduct transactions. They had 25 percent fraud. So for every $4.00 changing hands in the system, $1.00 was stolen. And it was all coming out of their pocket. They said, "We lost a ton of money," and they just quit. Then, people like Citibank and other large financial institutions that also competed with us that understood the fraud thing very well—they knew from many years of practice that this was going to become a big problem—didn't really approach it with the same happy abandon that we did. We started with this, "Fraud is going to kill us. What can we do to save ourselves?" They started from, "We have no fraud. How can we build this and not let any more fraud in?" Which is the wrong position to start because you are limiting your users, and new users learning about a new system really don't want to be restricted. Livingston: Why do you think they thought that way? Levchin: I think there's a very strong power of default where, to them, certain behavior to solve a particular problem is well understood. There are people that make careers out of risk management in big banks. They know that what you do is this and you don't do that. The other part, I think, is that a lot of them are public companies. We didn't go public until we had the fraud thing figured out. Somebody like Citibank or anyone with a substantial public visibility announcing that they are suddenly bleeding out $10 million a month in fraud would send serious shocks through the investor base. But I think, even if they did that, it's likely they wouldn't have been successful because—we had talked to a lot of them both as a potential acquirer and as partnership potential—none of them had actually ever gone to the sort of stuff that we did for our anti-fraud work. The default of how you do these things is very powerful, if you've been in the industry for a long time. So we were sort of beneficiaries of our naïveté. We thought, "We don't know how to do this; let's just invent it.

if you are an HVAC equipment manufacturer, an online or software player would be an ideal choice as they would be well positioned to fill in the missing but critical capability of building the platform. They are an attractive potential collaborator. (Though, it is important to note that in such a scenario, partnering with an online player carries a risk of putting that player in a position to disintermediate you—so you would be wise to proceed with caution.) At the same time, you bring something important to the table, too: your equipment, which is essential to the value proposition. This makes the partnership feasible.

Your Trusted Source for High-Quality GC Sheets in Dindigul When it comes to sourcing top-notch GC sheets in Dindigul, one name stands out prominently - Shree Sivabalaaji Steels. Renowned for its commitment to quality and excellence, this company has established itself as a reliable supplier of galvanized corrugated (GC) sheets, catering to various industries and construction needs. At Shree Sivabalaaji Steels, quality is the cornerstone of their operations. They understand the significance of using superior-grade materials for construction and industrial purposes. GC sheets offered by the company are manufactured using advanced technology, ensuring durability, strength, and resistance to environmental factors. This ensures that the sheets maintain their integrity over time, even in harsh conditions. Variety is another feather in Shree Sivabalaaji Steels' cap. The company provides a wide range of GC sheet options to meet the diverse needs of its customers. Whether you require sheets of different thicknesses, sizes, or coatings, they have it all. This extensive selection empowers customers to choose the perfect GC sheets that align with their project requirements. One of the factors that set Shree Sivabalaaji Steels apart is their unwavering commitment to customer satisfaction. Their team of experienced professionals is always ready to assist clients in selecting the right type of GC sheets based on their specific needs. Whether it's for roofing, wall cladding, or any other application, customers can rely on their expertise to make informed decisions. Time efficiency and punctuality are the driving forces behind Shree Sivabalaaji Steels' operations. They understand that in the construction industry, timely delivery is of the essence. The company has implemented streamlined processes to ensure that customers receive their GC sheet orders on schedule, minimizing project delays and interruptions. Environmental consciousness is a key aspect of Shree Sivabalaaji Steels' philosophy. They recognize their responsibility towards sustainable practices and offer GC sheets that are manufactured using eco-friendly processes. This not only reflects their commitment to the environment but also resonates with customers who prioritize green building materials. Competitive pricing is yet another advantage that customers enjoy when partnering with Shree Sivabalaaji Steels. Despite offering high-quality GC sheets, the company maintains a pricing strategy that remains accessible and competitive. This affordability, coupled with the quality of their products, makes them a preferred choice among contractors, builders, and industries. In conclusion, for those seeking top-grade GC sheets in Dindigul, Shree Sivabalaaji Steels emerges as a reliable and customer-centric option. With their focus on quality, variety, expertise, punctuality, sustainability, and affordability, they have rightfully earned their reputation as a go-to supplier for GC sheets in the region. When you choose Shree Sivabalaaji Steels, you're not just purchasing construction materials; you're investing in a partnership that prioritizes your project's success.

Romantic partners or spouses who frequently, if not always, remember to consider each other in their decision-making each day are the kind of people who trust one another and who trust that their partnership or marriage will go the distance. And as we will discuss next, the quality of your relationship and its capacity for withstanding the ups and downs that adult life delivers will be influenced most greatly by the amount of trust you and your partner build and maintain with each other.

This never-ending process of learning, building, using, and refining in partnership with computers describes what I do,

The EU’s relationship with Russia remains an ambiguous one. While the military rivalry of the Cold War has largely gone, the uncertain nature of Russian democracy under Vladimir Putin in the new century has created new points of tension. The more aggressive stance taken in its diplomacy—not to mention its actions, including the annexation of Crimea in 2014—suggest that despite the continuing reliance on Russian energy sources for many EU states, there is almost no scope for building more enhanced links beyond the current Partnership and Cooperation Agreement. Indeed, the growing concerns about Russia as a security threat have tended to push the EU back towards a stance not so far from the one held during the Cold War: relatively low in trust, and focused more on the risks than any potential benefits. Until Putin leaves office that is unlikely to change.

And an Executive Business Review? An executive business review (EBR) should present information at a much higher level, with a focus on executive leadership. It is one of the most influential meetings you will have with your customer all year, yet it’s the one most organizations tend to forget. QBRs happen frequently, across the industry, but EBRs? Not so much. Less tactical and less operational than a QBR, an EBR is typically reserved for your customer’s executive leadership team because it’s a high-level review of the value your product is providing the customer. When you draft an EBR, you should be thinking along the lines of, Who is my stakeholder’s boss? How do I co-present to my stakeholder and their boss the value my product has offered and will continue to offer them? An EBR is a way to move up the value chain, promote your stakeholder’s brand inside their own company, and share wins with the executive leader. It’s a strategic meeting that should focus on reinforcing the value in your customer ROI. It should also validate the goals of the organization, because like you did with your QBRs, you’re building a partnership through open dialogue. The only difference is now you’re doing it at an executive level. EBRs should be scheduled twice a year. I typically recommend scheduling one at least three months before the customer’s renewal because if the meeting goes well, it may help move the renewal along faster. I have seen executives stop pushing on price when they’re negotiating terms, and I’ve even seen some CSMs contact a stakeholder’s executive directly to ask for their help. “We’re having trouble with this renewal. Can you step in and assist?” More often than not, the executive will call whoever they need to call and say, “Just get it done.” Plus, when you reach out and ask for help, you’re engaging executive-level advocates, which is always a good thing.

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.

Just as creating value for clients requires a degree of customer intimacy, being close to your suppliers enables you to see initiatives that would increase supplier surplus. Do you remember Yasukane Matsumoto, the Japanese printing executive? He visits each of his suppliers personally before he decides to build a partnership.

What Writing Can Help Us Do: Name our experience so we can more fully understand it. Give language to the future we want to create so it stops feeling vague and begins to seem achievable. Build a bridge (neural pathways) between the now we’re experiencing and the future we’d like to create. Heal and engineer our own resilience from past experience. Find perspective for life’s challenges, large and small. Invent brand-new solutions for age-old problems. Build our confidence. Increase our working memory and overall cognitive power. Cultivate more gratitude and contentment. Provide clarity for our decisions. Increase satisfaction in our romantic partnerships. Level up our immune system, help us sleep better, etc. Combat and curb anxiety, stress, and depression. Tune out the well-meaning and critical voices around us so we can finally understand what we think.

As might be surmised, CWC was multi-racial, multi-denominational, inclusive of all faiths. It had members from the Christian faith, the Islamic faith and the Jewish faith. The primary objective was to build bridges, to effect reconciliation, to attempt to live lives that projected well into the future, to a time when the laws that separated us according to skin colour would be no more. It was a fond dream put forward as a testimony of faith. We truly believed the possibility existed for apartheid to be dismantled. Therefore, it behoved us to hasten the process by living the future now.

The principle purpose of marriage is perverted as soon as one assigns ‘love’ as its ultimate end. Reasoning in an Aristotelian manner, one could say that love and sex are a component of marriage but not at all its necessary telos. Sex and love are means that have been inappropriately transformed into ends. The principle telos of marriage is the construction of a lineage by means of procreation, and not simply the union of two beings who ‘love and desire each other’, even if romantic desire may have its place. A lasting couple that forms a family, the building block of a nation, is not based on ‘love’ in the adolescent sense, nor on a passing sex fantasy, but on a partnership which evolves with time, based on ethnic, cultural and social commonality; on shared values and a family strategy.

It seems that what is important is having certain soft skills, like the ability to hire a group of talented people, managing them, building and maintaining strategic connections and partnerships across industries, excelling at sales, and thinking about problems in the right way—rather than knowing the technicalities of a specific industry sector. In

The criticism I get is that being polite, cooperative, and enthusiastic somehow puts you at a disadvantage when it comes to negotiations. As if being nice means that you leave all critical thinking at the door. I find this opinion is usually just influenced by outdated popular opinion, because all of the imperial evidence suggests otherwise. You can be nice but firm. Favoring a problem-solving partnership around a shared goal does not equate to automatic compromise or being taken advantage of. Harvard published an article by Calum Coburn titled “Negotiation Conflict Styles”68 that outlines five negotiation styles and when to use each. The article draws from the Lewicki and Hiam’s Negotiation Matrix, which paints a portrait of different negotiating styles along axis representing varying degrees of cooperation and assertiveness (ranked from reactive to proactive). Figure 8.1: The Lewicki and Hiam Negotiation Matrix69

At The Oriri Partnership we help businesses change. We provide expertise on people, their operations and the environments that surround them. We help you adapt, transform and develop by working alongside you to bring about a better, more improved way of working. That improvement creates profitability, efficiency and sustainability. We deliver real transformation and improved performance through people. In short, we help build better businesses.

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

He had a lot of stake in us. He didn’t want to give us equal partnership until we proved we were able. I say “we” because I always needed people to get to where I got; it wasn’t about “I, I, I.” Anyone who tells you he does it all by himself is full of BS. I wasn’t the one building those homes. We had crews doing everything. We became the biggest builder in California and stayed No. 1 for a long time, one year building more than 3,000 homes. We were in the top 10 in the U.S. for several years, and thanks to all the people who contributed to what we accomplished and the strong foundation we set, I was inducted into the Homebuilders Hall of Fame by the California Homebuilding Foundation at a 2004 ceremony in San Francisco.

Limited partnerships are good to use when one person is in charge of the business and the others are passive investors.

2 Personal Year Number Relationships, Balance, Emotions Self-love and your relationship with yourself is your first priority this year as you work on building your confidence and healing whatever needs to be healed. This is a year to achieve mental and emotional balance by addressing any unresolved emotions or limiting beliefs that are preventing you from living a happy, harmonious life. This is also a year to create harmony in your life by balancing your intuition with logic, your home life with your career, giving with receiving, and others’ needs with your own. This is also a year where relationship issues that have been brewing with work colleagues, family, friends, or partners will come to the surface in order to be resolved. Therefore, it pays to be cooperative, tolerant, understanding, and diplomatic at all times. Because 2 represents partnership and meaningful connections with others, this is a wonderful year to solidify the relationships in your life. It’s also a very favorable year for singles to find love—bearing in mind that healthy relationships with others can only stem from a healthy relationship with oneself. This year can bring about exaggerated emotions and extrasensory experiences, so you may feel hypersensitive to criticism and overreact at times. Your intuition is heightened, so follow your inner guidance and you’ll automatically be led where you need to be. This is a time to create a harmonious environment, take up meditation, create or listen to beautiful music, enhance your psychic abilities, spend time in nature, and eat healthy food. This is a slow and steady year of adaptability that requires patience. When you let go and go with the flow, it can be a very rewarding time. Number 2 is governed by the moon, so work closely with the lunar cycles throughout the year to assist in manifesting your dreams. (See “Moon Cyles” in the “Manifestation with Numbers” section in Part III.)

capital expenditures required in Clean Technology are so incredibly high,” says Pritzker, “that I didn’t feel that I could do anything to make an impact, so I became interested in digital media, and established General Assembly in January 2010, along with Jake Schwartz, Brad Hargreaves and Matthew Brimer.” In less than two years GA had to double its space. In June 2012, they opened a second office in a nearby building. Since then, GA’s courses been attended by 15,000 students, the school has 70 full-time employees in New York, and it has begun to export its formula abroad—first to London and Berlin—with the ambitious goal of creating a global network of campuses “for technology, business and design.” In each location, Pritzker and his associates seek cooperation from the municipal administration, “because the projects need to be understood and supported also by the local authorities in a public-private partnership.” In fact, the New York launch was awarded a $200,000 grant from Mayor Bloomberg. “The humanistic education that we get in our universities teaches people to think critically and creatively, but it does not provide the skills to thrive in the work force in the 21st century,” continues Pritzker. “It’s also true that the college experience is valuable. The majority of your learning does not happen in the classroom. It happens in your dorm room or at dinner with friends. Even geniuses such as Mark Zuckerberg or Bill Gates, who both left Harvard to start their companies, came up with their ideas and met their co-founders in college.” Just as a college campus, GA has classrooms, whiteboard walls, a library, open spaces for casual meetings and discussions, bicycle parking, and lockers for personal belongings. But the emphasis is on “learning by doing” and gaining knowledge from those who are already working. Lectures can run the gamut from a single evening to a 16-week course, on subjects covering every conceivable matter relevant to technology startups— from how to create a web site to how to draw a logo, from seeking funding to hiring employees. But adjacent to the lecture halls, there is an area that hosts about 30 active startups in their infancy. “This is the core of our community,” says Pritzker, showing the open space that houses the startups. “Statistically, not all of these companies are going to do well. I do believe, though, that all these people will. The cost of building technology is dropping so low that people can actually afford to take the risk to learn by doing something that, in our minds, is a much more effective way to learn than anything else. It’s entrepreneurs who are in the field, learning by doing, putting journey before destination.” “Studying and working side by side is important, because from the interaction among people and the exchange of ideas, even informal, you learn, and other ideas are born,” Pritzker emphasizes: “The Internet has not rendered in-person meetings obsolete and useless. We chose these offices just to be easily accessible by all—close to Union Square where almost every subway line stops—in particular those coming from Brooklyn, where many of our students live.

Or does it seem like something a group of marketing and communications people conjured up one night with a six-pack and a thesaurus? Something like: “Our mission is to build unrivaled partnerships with and value for our clients, through the knowledge, creativity, and dedication of our people, leading to superior results for our shareholders.”24

You’ve now read the central elements to an optimistic climate, but what exactly does it look like? Here’s what it looks like when it takes root and positively transforms the work environment:37 1. People anticipate good things will come from their work. 2. Personal and professional goals are achieved. 3. Personal and professional worlds are integrated. 4. People make satisfying progress with their work. 5. Financial metrics are achieved. 6. People are viewed as significant and the heart of success. 7. Values-based leadership guides actions and decisions. 8. Partnership and collaboration replaces hierarchy-driven interactions. 9. Community building is encouraged. 10. Organizational and personal purpose guide decisions. 11. Strengths are maximized. Keep in mind that the vibe in your team is constantly changing. So the conditions listed above may not all be present at the same time. That’s okay. What you choose to focus on based on the needs of your team will influence heavily what emerges as important.

By the mid-twenties, Philip’s son, Robert, began to assume principal responsibility for the partnership. He was a small, trim man, about five feet seven inches, with well-tanned, smooth skin and a dapper appearance. Unfailingly polite, Robert nevertheless knew what he wanted. First he wanted to move the firm. And in 1928 the headquarters of the partnership was transferred from a cramped space in the Farmers Loan & Trust Company building at 16 William Street to Lehman’s very own eleven-story triangular Italian Renaissance-style building at One William Street, in the heart of the financial district.* For the next fifty-two years this would be the home of Lehman Brothers.

Signs of Stage Four. Teams are the norm, focused around shared values and a common purpose. Information moves freely throughout the group. People’s relationships are built on shared values. They tend to ask, “what’s the next right thing to do?” and to build ad hoc partnerships to accomplish what’s important at the moment. Their language focuses on “we,” not “me.” If two people get in a squabble, a third will step in and repair the relationship rather than create a personal following for himself. Unlike Stage Two, the group is composed of people who have played the Stage Three game and won—and are ready for genuine partnerships. Your first job is to make sure each person is stable at Stage Four, as most groups at this level crash down to Stage Three when under stress. Go to Chapter 7 and read to the end of the book.

Remember depending on another is not the same as a dependency, but sometimes the two are easily confused and without proper balance, it is easy to build a dependency or either become overly independent. But being overly independent also puts a strain on a relationship. This type of independence can stem from the fear of losing yourself within the relationship. This fear brings about erratic behavior and subconscious sabotage in order to advert losing yourself.

Fundraising that is sustainable, even expandable, isn’t really about money. It’s about building partnerships between your organization and its donors, partnerships that are built upon mutually beneficial goals.

Because I was viewed as being fair, I was able to build long-term partnerships.

Aimshala's Vision for Education: Empowering Educators, Enriching Lives In the heart of every learner's journey, there exists a light of inspiration, a guide through the moving seas of knowledge and discovery. This guide, often hidden and ignored, is the educator. At Aimshala, we understand the transformative power of educators not just in imparting knowledge, but in enriching lives and empowering minds. Our vision for education is deeply rooted in the belief that by empowering educators, we can create ripples of change that extend beyond classroom walls, enriching the lives of countless individuals and, by extension, society itself. The Unknown Heroes of Our Society Educators are the unknown heroes of our society, the architects of the future, shaping minds and inspiring hearts. They do more than teach; they awaken curiosity, instill resilience, and foster a lifelong love for learning. The impact of a passionate educator extends far beyond academic achievements; it touches on the very essence of who we become. At Aimshala, we recognize the challenges educators face daily juggling administrative tasks, adapting to new technologies, and meeting each student's unique needs. Yet, despite these hurdles, their commitment never wavers. They continue to light the path for their students, often with little recognition for their monumental impact. It's for these unsung heroes that Aimshala dedicates its mission: to empower educators and acknowledge their invaluable contribution to shaping our future. A Journey of Empowerment Empowerment is at the core of Aimshala's vision for education. But what does it truly mean to empower educators? It means providing them with the tools, resources, and support they need to thrive in their roles. It means creating an environment where their voices are heard, their challenges are addressed, and their achievements are celebrated. We believe in a holistic approach to empowerment. From continuous professional development opportunities to innovative teaching tools, Aimshala is committed to ensuring educators have what they need to succeed. But empowerment goes beyond material resources; it's about fostering a community of educators who can share experiences, challenges, and successes. A community where collaboration and support are the norms, not the exceptions. Enriching Lives Through Education Education has the power to transform lives. It opens doors to new opportunities, develops horizons, and builds bridges across cultures. Aimshala's vision extends to every student touched by our educators. By enriching the lives of educators, we indirectly enrich the lives of countless students. An enriched life is one of purpose, understanding, and continual growth. Through our support for educators, Aimshala aims to cultivate learning environments where students feel valued, respected, and inspired to reach their full potential. These environments encourage critical thinking, creativity, and the courage to question. They nurture not just academic skills but life skills—empathy, resilience, and the ability to adapt to change. Building a Future Together The future of education is a collaborative vision, one that requires the efforts of educators, students, families, and communities. Aimshala stands at the forefront of this collaborative effort, bridging gaps and fostering partnerships that enhance the educational experience for all. Technology plays a pivotal role in shaping this future. Aimshala embraces innovative educational technologies that make learning more accessible, engaging, and effective. However, we also recognize that technology is but a tool in the hands of our capable educators. It is their wisdom, passion, and dedication that truly transform education. At Aimshala, our vision for education is clear: to empower educators and enrich lives. We understand the challenges and celebrate the triumphs. We believe in the power of education to transform society.

Focusing on your own relational practice optimizes our chances of making the relationship work, which is not the same as saying we always get what we want. Digest each other's imperfections, and grieve the things you wanted in your relationship that this partnership will not afford. Embrace what you do have, and allow it to be enough, to be an occasion for joy. These are the grown-up skills of intimacy: skills potent enough not only to transform your relationship but ultimately to heal and remake yourself.