Business Recommendation Quotes

Social media allows us to behave in ways that we are hardwired for in the first place - as humans. We can get frank recommendations from other humans instead of from faceless companies.

October— You were sleeping so peacefully that I was loath to wake you. Duke Torquill, after demanding to know what I was doing in your apartment, has requested that I inform you of his intent to visit after ‘tending to some business at the Queen’s Court.’ I recommend wearing something clinging, as that may distract him from whatever he wishes to lecture you about this time. Hopefully, it’s your manners. You are truly endearing when you sleep. I attribute this to the exotic nature of seeing you in a state of silence. —Tybalt

Do not worry about who get the credit or praise of the work done. Continue work to give your best.Your reward may come unexpected.

92% of respondents reported that a positive recommendation from a friend, family member, or someone they trust is the biggest influence on whether they buy a product or service.

Sexting is dangerous business. I don't recommend it.

All the same, I should like it all plain and clear," said he obstinately, putting on his business manner (usually reserved for people who tried to borrow money off him), and doing his best to appear wise and prudent and professional and live up to Gandalf's recommendation. "Also I should like to know about risks, out-of-pocket expenses, time required and remuneration, and so forth"--by which he meant: "What am I going to get out of it ? and am I going to come back alive?

Let true Christians then, with becoming earnestness, strive in all things to recommend their profession, and to put to silence the vain scoffs of ignorant objectors. Let them boldly assert the cause of Christ in an age when so many, who bear the name of Christians, are ashamed of Him: and let them consider as devolved on Them the important duty of suspending for a while the fall of their country, and, perhaps, of performing a still more extensive service to society at large; not by busy interference in politics, in which it cannot but be confessed there is much uncertainty; but rather by that sure and radical benefit of restoring the influence of Religion, and of raising the standard of morality.

Of the not very many ways known of shedding one's body, falling, falling, falling is the supreme method, but you have to select your sill or ledge very carefully so as not to hurt yourself or others. Jumping from a high bridge is not recommended even if you cannot swim, for wind and water abound in weird contingencies, and tragedy ought not to culminate in a record dive or a policeman's promotion. If you rent a cell in the luminous waffle, room 1915 or 1959, in a tall business centre hotel browing the star dust, and pull up the window, and gently - not fall, not jump - but roll out as you should for air comfort, there is always the chance of knocking clean through into your own hell a pacific noctambulator walking his dog; in this respect a back room might be safer, especially if giving on the roof of an old tenacious normal house far below where a cat may be trusted to flash out of the way. Another popular take-off is a mountaintop with a sheer drop of say 500 meters but you must find it, because you will be surprised how easy it is to miscalculate your deflection offset, and have some hidden projection, some fool of a crag, rush forth to catch you, causing you to bounce off it into the brush, thwarted, mangled and unnecessarily alive. The ideal drop is from an aircraft, your muscles relaxed, your pilot puzzled, your packed parachute shuffled off, cast off, shrugged off - farewell, shootka (little chute)! Down you go, but all the while you feel suspended and buoyed as you somersault in slow motion like a somnolent tumbler pigeon, and sprawl supine on the eiderdown of the air, or lazily turn to embrace your pillow, enjoying every last instant of soft, deep, death-padded life, with the earth's green seesaw now above, now below, and the voluptuous crucifixion, as you stretch yourself in the growing rush, in the nearing swish, and then your loved body's obliteration in the Lap of the Lord.

Parables are told only because they are true, not because the actions of the characters in them can be recommended for imitation. Good Samaritans are regularly sued. Fathers who give parties for wayward sons are rightly rebuked, Employers who pay equal wages for unequal work have labor-relations problems. And any Shepherd who makes a practice of leaving ninety-nine sheep to chase after a lost one quickly goes out of the sheep-ranching business. The parables are true only because they are like what God is like, not because they are models for us to copy. It is simply a fact that the one thing we dare not under any circumstances imitate is the only thing that can save us. The parables are, one and all, about the foolishness by which Grace raises the dead. They apply to no sensible process at all - only to the divine insanity that brings everything out of nothing.

Ramit Sethi recommends applying what he calls the “85% Solution.” So many people get wrapped up in making the perfect decision that they wind up overwhelming themselves and doing nothing.

A slogan that accurately conveys the essence of your Purple Cow is a script. A script for the sneezer to use when she talks with her friends. The slogan reminds the user, “Here’s why it’s worth recommending us; here’s why your friends and colleagues will be glad you told them about us.” And best of all, the script guarantees that the word of mouth is passed on properly – that the prospect is coming to you for the right reason.

Today’s businesses can’t just use social media; they have to become social businesses, inside and out and from top to bottom. Ultimately, that is the goal of this book: to harness the power of being a social business to become the most highly recommended organization in your industry/category/niche.

Never call yourself a philosopher, nor talk a great deal among the unlearned about theorems, but act conformably to them. Thus, at an entertainment, don’t talk how persons ought to eat, but eat as you ought. For remember that in this manner Socrates also universally avoided all ostentation. And when persons came to him and desired to be recommended by him to philosophers, he took and recommended them, so well did he bear being overlooked. So that if ever any talk should happen among the unlearned concerning philosophic theorems, be you, for the most part, silent. For there is great danger in immediately throwing out what you have not digested. And, if anyone tells you that you know nothing, and you are not nettled at it, then you may be sure that you have begun your business. For sheep don’t throw up the grass to show the shepherds how much they have eaten; but, inwardly digesting their food, they outwardly produce wool and milk. Thus, therefore, do you likewise not show theorems to the unlearned, but the actions produced by them after they have been digested.

Don’t worry about the level of individual prominence you have achieved; worry about the individuals you have helped become better people. This is my final recommendation:

In the 1990s, the ratio of buy to sell recommendations climbed to 100 to 1, particularly for brokerage firms with large investment banking businesses.

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.

Demi-glace. There are a lot of ways to make demi-glace, but I recommend you simply take your already reduced meat stock, add some red wine, toss in some shallots and fresh thyme and a bay leaf and peppercorns, and slowly, slowly simmer it and reduce it again until it coats a spoon. Strain. Freeze this stuff in an ice-cube tray, pop out a cube or two as needed, and you are in business — you can rule the world. And remember, when making a sauce with demi-glace, don't forget to monter au beurre. Chervil,

Heroin is a fine business,” the directors of Bayer announced proudly and advertised the substance as a remedy for headaches, for general indisposition, and also as a cough syrup for children. It was even recommended to babies for colic or sleeping problems.4

October 16, 2009 Avengers Paintball, Inc. 1778 Industrial Blvd. Lakeville, MN 55044 Esteemed Avengers, This letter recommends Mr. Allen Trent for a position at your paintball emporium. Mr. Trent received a C– in my expository writing class last spring, which—given my newly streamlined and increasingly generous grading criteria—is quite the accomplishment. His final project consisted of a ten-page autobiographical essay on the topic of his own rageful impulses and his (often futile) attempts to control them. He cited his dentist and his roommate as primary sources. Consider this missive a testament to Mr. Trent’s preparedness for the work your place of business undoubtedly has in store. Hoping to maintain a distance of at least one hundred yards, Jason T. Fitger Professor of Creative Writing and English Payne University (“Teach ’til It Hurts”)

If you’re interested in more detail on this topic, I highly recommend Financial Intelligence for Entrepreneurs by Karen Berman and Joe Knight with John Case.

The Harvard Business Review recommends 15 words max for your big point. We would advise the shorter, the better.

Prediction is the business of prophets, clairvoyants, and futurologists. It is not the business of novelists. A novelist’s business is lying. The weather bureau will tell you what next Tuesday will be like, and the Rand Corporation will tell you what the twenty-first century will be like. I don’t recommend that you turn to the writers of fiction for such information. It’s none of their business. All they’re trying to do is tell you what they’re like, and what you’re like -- what’s going on -- what the weather is now, today, this moment, the rain, the sunlight, look! Open your eyes; listen, listen. That is what the novelists say. But they don’t tell you what you will see and hear. All they can tell you is what they have seen and heard, in their time in this world, a third of it spent in sleep and dreaming another third of it spent in telling lies. [Introduction to The Left Hand of Darkness]

Mr Moffat was a young man of very large fortune, in Parliament, inclined to business, and in every way recommendable. He was not a man of birth, to be sure; that was to be lamented;

Any man who can spend a million a year and have nothing to show for it, don't need a recommendation from anybody. He's in a class by himself, and it's a business that no one else can give him a pointer about.

I am not sure the loneliness of the place was not one of its chief recommendations. I take no pleasure in watching people pass the windows; and I like to be quiet.’ ‘Oh! as good as to say you wish we would all of us mind our own business, and let you alone.’ ‘No, I dislike an extensive acquaintance; but if I have a few friends, of course I am glad to see them occasionally. No one can be happy in eternal solitude.

Business judgment is best developed through professional experience. The next best alternative is to be reading business articles. We recommend Bloomberg Businessweek and Economic Times/Business Standard, if time permits.

We distrust doctors because it’s obvious that good health does not promote good business, and we go to them only when everything else has failed, after we’ve tried all the remedies recommended by our friends and acquaintances.

The weather bureau will tell you what next Tuesday will be like, and the Rand Corporation will tell you what the twenty-first century will be like. I don’t recommend that you turn to the writers of fiction for such information. It’s none of their business.

Heroin is a fine business,” the directors of Bayer announced proudly and advertised the substance as a remedy for headaches, for general indisposition, and also as a cough syrup for children. It was even recommended to babies for colic or sleeping problems.

I’ve found in my career that though everyone has an opinion, clients will pay for your analysis. It’s also important to be able to say with authority that you are recommending these options because the client needs them and not because you are trying to sell them something.

Nowadays, the majority of people are searching online for any business. They want to see that you are credible and want to hear it straight from another customer’s mouth. People will still look your business up even after getting a recommendation from a trusted family or friend.

Another segment of society that has constructed a language of its own is business. People in business say that toner cartridges are in short supply, that they have updated the next shipment of these cartridges, and that they will finalize their recommendations at the next meeting of the board. They are speaking a language familiar and dear to them. Its portentous nouns and verbs invest ordinary events with high adventure; executives walk among toner cartridges, caparisoned like knights. We should tolerate them--every person of spirit wants to ride a white horse.

There are five degrees of initiative that the manager can exercise in relation to the boss and to the system: wait until told (lowest initiative); ask what to do; recommend, then take resulting action; act, but advise at once; and act on own, then routinely report (highest initiative).

In contrast to advice, our UN-VICE is not a suggestion of behavior or a mandate. Instead, our UN-VICE is a way to decipher changing circumstances imaginatively. All advice should be carefully considered, combined with an emphasis on developing and trusting our own capabilities. In our increasingly UN-VICE world, the value of recommendations is rapidly decreasing. Systemic disruption has devalued ad-vice; instead, we offer our best UN-VICE. Inspired by Richard Feynman, we must explore unanswered questions, rather than adhering to unquestionable answers. Zen Master Suzuki Roshi said “In the beginner’s mind there are many possibilities, but in the expert’s there are few.” Our UN-VICE draws from the three stages of the Japanese martial arts concept shuhari. In the first stage, shu, the student masters the established fundamentals. In the second stage, ha, the learner practices and experiments with novel approaches, guided by their own unique perspectives. In the third stage, ri, they break loose from confining rulebooks to adapt freely to any situation. Shuhari is a journey, a continuous process of learning, experimenting, and letting go.

We’re all busy. Meditating monks in their cells are busy. That’s adult life, filled to the ceiling with things that need doing. (It seems only children and the elderly aren’t plagued by lack of time—and notice how they enjoy their books, how their lives fill their eyes.) But every person has a space next to where they sleep, whether a patch of pavement or a fine bedside table. In that space, at night, a book can glow. And in those moments of docile wakefulness, when we begin to let go of the day, then is the perfect time to pick up a book and be someone else, somewhere else, for a few minutes, a few pages, before we fall asleep.

I recommend every young entrepreneur do some gig work at least for research purposes. Get out there and work for Lyft or Uber or Instacart or whatever. These platforms allow a person to experience a direct conversion of value created to income earned, whereas most jobs and most entrepreneurial ventures have a lag. And the more intimately you understand value, the better.

Every pregnancy results in roughly two years of lost menstruation. If you are a manufacturer of menstrual pads, this is bad for business. So you ought to know about, and be so happy about, the drop in babies per woman across the world. You ought to know and be happy too about the growth in the number of educated women working away from home. Because these developments have created an exploding market for your products over the last few decades among billions of menstruating women now living on Levels 2 and 3. But, as I realized when I attended an internal meeting at one of the world’s biggest manufacturers of sanitary wear, most Western manufacturers have completely missed this. Instead, when hunting for new customers they are often stuck dreaming up new needs among the 300 million menstruating women on Level 4. “What if we market an even thinner pad for bikinis? What about pads that are invisible, to wear under Lycra? How about one pad for each kind of outfit, each situation, each sport? Special pads for mountain climbers!” Ideally, all the pads are so small they need to be replaced several times a day. But like most rich consumer markets, the basic needs are already met, and producers fight in vain to create demand in ever-smaller segments. Meanwhile, on Levels 2 and 3, roughly 2 billion menstruating women have few alternatives to choose from. These women don’t wear Lycra and won’t spend money on ultrathin pads. They demand a low-cost pad that will be reliable throughout the day so they don’t have to change it when they are out at work. And when they find a product they like, they will probably stick to that brand for their whole lives and recommend it to their daughters.

Holacracy obsoletes the habit of making commitments about when you will deliver a particular project or action. In tactical meetings, for example, we capture next-actions, but do not attach deadline commitments to them. Why? As much as the practice of setting deadlines is generally recommended in today’s business world, allow me to offer a contrary view: committing to deadlines has important downsides, and using them obscures a more dynamic, reality-based approach.

resources on self-promotion, specifically targeted to introverts and accessible online, now abound. Popular examples include Beth Buelow’s The Introvert Entrepreneur blog and podcast (bethbuelow.com) and Nancy Ancowitz’s Self-Promotion for Introverts® site (selfpromotionforitroverts.com). Ancowitz, business communication coach and author of the book Self-Promotion for Introverts, recommends that introverts build on what they do naturally rather than try to replicate extroverts:

verbal fluency and sociability are the two most important predictors of success, according to a Stanford Business School study. It’s a world in which a middle manager at GE once told me that “people here don’t even want to meet with you if you don’t have a PowerPoint and a ‘pitch’ for them. Even if you’re just making a recommendation to your colleague, you can’t sit down in someone’s office and tell them what you think. You have to make a presentation, with pros and cons and a ‘takeaway box.

When investing in cryptocurrencies, one must exercise extreme caution. My capital investment was locked along with all of my returns at a binary investment firm, which was the exact issue I was having. Though I genuinely think there are legitimate businesses you can invest in, the difficulty is how to know for sure before making a decision. It was almost like watching a movie as the whole thing played out for me when I fell for these con artists posing as investors. Before it happened to me, I was unable to believe that such things exist. But when it turned out that I couldn't withdraw my money, I started looking for a way to get it back. Fortunately, through recommendations from others, I was introduced to a recovery agent named Fastfund Recovery. When I discovered that the scammers' website had been taken down, Fastfund Recovery was such a lifesaver; they were able to access it and helped me get my money back. I can't be more grateful. You can catch up with them by email. Fastfundrecovery8(@)gmail com . w/a 18075007554

Recommended Reading The Definitive Guide to Getting Your Budget Approved by Johannes Ritter and Frank Röttgers provides a systematic guide for creating a financial business case. The book includes examples as well as the methods for using Monte Carlo simulation and sensitivity analysis to create the business case. The methods described in the book can also be used for quantifying risks and project costs. Mary and Tom Poppendieck in their book Lean Software Development: describe the lean principles and the types of waste in software projects.

Specify Level of Initiative Your employees can exercise five levels of initiative in handling on-the-job problems. From lowest to highest, the levels are: Wait until told what to do. Ask what to do. Recommend an action, then with your approval, implement it. Take independent action but advise you at once. Take independent action and update you at an agreed-on time; for example, your weekly meeting. When an employee brings a problem to you, outlaw use of level 1 or 2. Agree on and assign level 3, 4, or 5 to the monkey. Take no more than 15 minutes to discuss the problem.

If absolutely everything important is only happening on such a small screen, isn’t that a shame? Especially when the world is so overwhelmingly large and surprising? Are you missing too much? You can’t imagine it now, but you’ll look like me one day, even though you’ll feel just the same as you do now. You’ll catch a glimpse of yourself in the mirror and think how quickly it’s all gone, and I wonder if all the time you used watching those families whose lives are filmed for the television, and making those cartoons of yourselves with panting dog tongues, and chasing after that terrible Pokémon fellow…well, will it feel like time well spent? “Here lies Ms. Jackson, she took more steps than the other old biddies on her road”—is that the best I can leave behind? Is it all just designed to keep us looking down, or to give us the illusion that we have some sort of control over our chaotic lives? Will you do me a small favor, dears, and look up? Especially you New Yorkers and Londoners and other city dwellers who cross all those busy streets. How else will you take in the majesty of the buildings that have stood there for hundreds of years? How else will you run into an acquaintance on the street who might turn into a friend or a lover or even just recommend a good restaurant that no one has complained about on that app yet? If you never look out the window of the subway car, how will you see the boats gliding by on the East River, or have an idea that only you could have? Just look up for no reason, just for a moment here and there, or maybe for an entire day once in a while. Let the likes go unchecked and the quality of sleep go unnoticed. Que sera sera, my dears—whatever will be will be, whether we’re tracking it on our GPS devices or not.

10. What books would you recommend to an aspiring entrepreneur? Some quick favorites: The 22 Immutable Laws of Marketing: Violate Them at Your Own Risk! by Al Ries and Jack Trout The 48 Laws of Power by Robert Greene The 33 Strategies of War by Robert Greene Antifragile: Things That Gain from Disorder by Nassim Nicholas Taleb The Fish That Ate the Whale: The Life and Times of America’s Banana King by Rich Cohen Wikinomics: How Mass Collaboration Changes Everything by Don Tapscott and Anthony D. Williams Contagious: Why Things Catch On by Jonah Berger The Pirate’s Dilemma: How Youth Culture Is Reinventing Capitalism by Matt Mason Rules for Radicals: A Pragmatic Primer for Realistic Radicals by Saul D. Alinsky The New New Thing: A Silicon Valley Story by Michael Lewis Here Comes Everybody: The Power of Organizing Without Organizations by Clay Shirky Purple Cow: Transform Your Business by Being Remarkable by Seth Godin Eleven Rings: The Soul of Success by Phil Jackson and Hugh Delehanty Billion Dollar Lessons: What You Can Learn from the Most Inexcusable Business Failures of the Last 25 Years by Paul B. Carroll and Chunka Mui Gonzo Marketing: Winning Through Worst Practices by Christopher Locke

The Logic of the Double or Triple Threat On “career advice,” Scott has written the following, which is slightly trimmed for space here. This is effectively my mantra, and you’ll see why I bring it up: If you want an average, successful life, it doesn’t take much planning. Just stay out of trouble, go to school, and apply for jobs you might like. But if you want something extraordinary, you have two paths: 1) Become the best at one specific thing. 2) Become very good (top 25%) at two or more things. The first strategy is difficult to the point of near impossibility. Few people will ever play in the NBA or make a platinum album. I don’t recommend anyone even try. The second strategy is fairly easy. Everyone has at least a few areas in which they could be in the top 25% with some effort. In my case, I can draw better than most people, but I’m hardly an artist. And I’m not any funnier than the average standup comedian who never makes it big, but I’m funnier than most people. The magic is that few people can draw well and write jokes. It’s the combination of the two that makes what I do so rare. And when you add in my business background, suddenly I had a topic that few cartoonists could hope to understand without living it.

During 1983 our book value increased from $737.43 per share to $975.83 per share, or by 32%. We never take the one-year figure very seriously. After all, why should the time required for a planet to circle the sun synchronize precisely with the time required for business actions to pay off? Instead, we recommend not less than a five-year test as a rough yardstick of economic performance. Red lights should start flashing if the five-year average annual gain falls much below the return on equity earned over the period by American industry in aggregate. (Watch out for our explanation if that occurs as Goethe observed, “When ideas fail, words come in very handy.")

Most of [this record] originates from things he told me directly, though certain parts are based on information that people close to him told me, people he trusted. Admittedly, a certain amount is also conjecture, based on my own observations of things I thought might be true. Like soft pâté nicely filling in the gaps between one fact and another. In other words, the portrait that follows is not based entirely on fact. As the writer of this account, I cannot recommend that the reader treat it like evidence submitted in a trial, or supporting documents for a business transaction (though what sort of business transaction this could possibly be, I haven’t a clue).

Is Robinhood Customer Support 24/7?[Dial~Now] Yes, To reach Robinhood customer support 24/7, call 1-888-(636)-8199 Robinhood's platform operates around the clock for buying, selling, and managing cryptocurrencies, but customer support availability may vary While 1-888-(636)-8199 connects you to their support team, be aware that live assistance may be limited during off-peak hours Whether you’re facing issues with transactions, account access, or need guidance on security, 1-888-(636)-8199 ensures you get timely support While Robinhood’s platform is available 24/7, it's recommended to call 1-888-(636)-8199 during business hours for faster response times from their trained agents.

Look at it, a whole drawerful, men and women, every one of them a real executive, or auditor, or manager of some business, and when I recommend one, I know somebody is getting something for his money. They're all home, sitting by their phones, hoping I'll call. I won't call. I've got nothing to tell them. What I'm trying to get through your head is: You haven't got a chance. Those people, it hurts me, it makes me lie awake nights, that I've got nothing for them. They deserve something, and there's not a thing I can do. But there's not a chance I'd slip you ahead of any one of them. You're not qualified. There's not a thing on earth you can do, and I hate people that can't do anything.

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.

I quickly found the dating/hookup app to be a dangerous addition to my iPhone. A friend recommended it after shit hit the fan with my boyfriend. With enough breakups under my belt, I knew that the healthiest remedy was a solid rebound fuck or two. Tinder made it easy- too easy. Suddenly, I could sit in traffic, on the toilet, or in line at the DMV and carelessly swipe, swipe, swipe my way to dick-on-delivery. Tinder selections are based on proximity via smart phones, so there are tons of tourists, travelers, and young professionals on business trips swiping through new hunting grounds. Its loose, easy-come-easy-go method made hookups as convenient as picking up lunch. Tinder’s nonchalance went both ways. We had nothing to lose.

L.A. Burning is a great ride, a blast of adrenaline, a lightning-paced insider's tour of the movie business with a memorable heroine in the driver's seat. Cody Bonner is a true original--we're rooting for her from page one, and she holds us in suspense to the very end. Excellent. --JOSEPH FINDER, New York Times bestselling author of House on Fire. Some books stay with you long after you finish them, and I can’t get Cody Bonner’s voice out of my head. Tough, resourceful, and hell-bent on revenge for the death of her twin sister, she leads us on a thrilling yet heartbreaking journey through some of LA’s most glittering—and meanest—streets. Unforgettable, original, and highly recommended. —HILARY DAVIDSON, bestselling author of Her Last Breath

But influential business leaders were eager proponents of numbers-driven merit pay for teachers. Ross Perot, for example, pushed Dallas to implement a plan to use test scores alone to evaluate teachers and distribute pay increases. So it was ironic that private industry had, by the 1980s, mostly turned away from efforts to pay white-collar workers according to strict productivity measures, finding that such formal evaluation programs were too expensive and time-consuming to create and implement. Research showed that companies with merit pay schemes did not perform better financially than did organizations without it, nor were their employees happier. Instead, management gurus recommended that workers be judged primarily by the holistic standards of individual supervisors.

Read! Read cookbooks, trade magazines — I recommend Food Arts, Saveur, Restaurant Business magazines. They are useful for staying abreast of industry trends, and for pinching recipes and concepts. Some awareness of the history of your business is useful, too. It allows you to put your own miserable circumstances in perspective when you've examined and appreciated the full sweep of culinary history. Orwell's Down and Out in Paris and London is invaluable. As is Nicolas Freleng's The Kitchen, David Blum's Flash in the Pan, the Batterberrys' fine account of American restaurant history, On the Town in New York, and Joseph Mitchell's Up in the Old Hotel. Read the old masters: Escoffier, Bocuse et al as well as the Young Turks: Keller, Marco-Pierre White, and more recent generations of innovators and craftsmen.

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

The Major's laughter boomed out again. "And I never kept a diary in my life!" he cried. "Why there's enough cream in this situation to make a dishful of meringues. You and I, you know, the students of Tilling! The serious-minded students who do a hard day's work when all the pretty ladies have gone to bed. Often and often has old--I mean has that fine woman, Miss Mapp, told me that I work too hard at night! Recommended me to get earlier to bed, and do my work between six and eight in the morning! Six and eight in the morning! That's a queer time of day to recommend an old campaigner to be awake at! Often she's talked to you, too, I bet my hat, about sitting up late and exhausting the nervous faculties." Major Flint choked and laughed and inhaled tobacco smoke till he got purple in the face. "And you sitting up one side of the street," he gasped, "pretending to be interested in Roman roads, and me on the other pulling a long face over my diaries, and neither of us with a Roman road or a diary to our names. Let's have an end to such unsociable arrangements, old friend; you lining your Roman roads and the bottle to lay the dust over to me one night, and I'll bring my diaries and my peg over to you the next. Never drink alone--one of my maxims in life--if you can find someone to drink with you. And there were you within a few yards of me all the time sitting by your old solitary self, and there was I sitting by my old solitary self, and we each thought the other a serious-minded old buffer, busy on his life-work. I'm blessed if I ever heard of two such pompous old frauds as you and I, Captain! What a sight of hypocrisy there is in the world, to be sure! No offence--mind: I'm as bad as you, and you're as bad as me, and we're both as bad as each other. But no more solitary confinement of an evening for Benjamin Flint, as long as you're agreeable.

What shall we Christians do with this rejected and condemned people, the Jews?’ Luther offered seven actions. First, to set fire to their synagogues and schools . . . Second, I advise that their houses also be razed and destroyed. Third, I advise that all their prayer books and Talmudic writings, in which such idolatry, lies, cursing and blasphemy are taught, be taken from them. Fourth, I advise that their rabbis be forbidden to teach henceforth on pain of loss of life and limb . . . Fifth, I advise that safe-conduct on the highways be abolished completely for Jews. For they have no business in the countryside . . . Sixth, I advise that usury be prohibited to them, and that all cash and treasure of silver and gold be taken from them . . . Seventh, I recommend putting a flail, an axe, a hoe, a spade, a distaff, or a spindle into the hands of young, strong Jews and Jewesses and letting them earn their bread in the sweat of their brow . . . But if we are afraid that they might harm us . . . then let us emulate the common sense of other nations . . . [and] eject them forever from the country.

To return to central Rome, it’s another two miles north along a busy stretch of road, not recommended on foot or bike. Instead, catch bus #118 from the bus stop about 75 yards past Domine Quo Vadis Church (across from the TI). Bus #118 makes several interesting stops (see below) on its way to the Piramide Metro stop. (Note that another bus, the #218, also goes from here to San Giovanni in Laterano.) For those with more energy, there’s more to see, especially if you’re renting a bike and want to just get away from it all. Other Sights on or near the Appian Way Consider these diversions if you have the time and interest. More of the Appian Way: Heading south (away from downtown Rome), past the Tomb of Cecilia Metella, you’ll find the best-preserved part of the Appian Way—quieter, less touristed, and lined with cypresses, pines, and crumbling tombs. It’s all downhill after the first few hundred yards. On a bike, you’ll travel over lots of rough paving stones (or dirt sidewalks) for about 30 minutes to reach a big pyramid-shaped ruin on its tiny base, and then five minutes more to the back side of the Villa dei Quintili.

In the preface to The God Delusion, Richard Dawkins describes how he refines his writing by asking his wife, the actor Lalla Ward, to read his words aloud to him ‘so I could apprehend very directly how it might seem to a reader other than myself… I recommend the technique to other authors, but I must warn that for best results the reader must be a professional actor, with voice and ear sensitively tuned to the music of language’, he says. You’d have to have a heart of stone not to see the amusement value of Professor Dawkins – who I think is a terrific writer – listening to his wife declaim all 420 pages of his book, maybe from a little lectern in his front room. And she did the whole book twice, he explains. She must love him very much. Dawkins’ advice to marry an actor so that he or she can read your work to you might seem impractical, especially to your current spouse, but Dawkins has a point – which his prose reinforces. You might disagree with his concept of a godless universe, but if you have read The God Delusion you wouldn’t say that he expresses himself with anything less than complete clarity. You can disagree with him because you know exactly what he’s thinking.

1. To whom are you going to sell? You start by identifying your person. It can be you or someone you know, but once you identify them, look at what group of people they belong to. Are they CrossFitters? Do they eat a paleo diet? Are they nurses? Are they Christians? If you don’t know the answer, start with yourself. What groups do you identify with? 2. What do they already buy? Can you list at least three to five products that your group already buys? If you can’t list at least three products, you’re in the wrong market. At this point in the process, it’s really tempting to make up a product idea from scratch, but I recommend that you start by identifying what your person already buys. Just start writing down what your person already buys on their journey to be a great mom, a great entrepreneur, or a great designer. 3. Which product out of that suite of products do you want to focus on, to either make a great version of it or a version that solves one of their problems? Looking at the list of products you came up with, ask yourself, “How are those products not serving my group right now?” Does one of them jump out as a potential “gateway” to the rest of the list? If you identify the first product that solves a pain point or serves as a gateway into other purchases, then you know exactly where to start.

I've spent time with a lot of very busy people: business leaders, prominent journalists, multiple presidents. Despite the unusually high demands on their schedules, something they all have in common is that they carve out time for reading, and for consuming information that may not seem to have anything to do with their jobs. When President Obama released summer reading lists or his top book recommendations for the year, a chorus of 'yeah, right' could occasionally be heard from certain corners of the internet, where skeptics who doubted he had time to read contemporary literature liked to hang out. But President Obama read all those books, and many more. Taking time after a long day to sit down and read some Chinese science fiction, a novel by Jesmyn Ward, or even one of Ron Chernow's biographies was an escape, but it also oxygenated Obama's brain. There may not have been a specific moment when he consciously connected the dots between a novel he read two years earlier and the issue at hand, but moving beyond your own experience is an important part of developing the kind of perspective that helps with decision-making. It's also how the most effective people connect. Developing broad general knowledge gives you the flexibility to adapt to your audience on the fly, as well as the ability to naturally relate to diverse groups. And besides, have you ever recommended a book to someone who ended up really loving it? It's a unique way of understanding someone better, and that kind of communication goes both ways.

My morning schedule saw me first in Cannan’s office, conferring with my advisor, but our meeting was interrupted within minutes by Narian, who entered without knocking and whose eyes were colder than I had seen them in a long time. “I thought you intended to control them,” he stated, walking toward the captain’s desk and standing directly beside the chair in which I sat.” He slammed a lengthy piece of parchment down on the wood surface, an unusual amount of tension in his movements. I glanced toward the open door and caught sight of Rava. She stood with one hand resting against the frame, her calculating eyes evaluating the scene while she awaited orders. Cannan’s gaze went to the parchment, but he did not reach for it, scanning its contents from a distance. Then he looked at Narian, unruffled. “I can think of a dozen or more men capable of this.” “But you know who is responsible.” Cannan sat back, assessing his opposition. “I don’t know with certainty any more than you do. In the absence of definitive proof of guilt on behalf of my son and his friends, I suggest you and your fellows develop a sense of humor.” Then the captain’s tone changed, becoming more forbidding. “I can prevent an uprising, Narian. This, you’ll have to get used to.” Not wanting to be in the dark, I snatched up the parchment in question. My mouth opened in shock and dismay as I silently read its contents, the men waiting for me to finish. On this Thirtieth Day of May in the First Year of Cokyrian dominance over the Province of Hytanica, the following regulations shall be put into practice in order to assist our gracious Grand Provost in her effort to welcome Cokyri into our lands--and to help ensure the enemy does not bungle the first victory it has managed in over a century. Regulation One. All Hytanican citizens must be willing to provide aid to aimlessly wandering Cokyrian soldiers who cannot on their honor grasp that the road leading back to the city is the very same road that led them away. Regulation Two. It is strongly recommended that farmers hide their livestock, lest the men of our host empire become confused and attempt to mate with them. Regulation Three. As per negotiated arrangements, crops grown on Hytanican soil will be divided with fifty percent belonging to Cokyri, and seventy-five percent remaining with the citizens of the province; Hytanicans will be bound by law to wait patiently while the Cokyrians attempt to sort the baffling deficiency in their calculations. Regulation Four. The Cokyrian envoys assigned to manage the planting and farming effort will also require Hytanican patience while they slowly but surely learn what is a crop and what is a weed, as well as left from right. Regulation Five. Though the Province Wall is a Cokyrian endeavor, it would be polite and understanding of Hytanicans to remind the enemy of the correct side on which to be standing when the final stone is laid, so no unfortunates may find themselves trapped outside with no way in. Regulation Six. When at long last foreign trade is allowed to resume, Hytanicans should strive to empathize with the reluctance of neighboring kingdoms to enter our lands, for Cokyri’s stench is sure to deter even the migrating birds. Regulation Seven. For what little trade and business we do manage in spite of the odor, the imposed ten percent tax may be paid in coins, sweets or shiny objects. Regulation Eight. It is regrettably prohibited for Hytanicans to throw jeers at Cokyrian soldiers, for fear that any man harried may cry, and the women may spit. Regulation Nine. In case of an encounter with Cokyrian dignitaries, the boy-invader and the honorable High Priestess included, let it be known that the proper way in which to greet them is with an ass-backward bow.

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Adventists urged to study women’s ordination for themselves Adventist Church President Ted N. C. Wilson appealed to members to study the Bible regarding the theology of ordination as the Church continues to examine the matter at Annual Council next month and at General Conference Session next year. Above, Wilson delivers the Sabbath sermon at Annual Council last year. [ANN file photo] President Wilson and TOSC chair Stele also ask for prayers for Holy Spirit to guide proceedings September 24, 2014 | Silver Spring, Maryland, United States | Andrew McChesney/Adventist Review Ted N. C. Wilson, president of the Seventh-day Adventist Church, appealed to church members worldwide to earnestly read what the Bible says about women’s ordination and to pray that he and other church leaders humbly follow the Holy Spirit’s guidance on the matter. Church members wishing to understand what the Bible teaches on women’s ordination have no reason to worry about where to start, said Artur A. Stele, who oversaw an unprecedented, two-year study on women’s ordination as chair of the church-commissioned Theology of Ordination Study Committee. Stele, who echoed Wilson’s call for church members to read the Bible and pray on the issue, recommended reading the study’s three brief “Way Forward Statements,” which cite Bible texts and Adventist Church co-founder Ellen G. White to support each of the three positions on women’s ordination that emerged during the committee’s research. The results of the study will be discussed in October at the Annual Council, a major business meeting of church leaders. The Annual Council will then decide whether to ask the nearly 2,600 delegates of the world church to make a final call on women’s ordination in a vote at the General Conference Session next July. Wilson, speaking in an interview, urged each of the church’s 18 million members to prayerfully read the study materials, available on the website of the church’s Office of Archives, Statistics, and Research. "Look to see how the papers and presentations were based on an understanding of a clear reading of Scripture,” Wilson said in his office at General Conference headquarters in Silver Spring, Maryland. “The Spirit of Prophecy tells us that we are to take the Bible just as it reads,” he said. “And I would encourage each church member, and certainly each representative at the Annual Council and those who will be delegates to the General Conference Session, to prayerfully review those presentations and then ask the Holy Spirit to help them know God’s will.” The Spirit of Prophecy refers to the writings of White, who among her statements on how to read the Bible wrote in The Great Controversy (p. 598), “The language of the Bible should be explained according to its obvious meaning, unless a symbol or figure is employed.” “We don’t have the luxury of having the Urim and the Thummim,” Wilson said, in a nod to the stones that the Israelite high priest used in Old Testament times to learn God’s will. “Nor do we have a living prophet with us. So we must rely upon the Holy Spirit’s leading in our own Bible study as we review the plain teachings of Scripture.” He said world church leadership was committed to “a very open, fair, and careful process” on the issue of women’s ordination. Wilson added that the crucial question facing the church wasn’t whether women should be ordained but whether church members who disagreed with the final decision on ordination, whatever it might be, would be willing to set aside their differences to focus on the church’s 151-year mission: proclaiming Revelation 14 and the three angels’ messages that Jesus is coming soon. 3 Views on Women’s Ordination In an effort to better understand the Bible’s teaching on ordination, the church established the Theology of Ordination Study Committee, a group of 106 members commonly referred to by church leaders as TOSC. It was not organized

It is difficult to evaluate their recommendations of individual securities. Each service is entitled to be judged separately, and the verdict could properly be based only on an elaborate and inclusive study covering many years. In our own experience we have noted among them a pervasive attitude which we think tends to impair what could otherwise be more useful advisory work. This is their general view that a stock should be bought if the near-term prospects of the business are favorable and should be sold if these are unfavorable—regardless of the current price. Such a superficial principle often prevents the services from doing the sound analytical job of which their staffs are capable—namely, to ascertain whether a given stock appears over- or undervalued at the current price in the light of its indicated long-term future earning power. The intelligent investor will not do his buying and selling solely on the basis of recommendations received from a financial service. Once this point is established, the role of the financial service then becomes the useful one of supplying information and offering suggestions.

If you want an average, successful life, it doesn’t take much planning. Just stay out of trouble, go to school, and apply for jobs you might like. But if you want something extraordinary, you have two paths: 1) Become the best at one specific thing. 2) Become very good (top 25%) at two or more things. The first strategy is difficult to the point of near impossibility. Few people will ever play in the NBA or make a platinum album. I don’t recommend anyone even try. The second strategy is fairly easy. Everyone has at least a few areas in which they could be in the top 25% with some effort. In my case, I can draw better than most people, but I’m hardly an artist. And I’m not any funnier than the average standup comedian who never makes it big, but I’m funnier than most people. The magic is that few people can draw well and write jokes. It’s the combination of the two that makes what I do so rare. And when you add in my business background, suddenly I had a topic that few cartoonists could hope to understand without living it. I always advise young people to become good public speakers (top 25%). Anyone can do it with practice. If you add that talent to any other, suddenly you’re the boss of the people who have only one skill. Or get a degree in business on top of your engineering degree, law degree, medical degree, science degree, or whatever. Suddenly you’re in charge, or maybe you’re starting your own company using your combined knowledge. Capitalism rewards things that are both rare and valuable. You make yourself rare by combining two or more “pretty goods” until no one else has your mix. . . . At least one of the skills in your mixture should involve communication, either written or verbal. And it could be as simple as learning how to sell more effectively than 75% of the world. That’s one. Now add to that whatever your passion is, and you have two, because that’s the thing you’ll easily put enough energy into to reach the top 25%. If you have an aptitude for a third skill, perhaps business or public speaking, develop that too. It sounds like generic advice, but you’d be hard-pressed to find any successful person who didn’t have about three skills in the top 25%.

Page 207 In the inner cities of all the major metropolitan areas across the United States, ethnic Koreans represent an increasingly glaring market-dominant minority vis-à-vis the relatively economically depressed African-American majorities around them. In New York City, Koreans, less than .1 percent of the city’s population, own 85 percent of produce stands, 70 percent of grocery stores, 80 percent of nail salons, and 60 percent of dry cleaners. In portions of downtown Los Angeles, Koreans own 40 percent of the real estate but constitute only 10 percent of the residents. Korean-American businesses in Los Angeles County number roughly 25,000, with gross sales of $4.5 billion. Nationwide, Korean entrepreneurs have in the last decade come to control 80 percent of the $2.5 billion African-American beauty business, which—“like preaching and burying people”—historically was always a “black” business and a source of pride, income, and jobs for African-Americans. “They’ve come in and taken away a market that’s not rightfully theirs,” is the common, angry view among inner-city blacks. Page 208 At a December 31, 1994, rally, Norman “Grand Dad” Reide, vice president of Al Sharpton’s National Action Network, accused Koreans of “reaping a financial harvest at the expense of black people” and recommended that “we boycott the bloodsucking Koreans.” More recently, in November 2000, African-Americans firebombed a Korean-owned grocery store in northeast Washington, D.C. The spray-painted message on the charred walls: “Burn them down, Shut them down, Black Power!

Further develop the situation or problem by covering relevant background. Incorporate external context or comparison points. Give examples that illustrate the issue. Include data that demonstrates the problem. Articulate what will happen if no action is taken or no change is made. Discuss potential options for addressing the problem. Illustrate the benefits of your recommended solution.

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Short and long bios Contracts Cover page and introduction to a proposal Engagement letter Quick blurb/elevator speech—what do you do? What are your focus areas? Letters of recommendation Logo and company graphic art Nondisclosure agreements Presentations of all sorts Progress reports Proposals and statements of work Publications list Marketing trifold (less important now than in the past) Work programs and check-off lists Examples of frequently requested spreadsheets. For example, you may be in a business that uses six sigma for quality control. Graphs, statistical reports, and so on can typically be modified quickly from one client to the next. Unless you are in the graphic arts or publications business itself, there is no need to be original. Inspiring ideas permeate the Internet.

The situation is simple. If you want to keep our business, we'd like a different project manager. One who doesn't act like she thinks we're stupid, or insufferable. Someone who doesn't act like she hates working with us." A red haze falls over my eyes. I've never been anything but respectful with these jackasses. I've been friendly and calm and accommodating. But this? This running to my bosses and tattling like spoiled children? Asking to have me removed because I told them that I want to build their stupid house so that it doesn't fall down? This is major bullshit, and my blood pressure soars. My carefully-fought-for bit of restraint that I've been struggling so hard to maintain shatters into a zillion pieces. And before I know it, words are flying out the front of my head. "Mr. and Mrs. Manning, everyone here at MacMurphy wants you to be happy with your experience. And you should absolutely work with someone you connect with. I recommend Liam Murphy, he's your kind of ass-kissing suck-up guy. He will tell you what you want to hear, one hundred percent of the time. He will built your monstrous tasteless house and fill it with your cut-rate special-deal fell-off-the-truck fixtures that your buddies pawn off on you. He'll never tell you that you are building something with built-in lack of resale value due to your appallingly bad taste, and that you are doing it at a price nearly twice what the market in that neighborhood will ever bear. He can be the one to ignore your calls in two years when your screening room walls sprout black mold and your ghastly gold-flecked marble backsplash cracks in half as the kitchen settles six inches into your unstable leaky basement. As for your perception that I act like I think you are stupid and insufferable and I hate working with you? Let me assure you. That? Is no act.

Graham begins his original (1949) discussion of “The Investor as Business Owner” by pointing out that, in theory, “the stockholders as a class are king. Acting as a majority they can hire and fire managements and bend them completely to their will.” But, in practice, says Graham, the shareholders are a complete washout. As a class they show neither intelligence nor alertness. They vote in sheeplike fashion for whatever the management recommends and no matter how poor the management’s record of accomplishment may be….

Isabella Di Fabio Website If you are designing a website and want more visitors, we recommend that you continue to explore tips that you can use when creating a website. If you have any tips for writing website content for your website or other types of content, please feel free to share them with us. Isabella Secret Story telling of Optimize a Website - This allows you to optimize your articles with the appropriate keywords that can attract visitors to your website. SEO best practices that help your readers find more great content by linking to specific words and phrases. So when you write content for your websites, use SEO best practices to help you improve your page rank and key keywords. If you follow the steps above, you can learn how to write web page content that will attract readers and search engines, generate revenue and ensure that your pages do everything they can to help you grow your business. These five steps give you a solid foundation on which to grow your website, no matter what type of website you create. Before you write a word about content for your websites, you know what content you are writing and How will it work for you? Isabella Di Fabio Be aware that your company owns the rights to all content on its website, including the content on your website. To be clear, your site is not protected by copyright, and you cannot copyright any of the contents of the site that includes the pages, images, videos, links, text, audio and video content of your site. You need to ask yourself how differentiating content should be, who created it, and how you know if it really makes a significant contribution to your website. Your website should generate content without trying to guess what might go down well in search engines. Feed the real interest in your topic from the readers of your website to the topic and control the traffic on this topic. Isabella Di Fabio Secret Story of Web Design - In other words, write content that answers questions, explain how you can do something for your readers, and provide the quality information you want. It's one thing to create content optimized for search engine bots, but it's another to write it in a way that makes Google search more valuable. Create content that users actually want to read and create it in the best possible quality. When you learn how to write content on your website, you want to consider all the ways you can encourage the reader to become active on the site.

I met with Chad Logan a few days after our first get-together. I told him that I would explain my point of view and then let him decide whether he wanted to work with me on strategy. I said: I think you have a lot of ambition, but you don’t have a strategy. I don’t think it would be useful, right now, to work with your managers on strategies for meeting the 20/20 goal. What I would advise is that you first work to discover the very most promising opportunities for the business. Those opportunities may be internal, fixing bottlenecks and constraints in the way people work, or external. To do this, you should probably pull together a small team of people and take a month to do a review of who your buyers are, who you compete with, and what opportunities exist. It’s normally a good idea to look very closely at what is changing in your business, where you might get a jump on the competition. You should open things up so there are as many useful bits of information on the table as possible. If you want, I can help you structure some of this process and, maybe, help you ask some of the right questions. The end result will be a strategy that is aimed at channeling energy into what seem to be one or two of the most attractive opportunities, where it looks like you can make major inroads or breakthroughs. I can’t tell you in advance how large such opportunities are, or where they may be. I can’t tell you in advance how fast revenues will grow. Perhaps you will want to add new services, or cut back on doing certain things that don’t make a profit. Perhaps you will find it more promising to focus on grabbing the graphics work that currently goes in-house, rather than to competitors. But, in the end, you should have a very short list of the most important things for the company to do. Then you will have a basis for moving forward. That is what I would do were I in your shoes. If you continue down the road you are on you will be counting on motivation to move the company forward. I cannot honestly recommend that as a way forward because business competition is not just a battle of strength and wills; it is also a competition over insights and competencies. My judgment is that motivation, by itself, will not give this company enough of an edge to achieve your goals. Chad Logan thanked me and, a week later, retained someone else to help him. The new consultant took Logan and his department managers through an exercise he called “Visioning.” The gist of it was the question “How big do you think this company can be?” In the morning they stretched their aspirations from “bigger” to “very much bigger.” Then, in the afternoon, the facilitator challenged them to an even grander vision: “Think twice as big as that,” he pressed. Logan

So how do you open with a pattern interrupt? We recommend something like this: “This is William Rogers with ABC Company. I am guessing you probably have not heard of me or my company.” Another example could be, “This is William Rogers with ABC Company. I am guessing my name is not ringing any bells.” Finally, our personal favorite: “This is William Rogers with ABC Company. Just to be completely honest with you, this is an inbound solicitation to discuss business. I don’t like sending these any more than you like getting them, but if you could take 47 seconds to read this and let me know if it even would make sense to have a further discussion (and I understand if it is a no), I would truly appreciate it.

When the retail, operations, and finance teams began to construct the initial Amazon WBR, they turned to a well-known Six Sigma process improvement method called DMAIC, an acronym for Define-Measure-Analyze-Improve-Control.1 Should you decide to implement a Weekly Business Review for your business, we recommend following the DMAIC steps as well. The order of the steps matters. Progressing through this metrics life cycle in this order can prevent a lot of frustration and rework, allowing you to achieve your goals faster.

Goodreads is a social cataloging website that allows users to search its database of books, annotations, quotes, and reviews 1. It is the world’s largest site for readers and book recommendations 2. You can sign up and register books to generate library catalogs and reading lists 1. If you’re looking for a place to discover a great book or to discuss your favorite books with a community of readers, Goodreads is the right place for you 3.

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

Anyone familiar with communication in the United States military will have come across the term BLUF. This acronym stands for “Bottom Line Up Front.”7 This is the practice of putting the conclusion and recommendation at the beginning of the message rather than at the end. This facilitates rapid decision making and helps people deliver a message in fewer words. Putting the bottom line up front is a great way to define the key message. It’s the one thing your audience needs to know or cares the most about.

Venice, California, in the old days had much to recommend it to people who liked to be sad. It had fog almost every night and along the shore the moaning of the oil well machinery and the slap of dark water in the canals and the hiss of sand against the windows of your house when the wind came up and sang among the open places and along the empty walks.

On the contrary, this supreme aim is never doubted, but belief in God and prayer is recommended as a means to increase one’s ability to be successful. Just as modern psychiatrists recommend happiness of the employee, in order to be more appealing to the customers, some ministers recommend love of God in order to be more successful. “Make God your partner” means to make God a partner in business, rather than to become one with Him in love, justice and truth.

Don’t worry about the level of individual prominence you have achieved; worry about the individuals you have helped become better people. This is my final recommendation: Think about the metric by which your life will be judged, and make a resolution to live every day so that in the end, your life will be judged a success.

My wife has a sweet tooth but is also very health conscious. Over more than two decades, she has followed a simple yet powerful way of avoiding the enticement of desserts. Our fridge just doesn’t have any. In my view, the best way to avoid investing in bad businesses is to ignore them and their stock prices. We never discuss what we consider bad companies or industries in our team meetings. Never. It doesn’t matter if an airline has declared spectacular results recently or if every analyst recommends buying airline shares. We are indifferent to a public sector bank that has hired a new CEO from the private sector and has pushed its stock price to an all-time high. We ignore an infrastructure business that has been awarded a new multibillion-dollar contract and a gold loan business that has announced 30 percent ROE in its latest quarterly result and is touted by the bulls to be the next billion-dollar opportunity. No one on our team is allowed to utter the famous last words of many investors: “This time, it’s different.” If we never discuss a business, how will we ever buy it? No sweets in the fridge: no snacking possible.

Excellence in corporate management is not defined by proficiency in individual disciplines, methods or tools. Rather, it is about the ability to deploy, empower and develop the right people while also being able to assess their recommendations and identify critical situations.

PRO TIPS: Little tricks and tips that may make breath meditation easier: Count the breaths from one to ten, and then start over. Breathe in, one, then out. Breathe in, two, then out. Et cetera. Some people like to recite a little phrase to help them stay with what’s going on. “Just this breath” is a good one. It reminds us not to start anticipating the next breath, or to think about the last one, or to imagine in any of the innumerable ways the mind imagines that anything else is supposed to be happening other than exactly what is happening—which is noticing exactly this breath. “Just this breath.” Repeating this helps soothe and simplify our experience, reminding us again and again not to overcomplicate things. Get forensically curious about the breath. Can you notice the exact moment the breath ends? The exact moment it begins? Can you notice the mysterious little space between breaths? Be like a private investigator of breathing. For particularly busy minds, some teachers recommend the use of “touch points.” So: breathe in, feel your rear/hands/whatever, breathe out, feel your rear/hands/whatever, and so on. The idea is to keep your mind occupied by filling up every possible “down” moment with a new noticing. Recruit an image. Sometimes I imagine the in-breath as a gentle wave moving up the beach, pshhhh, and on the out-breath the wave recedes, sssssshh. Back and forth. This rhythm can be very entrancing, so make sure to stay mindful. Find an image that works for you. This can be especially helpful if the breath starts to get subtle and hard to notice. It is possible this vague image may gradually replace the sensation of breathing and become the new object of focus. If this starts to happen, just go with it. Give guided audio meditations a shot. Some people wrongly assume that guided audio meditations are a form of cheating—or training wheels. I disagree. Anyone who has ever meditated will know that even the simplest instructions are quickly forgotten. Having someone in your ear can be really helpful. My advice is to experiment with both audio and solo meditations and see what works.

The Recommended Best Practices cover everything else—from measuring success and email design to targeting and testing. These 166 rules are much more directional than prescriptive. How these rules are executed will vary from company to company. And some brands will discover through testing they can bend or even break a few of these rules and achieve better results. These rules separate great marketers from the pack.

6. No matter what, the chips stay on the table. Despite the “going all in” analogy, I don’t compare this life to gambling. In this game, the house doesn’t win because you stayed to play. Being an entrepreneur means thinking in years rather than months. The worst thing you could do in any cycle is trade a long-term risk for a short-term win. When it comes to building a seven-figure business, here’s the mindset you should take on: The longer you can keep your chips on the table, the bigger your end result is going to be. This means not taking an income from the business as soon as you’re profitable. It means keeping the profits in play for the business rather than for your own bank account. Put simply, it means reinvesting rather than recouping. The time frame I recommend for reinvesting profits is a year, at least. During that year, you’ll be working for very little payoff. You’ll be putting every dime you make back into the business. If you can stick it out, then you will increase your chances of success exponentially.

Find Your Supplier I’ve come to trust and rely on suppliers from Alibaba.com, but I know it has its detractors. When it comes to user experience, the site is, frankly, a bit of a mess. There’s also a certain distance between you and the supplier that the more firm-handshake-loving, look-them-in-the-eye-while-you’re-negotiating types don’t like. These days, though, Alibaba has a lot of competition, so there are plenty of options out there if you want a different path to your product. You can search for wholesalers, manufacturing companies, or contract manufacturers for your chosen product and find any number of smaller companies you can contact personally to get that more direct experience. Or, if you’re feeling particularly old-fashioned, you can attend a trade show in the market you’re going into. Find out where the next event is, hop on a plane, and go speak to a room full of potential manufacturers in a new city. Some people even go so far as to fly to China to meet directly with manufacturers. I’ve never done that—and I never plan to do that—but plenty of my friends swear by it. Of these options, though, I’d still recommend starting on Alibaba or a similar site and ordering ready-made product samples. Something magical happens when you hold a product in your hand: You realize it’s real. While it may seem at the outset like the best way to make your perfect product is to go meet a contract manufacturer in person and get them to build your design from scratch, that option comes with a lot more risk: the risk of lost time. We’re talking about at least three months before you see your first prototype—more likely six, or even twelve. All of that and you won’t even know right away if the resulting prototype will be the one that will make your brand. That’s why I recommend you come up with the idea, get samples, and improve over time. Perfectionists hate the approach, but you can’t expect to make it to a million dollars in twelve months if it takes twelve months just to get a look at what you’re creating.

The method I recommend is called innovation accounting, a quantitative approach that allows us to see whether our engine-tuning efforts are bearing fruit. It also allows us to create learning milestones, which are an alternative to traditional business and product milestones. Learning milestones are useful for entrepreneurs as a way of assessing their progress accurately and objectively; they are also invaluable to managers and investors who must hold entrepreneurs accountable.

I recommend several tactics for escaping the Five Blames. The first is to make sure that everyone affected by the problem is in the room during the analysis of the root cause.

Once you are ready to begin, I recommend starting with a narrowly targeted class of symptoms.

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

By answering the following eight questions and filling out the V/TO, we will clarify exactly what your vision is. Let’s get started. The eight questions are as follows: 1. What are your core values? 2. What is your core focus? 3. What is your 10-year target? 4. What is your marketing strategy? 5. What is your three-year picture? 6. What is your one-year plan? 7. What are your quarterly Rocks? 8. What are your issues? Please note that it’s recommended that you try to answer all eight questions in a full one-or two-day off-site session.

RECOMMENDED READING Brooks, David. The Road to Character. New York: Random House, 2015. Brown, Peter C., Henry L. Roediger III, and Mark A. McDaniel. Make It Stick: The Science of Successful Learning. Cambridge, MA: Belknap Press, 2014. Damon, William. The Path to Purpose: How Young People Find Their Calling in Life. New York: Free Press, 2009. Deci, Edward L. with Richard Flaste. Why We Do What We Do: Understanding Self-Motivation. New York: Penguin Group, 1995. Duhigg, Charles. The Power of Habit: Why We Do What We Do in Life and Business. New York: Random House, 2012. Dweck, Carol. Mindset: The New Psychology of Success. New York: Random House, 2006. Emmons, Robert A. Thanks!: How the New Science of Gratitude Can Make You Happier. New York: Houghton Mifflin Harcourt, 2007. Ericsson, Anders and Robert Pool. Peak: Secrets from the New Science of Expertise. New York: Houghton Mifflin Harcourt, 2016. Heckman, James J., John Eric Humphries, and Tim Kautz (eds.). The Myth of Achievement Tests: The GED and the Role of Character in American Life. Chicago: University of Chicago Press, 2014. Kaufman, Scott Barry and Carolyn Gregoire. Wired to Create: Unraveling the Mysteries of the Creative Mind. New York: Perigee, 2015. Lewis, Sarah. The Rise: Creativity, the Gift of Failure, and the Search for Mastery. New York: Simon and Schuster, 2014. Matthews, Michael D. Head Strong: How Psychology is Revolutionizing War. New York: Oxford University Press, 2013. McMahon, Darrin M. Divine Fury: A History of Genius. New York: Basic Books, 2013. Mischel, Walter. The Marshmallow Test: Mastering Self-Control. New York: Little, Brown, 2014. Oettingen, Gabriele. Rethinking Positive Thinking: Inside the New Science of Motivation. New York: Penguin Group, 2014. Pink, Daniel H. Drive: The Surprising Truth About What Motivates Us. New York: Riverhead Books, 2009. Renninger, K. Ann and Suzanne E. Hidi. The Power of Interest for Motivation and Engagement. New York: Routledge, 2015. Seligman, Martin E. P. Learned Optimism: How To Change Your Mind and Your Life. New York: Alfred A. Knopf, 1991. Steinberg, Laurence. Age of Opportunity: Lessons from the New Science of Adolescence. New York: Houghton Mifflin Harcourt, 2014. Tetlock, Philip E. and Dan Gardner. Superforecasting: The Art and Science of Prediction. New York: Crown, 2015. Tough, Paul. How Children Succeed: Grit, Curiosity, and the Hidden Power of Character. New York: Houghton Mifflin Harcourt, 2012. Willingham, Daniel T. Why Don’t Students Like School: A Cognitive Scientist Answers Questions About How the Mind Works and What It Means for the Classroom. San Francisco: Jossey-Bass, 2009.

Elite Wealth Management is a firm of independent financial advisers specialising in providing advice on Personal and Corporate Pensions, Mortgages, Equity Release, Investments, Inheritance Tax planning, Corporate, Wealth and Personal Protection. We’ve been helping clients navigate complex financial markets since 2009 as a company, and each adviser has many years experience in their own right having worked for various companies, and from those very early days, our business has evolved primarily through client, accountant and solicitor recommendations.

YouTube also contains a treasure trove of lectures by nearly all of finance’s leading lights, strewn throughout its vast wasteland of misinformation. Tread carefully. A few wrong clicks and you’ll wind up with a QAnon conspiracist or a crypto bro. Of the names I’ve mentioned in this book, I’d search for John Bogle, Eugene Fama, Kenneth French, Jonathan Clements, Zvi Bodie, William Sharpe, Burton Malkiel, Charles Ellis, and Jason Zweig. Worthwhile finance podcasts abound. Start with the Economist’s weekly “Money Talks” and NPR’s Planet Money, although most of the latter’s superb coverage revolves around economics and relatively little around investing. Rick Ferri’s Boglehead podcast interviews cover mainly passive investing. Another financial podcast I highly recommend is Barry Ritholtz’s Masters in Business from Bloomberg. Podcasts are a rapidly evolving area. Lest you wear your ears out, you’ll need discretion to curate the burgeoning amount of high-quality audio. Research mutual funds. All the fund companies discussed in this book have sophisticated websites from which basic fund facts, such as fees and expenses, can be obtained, as well as annual and semiannual reports that list and tabulate holdings. If you’re researching a large number of funds, this gets cumbersome. The best way is to visit Morningstar.com. Use the site’s search function to locate the main page for the fund you’re interested in and click the “Expense” and “Portfolio” tabs to find the fund expense ratio and detailed data on the fund holdings. Click the “Performance” tab to see the fund’s return over periods ranging from a single day up to 15 years, and the “Chart” tab to compare the returns of multiple funds over a given interval. ***

The opposing reactions that Williams and Hupert received reflect the cultural differences between German and American styles of persuasion. The approach taken by the Germans is based on a specific style of reasoning that is deeply ingrained in the cultural psyche. Hupert explains: In Germany, we try to understand the theoretical concept before adapting it to the practical situation. To understand something, we first want to analyze all of the conceptual data before coming to a conclusion. When colleagues from cultures like the U.S. or the U.K. make presentations to us, we don’t realize that they were taught to think differently from us. So when they begin by presenting conclusions and recommendations without setting up the parameters and how they got to those conclusions, it can actually shock us. We may feel insulted. Do they think we are stupid—that we will just swallow anything? Or we may question whether their decision was well thought out. This reaction is based on our deep-seated belief that you cannot come to a conclusion without first defining the parameters.