Business Investment Quotes

When you work on something that only has the capacity to make you 5 dollars, it does not matter how much harder you work – the most you will make is 5 dollars.

Advertising is like a stock market for your business investment.

[on the future of hand-drawn animation] I'm actually not that worried. I wouldn't give up on it completely. Once in a while there are strange, rich people who like to invest in odd things. You're going to have people in the corners of garages making cartoons to please themselves. And I'm more interested in those people than I am in big business.

The best way to protect an asset is with systems that self organize and self execute behaviors which function as protective to the asset.

Many invest wisely in business matters, but fail to invest time and interest in their most valued possessions: their spouses and children.

I try to invest in businesses that are so wonderful that an idiot can run them. Because sooner or later, one will.

At Mayflower-Plymouth, we like to invest holistically. We consider profitability, we consider peoples wellbeing, we consider the environment and so much more.

Marketing is an investment. Don’t treat it like sales.

The best gift you can give to yourself is to invest in yourself.

War is good business Invest your son

To make sure you don’t run out of your funds before your business starts generating a profit, you need to practice caution on how you plan to spend your limited money.

Marketing is an investment that generally generates long term results.

Equity without income is unnatural.

When you invest in your employees’ development, they’ll spend their skills in your company’s development.

Paying more attention to the needs of students becomes way more important than any other investment.

Investing in things that will give you long term growth is always a good idea.

Unrealistic profit projections are not going to win you the trust of your investors.

Our Investments should be consistent with our values.

poor cash planning leads to a loss of investment.

Never depend on single income. Make investment to create a second source.

If you'd like to gain a better understanding of investment yield, get into gardening.

When we look at asset protection from a natural perspective, we realize that in nature, assets are protected not with fences or walls but with internal and external immune systems. So the best way to protect an asset is with systems that self organize and self execute behaviors which function as protective to the asset.

Trust is like insurance—it’s an investment you need to make up front, before the need arises.

We need a moderately-priced stock market… The market, like the Lord, helps those who help themselves. But, unlike the Lord, the market does not forgive those who know not what they do. For the investor, a too-high purchase price for the stock of an excellent company can undo the effects of a subsequent decade of favorable business developments.

If you'd like to gain a better understanding of Return On Investment, get into gardening.

Mayflower-Plymouth is a company, and it's an ecosystem. We are an Investment Holdings company that holds mostly small and medium sized businesses in our portfolio. And we also provide a variety of resources and business services such as consulting - in the interest of helping businesses to be better.

The basic and most fundamental element to business is creating value - creating value for others and making their lives better in some way. If you can do that, put a price on it, communicate it clearly and get it to buyers….. you’re in business.

Our Investments should be consistent with our values. It’s simple. If we value health, we shouldn’t have our money plugged into businesses and systems that promote disease. If we value spirituality, we shouldn’t have our money plugged into businesses and systems that promote a perversion of the spirit.

Before we invest, we ask ourselves ’What kind of value is this business creating and how do its customers and prospective customers appraise that value?

The utilization of productive assets is what investing is about.

If you wanna learn about investment yield, go meditate in a forest.

In addition to building a strong team, you also have to motivate that team when their spirits are down, show your pride in them when they perform well, and be there when they make mistakes. You have to invest in their training and start treating them as partners in your business’ success.

Pick a leader who will keep jobs in your country by offering companies incentives to hire only within their borders, not one who allows corporations to outsource jobs for cheaper labor when there is a national employment crisis. Choose a leader who will invest in building bridges, not walls. Books, not weapons. Morality, not corruption. Intellectualism and wisdom, not ignorance. Stability, not fear and terror. Peace, not chaos. Love, not hate. Convergence, not segregation. Tolerance, not discrimination. Fairness, not hypocrisy. Substance, not superficiality. Character, not immaturity. Transparency, not secrecy. Justice, not lawlessness. Environmental improvement and preservation, not destruction. Truth, not lies.

Being an investor is very different than being an entrepreneur or businessperson. They require different skill sets. They aren’t the same.

One of the most important types of decision making is deciding what you are not going to do, what you need to eliminate in order to make room for strategic investments.

If you can’t communicate it, you can’t file a proper application. If you can’t file properly, you can’t secure a patent.

Our Investments should be consistent with our values. If we value the environment, we should have our money invested in businesses and systems that improve the condition of the environment and add value to nature. If we value health, we should have our money invested in businesses and systems that help people to live healthier lives in some way.

Businesses are at all times and in different ways accountable to employees, suppliers, customers and community.

A business is like a living being. It’s more of a process than a stagnant thing. The way you manage your business today shouldn’t be the same way you managed it ten years ago or even ten months ago. Because your business should have evolved and changed and adapted in some way during that time - just like living beings evolve and change and adapt to their environments.

Arbitrage is not investing.

Business management requires its own skill set separate from being skilled at whatever service or product the business provides.

Warren Buffett said that he would not invest in any business where the owner hasn’t failed at least twice. I love that truly wealthy and successful people understand that failure is part of the process.

The first priority of the business is to add value to the customers lives, in exchange for payment. At Mayflower-Plymouth, we're here to help your business figure this out, and to provide holistic solutions.

Time Progression: Wasting >>Spending >> Managing >> Investing

Business ideas are sensitive to market conditions, culture, technological development and other things. What maybe was a bad business idea ten years ago may be a great business idea today. Give it a try. Mayflower Plymouth.

Invest in the future because that is where you are going to spend the rest of your life.

I don't waste food, water, money, time and talent.

If you wanna better understand capital productivity, study trees. They can turn a bare plot of earth into massive amounts of materials consistently and endlessly. Imagine if we can mimic that in business and investing.

If you run a business, it’s essential that you love whatever the business is selling. What you have with the business is similar to what you have with any other relationship - it will experience more success when love and passion is poured in.

Be creative while inventing ideas, but be disciplined while implementing them.

On the Ideal Business - Buffett: “Something that costs a penny, sells for a dollar and is habit forming.

The investment world nevertheless has enough liars, cheaters, and thieves to keep Satan's check-in clerks frantically busy for decades to come.

The richest people in the world build networks and invest in people; everyone else looks for work and invests in survival.

On average, at least 95 percent of what you need to know you learn on the job. This is true for doctors, lawyers, nurses, investment bankers, and everyone else.

Find something you enjoy doing and give it everything you've got, and the money will take care of itself.

There's a quick and easy way to test whether an activity involves skill: ask whether you can lose on purpose.

Leaders who want to show sensitivity should listen often and long and talk short and seldom. Many so-called leaders are too busy to listen. True leaders know that time spent listening is well invested.

If a product’s future is unlikely to be remarkable – if you can’t imagine a future in which people are once again fascinated by your product – it’s time to realize that the game has changed. Instead of investing in a dying product, take profits and reinvest them in building something new.

Nature is great at hedging investments. Nature doesn’t hedge by betting for and against the same things. Nature hedges by cultivating resilience.

Nature has mastered compounding. At Mayflower-Plymouth we want our capital, profits and growth to compound the way compounding happens in thriving forests.

To hedge effectively, you have to reject the silo mentality and instead embrace the systems thinking mentality.

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

If a business isn’t efficiently utilizing resources, then it’s a bad investment. A wasteful business is an unprofitable business. That may or may not show on their P&L for the current year, but you better believe it shows somewhere.

It’s better to have one huge filing with lots of detail, data, and use cases than a dozen failed filings of five to ten pages each. Minimum filing requirements are not minimum requirements to secure a patent. Who does your patent keep out, and how? Your goal in creating IP is for it to be valuable, to be connected to the company, to be linked to your products or service, and to keep out competitors.

At Mayflower-Plymouth, we like to invest multiple kinds of Capital into businesses — financial capital, social capital, intellectual capital and more. We have a holistic approach to investing and Asset Management.

Real investors talk more about business than about stock prices. Real investors are reading company P&L statements and Balance Sheets and getting on Earnings Calls. Real investors are learning about customers and attending meetings and getting involved.

Sonny would tell Marcus about how America used to lock up black men off the sidewalks for labor or how redlining kept banks from investing in black neighborhoods, preventing mortgages or business loans. So was it a wonder that prisons were still full of them? Was it a wonder that the ghetto was the ghetto?

By monitoring liquidity metrics, board members can ensure the company has sufficient cash on hand to pay its bills, meet payroll, and invest in growth opportunities.

In business, if you want to make money, you have to spend money. If you want to have a result, you have to make an investment.

Having the cash is only part of the solution. Once your business has the cash, the real task now is to invest it wisely and in a way that'll result in growth and greater profit.

You can’t separate an understanding of investing from an understanding of business — the two go together. To achieve great success in investing, it is essential to have a holistic understanding of business.

Many people object to “wasting money in space” yet have no idea how much is actually spent on space exploration. The CSA’s budget, for instance, is less than the amount Canadians spend on Halloween candy every year, and most of it goes toward things like developing telecommunications satellites and radar systems to provide data for weather and air quality forecasts, environmental monitoring and climate change studies. Similarly, NASA’s budget is not spent in space but right here on Earth, where it’s invested in American businesses and universities, and where it also pays dividends, creating new jobs, new technologies and even whole new industries.

I think I screamed. She certainly did. I started to walk away, she followed. We continued to scream at each other. We were in the middle of a busy square. People stopped to look at us. A lot of people. I wonder now what they thought. That Jin-Ae was my wife? My lover? Surely not an ambitious employee haranguing her boss!

Businesses need to save and invest just like individual people do. Every business should be accumulating capital and cultivating growth. At Mayflower-Plymouth, we're here to help your business figure this out, and to provide holistic solutions.

I presumably lost $150,000 in the depression of 1937—on my one stock investment—because I did everything Lehman Brothers told me. I said, well, this is a fool’s procedure . . . buying stock in other people’s businesses.

All I do know is that the plant manager himself took me outside to the gate, waved down a passing police open-top jeep, greased the palm of the officer who was driving, and pushed me into the back next to a man dressed in camouflage with an automatic rifle on his lap. Sirens blaring, I was driven to the airport, scared out of my skin.

IP is an intangible asset—an idea converted into transferable personal property rights through patents, trademarks, copyrights, service marks, and trade secrets. IP covers every famous animated character you’ve ever heard of, the logos on your clothing. IP covers products and services you use every day—from flashlights to mobile phones, packaging to cars, food and beverage products, to smart thermostats. IP is not only for big businesses. Most start-ups and event microbusinesses have IP of some kind. 

Sir Gerald Moore: I was at dinner last evening, and halfway through the pudding, this four-year-old child came alone, dragging a little toy cart. And on the cart was a fresh turd. Her own, I suppose. The parents just shook their heads and smiled. I've made a big investment in you, Peter. Time and money, and it's not working. Now, I could just shake my head and smile. But in my house, when a turd appears, we throw it out. We dispose of it. We flush it away. We don't put it on the table and call it caviar.

Efficiency is a major key to business success. It’s good when a business can do more with less. Not out of scarcity but out of efficiency. When a business does more with less, the result is more revenues produced from less investment… More revenues produced with less expenses… more customers attracted with less marketing activity…. More savings with less trade-off… Businesses that do more with less are rewarded with greater profits and greater capital.

I try to be a good investment to God. All the good things he’s given me, I aim to multiply and return to him and his purposes a maximum ROI. I’m just a tree in his fruit garden aiming to produce good fruit.

To be a successful investor, you really have to understand the essentials of business.

Capital markets need to reward human progress in addition to profits. The two can be co-collaborators - human progress can amplify profits and profits can amplify human progress.

I like to use things in nature as analogous to the way we should use capital in a business and economic sense.

Productivity is Godly. Growth is Godly. And waste is Ungodly - both the waste of present resources and the waste of potential gains.

When we act upon capital as stewards, we not only retain it - we multiply it. We grow it. We expand it. And we perpetuate it to impact more and more lives in meaningful ways.

Invest like a bull, sit like a bear and watch like an eagle. (mantra for long term investing)

The world’s most valuable companies develop intellectual capital by investing smartly in their employees.

A vertical innovation will never look like anything that came before - this is invention.

The magic of a small - but regular - investment in time is its compounding returns.

A business that doesn’t respect human life, animal life and the ecosystem of our planet earth… that’s a business we don’t want in our portfolio. If the business does more harm than good, facilitates more death than life, and causes more destruction than creation… then we view them as a bad investment.

No matter how busy we may believe we are, we have the wonderful opportunity presently of investing time with loved ones. For those are the great investments we will be glad we made, when time begins to slow and the ability to tend turns tender.

Nature doesn’t hedge by betting for and against the same things. Nature hedges by cultivating resilience. At Mayflower-Plymouth we aim to hedge by cultivating resilience in our portfolios.

ability of Asian regimes to resist Western human rights pressures was reinforced by several factors. American and European businesses were desperately anxious to expand their trade with and their investment in these rapidly

Hiring a management consulting company is an investment into the success of your business. Even if your business is the best, it can be better. And good consultants help businesses to be better.

Performance of management should be measured by potential to stay in business, to protect investment, to ensure future dividends and jobs through improvement of product and service for the future, not by the quarterly dividend.

Over the past 35 years, the percentage of intangible assets almost tripled. While indispensable for value creation, the potential speed of obsolescence can dampen the resilience of intangible assets.

Waste is antithetical to efficiency. You cannot have one while also having the other. In maximizing one, the other will definitely be minimized. In minimizing one, the other will definitely be maximized.

Our favorite holding period is forever. We are just the opposite of those who hurry to sell and book profits when companies perform well but who tenaciously hang on to businesses that disappoint. Peter Lynch aptly likens such behavior to cutting the flowers and watering the weeds.

At Mayflower-Plymouth, we approach Asset Management from a network and systems perspective as opposed to from just an entity perspective. We learn from nature and we look at how the mycorrhiza network is a manager of Capital and an allocator of Capital, both a means and a method - and we try to operate in the same way.

Every person is a project, God's project, I want to be the most profitable one.

Wall Street never changes. The pockets change, the suckers change, the stocks change, but Wall Street never changes because human nature never changes

Anyaele Sam Chiyson Leadership Law of Reproduction: Distinguished leaders impress, inspire and invest in other leaders.

One could argue that without natural capital, no other kind of capital could exist.

When employees are unhappy with their job, they underperform and they're less productive. Smart employers invest in employee happiness.

Companies with great leadership are simply more investable.

When you were making excuses someone else was making enterprise.

B-quadrant businesses get tax credits for hiring employees, for increasing their research and development, and for investing in green technology.

In contrast, investing time and energy in your relationship with your spouse and children typically doesn’t offer that same immediate sense of achievement. Kids misbehave every day. It’s really not until 20 years down the road that you can put your hands on your hips and say, “I raised a good son or a good daughter.” You can neglect your relationship with your spouse, and on a day-to-day basis, it doesn’t seem as if things are deteriorating. People who are driven to excel have this unconscious propensity to underinvest in their families and overinvest in their careers—even though intimate and loving relationships with their families are the most powerful and enduring source of happiness.

If everything you do needs to work on a three-year time horizon, then you’re competing against a lot of people. But if you’re willing to invest on a seven-year time horizon, you’re now competing against a fraction of those people… Just by lengthening the time horizon, you can engage in endeavors that you could never otherwise pursue

It's important to always keep the business' assets growing. Inflation will make sure that expenses grow, so each business needs to make sure that it's assets are growing to at least compensate for those inflationary pressures.

Melrose was so concerned that the [book]shop might close for lack of business, that he had suggested he would like to invest in it or even become a silent partner. "You see, books have always been a hobby of mine." Books had never been a hobby; they were a necessity.

The most important thing to understand is that while we courted, Americans dated, a pragmatic custom whereby a male and a female set a mutually agreeable time to meet, as if to negotiate a potentially profitable business venture. Americans understood dating to be about investments and gains, short or long term , but we saw romance and courtship as being about losses. After all, the only worthwhile courtship involved persuading a woman who could not be persuaded, not a woman already predisposed to examine her calendar for her availability.

The code-of-ethics playlist: o Treat your colleagues, family, and friends with respect, dignity, fairness, and courtesy. o Pride yourself in the diversity of your experience and know that you have a lot to offer. o Commit to creating and supporting a world that is free of discrimination, harassment, and retaliation. o Have balance in your life and help others to do the same. o Invest in yourself, achieve ongoing enhancement of your skills, and continually upgrade your abilities. o Be approachable, listen carefully, and look people directly in the eyes when speaking. o Be involved, know what is expected from you, and let others know what is expected from them. o Recognize and acknowledge achievement. o Celebrate, relive, and communicate your successes on an ongoing basis.

Maintaining good accounting records is vital to the successful management of a business. It's really good to be able to assess business-specific financial data to inform decisions. So every business should invest in good accounting software like Intuit, Quicken, or Freshbooks... Or any of the many apps out there.

If you’re not filing patents, but your competitors are, all you have is risk. You’re taking a huge chance that no one else will enter your space and kick you out. That’s the benefit of patents; you don’t have to let everybody in. You can let just a few major players in because you want what they have, or you don’t want to worry about them. Remember, you’re not at the big boys’ lunch table. But if you partner with their competitor, they’ll be worried. Then they’ll want to see if your patent protection is strong or if they can exploit a weakness.

If you are investing in your education and you are learning, you should do that as early as you possibly can, because then it will have time to compound over the longest period. And that the things you do learn and invest in should be knowledge that is cumulative, so that the knowledge builds on itself. So instead of learning something that might become obsolete tomorrow, like some particular type of software [that no one even uses two years later], choose things that will make you smarter in 10 or 20 years.

...After all, the chief business of the American people is business. They are profoundly concerned with producing, buying, selling, investing and prospering in the world. I am strongly of the opinion that the great majority of people will always find these are the moving impulses of our life. But it is only those who do not understand our people, who believe that our national life is entirely absorbed by material motives. We make no concealment of the fact that we want wealth, but there are many other things that we want much more. We want peace and honor, and that charity which is so strong an element of all civilization. The chief ideal of the American people is idealism.

Financial health is the lifeblood of any organization. It's the engine that drives growth, innovation, and long-term sustainability. A company's financial performance determines its ability to invest in new products or services, attract and retain top talent, weather economic downturns, and ultimately, fulfill its mission.

Nature is great at hedging. All kinds of natural disasters can hit a forest - from hurricanes to heat waves to floods to freezing temperatures - and yet the forest can remain intact and continue to thrive year after year and decade after decade. At Mayflower-Plymouth we aim to hedge our funds the way nature hedges - by cultivating resilience through systems design.

No,” I whisper. “You said I wasn’t invested that night. And you were right. I wasn’t. I wasn’t invested in anything. Not the job, not JD, not the business, not even you. So I had to let you go, Blue. Because you deserve better than that. You deserve the kind of love that has no conditions. You deserve the kind of love that’s free. You deserve devotion. So I left so I could find a way to give you all those things.

With managing a business, you need to Invest in good software and or good data mining systems. Run your numbers routinely. Take a look at your revenues - when is the money typically coming in, from where, can you identify any patterns in your revenues? Then take a look at your expenses - analyze the numbers and identify patterns. Why? Because Identifying patterns and extracting actionable items from your revenue and expense data will result in the clarity you need to make good business decisions.

Many Asset Managers today have a sort of pristine mathematical prowess paired with access to the most astute technology. But they lack a fundamental understanding of business. How do you invest in something that you don’t understand, except in theory?

In this modern era, Panama should be considering new ways to invest in and profit from global commerce, logistics and supply chains. It's not just about widening the canal, but widening the ways in which the nation can add value to and extract value from the movement of products and services globally.

One married couple goes out to a restaurant twice a week for dinner. They spend $160 a month on eating out. They get fat. Another married couple invests $160 a month in their own network marketing business. They stay slim and healthy. In a few years they retire.

Profit is good. Profit compells people to be: (a) efficient - to do more with less, to consume fewer resources, to reduce and reuse waste. (b) productive - to allow for bigger profit margins. (c) Valuable - income, and therefore profit is only possible when we add value to our customers lives. When the value of our product or service is worth more to them than what it cost us to provide it, we profit. And there’s no scarcity of possible profits. Every business should be profiting. When every business is profiting, that’s a lot of increased value going around.

Suddenly, ahead of us, a group of men ran out of the forest and pulled a thick rope across the road. There was no time to look at them properly, but they didn’t look friendly. I still don’t know why, but my reflex reaction was to foot the accelerator and drive straight through – never a good idea on a dirt track, except perhaps for rally drivers. I’m not sure who was more surprised, me or them, but I found myself looking in the rear-view mirror and seeing men lying on the road, I suppose pulled down by the force of the rope.

Real estate is the best investment on earth, however, when the music stops playing, which happens occasionally, don't be the one left without a chair.

I do business with many people over the course of centuries, and treachery is a bad long-term investment. It simply isn’t good business.

We will have a more prosperous nation when businesses are more invested in schools than government.

When companies truly invest in human capital to the extent that it invokes a sense of loyalty, they now have a serious competitive advantage.

An understanding of business essentials is critical to wise investing.

The name Mayflower-Plymouth is synonymous with great capital stewardship and synonymous with business excellence.

Whatever good we have, whatever good has been entrusted to us - big or small - let’s work to use it in service to others and to increase it.

As we go about working in business, let’s always exercise caution and care.

Investing is like Yoga. Body, mind and soul have to be aligned.

I’ll reiterate—knowing and not doing is the same as not knowing. You need to make the mistakes, risk looking foolish and invest in yourself and your business.

In this modern era, Panama should be considering new ways to invest in and profit from global commerce, logistics and supply chains. It's not just about widening the canal, but widening the ways in which the nation can add value to and extract value from the movement of products and services globally. I'm a citizen of Panama just like I am of The US and The Bahamas. So I'd like to see Panama's evolution with this.

Companies that are made up of clusters of leaders will actually accelerate their growth by speeding up their rate of innovation as their competition pulls back, build better teams by investing in people while their rivals shrink training budgets, and pick up top talent as their industry peers lay people off. And so fast companies get that unsettling times are actually gifts for them and periods to get so far ahead of the competition that they can never catch up.

Research published in 2018 by Boston Consulting Group found that although on average female business owners receive less than half the level of investment their male counterparts get, they produce more than twice the revenue.9 For every dollar of funding, female-owned start-ups generate seventy-eight cents, compared to male-owned start-ups which generate thirty-one cents.

So, putting my faith in other passengers who told me it was definitely going to the city, I boarded a bus and spent well over an hour standing, swaying and trying to look out of the window to guess where we were. Traffic was solid, as expected. When we moved, we crawled. Eventually the bus reached somewhere that seemed significant – at least, somewhere a lot of people were getting off – and, sure enough, I was in the city, and there were taxis. The wrong side of the city, as it transpired, so a long taxi ride ensued. Nearly four hours from leaving the factory to reaching the hotel. I wasn’t doing that again.

The business world traditionally rewards people for being closer to the top (case in point: outrageous CEO salaries) or for being closer to the transactions (investment bankers, salespeople).

Municipalities that cultivate conditions for business prosperity are better positioned to maximize tax revenue consistently and holistically and these are the municipalities that are most investable and most able to foster human prosperity.

On me personally what has been the most important was to understand the value of time -- and this is something that has come from observing him, learning his story and that time compounds. What you do when you are young (and as you use time over your life) can have an exponential effect so that if you are thoughtful about it, you can really have powerful results later, if you want to. Also, that is a reason to be hopeful, because compounding is something that happens pretty quickly. If you are 50 or 60, it is not too late. He said to me one time, if there is something you really want to do, don't put it off until you are 70 years old. ... Do it now. Don't worry about how much it costs or things like that, because you are going to enjoy it now. You don't even know what your health will be like then. On the other hand, if you are investing in your education and you are learning, you should do that as early as you possibly can, because then it will have time to compound over the longest period. And that the things you do learn and invest in should be knowledge that is cumulative, so that the knowledge builds on itself. So instead of learning something that might become obsolete tomorrow, like some particular type of software [that no one even uses two years later], choose things that will make you smarter in 10 or 20 years. That lesson is something I use all the time now.

The names we use to describe personality traits - such as extrovert, high achiever, or paranoid - refer to the specific patterns people have used to structure their attantion. At the same party, the extrovert will seek out and enjoy interactions with others, the high achiever will look for useful business conacts, and the paranoid will be on guard for signs of danger he must avoid. Attention can be invested in innumerable ways, ways that can make life eihther rich or miserable.

After putting economics aside, I found that there were two primary reasons why people quit:   They hated their manager; generally the employees were appalled by the lack of guidance, career development, and feedback they were receiving.   They weren’t learning anything: The company wasn’t investing resources in helping employees develop new skills.

When changes are being implemented in a company, it's usually the case that the extent to which people are invested in the current status quo is the extent to which they will resist the proposed changes. So the key is to get everyone divested from the old status quo and invested in a new status quo.

As important as your obligations as a doctor, lawyer or business leader will be, you are a human being first. And these human connections with spouse, with children and with friends are the most important investments you will ever make. At the end of your life, you will never regret not having passed one more test, not winning one more verdict, or closing one more deal. You will regret time not spent with a husband, a friend, a child or a parent. One thing will never change. Fathers and Mothers, if you have children, they must come first. You must read to your children, you must hug your children and you must love your children…. Your success as a family, our success as a society depends not what happens at the White House, but what happens inside YOUR house.

When people invest with Mayflower-Plymouth they are contributing to and benefiting from a multiplicative value effect. They’re getting financial ROI, they’re getting social ROI, they’re getting minimized risk. But they’re also getting the assurance that they’re capital is at work doing good in the marketplace.

Going forward, Panama should expand on the canal business in new ways. That means not only widening the physical canal, but investing more broadly in global logistics and supply chains. So Panamanian leadership should ask, how can we extract more value from the canal by adding more value to it. Or how can we create or plug into new platforms which facilitate global trade. As a citizen of Panama, I'd like to see this happen.

Being a skilled professional at something does not automatically equate to being skilled at leading a business in that same profession. Someone could be a phenomenal hair stylist, but that doesn’t mean that they would be a great manager of a Salon. Business management requires its own skill set separate from being skilled at whatever service or product the business provides.

In business, having a good reputation is imperative. Because trust is a prerequisite of transacting. Whether it has to do with investing, shopping at a store, or getting into a cooperative deal... We go with what we trust and we go with who we trust. We invest in what we trust, we shop where we trust, we partner with who we trust.

If we exaggerate the present and future value of the stock market, then as a society we may invest too much in business start-ups and expansions, and too little in infrastructure, education, and other forms of human capital.

Ironically, the biggest obstacle to putting a training program in place is the perception that it will take too much time. Keep in mind that there is no investment that you can make that will do more to improve productivity in your company. Therefore, being too busy to train is the moral equivalent of being too hungry to eat. Furthermore, it’s not that hard to create basic training courses.

Reading for me, was like breathing. It was probably akin to masturbation for my brain. Getting off on the fantasy within the pages of a good novel felt necessary to my survival. If I wasn't asleep, knitting, or working, I was reading. This was for several reasons, all of them focused around the infititely superior and enviable lives of fictional heroines to real-life people. Take romans for instance. Fictional women in romance novels never get their period. They never have morning breath. They orgasm seventeen times a day. And they never seem to have jobs with bosses. These clean, well-satisfied, perm-minty-breathed women have fulfilling careers as florists, bakery owners, hair stylists or some other kind of adorable small business where they decorate all day. If they do have a boss, he's a cool guy (or gal) who's invested in the woman's love life. Or, he's a super hot billionaire trying to get in her pants. My boss cares about two things: Am I on time ? Are all my patients alive and well at the end of my shift? And the mend in the romance novels are too good to be true; but I love it, and I love them. Enter stage right the independently wealthy venture capitalist suffering from the ennui of perfection until a plucky interior decorator enters stage left and shakes up his life and his heart with perky catch phrases and a cute nose that wrinkles when she sneezes. I suck at decorating. The walls of my apartment are bare. I am allergic to most store-bought flowers. If I owned a bakery, I'd be broke and weigh seven hundred pounds, because I love cake.

Even the richest person, provided the riches comes from mutually beneficial exchange, does not need to give anything "back" to the community, because this person took nothing out of the community. Indeed, the reverse is true: Enterprises give to the community. Their owners take huge risks, and front the money for investment, precisely with the goal of serving others. Their riches are signs that they have achieved their aims.

I found myself thinking of Potts as a tragic figure, a guy who'd been a happy towheaded kid you'd love to take fishing with you, who'd mistakenly invested in academic medicine when he'd have been happy in his family business, and who'd become a splattered mess on the parking lot of a hospital in a city he'd despised. What had been the seductiveness of medicine? Why?

In a way, plants are the business ventures of fungi. To fungi, plants are long term investments that provide enormous yield. And to the plants, fungi are very valuable investments that provide enormous yield. There's something to learn there applicable to the design of business networks and economic systems.

If you’re in permanent beta in your career, twenty years of experience actually is twenty years of experience because each year will be marked by new, enriching challenges and opportunities. Permanent beta is essentially a lifelong commitment to continuous personal growth. Get busy livin’, or get busy dyin’. If

THE FIVE LAWS OF GOLD I. Gold cometh gladly and in increasing quantity to any man who will put by not less than one-tenth of his earngs to create an estate for his future and that of his family. II. Gold laboreth diligently and contentedly for the wise owner who finds for it profitable employment, multiplying even as the flocks of the field. III. Gold clingeth to the protection of the cautious owner who invests it under the advice of men wise in its handling. IV. Gold slippeth away from the man who invests it in businesses or purposes with which he is not familiar or which are not approved by those skilled in its keep. V. Gold flees the man who would force it to impossible earnings or who followeth the alluring advice of tricksters and schemers or who trusts it to his own inexperience and romantic desires in investment.

The assault on education began more than a century ago by industrialists and capitalists such as Andrew Carnegie. In 1891, Carnegie congratulated the graduates of the Pierce College of Business for being “fully occupied in obtaining a knowledge of shorthand and typewriting” rather than wasting time “upon dead languages.” The industrialist Richard Teller Crane was even more pointed in his 1911 dismissal of what humanists call the “life of the mind.” No one who has “a taste for literature has a right to be happy” because “the only men entitled to happiness… is those who are useful.” The arrival of industrialists on university boards of trustees began as early as the 1870s and the University of Pennsylvania’s Wharton School of Business offered the first academic credential in business administration in 1881. The capitalists, from the start, complained that universities were unprofitable. These early twentieth century capitalists, like heads of investment houses and hedge-fund managers, were, as Donoghue writes “motivated by an ethically based anti-intellectualism that transcended interest in the financial bottom line. Their distrust of the ideal of intellectual inquiry for its own sake, led them to insist that if universities were to be preserved at all, they must operate on a different set of principles from those governing the liberal arts.

A true revolution of values will soon look uneasily on the glaring contrast of poverty and wealth. With righteous indignation, it will look at thousands of working people displaced from their jobs with reduced incomes as a result of automation while the profits of the employers remain intact, and say: “This is not just.” It will look across the oceans and see individual capitalists of the West investing huge sums of money in Asia, Africa and South America, only to take the profits out with no concern for the social betterment of the countries, and say: “This is not just.” It will look at our alliance with the landed gentry of Latin America and say: “This is not just.” The Western arrogance of feeling that it has everything to teach others and nothing to learn from them is not just. A true revolution of values will lay hands on the world order and say of war: “This way of settling differences is not just.” This business of burning human beings with napalm, of filling our nation’s homes with orphans and widows, of injecting poisonous drugs of hate into the veins of peoples normally humane, of sending men home from dark and bloody battlefields physically handicapped and psychologically deranged cannot be reconciled with wisdom, justice and love. A nation that continues year after year to spend more money on military defense than on programs of social uplift is approaching spiritual death. America, the richest and most powerful nation in the world, can well lead the way in this revolution of values. There is nothing to prevent us from paying adequate wages to schoolteachers, social workers and other servants of the public to insure that we have the best available personnel in these positions which are charged with the responsibility of guiding our future generations. There is nothing but a lack of social vision to prevent us from paying an adequate wage to every American citizen whether he be a hospital worker, laundry worker, maid or day laborer. There is nothing except shortsightedness to prevent us from guaranteeing an annual minimum—and livable—income for every American family. There is nothing, except a tragic death wish, to prevent us from reordering our priorities, so that the pursuit of peace will take precedence over the pursuit of war. There is nothing to keep us from remolding a recalcitrant status quo with bruised hands until we have fashioned it into a brotherhood.

The Profit function: Individual profits cause collective growth and prosperity. It is necessary for individual people and businesses to profit in a Permaculture Economy where justice is maintained and fairly applied. Profits are earned when efficiency is mastered. With profits, individuals invest in (a) new and innovative means of production which will allow more profits, or (b) buying products and services from other individuals who are also seeking profit by providing value. Profits also incentivize individuals to be productive participants in society to begin with. If there will be no profit in an activity, business or industry, then individuals will decline participation in that activity, business or industry. Since profits are only possible when buyers are satisfied with the productivity of sellers, then it is also true that an individuals willingness to participate in an activity, business or industry is preceded by the buyers satisfaction which allows the seller to profit. But when buyers are dissatisfied and decline participation, it forces sellers to decline participation. Inversely, if profits are eradicated through the force of price-controls by the government, then sellers will decline participation which then causes buyers to decline participation. And when both sellers and buyers decline participation, then whole industries and economies collapse.

Individual profits cause collective growth and prosperity. It is necessary for individual people, businesses, and companies to profit, in a Permaculture Economy where justice is maintained and fairly applied. Profits are earned when efficiency is mastered. With profits, individuals invest in (a) new and innovative means of production which will allow more profits, or (b) they use profits to buy products or services from other individuals who are also seeking profit by providing value. Profits also incentivize individuals to be productive to begin with. If there will be no profit in an activity, business or industry, then individuals will decline participation. Since profits are only possible when buyers are satisfied with the productivity of sellers, then it is also true that an individual's willingness to participate in an activity, business or industry is preceded by the buyers satisfaction which allows them to profit. So, when buyers decline participation it forces sellers to decline participation. Inversely, if profits are removed through force of price controls by the government, then sellers will decline participation which then causes buyers to decline participation.

Entrepreneurship is when an individual retrieves a red hot idea from the creativity furnace without the constraint of the heat of lean resources, and with each persistent blow of the innovation hammer shapes the still malleable idea against the anvil of passion, vision, insight, strategy, and principles to forge a fitting vessel of a creative concern.

To speak in nature's language, we must prioritize bio-based structural materials; biopolymers. Biopolymers are natural polymers produced by the cells of living organisms. We're already utilizing them in products, pharma, and even in fashion. But to deploy them on the architectural scale, we need to invest in design and construction technologies that emulate their heirarchical properties by engineering real time chemical formation.

We're all Running People, as the Tarahumara have always known. But the American approach -- ugh. Rotten at its core. It was too artificial and grabby, Vigil believed, too much about getting stuff and getting it now: medals, Nike deals, a cute butt. It wasn't art; it was business, a hard-nosed quid pro quo. No wonder so many people hated running; if you thought it was only a means to an end--an investment in becoming faster, skinnier, richer--then why stick with it if you weren't getting enough quo for your quid?

Your goal as an investor should be simply to purchase, at a rational price, a part interest in an easily understood business whose earnings are virtually certain to be materially higher, five, ten, and twenty years from now. Over time, you will find only a few companies that meet those standards-so when you see one that qualifies, you should buy a meaningful amount of stock.

A capitalist economy cannot be maintained, however, if it oscillates between threats of an imminent collapse of asset values and employment and threats of accelerating inflation and rampant speculation, especially if the threats are sometimes realized. If the market mechanism is to function well, we must arrange to constrain the uncertainty due to business cycles so that the expectations that guide investment can reflect a vision of tranquil progress.

Have you ever thought of life this way? That’s how it can become productive and ever-exciting. Don’t just live another year. Instead, gather up the years and invest them in the next one. Don’t just have another conversation. Instead, gather up all your past conversations and invest them in your next one.

The best negotiating tactic is to build a genuine, trusting relationship. If you’re an unknown entrepreneur and the person you’re dealing with isn’t invested in you, why would he or she even do business with you? But on the other hand, if the person is your mentor or friend, you might not even need to negotiate.

Everybody who really makes money at some point owns a piece of a product, a business, or some IP. That can be through stock options if you work at a tech company. That’s a fine way to start. But usually, the real wealth is created by starting your own companies or even by investing. In an investment firm, they’re buying equity. These are the routes to wealth. It doesn’t come through the hours.

At Mayflower-Plymouth, we pair our deep understanding of business and economies with our study of natural ecosystems to invest in productive assets across the globe. We aim to help our clients employ capital and maximize ROI by combining fundamental asset selection with proprietary methodologies based on modeling natural ecosystems.

A National Government cannot create good times. It cannot make the rain to fall, the sun to shine, or the crops to grow, but it can, by pursuing a meddlesome policy, attempting to change economic conditions, and frightening the investment of capital, prevent a prosperity and a revival of business which might otherwise have taken place.

Overall, capital is the lifeblood of an economy. It enables individuals and organizations to pursue economic opportunities, invest in the future, and drive economic progress. Therefore, understanding the role of capital and its efficient utilization is essential for policymakers, businesses, and individuals involved in economic decision-making.

It’s not always easy to follow the subtle energetic information the universe broadcasts, especially when your friends, family, coworkers, or those with a business interest in your creativity are offering seemingly rational advice that challenges your intuitive knowing. To the best of my ability, I’ve followed my intuition to make career turns, and been recommended against doing so every time. It helps to realize that it’s better to follow the universe than those around you. Interference may also come from the voices within. The ones in your head that murmur you’re not talented enough, your idea isn’t good enough, art isn’t a worthwhile investment of your time, the result won’t be well-received, you’re a failure if the creation isn’t successful. It’s helpful to turn those voices down so you can hear the chimes of the cosmic clock ring, reminding you it’s time. Your time to participate.

Nature doesn’t have puts on one side and calls on the other side of the same things, nor does it waste energy betting against the same life it works to cultivate. Nature doesn’t insure high risk gambles by trying to be both the casino and the player. Instead, nature insures capital and profits through a variety of complimentary approaches. At Mayflower-Plymouth we aim to emulate nature in this way with how we approach investing and asset management.

Managing a portfolio is like managing a garden. You don’t just want different kinds of plants in your garden. You want those different plants to have synergy and to work together harmoniously to maximize productivity. In the same way, when different elements in the portfolio have synergy and work together to help each other maximize individual productivity, their collective yields can then be reinvested to maximize the productivity of the whole portfolio. There’s a compounding effect and a multiplicative value effect that takes place with the permaculture investing approach.

The Decentralization of Finance is really good for humanity and it’s ultimately a win for each and every one of us. Because now that we can circumvent banks, exchanges and brokerage companies by using smart contracts on the blockchain… every person, every family, and every business will experience more more liberty, more freedom, more opportunities, more abundance, more power, and more wealth.

Basically, CEOs have five essential choices for deploying capital—investing in existing operations, acquiring other businesses, issuing dividends, paying down debt, or repurchasing stock—and three alternatives for raising it—tapping internal cash flow, issuing debt, or raising equity. Think of these options collectively as a tool kit. Over the long term, returns for shareholders will be determined largely by the decisions a CEO makes in choosing which tools to use (and which to avoid) among these various options. Stated simply, two companies with identical operating results and different approaches to allocating capital will derive two very different long-term outcomes for shareholders.

What was it about the fig tree that was unsatisfactory to Jesus? Well if we use our context clues, we can deduce that the only thing that made this fig tree different than all of the other fig trees that Jesus must have encountered is that it was unfruitful - it was unproductive relative to its potential. To be a fig tree that does not produce figs is an insult to the creator, and arguably a waste of space - a bad investment.

Where workers do lose their jobs due to automation, it’s not because they themselves are replaced by some piece of software. It’s often because the firms they work for fail. And the firms they work for fail because their management or shareholders are unwilling or unable to keep up with the new possibilities of technology. That failure often extends to failing to invest in the training that their employees need to implement the latest technologies.

Risk is the ultimate differentiator. I have always had a deep and complex relationship with it. I am not a reckless person, but taking risks is really the only way to consistently achieve above-average returns—in life as well as in investments. My father proved that when he left Poland. I am probably more comfortable with risk than most people. That’s because I do as much as I can to understand it. To me, risk-taking rests on the ability to see all the variables and then identify the ones that will make or break you.

Buffett's uncommon urge to chronicle made him a unique character in American life, not only a great capitalist but the Great Explainer of American capitalism. He taught a generation how to think about business, and he showed that securities were not just tokens like the Monopoly flatiron, and that investing need not be a game of chance. It was also a logical, commonsensical enterprise, like the tangible businesses beneath. He stripped Wall Street of its mystery and rejoined it to Main Street -- a mythical or disappearing place, perhaps, but one that is comprehensible to the ordinary American.

THE SIX LAWS OF WEALTH   The First Law of Wealth: Keep a part of all you earn. Save at least 10% of your income.     The Second Law of Wealth: Put your savings to work for you. Invest it so that it will multiply.   The Third Law of Wealth: Avoid debt. The poor pay interest, while the rich earn interest.   The Fourth Law of Wealth: Don’t speculate in get-rich-quick schemes. Invest in solid businesses that you understand.     The Fifth Law of Wealth: Invest in yourself. Gain knowledge and skills to increase your earning power.     The Sixth Law of Wealth: Safeguard your growing fortune with diversification and insurance.

Trump’s pick for secretary of state? Rex Tillerson, a figure known and trusted in Moscow, and recipient of the Order of Friendship. National security adviser? Michael Flynn, Putin’s dinner companion and a beneficiary of undeclared Russian fees. Campaign manager? Paul Manafort, longtime confidant to ex-Soviet oligarchs. Foreign policy adviser? Carter Page, an alleged Moscow asset who gave documents to Putin’s spies. Commerce secretary? Wilbur Ross, an entrepreneur with Russia-connected investments. Personal lawyer? Michael Cohen, who sent emails to Putin’s press secretary. Business partner? Felix Sater, son of a Russian American mafia boss. And other personalities, too. It was almost as if Putin had played a role in naming Trump’s cabinet. The U.S. president, of course, had done the choosing. But the constellation of individuals, and their immaculate alignment with Russian interests, formed a discernible pattern, like stars against a clear night sky. A pattern of collusion.

He invested heavily in a company that bought perishable foods and shipped them in the latest refrigerated cars to far-off cities. It was a fine, forward-looking business. But the Pullman strike halted all train traffic through Chicago, and the perishable foods rotted in their train-cars. He was ruined. He was still young, however, and still Bloom. He used his remaining funds to buy two expensive suits, on the theory that whatever he did next, he had to look convincing. “But one thing was quite clear…” he wrote. “[B]eing broke didn’t disturb me in the least. I had started with nothing, and if I now found myself with nothing, I was at least even. Actually, I was much better than even: I had had a wonderful time.” Bloom went on to become a congressman and one of the crafters of the charter that founded the United Nations.

18 NEVER PAY YOUR LAWYER BY THE HOUR Incentive Super-Response Tendency To control a rat infestation, French colonial rulers in Hanoi in the nineteenth century passed a law: for every dead rat handed in to the authorities, the catcher would receive a reward. Yes, many rats were destroyed, but many were also bred specially for this purpose. In 1947, when the Dead Sea scrolls were discovered, archaeologists set a finder’s fee for each new parchment. Instead of lots of extra scrolls being found, they were simply torn apart to increase the reward. Similarly, in China in the nineteenth century, an incentive was offered for finding dinosaur bones. Farmers located a few on their land, broke them into pieces and cashed in. Modern incentives are no better: company boards promise bonuses for achieved targets. And what happens? Managers invest more energy in trying to lower the targets than in growing the business. These are examples of the incentive super-response tendency. Credited to Charlie Munger, this titanic name describes a rather trivial observation: people respond to incentives by doing what is in their best interests. What is noteworthy is, first, how quickly and radically people’s behaviour changes when incentives come into play or are altered and, second, the fact that people respond to the incentives themselves and not the grander intentions behind them.

Each time a police officer engages us, death, injury, maiming is possible. It is not enough to say that this is true of anyone or more true of criminals. The moment the officers began their pursuit of Prince Jones, his life was in danger. The Dreamers accept this as the cost of doing business, accept our bodies as currency, because it is their tradition. As slaves we were this country’s first windfall, the down payment on its freedom. After the ruin and liberation of the Civil War came Redemption for the unrepentant South and Reunion, and our bodies became this country’s second mortgage. In the New Deal we were their guestroom, their finished basement. And today, with a sprawling prison system, which has turned the warehousing of black bodies into a jobs program for Dreamers and a lucrative investment for Dreamers; today, when 8 percent of the world’s prisoners are black men, our bodies have refinanced the Dream of being white. Black life is cheap, but in America black bodies are a natural resource of incomparable value.

Countless aid organizations and governments are convinced that they know what poor people need, and invest in schools, solar panels, or cattle. And, granted, better a cow than no cow. But at what cost? A Rwandan study estimated that donating one pregnant cow costs around $3,000 (including a milking workshop). That’s five years’ wages for a Rwandan.17 Or take the patchwork of courses offered to the poor: Study after study has shown that they cost a lot but achieve little, whether the objective is learning to fish, read, or run a business.18 “Poverty is fundamentally about a lack of cash. It’s not about stupidity,” stresses the economist Joseph Hanlon. “You can’t pull yourself up by your bootstraps if you have no boots.”19 The great thing about money is that people can use it to buy things they need instead of things that self-appointed experts think they need. And, as it happens, there is one category of product which poor people do not spend their free money on, and that’s alcohol and tobacco. In fact, a major study by the World Bank demonstrated that in 82% of all researched cases in Africa, Latin America, and Asia, alcohol and tobacco consumption actually declined.20

A true revolution of values will soon cause us to question the fairness and justice of many of our past and present policies. On the one hand we are called to play the good Samaritan on life’s roadside; but that will be only an initial act. One day we must come to see that the whole Jericho road must be transformed so that men and women will not be constantly beaten and robbed as they make their journey on life’s highway. True compassion is more than flinging a coin to a beggar; it is not haphazard and superficial. It comes to see that an edifice which produces beggars needs restructuring. A true revolution of values will soon look uneasily on the glaring contrast of poverty and wealth. With righteous indignation, it will look across the seas and see individual capitalists of the West investing huge sums of money in Asia, Africa and South America, only to take the profits out with no concern for the social betterment of the countries, and say: “This is not just.” It will look at our alliance with the landed gentry of Latin America and say: “This is not just.” The Western arrogance of feeling that it has everything to teach others and nothing to learn from them is not just. A true revolution of values will lay hands on the world order and say of war: “This way of settling differences is not just.” This business of burning human beings with napalm, of filling our nation’s homes with orphans and widows, of injecting poisonous drugs of hate into veins of people normally humane, of sending men home from dark and bloody battlefields physically handicapped and psychologically deranged, cannot be reconciled with wisdom, justice and love. A nation that continues year after year to spend more money on military defense than on programs of social uplift is approaching spiritual death.

The R6 Resilience Change Management Framework is a cyclical framework that consists of six iterative puzzle pieces: 1. Review the Macro/Micro Changes: This iteration emphasizes the importance of scanning (mostly) the external environment to identify emerging trends, disruptions, and opportunities. By understanding the broader context in which the organization operates, leaders can anticipate future challenges and proactively adapt their strategies. There should never be a time in the organizations existence where it stops reviewing the macro changes. There are times, though, when micro changes (internal) are where the focus needs to be. 2. Reassess the Business’ Capabilities in the Context of Macro Changes: This iteration is fundamentally about “who are we, and how can we really add value?” It also involves a critical evaluation of the organization's strengths, weaknesses, opportunities, and threats in light of the identified macro changes. This reassessment helps to identify areas where the organization needs to adapt or transform its capabilities to remain competitive. This iteration is largely inward-looking, focused on the organization. But it tempered with the idea that “how do our capabilities allow us to add value to our customers lives (existing or new).” 3. Redefine Target Market(s) Based on Reassessment of Capabilities: This iteration focuses on aligning the organization's target markets with the evolving needs and preferences of customers, the changing competitive landscape, and the new reality of the businesses capabilities. This may involve identifying new customer segments, developing personalized offerings, creating seamless omnichannel experiences, or approaching the same target market in new ways (offering them new kinds of value, or the same kind of value in new ways). 4. Redirect Capabilities Toward Redefined Target Market: This iteration involves realigning the organization's resources, processes, and strategies to effectively serve the redefined target markets. This may require investments in new technologies, optimization of supply chains, or the development of innovative products and services. 5. Restructure the Organization: This iteration focuses on adapting the organization's structure, culture, and talent to support the desired changes. This may involve creating agile teams, fostering a culture of innovation, or empowering employees to make decisions through new policies. 6. Repeat in Perpetuity – or – Render Paradigm Shift [R6-RPS]: This iteration underscores the importance of continuous monitoring, evaluation, and adaptation. The R6 framework is not a one-time process in response to a change event, but an iterative cycle that enables organizations to remain agile and resilient in the face of ongoing change. Additionally, there are times when before repeating the cycle, a business may want/need to render an external paradigm shift by introducing a product or service or way of doing things that fundamentally changes the market – fundamentally changes the value exchange between customers, employees and organizations.

OPEN YOURSELF TO SERENDIPITY Chance encounters can also provide enormous benefits for your projects—and your life. Being friendly while standing in line for coffee at a conference might lead to a conversation, a business card exchange, and the first investment in your company a few months later. The person sitting next to you at a concert who chats you up during intermission might end up becoming your largest customer. Or, two strangers sitting in a nail salon exchanging stories about their families might lead to a blind date, which might lead to a marriage. (This is how I met my wife. Lucky for me, neither stranger had a smartphone, so they resorted to matchmaking.) I am consistently humbled and amazed by just how much creation and realization is the product of serendipity. Of course, these chance opportunities must be noticed and pursued for them to have any value. It makes you wonder how much we regularly miss. As we tune in to our devices during every moment of transition, we are letting the incredible potential of serendipity pass us by. The greatest value of any experience is often found in its seams. The primary benefits of a conference often have nothing to do with what happens onstage. The true reward of a trip to the nail salon may be more than the manicure. When you value the power of serendipity, you start noticing it at work right away. Try leaving the smartphone in your pocket the next time you’re in line or in a crowd. Notice one source of unexpected value on every such occasion. Develop the discipline to allow for serendipity.

Fifteen years ago, a business manager from the United States came to Plum Village to visit me. His conscience was troubled because he was the head of a firm that designed atomic bombs. I listened as he expressed his concerns. I knew if I advised him to quit his job, another person would only replace him. If he were to quit, he might help himself, but he would not help his company, society, or country. I urged him to remain the director of his firm, to bring mindfulness into his daily work, and to use his position to communicate his concerns and doubts about the production of atomic bombs. In the Sutra on Happiness, the Buddha says it is great fortune to have an occupation that allows us to be happy, to help others, and to generate compassion and understanding in this world. Those in the helping professions have occupations that give them this wonderful opportunity. Yet many social workers, physicians, and therapists work in a way that does not cultivate their compassion, instead doing their job only to earn money. If the bomb designer practises and does his work with mindfulness, his job can still nourish his compassion and in some way allow him to help others. He can still influence his government and fellow citizens by bringing greater awareness to the situation. He can give the whole nation an opportunity to question the necessity of bomb production. Many people who are wealthy, powerful, and important in business, politics, and entertainment are not happy. They are seeking empty things - wealth, fame, power, sex - and in the process they are destroying themselves and those around them. In Plum Village, we have organised retreats for businesspeople. We see that they have many problems and suffer just as others do, sometimes even more. We see that their wealth allows them to live in comfortable conditions, yet they still suffer a great deal. Some businesspeople, even those who have persuaded themselves that their work is very important, feel empty in their occupation. They provide employment to many people in their factories, newspapers, insurance firms, and supermarket chains, yet their financial success is an empty happiness because it is not motivated by understanding or compassion. Caught up in their small world of profit and loss, they are unaware of the suffering and poverty in the world. When we are not int ouch with this larger reality, we will lack the compassion we need to nourish and guide us to happiness. Once you begin to realise your interconnectedness with others, your interbeing, you begin to see how your actions affect you and all other life. You begin to question your way of living, to look with new eyes at the quality of your relationships and the way you work. You begin to see, 'I have to earn a living, yes, but I want to earn a living mindfully. I want to try to select a vocation not harmful to others and to the natural world, one that does not misuse resources.' Entire companies can also adopt this way of thinking. Companies have the right to pursue economic growth, but not at the expense of other life. They should respect the life and integrity of people, animals, plants and minerals. Do not invest your time or money in companies that deprive others of their lives, that operate in a way that exploits people or animals, and destroys nature. Businesspeople who visit Plum Village often find that getting in touch with the suffering of others and cultivating understanding brings them happiness. They practise like Anathapindika, a successful businessman who lived at the time of the Buddha, who with the practise of mindfulness throughout his life did everything he could to help the poor and sick people in his homeland.

is turning all life into a unified flow experience. If a person sets out to achieve a difficult enough goal, from which all other goals logically follow, and if he or she invests all energy in developing skills to reach that goal, then actions and feelings will be in harmony, and the separate parts of life will fit together—and each activity will “make sense” in the present, as well as in view of the past and of the future. In such a way, it is possible to give meaning to one’s entire life. But isn’t it incredibly naive to expect life to have a coherent overall meaning? After all, at least since Nietzsche concluded that God was dead, philosophers and social scientists have been busy demonstrating that existence has no purpose, that chance and impersonal forces rule our fate, and that all values are relative and hence arbitrary. It is true that life has no meaning, if by that we mean a supreme goal built into the fabric of nature and human experience, a goal that is valid for every individual. But it does not follow that life cannot be given meaning. Much of what we call culture and civilization consists in efforts people have made, generally against overwhelming odds, to create a sense of purpose for themselves and their descendants. It is one thing to recognize that life is, by itself, meaningless. It is another thing entirely to accept this with resignation. The first fact does not entail the second any more than the fact that we lack wings prevents us from flying. From the point of view of an individual, it does not matter what the ultimate goal is—provided it is compelling enough to order a lifetime’s worth of psychic energy. The challenge might involve the desire to have the best beer-bottle collection in the neighborhood, the resolution to find a cure for cancer, or simply the biological imperative to have children who will survive and prosper. As long as it provides clear objectives, clear rules for action, and a way to concentrate and become involved, any goal can serve to give meaning to a person’s life. In the past few years I have come to be quite well acquainted with several Muslim professionals—electronics engineers, pilots, businessmen, and teachers, mostly from Saudi Arabia and from the other Gulf states. In talking to them, I was struck with how relaxed most of them seemed to be even under strong pressure. “There is nothing to it,” those I asked about it told me, in different words, but with the same message: “We don’t get upset because we believe that our life is in God’s hands, and whatever He decides will be fine with us.” Such implicit faith used to be widespread in our culture as well, but it is not easy to find it now. Many of us have to discover a goal that will give meaning to life on our own, without the help of a traditional faith.

1. Recruit the smallest group of people who can accomplish what must be done quickly and with high quality. Comparative Advantage means that some people will be better than others at accomplishing certain tasks, so it pays to invest time and resources in recruiting the best team for the job. Don’t make that team too large, however—Communication Overhead makes each additional team member beyond a core of three to eight people a drag on performance. Small, elite teams are best. 2. Clearly communicate the desired End Result, who is responsible for what, and the current status. Everyone on the team must know the Commander’s Intent of the project, the Reason Why it’s important, and must clearly know the specific parts of the project they’re individually responsible for completing—otherwise, you’re risking Bystander Apathy. 3. Treat people with respect. Consistently using the Golden Trifecta—appreciation, courtesy, and respect—is the best way to make the individuals on your team feel Important and is also the best way to ensure that they respect you as a leader and manager. The more your team works together under mutually supportive conditions, the more Clanning will naturally occur, and the more cohesive the team will become. 4. Create an Environment where everyone can be as productive as possible, then let people do their work. The best working Environment takes full advantage of Guiding Structure—provide the best equipment and tools possible and ensure that the Environment reinforces the work the team is doing. To avoid having energy sapped by the Cognitive Switching Penalty, shield your team from as many distractions as possible, which includes nonessential bureaucracy and meetings. 5. Refrain from having unrealistic expectations regarding certainty and prediction. Create an aggressive plan to complete the project, but be aware in advance that Uncertainty and the Planning Fallacy mean your initial plan will almost certainly be incomplete or inaccurate in a few important respects. Update your plan as you go along, using what you learn along the way, and continually reapply Parkinson’s Law to find the shortest feasible path to completion that works, given the necessary Trade-offs required by the work. 6. Measure to see if what you’re doing is working—if not, try another approach. One of the primary fallacies of effective Management is that it makes learning unnecessary. This mind-set assumes your initial plan should be 100 percent perfect and followed to the letter. The exact opposite is true: effective Management means planning for learning, which requires constant adjustments along the way. Constantly Measure your performance across a small set of Key Performance Indicators (discussed later)—if what you’re doing doesn’t appear to be working, Experiment with another approach.

I wish I had asked myself when I was younger. My path was so tracked that in my 8th-grade yearbook, one of my friends predicted— accurately— that four years later I would enter Stanford as a sophomore. And after a conventionally successful undergraduate career, I enrolled at Stanford Law School, where I competed even harder for the standard badges of success. The highest prize in a law student’s world is unambiguous: out of tens of thousands of graduates each year, only a few dozen get a Supreme Court clerkship. After clerking on a federal appeals court for a year, I was invited to interview for clerkships with Justices Kennedy and Scalia. My meetings with the Justices went well. I was so close to winning this last competition. If only I got the clerkship, I thought, I would be set for life. But I didn’t. At the time, I was devastated. In 2004, after I had built and sold PayPal, I ran into an old friend from law school who had helped me prepare my failed clerkship applications. We hadn’t spoken in nearly a decade. His first question wasn’t “How are you doing?” or “Can you believe it’s been so long?” Instead, he grinned and asked: “So, Peter, aren’t you glad you didn’t get that clerkship?” With the benefit of hindsight, we both knew that winning that ultimate competition would have changed my life for the worse. Had I actually clerked on the Supreme Court, I probably would have spent my entire career taking depositions or drafting other people’s business deals instead of creating anything new. It’s hard to say how much would be different, but the opportunity costs were enormous. All Rhodes Scholars had a great future in their past. the best paths are new and untried. will this business still be around a decade from now? business is like chess. Grandmaster José Raúl Capablanca put it well: to succeed, “you must study the endgame before everything else. The few who knew what might be learned, Foolish enough to put their whole heart on show, And reveal their feelings to the crowd below, Mankind has always crucified and burned. Above all, don’t overestimate your own power as an individual. Founders are important not because they are the only ones whose work has value, but rather because a great founder can bring out the best work from everybody at his company. That we need individual founders in all their peculiarity does not mean that we are called to worship Ayn Randian “prime movers” who claim to be independent of everybody around them. In this respect, Rand was a merely half-great writer: her villains were real, but her heroes were fake. There is no Galt’s Gulch. There is no secession from society. To believe yourself invested with divine self-sufficiency is not the mark of a strong individual, but of a person who has mistaken the crowd’s worship—or jeering—for the truth. The single greatest danger for a founder is to become so certain of his own myth that he loses his mind. But an equally insidious danger for every business is to lose all sense of myth and mistake disenchantment for wisdom.

One way to get a life and keep it is to put energy into being an S&M (success and money) queen. I first heard this term in Karen Salmansohn’s fabulous book The 30-Day Plan to Whip Your Career Into Submission. Here’s how to do it: be a star at work. I don’t care if you flip burgers at McDonald’s or run a Fortune 500 company. Do everything with totality and excellence. Show up on time, all the time. Do what you say you will do. Contribute ideas. Take care of the people around you. Solve problems. Be an agent for change. Invest in being the best in your industry or the best in the world! If you’ve been thinking about changing professions, that’s even more reason to be a star at your current job. Operating with excellence now will get you back up to speed mentally and energetically so you can hit the ground running in your new position. It will also create good karma. When and if you finally do leave, your current employers will be happy to support you with a great reference and often leave an open door for additional work in the future. If you’re an entrepreneur, look at ways to enhance your business. Is there a new product or service you’ve wanted to offer? How can you create raving fans by making your customer service sparkle? How can you reach more people with your product or service? Can you impact thousands or even millions more? Let’s not forget the M in S&M. Getting a life and keeping it includes having strong financial health as well. This area is crucial because many women delay taking charge of their financial lives as they believe (or have been culturally conditioned to believe) that a man will come along and take care of it for them. This is a setup for disaster. You are an intelligent and capable woman. If you want to fully unleash your irresistibility, invest in your financial health now and don’t stop once you get involved in a relationship. If money management is a challenge for you, I highly recommend my favorite financial coach: David Bach. He is the bestselling author of many books, including The Automatic Millionaire, Smart Women Finish Rich, and Smart Couples Finish Rich. His advice is clear-cut and straightforward, and, most important, it works.

The responsibility/fault fallacy allows people to pass off the responsibility for solving their problems to others. This ability to alleviate responsibility through blame gives people a temporary high and a feeling of moral righteousness. Unfortunately, one side effect of the Internet and social media is that it’s become easier than ever to push responsibility—for even the tiniest of infractions—onto some other group or person. In fact, this kind of public blame/shame game has become popular; in certain crowds it’s even seen as “cool.” The public sharing of “injustices” garners far more attention and emotional outpouring than most other events on social media, rewarding people who are able to perpetually feel victimized with ever-growing amounts of attention and sympathy. “Victimhood chic” is in style on both the right and the left today, among both the rich and the poor. In fact, this may be the first time in human history that every single demographic group has felt unfairly victimized simultaneously. And they’re all riding the highs of the moral indignation that comes along with it. Right now, anyone who is offended about anything—whether it’s the fact that a book about racism was assigned in a university class, or that Christmas trees were banned at the local mall, or the fact that taxes were raised half a percent on investment funds—feels as though they’re being oppressed in some way and therefore deserve to be outraged and to have a certain amount of attention. The current media environment both encourages and perpetuates these reactions because, after all, it’s good for business. The writer and media commentator Ryan Holiday refers to this as “outrage porn”: rather than report on real stories and real issues, the media find it much easier (and more profitable) to find something mildly offensive, broadcast it to a wide audience, generate outrage, and then broadcast that outrage back across the population in a way that outrages yet another part of the population. This triggers a kind of echo of bullshit pinging back and forth between two imaginary sides, meanwhile distracting everyone from real societal problems. It’s no wonder we’re more politically polarized than ever before. The biggest problem with victimhood chic is that it sucks attention away from actual victims. It’s like the boy who cried wolf. The more people there are who proclaim themselves victims over tiny infractions, the harder it becomes to see who the real victims actually are. People get addicted to feeling offended all the time because it gives them a high; being self-righteous and morally superior feels good. As political cartoonist Tim Kreider put it in a New York Times op-ed: “Outrage is like a lot of other things that feel good but over time devour us from the inside out. And it’s even more insidious than most vices because we don’t even consciously acknowledge that it’s a pleasure.” But

Entering the office, Evie found Sebastian and Cam on opposite sides of the desk. They both mulled over account ledgers, scratching out some entries with freshly inked pens, and making notations beside the long columns. Both men looked up as she crossed the threshold. Evie met Sebastian’s gaze only briefly; she found it hard to maintain her composure around him after the intimacy of the previous night. He paused in mid-sentence as he stared at her, seeming to forget what he had been saying to Cam. It seemed that neither of them was yet comfortable with feelings that were still too new and powerful. Murmuring good morning to them both, she bid them to remain seated, and she went to stand beside Sebastian’s chair. “Have you breakfasted yet, my lord?” she asked. Sebastian shook his head, a smile glinting in his eyes. “Not yet.” “I’ll go to the kitchen and see what is to be had.” “Stay a moment,” he urged. “We’re almost finished.” As the two men discussed a few last points of business, which pertained to a potential investment in a proposed shopping bazaar to be constructed on St. James Street, Sebastian picked up Evie’s hand, which was resting on the desk. Absently he drew the backs of her fingers against the edge of his jaw and his ear while contemplating the written proposal on the desk before him. Although Sebastian was not aware of what the casual familiarity of the gesture revealed, Evie felt her color rise as she met Cam’s gaze over her husband’s downbent head. The boy sent her a glance of mock reproof, like that of a nursemaid who had caught two children playing a kissing game, and he grinned as her blush heightened further. Oblivious to the byplay, Sebastian handed the proposal to Cam, who sobered instantly. “I don’t like the looks of this,” Sebastian commented. “It’s doubtful there will be enough business in the area to sustain an entire bazaar, especially at those rents. I suspect within a year it will turn into a white elephant.” “White elephant?” Evie asked. A new voice came from the doorway, belonging to Lord Westcliff. “A white elephant is a rare animal,” the earl replied, smiling, “that is not only expensive but difficult to maintain. Historically, when an ancient king wished to ruin someone he would gift him with a white elephant.” Stepping into the office, Westcliff bowed over Evie’s hand and spoke to Sebastian. “Your assessment of the proposed bazaar is correct, in my opinion. I was approached with the same investment opportunity not long ago, and I rejected it on the same grounds.” “No doubt we’ll both be proven wrong,” Sebastian said wryly. “One should never try to predict anything regarding women and their shopping.

Qualities such as honesty, determination, and a cheerful acceptance of stress, which can all be identified through probing questionnaires and interviews, may be more important to the company in the long run than one's college grade-point average or years of "related experience." Every business is only as good as the people it brings into the organization. The corporate trainer should feel his job is the most important in the company, because it is. Exalt seniority-publicly, shamelessly, and with enough fanfare to raise goosebumps on the flesh of the most cynical spectator. And, after the ceremony, there should be some sort of permanent display so that employees passing by are continuously reminded of their own achievements and the achievements of others. The manager must freely share his expertise-not only about company procedures and products and services but also with regard to the supervisory skills he has worked so hard to acquire. If his attitude is, "Let them go out and get their own MBAs," the personnel under his authority will never have the full benefit of his experience. Without it, they will perform at a lower standard than is possible, jeopardizing the manager's own success. Should a CEO proclaim that there is no higher calling than being an employee of his organization? Perhaps not-for fear of being misunderstood-but it's certainly all right to think it. In fact, a CEO who does not feel this way should look for another company to manage-one that actually does contribute toward a better life for all. Every corporate leader should communicate to his workforce that its efforts are important and that employees should be very proud of what they do-for the company, for themselves, and, literally, for the world. If any employee is embarrassed to tell his friends what he does for a living, there has been a failure of leadership at his workplace. Loyalty is not demanded; it is created. Why can't a CEO put out his own suggested reading list to reinforce the corporate vision and core values? An attractive display at every employee lounge of books to be freely borrowed, or purchased, will generate interest and participation. Of course, the program has to be purely voluntary, but many employees will wish to be conversant with the material others are talking about. The books will be another point of contact between individuals, who might find themselves conversing on topics other than the weekend football games. By simply distributing the list and displaying the books prominently, the CEO will set into motion a chain of events that can greatly benefit the workplace. For a very cost-effective investment, management will have yet another way to strengthen the corporate message. The very existence of many companies hangs not on the decisions of their visionary CEOs and energetic managers but on the behavior of its receptionists, retail clerks, delivery drivers, and service personnel. The manager must put himself and his people through progressively challenging courage-building experiences. He must make these a mandatory group experience, and he must lead the way. People who have confronted the fear of public speaking, and have learned to master it, find that their new confidence manifests itself in every other facet of the professional and personal lives. Managers who hold weekly meetings in which everyone takes on progressively more difficult speaking or presentation assignments will see personalities revolutionized before their eyes. Command from a forward position, which means from the thick of it. No soldier will ever be inspired to advance into a hail of bullets by orders phoned in on the radio from the safety of a remote command post; he is inspired to follow the officer in front of him. It is much more effective to get your personnel to follow you than to push them forward from behind a desk. The more important the mission, the more important it is to be at the front.