Business Appropriate Quotes

Tony poured wine into each glass and handed one to Claire. “Do you remember when we had wine at the Red Wing?” Claire closed her eyes, recalling the scene from a lifetime ago, and nodded. “I do.” “I’d been watching you for years. I was so nervous that night. I thought I was planning your acquisition.” He looked into his red liquid. Her stance straightened, “If you’re using business metaphors, may I suggest hostile takeover. It’s more appropriate.

What makes music beautiful is the distance between one note and another. What makes speech eloquent is the appropriate pause between words. From time to time we should take a breath and notice the silence between sounds.

We don’t have to take things so personally. We take things to heart that we have no business taking to heart. For instance, saying “If you loved me you wouldn’t drink” to an alcoholic makes as much sense as saying “If you loved me, you wouldn’t cough” to someone who has pneumonia. Pneumonia victims will cough until they get appropriate treatment for their illness. Alcoholics will drink until they get the same. When people with a compulsive disorder do whatever it is they are compelled to do, they are not saying they don’t love you—they are saying they don’t love themselves.

I kept always two books in my pocket, one to read, one to write in. As I walked, my mind was busy fitting what I saw with appropriate words; when I sat by the roadside, I would either read or a pencil and a penny version-book would be in my hand, to note the features of the scene or commemorate some halting stanzas. Thus I lived with words.

Trust me. If you do not decide where you are heading, and refuse to take the appropriate action, you will end up being shaped into what others would have you become. Then any change will not be made for your benefit but for theirs.

The illusion that one has understood the past feeds the further illusion that one can predict and control the future. These illusions are comforting. They reduce the anxiety that we would experience if we allowed ourselves to fully acknowledge the uncertainties of existence. We all have a need for the reassuring message that actions have appropriate consequences, and that success will reward wisdom and courage. Many business books are tailor-made to satisfy this need.

For example, in Paris, if one desires to buy something, you enter the store and say "Good morning, sir" or "madam," depending on what is appropriate, you wait until you are greeted, you make polite chitchat about the weather or some such, and when the salesperson asks what they can do for you, then and only then do you bring up the vulgar business of the transaction you require.

Instead of the concrete individual, you have the names of organizations and, at the highest point, the abstract idea of the State as the principle of political reality. The moral responsibility of the individual is then inevitably replaced by the policy of the State (raison d’etat). Instead of moral and mental differentiation of the individual, you have public welfare and the raising of the living standard. The goal and meaning of individual life (which is the only real life) no longer lie in the individual development but in the policy of the State, which is thrust upon the individual from outside and consists in the execution of an abstract idea which ultimately tends to attract all life to itself. The individual is increasingly deprived of the moral decision as to how he should live his own life, and instead is ruled, fed, clothed, and educated as a social unit, accommodated in the appropriate housing unit, and amused in accordance with the standards that give pleasure and satisfaction to the masses. The rulers, in their turn, are just as much social units as the ruled, and are distinguished only by the fact they are specialized mouthpieces of State doctrine. They do not need to be personalities capable of judgment, but thoroughgoing specialists who are unusable outside their line of business. State policy decides what shall be taught and studied.

We all have a need for the reassuring message that actions have appropriate consequences, and that success will reward wisdom and courage. Many business books are tailor-made to satisfy this need.

If I had a hand for a penis, would a hand job be appropriate in place of a handshake at business meetings?


A deep understanding of the business and industry landscape allows board members to identify emerging risks and ensure appropriate mitigation strategies are in place.

Too often we think sharing our weaknesses will cause us to lose respect. We think making our weaknesses know will cause us to lose the honour to be able to proclaim the Word of God in our congregations or our businesses. I know longer believe that is true. Not today, in our post modern culture. What I do believe is the more you tell the truth about yourself – appropriately, winsomely, age-appropriately, within a context – the more effective your leadership will become, the more you will develop a true leading character. The more you tell of your own failure of character, the more God will use that for His purposes.

Boundaries to Consider I say no to things I don’t like. I say no to things that don’t contribute to my growth. I say no to things that rob me of valuable time. I spend time around healthy people. I reduce my interactions with people who drain my energy. I protect my energy against people who threaten my sanity. I practice positive self-talk. I allow myself to feel and not judge my feelings. I forgive myself when I make a mistake. I actively cultivate the best version of myself. I turn off my phone when appropriate. I sleep when I’m tired. I mind my business. I make tough decisions because they’re healthy for me. I create space for activities that bring me joy. I say yes to activities that interest me despite my anxiety about trying them. I experience things alone instead of waiting for the “right” people to join me.

Deliberate practice works when skill dominates, while a focus on process and probability is appropriate when luck is the greater force.

Every innovation—technological, sociological, or otherwise—begins as a crusade, organizes itself into a practical business, and then, over time, degrades into common exploitation. This is simply the life cycle of how human ingenuity manifests in the material world. What goes forgotten, though, is that those who partake in this system undergo a similar transformation: people begin as comrades and fellow citizens, then become labor resources and assets, and then, as their utility shifts or degrades, transmute into liabilities, and thus must be appropriately managed.

Each of us is a museum that opens for business the moment we’re born, with memory the sole curator. How could a staff of one possibly stay abreast of all those holdings? No sooner does a moment occur than it’s relegated to the past, requiring that it be labeled, sorted, and filed into the appropriate cabinet.

Despite our policy of candor, we will discuss our activities in marketable securities only to the extent legally required. Good investment ideas are rare, valuable and subject to competitive appropriation just as good product or business acquisition ideas are.

seen from the appropriate perspective, the entire business process by which your company does what it does is a marketing process.

A group therapist created a terrific visual example of what a healthy relationship looks like. She put three pillows on the floor and asked a couple of us to stand on the pillows. She told us to leave the middle pillow open. She pointed at my pillow and said, "Don, that's your pillow, that's your life. The only person who gets to step on that pillow is you. Nobody else. That's your territory, your soul." Then she pointed at my friend's pillow and told her that was her pillow, that she owned it and it was her soul. Then, the therapist said, the middle pillow symbolized the relationship. She said that both of us could step into the middle pillow any time we wanted because we'd agreed to be in a relationship. However, she said, at no point is it appropriate to step on the other person's pillow. What goes on in the other person's soul is none of your business. All you're responsible for is your soul, nobody else's. Regarding the middle pillow, the question to ask is, "What do I want in a relationship?" If the pillow you two step on together works, that's great. If not, move on or simply explain what you'd like life to feel like in the middle pillow and see if the other person wants that kind of relationship too. But never, she said, ever try to change each other. Know who you are and know what you want in a relationship, and give people the freedom to be themselves.

It is always appropriate to ask for love, but to ask any other adult (including our parents in the present) to meet our primal needs is unfair and unrealistic. Most of us emerge from childhood with conscious and unconscious primal wounds and emotional unfinished business. What we leave incomplete we are doomed to repeat. The untreated traumas of childhood become the frustrating dramas of adulthood. Our fantasy of the “perfect partner,” or our disappointments in a relationship we do not change or leave, or the dramas that keep arising in our relationships reveal our unique unmet primal wounds and needs. We try so hard to get from others what once we missed. What was missed can never be made up for, only mourned and let go of. Only then are we able to relate to adults as adults.

If George Osborne had dressed up as a cross between Flashman and the Grim Reaper instead of a business suit when he delivered his budgets, perhaps we would have had a more appropriate vision of who was controlling the nation’s finances.

Early entry is appropriate when the following general circumstances hold:   Image and reputation of the firm are important to the buyer, and the firm can develop an enhanced reputation by being a pioneer. Early entry can initiate the learning process in a business in which the learning curve is important, experience is difficult to imitate, and it will not be nullified by successive technological generations. Customer loyalty will be great, so that benefits will accrue to the firm that sells to the customer first. Absolute cost advantages can be gained by early commitment to supplies of raw materials, distribution channels, and so on.

Two days later, he left for Yorkshire, and I prepared for what I'd come to think of as my "field trip" with Archer. Calling it that seemed safer and more business-like than "meeting" or, God forbid, "assignation." Still, I spent most of the day in my room by myself because I was afraid Jenna or Cal would be able to tell something was up with me. I was so nervous that I was shooting off tiny flashes of magic like a sparkler. I didn't even attempt to sleep, and I thought three a.m. would never come. Finally, at 2:30, I threw on a black T-shirt and some cargo pants, hoping that was an appropriate ensemble for meeting one's former crush who had turned out to be one's mortal enemy.

It's important for executives to be mindful of the risk of reduced sales. The appropriate leadership team needs to consider - how much of a drop in sales could the company withstand before expenses overtake income? The company needs to be resilient to a shock in reduced sales.

My stomach was so full of butterflies and other insects with busy, brushing wings—entirely appropriate under the circumstances, I couldn’t help but think!—that I could hardly fall asleep. And when at last I did, I know I slept lightly. As if I remembered, even in my slumber, that I had a dream beneath my pillow that I did not wish to crush.

When our children were very small, I started to write down a few things about what happened every day….I wrote down a few lines every day for years. I never missed a day no matter how tired I was or how early I would have to start the next day. Before I would write, I would ponder this question: “Have I seen the hand of God reaching out to touch us or our children or our family today?” As I kept at it, something began to happen. As I would cast my mind over the day, I would see evidence of what God had done for one of us that I had not recognized in the busy moments of the day.' I would suggest that you keep a paper and pencil you your side as you read this book, particularly the stories and examples shared here. I am confident that as you read the stories of others, you will be reminded of times in your life when the Lord has given you special blessings. Or perhaps thoughts will come that will teach you what to do to have your own tender mercies. Write them down, and, if appropriate, share them with your families.

The only way to earn consistently from the stock market is to invest in the great business and hold them for the appropriate period.

And other times I get angry, because anger is an entirely appropriate response to bigotry, systemic bias, and injustice.

Asking the appropriate questions means understanding exactly what your customer is trying to achieve

The society we live in today is just an experiment. Nobody has the answers. Nobody knows where it’s going, or why. We don’t even know where we would like it to go. There’s no grown-up out there, looking out for us. Nobody’s home. It’s just one big, glorious chaos engine; busy, busy spawning all manner of unimaginable creatures, existences, relations, exquisite beauties and excruciating tragedies. When you truly see this, an experimental attitude towards society suddenly seems much less reckless or disrespectful. It is the only appropriate stance.

If pondering whether something is appropriate to post online, ask yourself: Would I tell this to a large group of people in-person? If the answer is “no” or “maybe not,” do not post it.

Jackass is appropriate, since that’s what your customers will think of you when you try to be everything to everyone. No focus and your products, your services, and your customers suffer.

Brains are in the business of gathering information and steering behavior appropriately. It doesn’t matter whether consciousness is involved in the decision making. And most of the time, it’s not.

It’s hard for me to imagine how a $50 million marketing campaign is ever appropriate for any business to launch an ideavirus. If you need to interrupt that many people, you’re doing something wrong.

We talked about how easy it was to make the mistake of anthropomorphising animals, and projecting our own feelings and perceptions on to them, where they were inappropriate and didn't fit. We simply had no idea what it was like being an extremely large lizard, and neither for that matter did the lizard, becuase it was not self-conscious about being an extremely large lizard, it just got on with the business of being one. To react with revulsion to its behavior was to make the mistake of applying criteria that are only appropriate to the business of being human. We each make our own accommodation with the world and learn to survive in it in different ways. What works as successful behaviour for us does not work for lizards, and vice versa.

4. Reward appropriate behavior openly and generously If you want to persuade people to do the right thing, add some sort of public display which acknowledges the right kind of behavior. Even adding a simple smiley face to their bill whentheir account is in order, for example, will encourage people to keep doing the right thing. This kind of positive feedback can be proven scientifically to be more effective than complaining about bad behavior. Find something good to focus on and build on that. 5.

President Trump displays less finesse than a bull in a china shop. Just as Prime Minister May managed - after many months of bitter wrangling - to reach a degree of consensus on what Britain's future relationship with the EU should look like, in comes the marauding beast upending all the finely balanced Wedgwood. Britain may well need some form of future trade deal with the US but it certainly isn't one that should be struck with the co-author of a lame business book more appropriately named 'Art of the Steal'.

The very best way to know what you want is to act in the role. Not just in title, but in real action. In my career, I’ve been acting VP of HR, CFO, and VP of sales. Often CEOs resist acting in functional roles, because they worry that they lack the appropriate knowledge. This worry is precisely why you should act—to get the appropriate knowledge. Indeed, acting is really the only way to get all the knowledge that you need to make the hire, because you are looking for the right executive for your company today, not a generic executive.

I believe, rather than the exception. Most individuals are dealing with one or more serious health problems while going productively and uncomplainingly about their business. If anyone is fortunate enough to be in a rare period of grace and health, personally, then he or she typically has at least one close family member in crisis. Yet people prevail and continue to do difficult and effortful tasks to hold themselves and their families and society together. To me this is miraculous—so much so that a dumbfounded gratitude is the only appropriate response. There are so many ways that things can fall apart, or fail to work altogether, and it is always wounded people who are holding it together. They deserve some genuine and heartfelt admiration for that. It’s an ongoing miracle of fortitude and perseverance.

When architecture is viewed from a capital stewardship perspective, we see that the architect can have a beneficial impact on how vital resources are utilized. Right from the beginning of the design process, the architects choices have the power to influence forests, factories, jobs, land use, community dynamics and so much more. When these things are viewed as capital, and the process of appropriating them is approached with a spirit of stewardship, all of these things are influenced for better instead of for worse. And this results in multiplicative value effects.

Cash flow is the life blood of your business. It allows you to develop a product, undertake research, cover overhead costs, and invest in future projects. You should review your financial situation regularly to anticipate future expenses and allocate your budget appropriately to ensure they are covered.

The individual is increasingly deprived of the moral decision as to how he should live his own life, and instead is ruled, fed, clothed and educated as a social unit, accommodated in the appropriate housing unit, and amused in accordance with the standards that give pleasure and satisfaction to the masses. The rulers, in their turn, are the undiscovered self just as much social units as the ruled and are distinguished only by the fact that they are specialized mouthpieces of the State doctrine. They do not need to be personalities capable of judgment, but thoroughgoing specialists who are unusable outside their line of business. State policy decides what shall be taught and studied.

Napoleon represented the last battle of revolutionary terror against the bourgeois society which had been proclaimed by this same Revolution, and against its policy. Napoleon, of course, already discerned the essence of the modern state; he understood that it is based on the unhampered development of bourgeois society, on the free movement of private interest, etc. He decided to recognise and protect this basis. He was no terrorist with his head in the clouds. Yet at the same time he still regarded the state as an end in itself and civil life only as a treasurer and his subordinate which must have no will of its own. He perfected the Terror by substituting permanent war for permanent revolution. He fed the egoism of the French nation to complete satiety but demanded also the sacrifice of bourgeois business, enjoyments, wealth, etc., whenever this was required by the political aim of conquest. If he despotically suppressed the liberalism of bourgeois society — the political idealism of its daily practice — he showed no more consideration for its essential material interests, trade and industry, whenever they conflicted with his political interests. His scorn of industrial hommes d'affaires was the complement to his scorn of ideologists. In his home policy, too, he combated bourgeois society as the opponent of the state which in his own person he still held to be an absolute aim in itself. Thus he declared in the State Council that he would not suffer the owner of extensive estates to cultivate them or not as he pleased. Thus, too, he conceived the plan of subordinating trade to the state by appropriation of roulage [road haulage]. French businessmen took steps to anticipate the event that first shook Napoleon’s power. Paris exchange- brokers forced him by means of an artificially created famine to delay the opening of the Russian campaign by nearly two months and thus to launch it too late in the year.

Thus the unexpected success is not just an opportunity for innovation; it demands innovation. It forces us to ask, What basic changes are now appropriate for this organization in the way it defines its business? Its technology? Its markets? If these questions are faced up to, then the unexpected success is likely to open up the most rewarding and least risky of all innovative opportunities.

I do wish, however, that Ms. Olson would give me some credit for the progress I’ve already made. In 1944, I filed my first 1040, reporting my income as a thirteen-year-old newspaper carrier. The return covered three pages. After I claimed the appropriate business deductions, such as $35 for a bicycle, my tax bill was $7. I sent my check to the Treasury and it — without comment — promptly cashed it. We lived in peace.

Every service had a price. Every object a value. If someone made you a sword, you paid him the appropriate amount or traded something of equal value with him. If a man saved your life, you either paid him the amount you considered that life worth, or you saved his in return. Until either of those things was transacted, you were in his debt. It was business. And if Balthazar believed in anything with religious fervor, it was that.

In wonder return to the journey, avail yourself of the path and walk ahead. In light there is darkness; where it operates no traces remain. With the hundred grass tips in the busy marketplace graciously share yourself. Wide open and accessible, walking along, casually mount the sounds and straddle the colors while you transcend listening and surpass watching. Perfectly unifying in this manner is simply a patch-robed monk's appropriate activity.

Every innovation—technological, sociological, or otherwise—begins as a crusade, organizes itself into a practical business, and then, over time, degrades into common exploitation. This is simply the life cycle of how human ingenuity manifests in the material world. What goes forgotten, though, is that those who partake in this system undergo a similar transformation: people begin as comrades and fellow citizens, then become labor resources and assets, and then, as their utility shifts or degrades, transmute into liabilities, and thus must be appropriately managed. This is a fact of nature just as much as the currents of the winds and the seas. The flow of force and matter is a system, with laws and maturation patterns. We should harbor no guilt for complying with those laws—even if they sometimes require a little inhumanity. —TRIBUNO CANDIANO, LETTER TO THE COMPANY CANDIANO CHIEF OFFICER’S ASSEMBLY

The transformation of a business-as-usual culture into one focused on innovation and driven by design involves activities, decisions, and attitudes. Workshops help expose people to design thinking as a new approach. Pilot projects help market the benefits of design thinking within the organization. Leadership focuses the program of change and gives people permission to learn and experiment. Assembling interdisciplinary teams ensures that the effort is broadly based. Dedicated spaces such as the P&G Innovation Gym provide a resource for longer-term thinking and ensure that the effort will be sustained. Measurement of impacts, both quantitative and qualitative, helps make the business case and ensures that resources are appropriately allocated. It may make sense to establish incentives for business units to collaborate in new ways so that younger talent sees innovation as a path to success rather than as a career risk.

By contrast, the early majority want to buy a productivity improvement for existing operations. They are looking to minimize the discontinuity with the old ways. They want evolution, not revolution. They want technology to enhance, not overthrow, the established ways of doing business. And above all, they do not want to debug somebody else’s product. By the time they adopt it, they want it to work properly and to integrate appropriately with their existing technology base.

WHEN I DESCRIBED THE TUMOR IN MY ESOPHAGUS as a “blind, emotionless alien,” I suppose that even I couldn’t help awarding it some of the qualities of a living thing. This at least I know to be a mistake: an instance of the pathetic fallacy (angry cloud, proud mountain, presumptuous little Beaujolais) by which we ascribe animate qualities to inanimate phenomena. To exist, a cancer needs a living organism, but it cannot ever become a living organism. Its whole malice—there I go again—lies in the fact that the “best” it can do is to die with its host. Either that or its host will find the measures with which to extirpate and outlive it. But, as I knew before I became ill, there are some people for whom this explanation is unsatisfying. To them, a rodent carcinoma really is a dedicated, conscious agent—a slow–acting suicide–murderer—on a consecrated mission from heaven. You haven’t lived, if I can put it like this, until you have read contributions such as this on the websites of the faithful: Who else feels Christopher Hitchens getting terminal throat cancer [sic] was God’s revenge for him using his voice to blaspheme him? Atheists like to ignore FACTS. They like to act like everything is a “coincidence.” Really? It’s just a “coincidence” [that] out of any part of his body, Christopher Hitchens got cancer in the one part of his body he used for blasphemy? Yeah, keep believing that, Atheists. He’s going to writhe in agony and pain and wither away to nothing and then die a horrible agonizing death, and THEN comes the real fun, when he’s sent to HELLFIRE forever to be tortured and set afire. There are numerous passages in holy scripture and religious tradition that for centuries made this kind of gloating into a mainstream belief. Long before it concerned me particularly I had understood the obvious objections. First, which mere primate is so damn sure that he can know the mind of god? Second, would this anonymous author want his views to be read by my unoffending children, who are also being given a hard time in their way, and by the same god? Third, why not a thunderbolt for yours truly, or something similarly awe–inspiring? The vengeful deity has a sadly depleted arsenal if all he can think of is exactly the cancer that my age and former “lifestyle” would suggest that I got. Fourth, why cancer at all? Almost all men get cancer of the prostate if they live long enough: It’s an undignified thing but quite evenly distributed among saints and sinners, believers and unbelievers. If you maintain that god awards the appropriate cancers, you must also account for the numbers of infants who contract leukemia. Devout persons have died young and in pain. Betrand Russell and Voltaire, by contrast, remained spry until the end, as many psychopathic criminals and tyrants have also done. These visitations, then, seem awfully random. My so far uncancerous throat, let me rush to assure my Christian correspondent above, is not at all the only organ with which I have blasphemed. And even if my voice goes before I do, I shall continue to write polemics against religious delusions, at least until it’s hello darkness my old friend. In which case, why not cancer of the brain? As a terrified, half–aware imbecile, I might even scream for a priest at the close of business, though I hereby state while I am still lucid that the entity thus humiliating itself would not in fact be “me.” (Bear this in mind, in case of any later rumors or fabrications.)

Truly transformative businesses are never exclusively about the discovery and commercialization of a great technology. Their success comes from enveloping the new technology in an appropriate, powerful business model. Bob Higgins, the founder and general partner of Highland Capital Partners, has seen his share of venture success and failure in his 20 years in the industry. He sums up the importance and power of business model innovation this way: “I think historically where we [venture capitalists] fail is when we back technology. Where we succeed is when we back new business models.

In summary, listen to your “gut feeling,” especially in potentially dangerous situations. If you are a woman and have been asked out on a date or approached by a man who causes a sense something is wrong -don’t do it! If you are with your family and are driving or walking through a neighborhood and you sense something is wrong, don’t go there. If you are in a business deal and you sense your contact is deceiving you, listen to your intuition. Practice listening to this lightning fast retrieval of data, learn how to analyze it for accuracy and how to appropriately act on it. It could save your life.

a. Only such measures should be taken which do not involve danger to German life or property. (For instance synagogues are to be burned down only when there is no danger of fire to the surroundings.)* b. Business and private apartments of Jews may be destroyed but not looted…. d…. 2. The demonstrations which are going to take place should not be hindered by the police… 5. As many Jews, especially rich ones, are to be arrested as can be accommodated in the existing prisons… Upon their arrest, the appropriate concentration camps should be contacted immediately, in order to confine them in these camps as soon as possible.

Nothing is perfect, final, or fixed in this material world. As soon as we are tempted to believe it is, we’ve probably set ourselves up for disappointment. What we’re truly striving for is the permanence that we can count on, amid all the change and flux. And the most permanent, secure, and stable thing we can possess is a foolproof way to deal with impermanence, insecurity, and surprise. A real connection with some greater awareness of the wellspring of our being and our universe will always provide the ultimate relief and resolution. But, as an Arab proverb so appropriately counsels: Trust in Allah, and tie your camel.

Know then that the arbitrary appropriation by the government of men’s property results in the loss of all incentive to gain, when men realize that what they have accumulated will be taken away firom them. A loss of incentive will lead to a slackening in enterprise, the slackening being proportional to the extent and degree of confiscation. Thus if confiscation is widespread, covering all forms of economic activity, there will be a general slackening, owing to the feeling that no branch offers any longer any hope of gain. If however confiscation be mild, there will be only a relatively slight falling off in economic activity. Now the state of a society and the prosperity of business depend on the intensity of human efforts and the search for gain; should, therefore, men slacken in their economic activity the markets would slump and the state of society deteriorate. People would forsake that country and migrate elsewhere in search of gain, the result being a general depopulation and the desertion of cities. And this deterioration in society would be followed by a weakening of the State, for the State is as the Form whose condition follows that of its Matter, Society. . . Oppression ruins society, while the ruin of society leads to the weakening and destruction of the State.

Despite the fact that I had learned from Andrew Carnegie and more than five hundred others of equal business and professional achievements that noteworthy achievements in all walks of life come through the application of the Master Mind (the harmonious coordination of two or more minds working to a definite end), I had failed to make such an alliance for the purpose of carrying out my plan to take the philosophy of individual achievement to the world. Despite the fact I had understood the power of the Master Mind, I had neglected to appropriate and use this power. I had been laboring as a “lone wolf” instead of allying myself with other and superior minds.

believe, rather than the exception. Most individuals are dealing with one or more serious health problems while going productively and uncomplainingly about their business. If anyone is fortunate enough to be in a rare period of grace and health, personally, then he or she typically has at least one close family member in crisis. Yet people prevail and continue to do difficult and effortful tasks to hold themselves and their families and society together. To me this is miraculous—so much so that a dumbfounded gratitude is the only appropriate response. There are so many ways that things can fall apart, or fail to work altogether, and it is always wounded people who are holding it together. They deserve some genuine and heartfelt admiration for that. It’s an ongoing miracle of fortitude and perseverance. In my clinical practice I encourage people to credit themselves and those around them for acting productively and with care, as well as for the genuine concern and thoughtfulness they manifest towards others. People are so tortured by the limitations and constraint of Being that I am amazed they ever act properly or look beyond themselves at all. But enough do so that we have central heat and running water and infinite computational power and electricity and enough for everyone to eat and even the capacity to

Men live by production, but the State lives by appropriation. While the haves and the have-nots struggle over the division of existing wealth, it is the business of the State to improve itself at the expense of both; it picks up the marbles while the boys are fighting. That has been the story of men in organized society since the beginning. That this lesson of history should have escaped the reformers of the nineteenth century, when the habit of freedom was still strong in America, can be easily understood; what is not easily explained is the acceptance of the doctrine of benevolent government in our day, when all the evidence to the contrary is before our eyes.

The media squabble over Shchepotin’s final day at the Cancer Institute, and the doubts it raised over the motivation of all concerned, were appropriate, because the most corrosive aspect of corruption is the way that it undermines trust. When corruption is widespread, it becomes impossible to know whom to believe, since the money infects every aspect of state and society. Every newspaper article can be criticized as paid for, every politician can be called corrupt, every court decision can be called into question. Charities are set up by oligarchs to lobby for their interests, and those then provoke doubts about every other non-governmental organization. If even doctors are on the take, can you trust their diagnoses? Are they claiming a patient needs treatment only because that would be to their profit? If policemen are crooked, and courts are paid for, are criminals really criminals? Or are they honest people who interfered in criminals’ business? Not knowing whom to believe, you retreat into trusting only those closest to you—your oldest friends, and your relatives—and that reinforces the divisions in society that corruption thrives on. It is impossible to build a thriving economy, or a healthy democracy, without a society whose members fundamentally trust each other. If you take that away, you are left with something far darker and more mercenary.

The appropriate milestones measuring a startup’s progress answer these questions: How well do we understand what problems customers have? How much will they pay to solve those problems? Do our product features solve these problems? Do we understand our customers’ business? Do we understand the hierarchy of customer needs? Have we found visionary customers, ones who will buy our product early? Is our product a must-have for these customers? Do we understand the sales roadmap well enough to consistently sell the product? Do we understand what we need to be profitable? Are the sales and business plans realistic, scalable, and achievable? What do we do if our model turns out to be wrong?

A number of factors contribute to the development of an individual’s “practiced self-deception.” First, people who live primarily in fantasy confuse fantasy images with real, goal-directed action. They believe that they are actively pursuing their goals, when in fact they are not taking the steps necessary for success. For example, an executive in the business world may only perform the functions that enhance an image of himself as the “boss,” and leave essential management tasks unattended. The distinction between the image of success and its actual achievement is blurred. Retreat from action-oriented behavior is masked by the person’s focus on superficial signs and activities that preserve vanity and the fantasy image. Secondly, involvement in fantasy distorts one’s perception of reality, making self-deception more possible. Kierkegaard (1849/1954) alluded to this power of fantasy to attract and deceive when he observed: Sometimes the inventiveness of the human imagination suffices to procure possibility. Instead of summoning back possibility into necessity, the man pursues the possibility—and at last cannot find his way back to himself. (p. 77, 79) Thirdly, through its assigned roles and its rules for role-designated behavior, including age-appropriate activities, our culture actively supports people’s tendencies to give themselves up to more and more passivity and fantasy as they move through the life process. In addition, the discrepancy between society’s professed values on the one hand, and how society actually operates, on the other, tends to distort a person’s perceptions of reality, further confusing the difference between idealistic fantasies and actual accomplishments. The general level of pretense, duplicity, and deception existing in our society contributes to everyone’s disillusionment, cynicism, resignation, and passivity. The pooling of the individual defenses and fantasies of all society’s members makes it possible for each person to practice self-delusion under the guise of normalcy. Thus chronic self-denial becomes a socially acceptable defense against death anxiety.

In my own periods of darkness, in the underworld of the soul, I find myself frequently overcome and amazed by the ability of people to befriend each other, to love their intimate partners and parents and children, and to do what they must do to keep the machinery of the world running. I knew a man, injured and disabled by a car accident, who was employed by a local utility. For years after the crash he worked side by side with another man, who for his part suffered with a degenerative neurological disease. They cooperated while repairing the lines, each making up for the other’s inadequacy. This sort of everyday heroism is the rule, I believe, rather than the exception. Most individuals are dealing with one or more serious health problems while going productively and uncomplainingly about their business. If anyone is fortunate enough to be in a rare period of grace and health, personally, then he or she typically has at least one close family member in crisis. Yet people prevail and continue to do difficult and effortful tasks to hold themselves and their families and society together. To me this is miraculous—so much so that a dumbfounded gratitude is the only appropriate response. There are so many ways that things can fall apart, or fail to work altogether, and it is always wounded people who are holding it together. They deserve some genuine and heartfelt admiration for that. It’s an ongoing miracle of fortitude and perseverance

Every Pirate Wants to Be an Admiral IT’S NOT AS though this is the first time we’ve had to rethink what copyright is, what it should do, and whom it should serve. The activities that copyright regulates—copying, transmission, display, performance—are technological activities, so when technology changes, it’s usually the case that copyright has to change, too. And it’s rarely pretty. When piano rolls were invented, the composers, whose income came from sheet music, were aghast. They couldn’t believe that player-piano companies had the audacity to record and sell performances of their work. They tried—unsuccessfully—to have such recordings classified as copyright violations. Then (thanks in part to the institution of a compulsory license) the piano-roll pirates and their compatriots in the wax-cylinder business got legit, and became the record industry. Then the radio came along, and broadcasters had the audacity to argue that they should be able to play records over the air. The record industry was furious, and tried (unsuccessfully) to block radio broadcasts without explicit permission from recording artists. Their argument was “When we used technology to appropriate and further commercialize the works of composers, that was progress. When these upstart broadcasters do it to our records, that’s piracy.” A few decades later, with the dust settled around radio transmission, along came cable TV, which appropriated broadcasts sent over the air and retransmitted them over cables. The broadcasters argued (unsuccessfully) that this was a form of piracy, and that the law should put an immediate halt to it. Their argument? The familiar one: “When we did it, it was progress. When they do it to us, that’s piracy.” Then came the VCR, which instigated a landmark lawsuit by the cable operators and the studios, a legal battle that was waged for eight years, finishing up in the 1984 Supreme Court “Betamax” ruling. You can look up the briefs if you’d like, but fundamentally, they went like this: “When we took the broadcasts without permission, that was progress. Now that someone’s recording our cable signals without permission, that’s piracy.” Sony won, and fifteen years later it was one of the first companies to get in line to sue Internet companies that were making it easier to copy music and videos online. I have a name for the principle at work here: “Every pirate wants to be an admiral.

I knew the kind of culture we needed to create and I defined it for the team. The seven responsibilities everyone had were to: Have fun, work hard, and enjoy the journey. Show respect for every person you have contact with in the organization. Put the team first. Successful teams have teammates that are unselfish and willing to put their individual goals behind the team's goals. Do your job. It is defined, but you must always be prepared for it to change (especially if you're a player). Appropriately handle victory and defeat, adulation and humiliation. Do not get too high in victory or too low in defeat. Be the same person every day. Understand that all organizational decisions aim to make the team better, stronger, and more efficient. Have a positive attitude. Use positive language (both verbal and body language).

Meanwhile, people are busy using fractals to explain any system that has defied other, more reductionist approaches. Since they were successfully applied by IBM's Benoit Mandlebrot to the problem of seemingly random, intermittent interference on the phone lines, fractals have been used to identify underlying patterns in weather systems, computer files, and bacteria cultures. Sometimes fractal enthusiasts go a bit too far, however, using these nonlinear equations to mine for patterns in systems where none exist. Applied to the stock market to consumer behavior, fractals may tell less about those systems than about the people searching for patterns within them. There is a dual nature to fractals: They orient us while at the same time challenging our sense of scale and appropriateness. They offer us access to the underlying patterns of complex systems while at the same time tempting us to look for patterns where none exist. This makes them a terrific icon for the sort of pattern recognition associated with present shock—a syndrome we'll call factalnoia. Like the robots on Mystery Science Theater 3000, we engage by relating one thing to another, even when the relationship is forced or imagined. The tsunami makes sense once it is connected to chemtrails, which make sense when they are connected to HAARP. It's not just conspiracy theorists drawing fractalnoid connections between things. In a world without time, any and all sense making must occur on the fly. Simultaneity often seems like all we have. That's why anyone contending with present shock will have a propensity to make connections between things happening in the same moment—as if there had to be an underlying logic.

Income and inheritance taxes imply the denial of private property, and in that are different in principle from all other taxes. The government says to the citizen: “Your earnings are not exclusively your own; we have a claim on them, and our claim precedes yours; we will allow you to keep some of it, because we recognize your need, not your right; but whatever we grant you for yourself is for us to decide.” This is no exaggeration. Take a look at the income-tax report that you are required by law to make out, and you will see that the government arbitrarily sets down the amount of your income you may have for your living, for your business requirements, for the maintenance of your family, for medical expenses, and so on. After granting these exemptions, with a flourish of generosity, the government decides what percentage of the remainder it will appropriate. The rest you may have.

What, then, is the difference which He has made to the whole human mass? It is just this; that the business of becoming a son of God, of being turned from a created thing into a begotten thing, of passing over from the temporary biological life into timeless ‘spiritual’ life, has been done for us. Humanity is already ‘saved’ in principle. We individuals have to appropriate that salvation. But the really tough work—the bit we could not have done for ourselves—has been done for us. We have not got to try to climb up into spiritual life by our own efforts; it has already come down into the human race. If we will only lay ourselves open to the one Man in whom it was fully present, and who, in spite of being God, is also a real man, He will do it in us and for us. Remember what I said about ‘good infection’. One of our own race has this new life: if we get close to Him we shall catch it from Him.

Once it happened…A gentleman carrying an infant was traveling from London to Bristol on a train. Another gentleman entered the compartment, dumped his two huge suitcases, and sat beside the first. As you know, Englishmen don’t immediately speak to each other. So, the first gentleman waited very politely for a while. Then he turned to the second passenger and said, “Looking at your suitcases, I presume you are a salesperson? I am also one.” The gentleman said, “Yes, I am a salesman.” Another genteel pause. Then the first passenger asked, “What do you sell?” The other replied, “I sell helical gears.” Another decorous silence. Then he asked the first gentleman, “And what do you sell?” He said, “I sell condoms.” Shocked, the second gentleman said, “You sell condoms and you are taking your son with you on your business? Is that appropriate?” “This is not my son,” replied the first passenger. “It’s a complaint from Bristol.

Here’s What I Believe about Good VCs Good VCs help entrepreneurs achieve their business goals by providing guidance, support, a network of relationships, and coaching. Good VCs recognize the limitations of what they can do as board members and outside advisors as a result of the informational asymmetry they have with respect to founders and other executives who live and breathe the company every day. Good VCs give advice in areas in which they have demonstrated expertise, and have the wisdom to avoid opining on topics for which they are not the appropriate experts. Good VCs appropriately balance their duties to the common shareholders with those they owe to their limited partners. Good VCs recognize that, ultimately, it is the entrepreneurs and the employees who build iconic companies, with hopefully a little bit of good advice and prodding sprinkled in along the way by their VC partners. If VCs remain good, they won’t become dinosaurs.

The fashion now is to think of universities as industries or businesses. University presidents, evidently thinking of themselves as CEO's, talk of "business plans" and "return on investment," as if the industrial economy could provide an aim and a critical standard appropriate either to education or to research. But this is not possible. No economy, industrial or otherwise, can supply an appropriate aim or standard. Any economy must be either true or false to the world and to our life in it. If it is to be true, then it must be made true, according to a standard that is not economic. To regard the economy as an end or as the measure of success is merely to reduce students, teachers, researchers, and all they know or learn to merchandise. It reduces knowledge to "property" and education to training for the "job market." If, on the contrary, [Sir Albert] Howard was right in his belief that health is the "one great subject," then a unifying aim and a common critical standard are clearly implied. Health is at once quantitative and qualitative; it requires both sufficiency and goodness. It is comprehensive (it is synonymous with "wholeness"), for it must leave nothing out. And it is uncompromisingly local and particular; it has to do with the sustenance of particular places, creatures, human bodies, and human minds. If a university began to assume responsibility for the health of its place and its local constituents, then all of its departments would have a common aim, and they would have to judge their place and themselves and one another by a common standard. They would need one another's knowledge. They would have to communicate with one another; the diversity of specialists would have to speak to one another in a common language. And here again Howard is exemplary, for he wrote, and presumably spoke, a plain, vigorous, forthright English-- no jargon, no condescension, no ostentation, no fooling around.

My father..." Daisy began, then bit her lip. This man was her father's business partner. It was not appropriate to run to Westcliff with complaints. But the patience in his expression encouraged her to continue. "He called me a parasite," she said, keeping her voice soft to avoid disturbing Lillian. "He asked me to tell him how the world has benefitted from my existence, or what I had done for anyone." "And your reply?" Westcliff asked. "I... couldn't think of anything to say." Westcliff's coffee-colored eyes were unfathomable. He made a gesture for her to approach the settee, and she obeyed. To her astonishment, he took her hand in his and gripped it warmly. The usually circumspect earl had never done such a thing before. "Daisy," Westcliff said gently, "most lives are not distinguished by great achievements. They are measured by an infinite number of small ones. Each time you do a kindness for someone or bring a smile to his face, it gives your life meaning. Never doubt your value, little friend. The world would be a dismal place without Daisy Bowman in it.

People who prefer to give or match often feel pressured to lean in the taker direction when they perceive a workplace as zero-sum. Whether it’s a company with forced ranking systems, a group of firms vying to win the same clients, or a school with required grading curves and more demand than supply for desirable jobs, it’s only natural to assume that peers will lean more toward taking than giving. “When they anticipate self-interested behavior from others,” explains the Stanford psychologist Dale Miller, people fear that they’ll be exploited if they operate like givers, so they conclude that “pursuing a competitive orientation is the rational and appropriate thing to do.” There’s even evidence that just putting on a business suit and analyzing a Harvard Business School case is enough to significantly reduce the attention that people pay to relationships and the interests of others. The fear of exploitation by takers is so pervasive, writes the Cornell economist Robert Frank, that “by encouraging us to expect the worst in others it brings out the worst in us: dreading the role of the chump, we are often loath to heed our nobler instincts.

Judge Fisher permitted the defendants to explain how their opposition to the war had caused them to commit an act of resistance. He also permitted them to call as witnesses a wide range of people who supported resistance to the war, including both Daniel and Philip Berrigan. One by one, defense witnesses spoke of resistance to the government's war policy as an admired virtue central to understanding of American history and to maintaining a just society. One of the surprising witnesses was Major Clement St. Martin, the commander of the New Jersey State induction center in Newark from 1968 to 1971. Files under his control had been destroyed by the defendants. Nevertheless, he testified in their defense.He said he had become completely frustrated after years of making futile complaints through appropriate channels about the gross corruption in the way the draft forced the sons of the poor to serve in Vietnam and released the sons of the rich and sons of state and federal officials from service. His frustrations had grown particularly deep, he testified, in 1969 when a "very high" Selective Service official, responding to complaints filed by the major, told him, "Mind your business. We have twenty million animals to chose from.

The essence of Roosevelt’s leadership, I soon became convinced, lay in his enterprising use of the “bully pulpit,” a phrase he himself coined to describe the national platform the presidency provides to shape public sentiment and mobilize action. Early in Roosevelt’s tenure, Lyman Abbott, editor of The Outlook, joined a small group of friends in the president’s library to offer advice and criticism on a draft of his upcoming message to Congress. “He had just finished a paragraph of a distinctly ethical character,” Abbott recalled, “when he suddenly stopped, swung round in his swivel chair, and said, ‘I suppose my critics will call that preaching, but I have got such a bully pulpit.’ ” From this bully pulpit, Roosevelt would focus the charge of a national movement to apply an ethical framework, through government action, to the untrammeled growth of modern America. Roosevelt understood from the outset that this task hinged upon the need to develop powerfully reciprocal relationships with members of the national press. He called them by their first names, invited them to meals, took questions during his midday shave, welcomed their company at day’s end while he signed correspondence, and designated, for the first time, a special room for them in the West Wing. He brought them aboard his private railroad car during his regular swings around the country. At every village station, he reached the hearts of the gathered crowds with homespun language, aphorisms, and direct moral appeals. Accompanying reporters then extended the reach of Roosevelt’s words in national publications. Such extraordinary rapport with the press did not stem from calculation alone. Long before and after he was president, Roosevelt was an author and historian. From an early age, he read as he breathed. He knew and revered writers, and his relationship with journalists was authentically collegial. In a sense, he was one of them. While exploring Roosevelt’s relationship with the press, I was especially drawn to the remarkably rich connections he developed with a team of journalists—including Ida Tarbell, Ray Stannard Baker, Lincoln Steffens, and William Allen White—all working at McClure’s magazine, the most influential contemporary progressive publication. The restless enthusiasm and manic energy of their publisher and editor, S. S. McClure, infused the magazine with “a spark of genius,” even as he suffered from periodic nervous breakdowns. “The story is the thing,” Sam McClure responded when asked to account for the methodology behind his publication. He wanted his writers to begin their research without preconceived notions, to carry their readers through their own process of discovery. As they educated themselves about the social and economic inequities rampant in the wake of teeming industrialization, so they educated the entire country. Together, these investigative journalists, who would later appropriate Roosevelt’s derogatory term “muckraker” as “a badge of honor,” produced a series of exposés that uncovered the invisible web of corruption linking politics to business. McClure’s formula—giving his writers the time and resources they needed to produce extended, intensively researched articles—was soon adopted by rival magazines, creating what many considered a golden age of journalism. Collectively, this generation of gifted writers ushered in a new mode of investigative reporting that provided the necessary conditions to make a genuine bully pulpit of the American presidency. “It is hardly an exaggeration to say that the progressive mind was characteristically a journalistic mind,” the historian Richard Hofstadter observed, “and that its characteristic contribution was that of the socially responsible reporter-reformer.

She paused at the threshold of the room and looked back at the pair on the settee with a troubled frown. Lillian had fallen fast asleep, her head centered heavily on Westcliff’s chest. As the earl met Daisy’s unhappy gaze, one of his brows raised in silent inquiry. “My father…” Daisy began, then bit her lip. This man was her father’s business partner. It was not appropriate to run to Westcliff with complaints. But the patience in his expression encouraged her to continue. “He called me a parasite,” she said, keeping her voice soft to avoid disturbing Lillian. “He asked me to tell him how the world has benefitted from my existence, or what I had ever done for anyone.” “And your reply?” Westcliff asked. “I…couldn’t think of anything to say.” Westcliff’s coffee-colored eyes were unfathomable. He made a gesture for her to approach the settee, and she obeyed. To her astonishment, he took her hand in his and gripped it warmly. The usually circumspect earl had never done such a thing before. “Daisy,” Westcliff said gently, “most lives are not distinguished by great achievements. They are measured by an infinite number of small ones. Each time you do a kindness for someone or bring a smile to his face, it gives your life meaning. Never doubt your value, little friend. The world would be a dismal place without Daisy Bowman in it.

The failure of Communism was consecrated in the fall of the Soviet Union. The remarkable thing is that, as in most cases when prophecy fails, the faith never faltered. Indeed, an alternative version had long been maturing, though cast into the shadows for a time by enthusiasm for the quick fix of revolution. It had, however, been maturing for at least a century and already had a notable repertoire of institutions available. We may call it Olympianism, because it is the project of an intellectual elite that believes that it enjoys superior enlightenment and that its business is to spread this benefit to those living on the lower slopes of human achievement. And just as Communism had been a political project passing itself off as the ultimate in scientific understanding, so Olympianism burrowed like a parasite into the most powerful institution of the emerging knowledge economy--the universities. We may define Olympianism as a vision of human betterment to be achieved on a global scale by forging the peoples of the world into a single community based on the universal enjoyment of appropriate human rights. Olympianism is the cast of mind dedicated to this end, which is believed to correspond to the triumph of reason and community over superstition and hatred. It is a politico-moral package in which the modern distinction between morals and politics disappears into the aspiration for a shared mode of life in which the communal transcends individual life. To be a moral agent is in these terms to affirm a faith in a multicultural humanity whose social and economic conditions will be free from the causes of current misery. Olympianism is thus a complex long-term vision, and contemporary Western Olympians partake of different fragments of it. To be an Olympian is to be entangled in a complex dialectic involving elitism and egalitarianism. The foundational elitism of the Olympian lies in self-ascribed rationality, generally picked up on an academic campus. Egalitarianism involves a formal adherence to democracy as a rejection of all forms of traditional authority, but with no commitment to taking any serious notice of what the people actually think. Olympians instruct mortals, they do not obey them. Ideally, Olympianism spreads by rational persuasion, as prejudice gives way to enlightenment. Equally ideally, democracy is the only tolerable mode of social coordination, but until the majority of people have become enlightened, it must be constrained within a framework of rights, to which Olympian legislation is constantly adding. Without these constraints, progress would be in danger from reactionary populism appealing to prejudice. The overriding passion of the Olympian is thus to educate the ignorant and everything is treated in educational terms. Laws for example are enacted not only to shape the conduct of the people, but also to send messages to them. A belief in the power of role models, public relations campaigns, and above all fierce restrictions on raising sensitive questions devant le peuple are all part of pedagogic Olympianism.

Onboarding checklists Business orientation checklist As early as possible, get access to publicly available information about financials, products, strategy, and brands. Identify additional sources of information, such as websites and analyst reports. If appropriate for your level, ask the business to assemble a briefing book. If possible, schedule familiarization tours of key facilities before the formal start date. Stakeholder connection checklist Ask your boss to identify and introduce you to the key people you should connect with early on. If possible, meet with some stakeholders before the formal start. Take control of your calendar, and schedule early meetings with key stakeholders. Be careful to focus on lateral relationships (peers, others) and not only vertical ones (boss, direct reports). Expectations alignment checklist Understand and engage in business planning and performance management. No matter how well you think you understand what you need to do, schedule a conversation with your boss about expectations in your first week. Have explicit conversations about working styles with bosses and direct reports as early as possible. Cultural adaptation checklist During recruiting, ask questions about the organization’s culture. Schedule conversations with your new boss and HR to discuss work culture, and check back with them regularly. Identify people inside the organization who could serve as culture interpreters. After thirty days, conduct an informal 360-degree check-in with your boss and peers to gauge how adaptation is proceeding.

sighed. “I can’t say that you weren’t expected.” “I’m just going to be walking around here and taking some measurements. It says here… you own eighty acres? That is one of the most gorgeous mansions I have ever seen,” he rambled on. “It must have cost you millions. I could never afford such a beauty. Well, heck, for that matter I couldn’t afford the millions of dollars in taxes a house like this would assess, let alone such a pricey property. Do you have an accountant?” Zo opened her mouth to respond, but he continued, “For an estate this size, I would definitely have one.” “I do have an accountant,” she cut in, with frustration. “Furthermore, I have invested a lot of money bringing this mansion up to speed. You can see my investment is great.” “Of course, it would be. The fact of the matter is, Mrs. Kane, a lot of people are in over their heads in property. You still have to pay up, or we take the place. Well, I’ll get busy now. Pay no mind to me.” He walked on, taking notes. “Clairrrrre!” Zo called as soon as she entered the house. “Bring your cell phone!” Two worry-filled months went by and many calls were made to lawyers, before Zoey finally picked one that made her feel confident. And then the letter came with the totals and the due date. “There is no way we can pay this, Mom, even if we sold off some of our treasures, because a lot of them are contracted to museums anyway. I am feeling awfully poor all of a sudden, and insecure.” “Yes, and I did some research, thinking I’d be forced to sell. It’s unlikely that anyone else around here can afford this place. It looks like they are going to get it all; they aren’t just charging for this year. What we have here is a value about equal to a little country. And all the new construction sites for housing developments suddenly popping up on this side of the river, does not help. Value is going up.” Zo put her head in her hands. “Ohhh, oh, oh, oh!” “Yeah, bring out the ice-cream and cake. I need comforting,” sighed Claire. The cell phone rang. “Yes, tonight? You guys have become pretty good to us, haven’t you?! You know, Bob, Mom and I thought we were just going to pig out on ice cream and cake. We found out we are losing this estate and are going to be poor again and we are bummed out.” There was a long pause. “No, that’s okay, I understand. Yeah, okay, bye.” “Well?” Zo ask dryly. “He was appropriately sorry, and he got off the phone fast, saying he remembered he had other business to take care of. Do you want to cry? I do…” “I’ll get the cake and dish the ice cream. You make our tea and we’ll cry together.” A pitter patter began to drum on the window. “Rain again. It seems softer though, dear.” “I thought you said this was going to be a softer rain!” It started to pour. “At least this is not a thunder storm… What was that?” “Thunder,” replied Claire, unmoved and resigned. An hour had gone by when there was a rapping at the door. “People rarely use the doorbell, ever notice that?” Zo asked on the way to the door. She opened it to reveal two wet guys holding a pizza, salad, soft drink, and giant chocolate chip cookies in a plastic container. In a plastic

The saint is one who knows that every moment of our human life is a moment of crisis; for at every moment we are called upon to make an all-important decision–to choose between the way that leads to death and spiritual darkness and the way that leads towards light and life; between interests exclusively temporal and the eternal order; between our personal will, or the will of some projection of our personality, and the will of God. In order to fit himself to deal with the emergencies of his way of life, the saint undertakes appropriate training of mind and body, just as the soldier does. But whereas the objectives of military training are limited and very simple, namely, to make men courageous, cool-headed and co-operatively efficient in the business of killing other men, with whom, personally, they have no quarrel, the objectives of spiritual training are much less narrowly specialized. Here the aim is primarily to bring human beings to a state in which, because there are no longer any God-eclipsing obstacles between themselves and Reality, they are able to be aware continuously of the divine Ground of their own and all other beings; secondly, as a means to this end, to meet all, even the most trivial circumstances of daily living without malice, greed, self-assertion or voluntary ignorance, but consistently with love and understanding. Because its objectives are not limited, because, for the lover of God, every moment is a moment of crisis, spiritual training is incomparably more difficult and searching than military training. There are many good soldiers, few saints.

At first glance, professionalism tries to convince you it’s a neutral word, merely meant to signify a collection of behaviors, clothing, and norms “appropriate” for the workplace. We just ask that everyone be professional, the cis white men will say, smiles on their faces, as if they’re not asking for much. We try to maintain a professional office environment. But never has a word in the English language been so loaded with racism, sexism, heteronormativity, or trans exclusion. Whenever someone is telling you to “be professional,” they’re really saying, “be more like me.” If you’re black, “being professional” can often mean speaking differently, avoiding black cultural references, or not wearing natural hair. If you’re not American, “being professional” can mean abandoning your cultural dress for Western business clothes. If you’re not Christian, “being professional” can mean potentially removing your hijab to fit in, sitting by while your officemates ignore your need for kosher or halal food, sucking up the fact that your office puts up a giant Christmas tree every year. If you’re low-income or working class, “being professional” can mean spending money you don’t have on work clothes—“dressing nicely” for a job that may not pay enough for you to really afford to do so. If you’re a woman, “being professional” can mean navigating a veritable minefield of double standards. Show some skin, but don’t be a slut. Wear heels, but not too high, and not too low, either. Wear form-fitting clothes, but not too form-fitting. We offer maternity leave, but don’t “interrupt your career” by taking it. And if you’re trans like me, “being professional” can mean putting your identity away unless it conforms to dominant gender norms.

The present system is a capitalist system. This means that the world is divided up into two antagonistic camps, the camp of a small handful of capitalists and the camp of the majority - the proletarians. The proletarians work day and night, nevertheless they remain poor. The capitalists do not work, nevertheless they are rich. This takes place not because the proletarians are unintelligent and the capitalists are geniuses, but because the capitalists appropriate the fruit of the labour of the proletarians, because the capitalists exploit the proletarians. Why is the fruit of the labour of the proletarians appropriated by the capitalists and not by the proletarians? Why do the capitalists exploit the proletarians and not vice versa? Because the capitalist system is based on commodity production: here everything assumes the form of a commodity, everywhere the principle of buying and selling prevails. Here you can buy not only articles of consumption, not only food products, but also the labour power of men, their blood and their consciousness. The capitalists know all of this and purchase the labour power of the proletarians, they hire them. This means the capitalists become the owners of the labour power they buy. The proletarians, however, lose their right to the labour power which they have sold. That is to say, what is produced by that labour power no longer belongs to the proletarians, it belongs only to the capitalists and goes into their pockets. The labour power which you have sold may produce in the course of a day, goods to the value of 100 rubles, but that is not your business, those goods do not belong to you, it is the business only of the capitalists, and the goods belong to them - all that you must receive is your daily wage which, perhaps, may be sufficient to satisfy your essential needs if, of course, you live frugally.

Okay.” The leader stood on the bed of his truck and clapped his hands over his head. “Listen up, everyone.” No one was really listening, though they had dressed right. Everyone was all in black. A few guys wore ski masks, and others had black marks on their cheeks like football players. Personally, I didn’t understand the need for the black camouflage. Caden had explained that the cops had already been looped in on the operation. A few of the lawns getting flocked tonight actually belonged to cops, and anyway the whole blending-with-the-night effect didn’t work when you were carrying a bright neon-pink flamingo. Still, I couldn’t deny the little spark of excitement building in my stomach. We were all standing in some guy’s driveway, and as I looked around, I seemed to be the only girl. These guys meant business. I was in the middle of a real life Call of Duty operation. The leader began speaking, his voice booming. “This is going to happen with precision and professionalism. No lingering, loitering, acting like stupid shits, and definitely no joking around. We’re not ladies. This isn’t going to be run like a bunch of pansy-shopping, pink-nail-polish pussies. You got that?!” I frowned, tucking my nails inside my jacket. “Every vehicle’s been filled with birds. The driver should have a text with all the locations, and the number of birds for each target. Pull up, find the group of birds labeled for that house, and work together. Take one bird a trip, two if you can manage, and ram those suckers down in the grass. Hurry back to the truck and keep going until all the birds for that location are in the ground. Shotgun Sally is in charge of hanging the sign on the bird closest to the street. Once the sign is hung, get back in the truck, and move to the next target. NO TALKING! This mission is all radio silent. Communicate with signals, and if you don’t know the appropriate signals, just SHUT THE HELL UP! Okay? Now, go flock some fuckers!

Get acquainted along with a fitness home business. If you attempt earnestly, you are able to get started a productive fitness business. Many variables need to be considered once you determine to begin a fitness enterprise. If you understand how to set up a fitness online business, it can be effortless. It is advisable to have expertise in the fitness market to become capable to begin a fitness organization. Folks from any walk of life can commence their very own fitness business. A fitness small business is some thing that people would encourage by becoming consumers on the company. If you strategy to begin a online business inside the fitness niches, you ought to read all about how you can commence a fitness small business. You could study from blogs and web-sites related to establishing such a company. You must in no way attempt to get started a organization with out 1st understanding all about it. It truly is not quick to start a organization in the fitness niches. We're normally extremely eager to obtain fit. It really is essential that we give enough time and believed to our fitness business. Individuals who fail to perform on their fitness by no means realize beneficial benefits. You in no way going to attain excellent levels of fitness without functioning on it. Diet program is a thing that people rarely consider fitness business about when having match. What you eat is also necessary relating to fitness. One factor you need to understand is that fitness under no circumstances comes rather simply. You don't constantly must go to the health club for becoming match. It's going to expense funds to setup your business within the fitness niche. You will need help in some aspects on the business enterprise. A fitness enterprise may be simple if you have the suitable assistance. If you do not have the education, consumers won't rely on you with their fitness needs. It really is very important which you have some training in fitness. Fitness is all about expertise and you require to possess the expertise for the online business. A fitness trainer would have no difficulty in starting his personal fitness business. You need to look and really feel fit in order to attract other many people as consumers. A fitness company will take up your time and your dollars to set it up appropriately. It's essential to take various aspects into account for instance the place for the home business. Women are extremely keen to lose weight, as they prefer to look appealing. It's the worry of obesity and the resulting ugliness that makes women and men go in to get a fitness system. Middle aged guys are frequently obese and must make an enormous work to regain fitness. You'll need to invest a whole lot of your time to have the ability to create a foothold in this niche. You could possibly not know it, nevertheless it is feasible to develop a lucrative enterprise in the fitness niche. The idea of fitness is spreading far and wide. People of every age group prefer fitness. Health is much more vital than wealth. It can be vital to acquire fit if you desire to get the perfect out of life. Establishing a online business that is certainly centered on fitness is usually a very good notion. The fitness market holds a great deal of promise for tough functioning business owners.

Elvis was pretty slick. Nonetheless, I knew that he was cheating. His four-of-a-kind would beat my full house. I had two choices. I could fold my hand and lose all the money I’d contributed to the pot, or I could match Elvis’s bet and continue to play. If a gambler thought he was in an honest game, he would probably match the bet thinking his full house was a sure winner. The con artist would bet large amounts of money on the remaining cards, knowing he had a winning hand. I narrowed my eyes and pursed my lips, as if struggling to decide whether to wager five hundred pesos or fold my hand and call it quits. I knew there were five men between me and the door and watched them from the corner of my eye. Even if I folded and accepted my losses, I knew they would not let me leave without taking all my cash. They had strength in numbers and would strong arm me if they could. The men stared, intently watching my next move. I set down my beer and took five one hundred peso notes from my wallet. The men at the bar relaxed. My adrenaline surged, pumping through my brain, sharpening my focus as I prepared for action. I moved as if to place my bet on the table, but instead my hand bumped my beer bottle, spilling it onto Elvis’ lap. Elvis reacted instinctively to the cold beer, pushing back from the table and rising to his feet. I jumped up from my chair making a loud show of apologizing, and in the ensuing pandemonium I snatched all the money off the table and bolted for the door! My tactics took everyone by complete surprise. I had a small head start, but the Filipinos recovered quickly and scrambled to cut off my escape. I dashed to the door and barely made it to the exit ahead of the Filipinos. The thugs were nearly upon me when I suddenly wheeled round and kicked the nearest man square in the chest. My kick cracked ribs and launched the shocked Filipino through the air into the other men, tumbling them to the ground. For the moment, my assailants were a jumble of tangled bodies on the floor. I darted out the door and raced down the busy sidewalk, dodging pedestrians. I looked back and saw the furious Filipinos swarming out of the bar. Running full tilt, I grabbed onto the rail of a passing Jeepney and swung myself into the vehicle. The wide-eyed passengers shrunk back, trying to keep their distance from the crazy American. I yelled to the driver, “Step on the gas!” and thrust a hundred peso note into his hand. I looked back and saw all six of Johnny’s henchmen piling onto one tricycle. The jeepney driver realized we were being pursued and stomped the gas pedal to the floor. The jeepney surged into traffic and accelerated away from the tricycle. The tricycle was only designed for one driver and two passengers. With six bodies hanging on, the overloaded motorcycle was slow and unstable. The motorcycle driver held the throttle wide open and the tricycle rocked side to side, almost tipping over, as the frustrated riders yelled curses and flailed their arms futilely. My jeepney continued to speed through the city, pulling away from our pursuers. Finally, I could no longer see the tricycle behind us. When I was sure I had escaped, I thanked the driver and got off at the next stop. I hired a tricycle of my own and carefully made my way back to my neighborhood, keeping careful watch for Johnny and his friends. I knew that Johnny was in a frustrated rage. Not only had I foiled his plans, I had also made off with a thousand pesos of his cash. Even though I had great fun and came out of my escapade in good shape, my escape was risky and could’ve had a very different outcome. I feel a disclaimer is appropriate for those people who think it is fun to con street hustlers, “Kids. Don’t try this at home.

governance is the arrangements and practices that an organization puts in place to ensure its activities are adequately and appropriately managed. ‘Adequately and appropriately’ reflect the nature and context of the organization and stakeholder interests in its operations. Governance is not the direct operation and control of the organization’s business activities but the infrastructure needed to ensure their management to the satisfaction of direct and indirect stakeholders. As such, governance is viewed as meta-management. That is, as managing the management of the organization.

From a nitty-gritty, practical standpoint, here is the drill that can get you there:   Loose Papers Pull out all miscellaneous scraps of paper, business cards, receipts, and so on that have crept into the crevices of your desk, clothing, and accessories. Put it all into your in-basket for processing.   Process Your Notes Review any journal entries, meeting notes, or miscellaneous notes scribbled on notebook paper. List action items, projects, waiting-fors, calendar events, and someday/ maybes, as appropriate. File any reference notes and materials. Stage your “Read/Review” material. Be ruthless with yourself, processing all notes and thoughts relative to interactions, projects, new initiatives, and input that have come your way since your last download, and purging those not needed.   Previous Calendar Data Review past calendar dates in detail for remaining action items, reference information, and so on, and transfer that data into the active system. Be able to archive your last week’s calendar with nothing left uncaptured.   Upcoming Calendar Look at future calendar events (long- and short-term). Capture actions about arrangements and preparations for any upcoming events.   Empty Your Head Put in writing (in appropriate categories) any new projects, action items, waiting-fors, someday/maybes, and so forth that you haven’t yet captured.   Review “Projects” (and Larger Outcome) Lists Evaluate the status of projects, goals, and outcomes one by one, ensuring that at least one current kick-start action for each is in your system.   Review “Next Actions” Lists Mark off completed actions. Review for reminders of further action steps to capture.   Review “Waiting For” List Record appropriate actions for any needed follow-up. Check off received items.   Review Any Relevant Checklists Is there anything you haven’t done that you need to do?   Review “Someday/Maybe” List Check for any projects that may have become active and transfer them to “Projects.” Delete items no longer of interest.   Review “Pending” and Support Files Browse through all work-in-progress support material to trigger new actions, completions, and waiting-fors.   Be Creative and Courageous Are there any new, wonderful, hare-brained, creative, thought-provoking, risk-taking ideas you can add to your system?

It took five cups of coffee and eight hundred dog years to find something to wear. It needed to be business appropriate, but hot for her lunch date. Even more important was what she’d wear underneath. Pickings were slim: Granny Panties, Period Panties, Holey Panties and Panties with Questionable Teddy Bears.

One of the most vexing dilemmas that stable corporations face when they seek to rekindle growth by launching new businesses is that their internal schools of experience have offered precious few courses in which managers could have learned how to launch new disruptive businesses. In many ways, the managers that corporate executives have come to trust the most because they have consistently delivered the needed results in the core businesses cannot be trusted to shepherd the creation of new growth. Human resources executives in this situation need to shoulder a major burden. They need to monitor where in the corporation’s schools of experience the needed courses might be created, and ensure that promising managers have the opportunity to be appropriately schooled before they are asked to take the helm of a new-growth business. When managers with the requisite education cannot be found internally, they need to ensure that the management team, as a balanced composite, has within it the requisite perspectives from the right schools of experience.

The traditional units of strategic analysis—company and industry—have little explanatory power when it comes to analyzing how and why blue oceans are created. (..) The most appropriate unit of analysis for explaining the creation of blue oceans is the strategic move—the set of managerial actions and decisions involved in making a major market creating business offering.

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The spinothalamic system, on the other hand, runs through the “grey matter” of the cord, so named because it has no white fatty insulation sheaths around its axons. Their spatial orientation is not nearly so carefully preserved at all levels, and they make many more internuncial synaptic junctions on their way up the cord. Their transmission speed is roughly one-fifth of that of the dorsal tract. This system carries impulses which announce pain; thermal sensations, both hot and cold; crude touch sensations that are not acutely localized; pressure sensations that do not rely upon fine distinctions; kinesthetic sensations having to do with chronic conditions, or the body at rest; tickles and itches; and sexual sensations. It is a fact of considerable significance to our reflex responses that pain sensations are carried exclusively by the slower spinothalamic pathway. This means that more neutral and at the same time more detailed sensory information will always reach the spinal circuits and the cortex slightly before the stab of pain arrives. This gives us a brief moment to assess the location and the cause of the pain before we react, so that our reflex withdrawal can be more appropriately tailored to the actual source of the pain and more effectively directed; that is, so that we will be able to assess the intensity of the burn, and will be sure to jerk away from the flame rather than towards it, and will arrest our jerk before we crash into the wall. This time lag gives a special role to general tactile sensations—including body work—when we are in pain. It means that it is possible to bombard the consciousness with more rapidly transmitted and more detailed touch sensations which tend to displace the pain response from the foreground. This is why rubbing the spot that hurts, or jumping up and down, or shaking the injured hand are often effective for alleviating pain. This is the principle behind the mother’s instinctual rocking and stroking of her hurt child, and it is a principle that can be turned to great advantage in bodywork. If the rest of the body can be inundated with touch sensations, particularly pleasurable ones, the part that is in pain can be shifted away from the mind’s central focus. On the other hand, this very same mechanism presents a danger: By keeping ourselves busy, and by forcing our attention onto other matters, it is possible to suppress pain signals which may be very important, possible to bury our awareness of threatening conditions beneath a layer of faster, more acute, but more trivial sensations. The mind’s mechanisms of selection and focus can play tricks that are nasty as well as ones that are helpful. One of the principal strengths of bodywork is that it can generate the sensory information—the self awareness—that is necessary for the individual to identify and gain control over conflicting tendencies of this kind.

All of this was happening in private. U.S. electors knew nothing of Sater’s Kremlin outreach scheme. Trump did, though. So did Cohen. Cohen said he talked to Trump about the Moscow tower three times. When it appeared that the project was faltering, despite a letter of intent, Cohen took a bold step. He sent an email to someone big: Putin’s press secretary, Dmitry Peskov. The email was a petition, a meekly phrased plea for help. It was sent in mid-January 2016. Cohen wrote: Over the past few months I have been working with a company based in Russia regarding the development of a Trump Tower-Moscow project in Moscow City. Without getting into lengthy specifics, the communication between our two sides has stalled. As this project is too important, I am hereby requesting your assistance. I respectfully request someone, preferably you, contact me so that I might discuss the specifics as well as arranging meetings with the appropriate individuals. I thank you in advance for your assistance and look forward to hearing from you soon. Cohen dispatched the email to a generic address, rather than to Peskov’s personal account. Nonetheless, the email would have been found and closely examined. The email’s recipient, Peskov, wasn’t only Putin’s long-serving mouthpiece—he was also in charge of the operation to compromise Clinton, according to the Steele dossier, and someone who saw Russia’s president practically every day. Cohen insisted there was no collusion. And yet this is precisely what his email looked like: a direct (and covert) request for assistance from Team Trump to Team Putin. Was this politics or business or both? As always with Trump, it was hard to tell.

passing comment about Justin Bieber. “He is totally my spirit animal,” Gionet joked, only to be stung by a rebuke from a colleague: “Hey bro, you can’t say spirit animal. That’s culturally appropriating Native American culture and that’s not cool.” The pushback only drove Gionet in a more polarized direction.

Dream Big. You are a divine original and the world needs your unique contribution.

In the school of effective growth, improvement and change go hand in hand. To enter the new is to break out of comfort.

THE JOB SEARCH To be successful in the working world, you must steel yourself against rejection, whether you are a salesman, a grant writer, or even a job candidate. Employers often interview many, many candidates for a given job opening, and you will probably get more no’s than yeses. But don’t take it personally. That’s just part of the process. (Remember the salesman’s strategy of thinking that each rejection brings him closer to a sale!) With the right attitude, any rejection you do experience can give you valuable information about the job search process. Practice makes perfect, so look at your interviews as a chance to perfect your interactive skills in the working world. In fact, it is sometimes appropriate to inquire about the possibility of an “informational interview”—in which you are not applying for a job but simply meeting briefly (half an hour or so) with a person whose career field interests you to ask questions and tour the place of business. (This is most appropriate when you are considering a career change.) Either way, if a suitable position is not available but you have made a good contact, you may get a call when an appropriate job does open up. Keep in mind that it is up to you to create opportunities for yourself. Do not wait for them to happen to you!

PERSONAL PROFILE FOR EFFECTIVE COMMUNICATION Consider the following list of twelve characteristics that are central to communicating both in an interview and on the job. If you feel you are lacking in a particular category, you can use the explanations and suggestions given to enhance your interactive ability in the workplace. 1. Activation of PMA. Use positive thinking techniques such as internal coaching. 2. Physical appearance. Make sure to dress appropriately for the event. In most interviews, business attire (a suit or sport coat and tie for men; a suit, dress, or tailored pants for women) is recommended. What you wear to the interview communicates not only how important the event is to you but your ability to assess a situation and how you should behave in it. Appropriate grooming is essential, both in an interview and on the job. 3. Posture. Carry yourself with confidence. Let your posture communicate that you are a winner. Keep your face on a vertical plane, spine straight, shoulders comfortably back. By simply straightening up and using the diaphragmatic breathing you learned in Chapter 6 (which proper posture encourages), you will feel much better about yourself. Others will perceive you in a more positive light as well. 4. Rate of speech. Your rate of speech ought to be appropriate for the specific situation and person or persons it is intended for. Too fast is annoying, and too slow is boring. A good way to pace your speech is to speak at close to the rate of the person who is talking to you. 5. Eye contact. Absolutely essential for successful communication. Occasionally, you should avert your gaze briefly in order to avoid staring. But try not to look down at your lap or let your eyes wander all around the room as you speak. This suggests a lack of confidence and an inability to stay on track. 6. Facial expressions. You gain more credibility when you are open and expressive. The warmer personality will seem stronger and more confident. And perhaps most important, remember to smile in conversation. If you seem interested and enthusiastic, it will enhance the chemistry between you and the interviewer or your supervisor. You can develop the ability to use facial expressions to your advantage through a kind of biofeedback that makes use of the mirror and continuously experimenting in real life. Look at your reflection for several minutes. Practice being relaxed and create the expressions that are appropriate. Do you look interested? Alert? Motivated? Practice responding to an interviewer. Impress the “muscle memory” of these expressions into your mind.

Touching Like nodding, touching shows interest. Upon meeting someone, the best way to show respect and sincere interest is to shake hands. A warm, firm handshake shows that you have an open, friendly social attitude. Don’t be afraid to be the first to smile, offer your name, and extend your hand—people will appreciate your interest and willingness to connect. With whom should you shake hands? These days, it’s appropriate to shake hands man to man, woman to woman, or man to woman—in both social and business contexts while exchanging names with other people. (Of course, a man should use a slightly gentler grip when shaking a woman’s hand.) A number of clients who have come to me say that their previous therapists or their parents have advised them to take a dance class in order to gain interactive skills and desensitize themselves to social anxiety. That’s a good idea. But it’s not that simple. The ideal situation would be one in which you could progress through the various levels of intimacy at a natural pace in an actual interactive situation. Developing a keen sense of interactive chemistry will help you to understand what type of touching behavior is appropriate. As for other, more personal forms of touch, these should be undertaken more cautiously, and with keen attention to the body language of the other person. When it seems appropriate, gestures such as taking someone’s arm or offering your own as you enter or leave a room or cross the street, touching a companion’s back as you introduce him or her to an acquaintance—all of these are fairly noncommittal, but are a display of caring and interest. When you try these things, take special note of the response you get. Remember that body language involves communication between two people. Not only do you need to give signals of friendliness and approval but also to take cues from the other person involved.