Business Forum Quotes

Many weeks of street fighting ensued. In his defense of Sestius against charges of violence in 56, Cicero described in graphic terms the effects of this gang warfare: “The Tiber was full of citizens’ corpses, the public sewers were choked with them and the blood that streamed from the Forum had to be mopped up with sponges.” To begin with, the cure was worse than the disease and public business once more came to a standstill. However, by the summer Clodius, while by no means defeated, was at least being contained.

embarrassing entanglements. “Bribery interferes with trade, investment, and development,” Hillary Clinton said at the OECD’s fiftieth-anniversary forum in 2011. “It undermines good governance and encourages greater corruption. And of course, it is morally wrong—and far too common.” On that we can all agree.

The image of the Zen philosopher is the monk up in the green, quiet hills, or in a beautiful temple on some rocky cliff. The Stoics are the antithesis of this idea. Instead, they are the man in the marketplace, the senator in the Forum, the brave wife waiting for her soldier to return from battle, the sculptor busy in her studio. Still, the Stoic is equally at peace.

To avert climate crisis, it's important that humanity embraces permaculture economics, prioritizing regeneration over exploitation. Interestingly enough, putting regeneration over exploitation will create more opportunities for individuals and businesses to profit.

Pain has an odd way of expressing itself in the acts of business. No matter how many setbacks a leader might experience, there always seems to be a new opaque watermark of endurance testing, invisibly triggered for erratic combustion in each compounding decision. Every CEO in the world knows this, yet few have the good sense to walk away from the table when their cards are hot. Why win in Act Two when a comeback in Act Three gives you a longer biography? Ego is not so much about immortality as it is about demonstrating stately resistance to nightmarish attacks in public forums. Any good smack to the head is a continuity wake up call, or at least another invitation to be interviewed by Charlie Rose.

The Five Causes We practice gratitude daily, remembering that the human heart cannot hold gratitude and negative emotions at the same time. From gratitude, joy and all other virtues are born. We practice forgiving those that have harmed us as a mode of healing ourselves. We reach out to those we have harmed, either personally or by handwritten letter, offering apology and reconciliation. We practice kindness and honesty in word and deed toward all, and especially toward our romantic partner. Kindness and honesty must always remain unified, for one without the other leads to harmful behavior. We practice humility. We never treat any others as servants or beneath us, regardless of their social or economic status. We show respect to all, and are considerate of the consequences of our actions on others. We practice our ethics in our business. Our career is a major forum for our practice of transformation, so we infuse our highest ideals into our work and workplace, always looking for win-win opportunities. We hold firm that the end never justifies the means, and teach our ethics by example.

Another secret organization that tries to influence world politics is the Bilderberg Group, founded in 1954 by Prince Bernhard van Lippe Biesterfeld and Joseph Retinger. This group consists of a number of permanent members that form a small core, and a number of changing members that are invited to take part in conferences. The members meet once a year behind closed doors. The Inner Circle, that is the Round Table, consists of nine members of the Bilderberg Group. Then there is a decision making forum that consists of thirteen members. Finally there are three more members that make up the Inner Circles. These consist of members of the black nobility and other exceptionally influential men. Despite the strict confidentiality and secrecy surrounding the Bilderberg Group, some of their objectives got out. The following objectives are strived for: An international economic Power Block. Founding an international Parliament. Creating an international “World Army” through the abolition of national armed forces. Restriction of the power of national governments in favor of a unique and coordinated World Government. Traditionally the international press never mentions anything about the content of the off-the-record discussions. Sometimes a conference where prominent members from the world of politics, business and society speak confidentially about international questions is mentioned briefly. It is always mentioned that the participants assist as private persons, not in their official occupations. However it is striking that the participants of every Bilderberg conference are flown in from all parts of the world with airplanes and helicopters belonging to different air forces. Also, the large police force used to prevent disturbances and protect the invited is paid for by the tax contributors.[48]

Starting a little over a decade ago, Target began building a vast data warehouse that assigned every shopper an identification code—known internally as the “Guest ID number”—that kept tabs on how each person shopped. When a customer used a Target-issued credit card, handed over a frequent-buyer tag at the register, redeemed a coupon that was mailed to their house, filled out a survey, mailed in a refund, phoned the customer help line, opened an email from Target, visited Target.com, or purchased anything online, the company’s computers took note. A record of each purchase was linked to that shopper’s Guest ID number along with information on everything else they’d ever bought. Also linked to that Guest ID number was demographic information that Target collected or purchased from other firms, including the shopper’s age, whether they were married and had kids, which part of town they lived in, how long it took them to drive to the store, an estimate of how much money they earned, if they’d moved recently, which websites they visited, the credit cards they carried in their wallet, and their home and mobile phone numbers. Target can purchase data that indicates a shopper’s ethnicity, their job history, what magazines they read, if they have ever declared bankruptcy, the year they bought (or lost) their house, where they went to college or graduate school, and whether they prefer certain brands of coffee, toilet paper, cereal, or applesauce. There are data peddlers such as InfiniGraph that “listen” to shoppers’ online conversations on message boards and Internet forums, and track which products people mention favorably. A firm named Rapleaf sells information on shoppers’ political leanings, reading habits, charitable giving, the number of cars they own, and whether they prefer religious news or deals on cigarettes. Other companies analyze photos that consumers post online, cataloging if they are obese or skinny, short or tall, hairy or bald, and what kinds of products they might want to buy as a result.

THE VISION EXERCISE Create your future from your future, not your past. WERNER ERHARD Erhard Founder of EST training and the Landmark Forum The following exercise is designed to help you clarify your vision. Start by putting on some relaxing music and sitting quietly in a comfortable environment where you won’t be disturbed. Then, close your eyes and ask your subconscious mind to give you images of what your ideal life would look like if you could have it exactly the way you want it, in each of the following categories: 1. First, focus on the financial area of your life. What is your ideal annual income and monthly cash flow? How much money do you have in savings and investments? What is your total net worth? Next . . . what does your home look like? Where is it located? Does it have a view? What kind of yard and landscaping does it have? Is there a pool or a stable for horses? What does the furniture look like? Are there paintings hanging in the rooms? Walk through your perfect house, filling in all of the details. At this point, don’t worry about how you’ll get that house. Don’t sabotage yourself by saying, “I can’t live in Malibu because I don’t make enough money.” Once you give your mind’s eye the picture, your mind will solve the “not enough money” challenge. Next, visualize what kind of car you are driving and any other important possessions your finances have provided. 2. Next, visualize your ideal job or career. Where are you working? What are you doing? With whom are you working? What kind of clients or customers do you have? What is your compensation like? Is it your own business? 3. Then, focus on your free time, your recreation time. What are you doing with your family and friends in the free time you’ve created for yourself? What hobbies are you pursuing? What kinds of vacations do you take? What do you do for fun? 4. Next, what is your ideal vision of your body and your physical health? Are you free of all disease? Are you pain free? How long do you live? Are you open, relaxed, in an ecstatic state of bliss all day long? Are you full of vitality? Are you flexible as well as strong? Do you exercise, eat good food, and drink lots of water? How much do you weigh? 5. Then, move on to your ideal vision of your relationships with your family and friends. What is your relationship with your spouse and family like? Who are your friends? What do those friendships feel like? Are those relationships loving, supportive, empowering? What kinds of things do you do together? 6. What about the personal arena of your life? Do you see yourself going back to school, getting training, attending personal growth workshops, seeking therapy for a past hurt, or growing spiritually? Do you meditate or go on spiritual retreats with your church? Do you want to learn to play an instrument or write your autobiography? Do you want to run a marathon or take an art class? Do you want to travel to other countries? 7. Finally, focus on the community you’ve chosen to live in. What does it look like when it is operating perfectly? What kinds of community activities take place there? What charitable, philanthropic, or volunteer work? What do you do to help others and make a difference? How often do you participate in these activities? Who are you helping? You can write down your answers as you go, or you can do the whole exercise first and then open your eyes and write them down. In either case, make sure you capture everything in writing as soon as you complete the exercise. Every day, review the vision you have written down. This will keep your conscious and subconscious minds focused on your vision, and as you apply the other principles in this book, you will begin to manifest all the different aspects of your vision.

Teach Others Who Weren’t There Even if everyone involved in a production understands what it taught them, the postmortem is a great way of passing on the positive and negative lessons to other people who were not on the project. So much of what we do is not obvious—the result of hard-won experience. Then again, some of what we do doesn’t really make sense. The postmortem provides a forum for others to learn or challenge the logic behind certain decisions.

Don’t Let Resentments Fester Many things that go wrong are caused by misunderstandings or screw-ups. These lead to resentments that, if left unaddressed, can fester for years. But if people are given a forum in which to express their frustrations about the screw-ups in a respectful manner, then they are better able to let them go and move on. I have seen many cases where hurt feelings lingered far after the project, feelings that would have been worked through much more easily if they had been expressed in a postmortem.

If you’re good at data analytics but you don’t have this feel for the business, you’ll make naïve decisions.

If you’re comfortable with the feel of the business but you never use analytics, you’re just leaving a lot of money on the table that your competitors

Given that we all agree, in principle, that postmortems are good for us, I’m always struck by how much people dread them. Most feel that they’ve learned what they could during the execution of the project, so they’d just as soon move on. Problems that arose are frequently personal, so most are eager to avoid revisiting them. Who looks forward to a forum for being second-guessed? People, in general, would rather talk about what went right than what went wrong, using the occasion to give additional kudos to their most deserving team members. Left to our own devices, we avoid unpleasantness. It isn’t just postmortems, though: In general, people are resistant to self-assessment. Companies are bad at it, too. Looking inward, to them, often boils down to this: “We are successful, so what we are doing must be correct.” Or the converse: “We failed, so what we did was wrong.” This is shallow. Do not be cowed into missing this opportunity.

Likewise, you can stand on a “virtual” street corner by asking members of online forums what they think of your idea. Reddit.com

London window cleaning forums is a great place where we can give or take advice about how to develop your business and how you can keep your windows cleaned.

Below are steps on how to build free and quality backlinks: Search niche-related forums and answer questions and concerns with useful information. On your signature, include a link to your website. It is important to just put a link on the signature and not on the post so you will not be tagged as a spammer. Article directories such as Ezinearticles ranks high in Google. Submit niche-related articles to them. On the author’s bio or resource page, add the website link. Create press releases and submit them to popular press release websites such as PRNewswire. Create related content and post it in YouTube (as discussed in Chapter 6). A lot of people watch videos about things they want to know on YouTube. This popular video site has millions of visitors each day. Take advantage of its traffic. Under your video, lead them to your website through a link.

The entrepreneurs in this book sell. They frequent public parks to see if anyone will buy their custom, typewritten stories. They use crowdfunding websites to raise money from customers before their products even exist. They post their ideas to massive web forums to gauge interest, or set up online shops the second they have a product to sell. Sales come first, not last. Finally, the entrepreneurs in this book try again. In almost every instance, the first versions of their products don’t work properly, or customers don’t want them. Instead of giving up, they tinker – sometimes for years – until they get things right. They hit roadblocks and spend late nights anguishing over seemingly insurmountable obstacles, until one day, through sheer force of will, they make it. The ones who survive are the ones who don’t quit.

Matthew is a smart, articulate leader. However, he often found himself frustrated and out ahead of his organization, struggling to bring a cross-functional team along with him and his ideas. He was also struggling to be heard. He had great ideas, but he was simply talking too much and taking up too much space in team meetings. I was working with him to prepare a critical leadership forum for his division. He was eagerly awaiting the opportunity to share his views about the strategy for advancing the business to the next level. Instead of encouraging him, I gave him a challenge. I gave him five poker chips, each worth a number of seconds of talk time. One was worth 120 seconds, the next three worth 90 seconds, and one was worth just 30. I suggested he limit his contribution in the meeting to five comments, represented by each of the chips. He could spend them whenever he wished, but he only had five. After the initial shock and bemusement (wondering how he could possibly convey all his ideas in five comments), he accepted the challenge. I watched as he carefully restrained himself, filtering his thoughts for only the most essential and looking for the right moment to insert his ideas. He played his poker chips deftly and achieved two important outcomes: 1) he created abundant space for others. Instead of it being Matthew’s strategy session, it became a forum for a diverse group to voice ideas and co-create the strategy, and 2) Matthew increased his own credibility and presence as a leader. By exercising some leadership restraint, everyone was heard more, including Matthew as the leader.

why is it” “when can I” “what are the” “what is the” “how come I” “need help” “please help” “I need” “help with” What’s great is that this method can also be used in forums, blogs and even on Google!

Followers of Christ are the most widely persecuted religious group in the world.. the most fundamental freedom is the privilege of each person to explore truth about the divine and to live in light of his or her determinations..from the beginning God has given men and women the freedom to decide whether to worship him..God did not (and does not) remove human responsibility..the Bible indicates the importance of willful choice and personal invitation..the gospel message is fundamentally invitation, not coercion..no one can believe except willingly..faith must be free in order to be genuine..What our government calls this "right" is commonly known as the "freedom of worship," but this label can be somewhat misleading because the way it is often applied in our culture unnecessarily and unhelpfully limits the "free exercise" of religion to the private sphere..This is part of the "free exercise" of religion: the freedom of worship not just in episodic gatherings but in everyday life. And it is such "free exercise" that is subtly yet significantly being attacked in American culture today..you have a hard time conceiving how you can participate in a celebration of something that you are convinced God condemns..in your heart you can't avoid the conviction that such participation would dishonor God..while [she] is free to exalt he God in the church she attends, she is not free to express her beliefs in the business she owns..while we have certain obligations to our government, our ultimate obligation is to our God..Church history..contains other examples of shameful attempts to spread Christianity by force or military might..none of this was, or is, right..the search for religious truth is often supplanted by the idolization of supposed tolerance. The cardinal sin of our culture is to be found intolerant, yet what we mean by intolerant is ironically, well, intolerant..the very notion of tolerance necessitates disagreement..I don't tolerate you if you believe exactly what I believe..it would be wise and helpful for us to patiently consider where each of us is coming from and why we have arrived at our respective conclusions..we can then be free to contemplate how to treat one another with the greatest dignity in view of our differences..tolerance applies to people and beliefs in distinct ways..toleration of people requires that we treat one another with equal value, honoring each other's fundamental human freedom to express private faith in public forums..toleration of beliefs does not require that we accept every idea as equally valid, as if a belief is true, right or good simply because someone expresses it. In this way, tolerance of a person's value does not mean I must accept the person's views.."Hey, as long as someone believes something, that makes it right.." Either Jesus is or isn't the Son of God..I lament the many ways that Christians express differences in belief devoid of respect for the people with whom they speak. Likewise, I lament the many ways that Christians are labeled intolerant, narrow-minded, and outdated whenever they express biblical beliefs that have persisted throughout centuries..The more we become like Jesus in this world, the more we will experience what he experienced. Just as it was costly for him to counter culture, it will be costly for us to do the same..It's only when we stand up and counter the culture around them with the gospel of Jesus Christ that they will experience suffering..On the other hand, if they stay quiet, they can remain safe. But they know that in so doing, they will violate their consciences and disobey the commands Christ has given them to share grace and gospel truth with the people around them..in a country where even our own religious liberty is increasingly limited, our suffering brothers and sisters beckon us not to let the cost of following Christ in our culture silence our faith.

You may very well not be aware of the sickness, but I guarantee you have got experienced it. The Builder’s Block psychological sickness has affected almost every Minecraft player at least once, which is quite typical. The illness is contagious, but in an odd manner; it is going to force anyone to give you the nausea publicly through a really uninformative and rushed forum thread. Humans are not susceptible to this as being a type of transmission, but, and sometimes are trying to help the victim by replying to the poorly created thread, frequently neglecting to achieve this. Happily, the nausea has perhaps not been proven deadly, nonetheless it is proven to mentally stress players which can be affected. Signs There's a obscure set of symptoms one might expect you'll feel. You might perhaps have Builder’s Block when you've got one thing such as the following: •​lack of ideas to help keep you busy in Minecraft •​The sudden disinterest of continuing a project in Minecraft •​Feeling bored •​The urge to hit one’s head against a nearby wall for a few ideas •​Uncontrollable urges to press [ESC] and [ALT]+[F4] The illness is famous to alter between players. It is extremely not likely that you will suffer from all of the aforementioned indications, and when you do have problems with them all at one period of time, please avoid calling any health-related doctor as it can cause undesired psychological treatment. Treatment Healing Builder’s Block is generally benign. First, attempt to ‘mine it off’. That is, mine for resources you may/may not want. If you are not willing to invest as much as 3 hours attempting to heal your illness, decide to try one of many following to get motivation: •​Bing: Look into random such things as your preferred video gaming level or let’s play person. •​Minecraft Forums: Search the forum for other people’s projects and prefer to assist them away. NEVER POST A THREAD; it'll oftimes be ignored or turn for the worst. •​Minecraft: Explore. See if something demands a structure or statue. That overhang is screaming at one to become a wonderful hanging city.

I see my weekly emails differently; as a kind of long-line fishing. When I share the ten most popular topics being discussed in my forum community, that’s like having ten hooks on a line. If someone clicks through to view one of those topics, they’re consuming my information and engaging with others in the community. The more involved they are, the more likely they are to stay a member

How an Outsider Becomes an Insider Here's a letter I got from my Platinum Member, Jerry Jones, president of a direct marketing and coaching company providing services to dentists nationwide: “Back in 1997, after about two months of owning this business, I read the ‘10 Smart Questions’ in this chapter. The list exposed my biggest handicap in marketing to dentists: not being one of them. Because I'm not the customer in my niche, I have had to work hard at understanding what motivates them, keeps them awake at night, what the current desirable carrot is to them. Here are six things I do to stay in that frame of mind. And I'm apparently managing to do it, because I am frequently accused of being a dentist! I read every industry publication every month. I visit websites that host discussion forums for dentists. I subscribe to e-mail groups where only dentists communicate back and forth. I attend industry functions, conventions, seminars, and trade shows. I ‘play prospect’ with other product and service providers to dentists. I routinely ‘mastermind’ with dentists and with other marketers and vendors who provide services to the profession. I think this is so important that I even invested in three dental practices to get more firsthand understanding and to have laboratories to test my new strategies, ideas, direct-mail campaigns, and products.

This is not a call for working faster or doing more overtime or making do with fewer people,” he said in one town hall forum.

If you’re good at data analytics but you don’t have this feel for the business, you’ll make naïve decisions. If you’re comfortable with the feel of the business but you never use analytics, you’re just leaving a lot of money on the table that your competitors are going to be able to exploit. So the challenge is how to build that bimodal athlete and how to get the technical talent.

Finding growth with big data is more than an add-on; it affects every aspect of a business, requiring a change in mind-set from leadership down to the front lines. Micromarket strategies

In a recent Harvard Business Review article we explore how companies require three mutually supportive capabilities to fully exploit data and analytics: an ability to identify and manage multiple sources of data, the capacity to build advanced analytic models, and the critical management muscle to transform the organization.

By all accounts, 2008 was a year from hell financially. The World Economic Forum estimated that, by 2009, the crisis had destroyed 40 percent of the world’s wealth. In

Algorithmic profits Algorithmic marketing is allowing companies to do things they couldn’t do before, and some early signs show it can deliver big value, especially in financial or information services. In North America, Amazon.com grew 30 to 40 percent, quarter after quarter, throughout the United States’ 2008-2012 recession, while other major retailers shrank or went out of business. From 2006 to 2010, Amazon spent 5.6 percent of its sales revenue on IT, while rivals Target and Best Buy spent 1.3% and 0.5%, respectively. That investment and focus has yielded increasingly sophisticated recommendation engines that deliver over 35 percent of all sales, an automated e-mail/customer service systems (90 percent are automated, versus 44 percent for the average retailer) that are a key component of its best-in-class customer satisfaction, and dynamic pricing systems that crawl the Web and react to competitor pricing and stock levels by altering prices on Amazon.com, in some cases every 15 seconds.

Sadly, though, millions of people watched. And in my view, the “Commander in Chief Forum” was representative of how many in the press covered the campaign as a whole. According again to Harvard’s Shorenstein Center, discussion of public policy accounted for just 10 percent of all campaign news coverage in the general election. Nearly all the rest was taken up by obsessive coverage of controversies such as email. Health care, taxes, trade, immigration, national security—all of it crammed into just 10 percent of the press coverage. The Shorenstein Center found that not a single one of my many detailed policy plans received more than a blip of press coverage. “If she had a policy agenda, it was not apparent in the news,” it concluded. “Her lengthy record of public service also received scant attention.” None of Trump’s scandals, from scamming students at Trump University, to stiffing small businesses in Atlantic City, to exploiting his foundation, to refusing to release his taxes as every presidential candidate since 1976 has done—and on and on—generated the kind of sustained, campaign-defining coverage that my emails did. The decline of serious reporting on policy has been going on for a while, but it got much worse in 2016. In 2008, the major networks’ nightly newscasts spent a total of 220 minutes on policy. In 2012, it was 114 minutes. In 2016, it was just 32 minutes. (That stat is from two weeks before the election, but it didn’t change much in the final stretch.) By contrast, 100 minutes were spent covering my emails. In other words, the political press was telling voters that my emails were three times more important than all the other issues combined.

Each meeting starts with a thirty-minute quiet time where everyone thoroughly reads the memo. From there, all attendees are asked to share gut reactions—senior leaders typically speak last—and then delve into what might be missing, ask probing questions, and drill down into any potential issues that may arise. “I definitely recommend the [six-page] memo over PowerPoint. And the reason we read them in the room, by the way, is because just like, you know, high school kids, executives will bluff their way through the meeting as if they’ve read the memo. Because we’re busy. And so, you’ve got to actually carve out the time for the memo to get read and that’s what the first half hour of the meeting is for and then everybody has actually read the memo, they’re not just pretending to have read it. It’s pretty effective.” —2018 Forum on Leadership, “Closing Conversation with Jeff Bezos,” George W. Bush Presidential Center at SMU23

4. What does your group think about similar products on the market? If you have a group of products you’re thinking about focusing on, you can start to identify “holes” in the marketplace by listening to what people are already saying. Read customer reviews and look at internet forums. You can also start vetting your idea by posting about it online. My buddy Moiz tried using Tom’s natural deodorant, and he hated it for a simple reason: It didn’t work. He thought, I wonder if I could do this better. So he started asking questions on online forums, getting feedback from other natural yuppies like him. From the response, he knew there was interest. He did a $500 round of prototypes and sold out immediately. That was the beginning of Native Deodorant, which was later acquired by Procter & Gamble for $100 million. It took Moiz only eighteen months to go from a $500 prototype to a million-dollar brand (and it sold for nine figures!). 5. Where does your person hang out with others? With an idea of what we might sell, we can start to think about where our first customers might come from. It’s much easier to make sales when you can drop your product in front of a group of your ideal people. Does your target customer listen to specific podcasts? Do they follow certain influencers? Do they belong to specific groups? Do they read certain blogs? Brainstorm where your ideal customer focuses his or her attention, and you will quickly know where to put your product in front of them. In the next chapters, you will also learn how to develop a micro-audience that is ready to buy your product from you. I also like to write down the names of ten friends who will get excited about a product because your ideal customers know other people just like them.

four types of content that work. They are: Content that validates—case studies, references, social media sharing Content that educates—customer communities and user forums Content that rewards dedication—MVP programs, referrals, speaking engagements for customer advocates Content that inspires—customer advisory boards, co-creation, and other forms of collaboration

Some short sellers, feeling the pressure, will begin to gang up together to attack a company—through the media, online investor forums, and, increasingly, on Twitter—all as part of an effort to change the narrative of a company, to highlight the negatives around its business or reveal a failing that normal investors may not recognize. Essentially, they’re trying to scare investors and drive a targeted stock price down.

The Daily Check-in requires that team members get together, standing up, for about five minutes every morning to report on their activities that day. Five minutes. Standing up. That’s it. The purpose of the Daily Check-in is to help team members avoid confusion about how priorities are translated into action on a regular basis. It provides a quick forum for ensuring that nothing falls through the cracks on a given day and that no one steps on anyone else’s toes. Just as important, it helps eliminate the need for unnecessary and time-consuming e-mail chains about schedule coordination.

Identifying Cultural Norms The following domains are areas in which cultural norms may vary significantly from company to company. Transitioning leaders should use this checklist to help them figure out how things really work in the organizations they’re joining. Influence. How do people get support for critical initiatives? Is it more important to have the support of a patron within the senior team, or affirmation from your peers and direct reports that your idea is a good one? Meetings. Are meetings filled with dialogue on hard issues, or are they simply forums for publicly ratifying agreements that have been reached in private? Execution. When it comes time to get things done, which matters more—a deep understanding of processes or knowing the right people? Conflict. Can people talk openly about difficult issues without fear of retribution? Or do they avoid conflict—or, even worse, push it to lower levels, where it can wreak havoc? Recognition. Does the company promote stars, rewarding those who visibly and vocally drive business initiatives? Or does it encourage team players, rewarding those who lead authoritatively but quietly and collaboratively? Ends versus means. Are there any restrictions on how you achieve results? Does the organization have a well-defined, well-communicated set of values that is reinforced through positive and negative incentives?

André V. Chapman holds his Master’s in Organizational Management as well as a Certificate of Completion from the Harvard Business School program, Strategic Perspectives on Nonprofit Management. He is the Founder & CEO of Unity Care Group, Inc., and he started the Covid19-Black initiative as an educational movement to reduce the effect of the coronavirus on the African American community. Mr. Chapman is a Fell of the American Leadership Forum.

THERAPEUTIC #2: METFORMIN—THE LOW-RISK WONDER DRUG “Metformin may have already saved more people from cancer deaths than any drug in history.”12 —LEWIS CANTLEY, director of the Meyer Cancer Center at Weill Cornell Medical College Now let’s take a look at another amazing medicine, one that our friend Dr. David Sinclair and millions of other people utilize every day… metformin. The FDA-approved, first-line treatment for type 2 diabetes, metformin, is wildly popular in the longevity field. My coauthors Bob Hariri and Peter Diamandis have been taking it for years. So have futurist-par-excellence Ray Kurzweil and biotech entrepreneur Ned David. And so does Nobel Prize winner James Watson of double-helix fame, who once went so far as to say that metformin might be “our only real clue into the business” of beating cancer. When a recent anti-aging forum of 300 people was asked who was using this medicine to extend their healthspan, half the audience raised their hands. As David Sinclair says, metformin “might work on aging itself.”13

companies are responding – or at least are appearing to. Stakeholder capitalism – the idea that business should serve wider society – has become the corporate buzzword of the day. It was the theme of the 2020 World Economic Forum in Davos. In August 2019, the Business Roundtable, a group of influential US CEOs, radically redefined its statement of the ‘purpose of a corporation’ to include stakeholders, rather than just shareholders.

If you have economies of scale, penetration pricing often works best Would your business benefit from economies of scale? (Most web businesses do.) If so, your ideal pricing strategy may be penetration pricing—charging a low price, basing your financial model on eventually reaching market-dominating economies of scale. Supply-side economies of scale mean that your profit margins increase the more you sell, because as you sell more, your cost of sales (unit costs) usually becomes lower, and your fixed costs become a smaller fraction of your overall costs. Demand-side economies of scale mean that the more customers you get, the more value each customer gets from your service, for the following reasons. You may benefit from having a network of customers. For example, if a phone system had only two users, only one type of call could be made (one between User A and User B). If it had three users, then three types of call could be made (A–B, B–C and A-C). If it had twelve users, sixty-six different types of calls could be made. The overall value of a phone system to its users is roughly proportional to the square of the number of users. You may benefit from there being a market of complementary products and services. The project-management web app Basecamp has many integrations, which it promotes on its website. At the bottom of the page, Basecamp shows off how quickly it’s acquiring new users, to persuade other companies to add integrations. You may benefit from having a bigger knowledge base, more forums, or more trained users. The ecosystem of knowledge around a product can be valuable in itself. WordPress grows because it’s easy to find a WordPress developer and it’s easy for those developers to find answers to their questions. You may benefit from the perception that yours is the standard. Users are aware of the value of choosing the ultimate winner—especially when they have to invest time and resources into using your company—so they will be attracted by the perception that you’ll win.

Axios In-House Newsletters Lights On from our revenue team . . . Cranes from Axios Local . . . Click Clack from our web-traffic guru . . . The Funnel from our head of growth . . . The TopLine from our sales warriors. • Those are just a few of the newsletters regularly published by Axios execs using Axios HQ—for their bosses, their teams and their colleagues across the company. Why it matters: This gives winners a forum for sharing best practices, encourages healthy competition among business units and gets rid of silos—everyone has visibility on what everyone’s up to. Between the lines: For the cofounders, these updates are an early-warning system for anyone’s activities that might be veering away from company goals. In one Sunday evening, we can be sure everyone’s on track and spot pockets that need our attention, encouragement or kudos. • And here’s our favorite part: When we have one-on-one meetings with our leaders, we’re already caught up. So we can use that time to talk through innovations, insights, bottlenecks, disruptions.

In our experience, good judgment comes from certain habits of mind. Those with good judgment are always curious, always learning. They make it their business to know as much about the world as possible, and don’t confine their curiosity to their own narrow range of expertise, whatever it may be. They are students of human nature. They listen more than they talk. Because they have a lifetime of inquiry and learning, when a crisis erupts, they have a storehouse of knowledge to rely on beyond their own experience. And because they have developed a habit of listening, they can accept advice.

Influence. How do people get support for critical initiatives? Is it more important to have the support of a patron within the senior team, or affirmation from your peers and direct reports that your idea is a good one? Meetings. Are meetings filled with dialogue on hard issues, or are they simply forums for publicly ratifying agreements that have been reached in private? Execution. When it comes time to get things done, which matters more—a deep understanding of processes or knowing the right people? Conflict. Can people talk openly about difficult issues without fear of retribution? Or do they avoid conflict—or, even worse, push it to lower levels, where it can wreak havoc? Recognition. Does the company promote stars, rewarding those who visibly and vocally drive business initiatives? Or does it encourage team players, rewarding those who lead authoritatively but quietly and collaboratively? Ends versus means. Are there any restrictions on how you achieve results? Does the organization have a well-defined, well-communicated set of values that is reinforced through positive and negative incentives?

At a business forum I attended, a senior executive of a Fortune 100 company proclaimed that his company manages “not for the next quarter, but for the next quarter century.” Ugh. Such platitudes do not instill confidence in investors. Most managers don’t have any idea what’s going to happen in the next five years, much less the next twenty-five years. How do you manage for an ambiguous future? Yet managers must clearly strike some balance between the short term and the long term. It’s like speeding down the highway in a car. If you focus just beyond the hood, you’re going to have a hard time anticipating what’s coming. Look too far ahead, on the other hand, and you lose perspective on the actions that you need to take now to navigate safely. There’s a tradeoff between the short term and the long term, and the appropriate focal point shifts as conditions warrant.

I now own a publishing company that represents and licenses my work in over 25 languages scattered around the seven continents. I also own The Fastlane Forum, a self-started business discussion with over 1,000,000 contributions which further helps entrepreneurs pursue a Fastlane strategy.

data, models, transformation. Data is the creative use of internal and external data to give you a broader view on what is happening to your operations or your customer. Modeling is all about using that data to get workable models that can either help you predict better or allow you to optimize better in terms of your business.

Businesses must recognize that the voice of the customer is now more powerful than ever before. Whether Facebook, Twitter, YouTube, Yelp, review sites, product forums, blogs, or Pinterest, your customers are sharing their experiences on platforms where audiences can find what others are saying about you.

So what about atheism? Well, it doesn’t take a lot of thought to realize that atheism causes all manner of actions. For a non-belief, it leads a pretty busy and exciting life. For example, many Internet-dwelling atheists spend hundreds of hours reading sceptical websites, editing Wikipedia articles, writing angry blogs, frequenting atheist discussion forums, and posting snarky anti-religious remarks on Twitter. These look very much like actions to me. Actions, I presume, caused by their atheism. The same applies offline too. I know many atheists who attend conferences, buy T-shirts with atheist slogans, or fasten amusing atheist bumper stickers to their Hondas. Some, like Richard Dawkins, write books. Now, there’s a puzzler. Why did Richard Dawkins write The God Delusion? We’ve asked that question before, but now we can come at it from a different angle. What was it that drove him to pour endless hours into typing, drafting, editing, and refining? Presumably, it was his atheism. Likewise, it was atheism that led many enthusiastic young sceptics to rush out and buy it, causing, if not much rejoicing in heaven, certainly much celebration in the North Oxford branch of whomever Dawkins banks with. For a non-belief, a non-thing, atheism looks extraordinarily lively, and thus we need to be a little suspicious of anybody who tells us that atheism is nothing at all.

Here are a few common time-consumers in small businesses with online presences. Submitting articles to drive traffic to site and build mailing lists Participating in or moderating discussion forums and message boards Managing affiliate programs Creating content for and publishing newsletters and blog postings Background research components of new marketing initiatives or analysis of current marketing results Don’t expect miracles from a single

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