Busy Work Schedule Quotes

Life was not to be sitting in hot amorphic leisure in my backyard idly writing or not-writing, as the spirit moved me. It was, instead, running madly, in a crowded schedule, in a squirrel cage of busy people. Working, living, dancing, dreaming, talking, kissing - singing, laughing, learning.

Taking just an hour off from your busy schedule and working on your own health can do wonders for you.

This is the pact. You and me. The pact is that we spend as much time together as humanly possible. We don't let our busy schedules control our relationship. If there's no time, we make time. Hockey doesn't matter. School, work. None of it matters if you and I are struggling. If we aren't connecting" - John Logan

Life was not to be sitting in hot amorphic leisure in my backyard idly writing or not-writing, as the spirit moved me. It was, instead, running madly, in a crowded schedule, in a squirrel cage of busy people. Working, living, dancing, dreaming, talking, kissing — singing, laughing, learning. The responsibility, the awful responsibility of managing (profitably) 12 hours a day for 10 weeks is rather overwhelming when there is nothing, noone, to insert an exact routine into the large unfenced acres of time — which it is so easy to let drift by in soporific idling and luxurious relaxing. It is like lifting a bell jar off a securely clockwork-like functioning community, and seeing all the little busy people stop, gasp, blow up and float in the inrush, (or rather outrush,) of the rarified scheduled atmosphere — poor little frightened people, flailing impotent arms in the aimless air. That's what it feels like: getting shed of a routine. Even though one had rebelled terribly against it, even then, one feels uncomfortable when jounced out of the repetitive rut. And so with me. What to do? Where to turn? What ties, what roots? as I hang suspended in the strange thin air of back-home?

We called them the Nine-to-Fivers. They lived in accordance with nature, waking and sleeping with the cycle of the sun. Mealtimes, business hours, the world conformed to their schedule. The best markets, the A-list concerts, the street fairs, the banner festivities were on Saturdays and Sundays. They sold out movies, art openings, ceramics classes. They had evenings to waste. The watched the Super Bowl, they watched the Oscars, they made reservations for dinner because they ate dinner at a normal time. They brunched, ruthlessly, and read the Sunday Times on Sundays. They moved in crowds that reinforced their citizenship: crowded museums, crowded subways, crowded bars, the city teeming with extras for the movie they starred in. They were dining, shopping, consuming, unwinding, expanding while we were working, diminishing, being absorbed into their scenery. That is why we -- the Industry People -- got so greedy when the Nine-to-Fivers went to bed.

I've spent time with a lot of very busy people - business leaders, prominent journalists, and 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.

The often heard lament, “I have so little time,” gives the lie to the delusion that the daily is of little significance. Everyone has exactly the same amount of time, the same twenty—four hours in which many a weary voice has uttered the gospel truth: “Sufficient unto the day is the evil thereof” (Mt 6:34, KJV). But most of us, most of the time, take for granted what is closest to us and is most universal. The daily round of sunrise and sunset, for example, that marks the coming and passing of each day, is no longer a symbol of human hopes, or of God’s majesty, but a grind, something we must grit our teeth to endure. Our busy schedules, and even urban architecture, which all too often deprives us of a sense of the sky, has diminished our capacity to marvel with the psalmist in the passage of time as an expression of God’s love for us and for all creation: It was God who made the great lights, whose love endures forever; the sun to rule in the day, whose love endures forever; the moon and stars in the night, whose love endures forever. (Ps 136: 7—9, GR) When

friendship nostalgia i miss the days when my friends knew every mundane detail about my life and i knew every ordinary detail about theirs adulthood has starved me of that consistency​ ​that us those walks around the block those long conversations when we were too lost in the moment to care what time it was when we won-and celebrated when we failed and celebrated even harder when we were just kids now we have our very important jobs that fill up our very busy schedules we have to compare calendars just to plan coffee dates that one of us will eventually cancel because adulthood is being too exhausted to leave our apartments most days i miss belonging to a group of people bigger than myself it was that belonging that made life easier to live how come no one warned us about how we'd graduate and grow apart after everything we'd been through how come no one said one of life's biggest challenges would be trying to stay connected to the people that make us feel alive no one talks about the hole a friend can leave inside you when they go off to make their dreams come true in college we used to stay up till 4 in the morning dreaming of what we'd do the moment we started earning real paychecks now we finally have the money to cross everything off our bucket lists but those lists are collecting dust in some lost corridor of our minds sometimes when i get lonely ​i​ still search for them i'd give anything to go back and do the foolish things we used to do i feel the most present in your presence when we're laughing so hard the past slides off our shoulders and worries of the future slip away the truth is​ ​i couldn't survive without my friends they know exactly what i need before i even know that i need the way we hold each other is just different so forget grabbing coffee i don't want to have another dinner where we sit across from each other at a table reminiscing about old times when we have so much time left to make new memories with how about you go pack your bags and i'll pack mine you take a week off work i'll grab my keys and let's go for ride we've got years of catching up to do

a nomad’s existence. Like every busy person, I keep a fantasy future in my mind; I have purchased cooking pots and a double bass for the leisure I imagine but do not possess. Instead, I fill the gaps in my schedule with my other vocation: speaking engagements and board meetings, traveling the country like a twenty-first-century Saint Paul, preaching the truth about reproductive rights, because I have come to see that I’m the one, as the old saying goes, that I’ve been waiting for.

As you, my fans, know I’m scheduled to play in Greensboro, North Carolina this Sunday. As we also know, North Carolina has just passed HB2, which the media are referring to as the ‘bathroom’ law. HB2 — known officially as the Public Facilities Privacy and Security Act — dictates which bathrooms transgender people are permitted to use. Just as important, the law also attacks the rights of LGBT citizens to sue when their human rights are violated in the workplace. No other group of North Carolinians faces such a burden. To my mind, it’s an attempt by people who cannot stand the progress our country has made in recognizing the human rights of all of our citizens to overturn that progress. Right now, there are many groups, businesses, and individuals in North Carolina working to oppose and overcome these negative developments. Taking all of this into account, I feel that this is a time for me and the band to show solidarity for those freedom fighters. As a result, and with deepest apologies to our dedicated fans in Greensboro, we have canceled our show scheduled for Sunday, April 10th. Some things are more important than a rock show and this fight against prejudice and bigotry — which is happening as I write — is one of them. It is the strongest means I have for raising my voice in opposition to those who continue to push us backwards instead of forwards.

Life was not to be sitting in hot amorphic leisure in my backyard idly writing or not-writing, as the spirit moved me. It was, instead, running madly, in a crowded schedule, in a squirrel cage of busy people. Working, living, dancing, dreaming, talking, kissing, singing, laughing, learning.

The argument that “people now have more freedom than ever” is based on the fact that we are allowed to do almost anything we please as long as it has no practical consequences. See ISAIF, §72. Where our actions have practical consequences that may be of concern to the system (and few important practical consequences are not of concern to the system), our behavior, generally speaking, is closely regulated. Examples: We can believe in any religion we like, have sex with any consenting adult partner, take a plane to China or Timbuktu, have the shape of our nose changed, choose any from a huge variety of books, movies, musical recordings, etc., etc., etc. But these choices normally have no important practical consequences. Moreover, they do not require any serious effort on our part. We don’t change the shape of our own nose, we pay a surgeon to do it for us. We don’t go to China or Timbuktu under our own power, we pay someone to fly us there. On the other hand, within our own home city we can’t go from point A to point B without our movement being controlled by traffic regulations, we can’t buy a firearm without undergoing a background check, we can’t change jobs without having our background scrutinized by prospective employers, most people’s jobs require them to work according to rules, procedures, and schedules prescribed by their employers, we can’t start a business without getting licenses and permits, observing numerous regulations, and so forth.

[W]hen it's slow, they send you home, and when it's busy, they expect you to stay late. They also expect you to be able to come in to cover someone's shift if a co-worker gets sick at the last minute. Basically, they're expecting you to be available to work all the time. Scheduling is impossible.

The ways to find one’s way to Enlightenment are many. There is prayer and fasting, and some try that to great effect, but that road is severe, particularly to people with electronic scheduling software and a lot of business lunches as part of the general requirements of their jobs, not to mention drinks after work, and pretty soon fasting, if not prayer, is out the window.

Even if men and women in America spoke the same language, they would still live by much different standards. For example, if a man in a movie researches a woman’s schedule, finds out where she lives and works, even goes to her work uninvited, it shows his commitment, proves his love. When Robert Redford does this to Demi Moore in Indecent Proposal, it’s adorable. But when she shows up at his work unannounced, interrupting a business lunch, it’s alarming and disruptive. If a man in the movies wants a sexual encounter or applies persistence, he’s a regular everyday guy, but if a woman does the same thing, she’s a maniac or a killer. Just recall Fatal Attraction, King of Comedy, Single White Female, Play Misty for Me, Hand That Rocks the Cradle, and Basic Instinct.

High-quality and affordable childcare and eldercare • Paid family and medical leave for women and men • A right to request part-time or flexible work • Investment in early education comparable to our investment in elementary and secondary education • Comprehensive job protection for pregnant workers • Higher wages and training for paid caregivers • Community support structures to allow elders to live at home longer • Legal protections against discrimination for part-time workers and flexible workers • Better enforcement of existing laws against age discrimination • Financial and social support for single parents • Reform of elementary and secondary school schedules to meet the needs of a digital rather than an agricultural economy and to take advantage of what we now know about how children learn

As they stepped away, Beckett nodded toward Blake’s bandaged arm. “What’d ya get?” “It says ‘Sorry,’” Blake said as he went out the door to Cole’s private quarters, leaving his brothers alone. Beckett dialed his cell phone and spoke to Cole while it rang. “What time’s good for you?” Cole sighed. “Around one-thirty today would work.” “Chaos!” Beckett yelled into the phone. “Fit me and my brother into your busy fucking schedule of dusting lawn gnomes and staring out that dirty shed window. We’ll be there at one-thirty.

In knowledge work, when you agree to a new commitment, be it a minor task or a large project, it brings with it a certain amount of ongoing administrative overhead: back-and-forth email threads needed to gather information, for example, or meetings scheduled to synchronize with your collaborators. This overhead tax activates as soon as you take on a new responsibility. As your to-do list grows, so does the total amount of overhead tax you’re paying. Because the number of hours in the day is fixed, these administrative chores will take more and more time away from your core work, slowing down the rate at which these objectives are accomplished. At moderate workloads, this effect might be frustrating: a general sense that completing your work is taking longer than it should. As your workload increases, however, the overhead tax you’re paying will eventually pass a tipping point, beyond which logistical efforts will devour so much of your schedule that you cannot complete old tasks fast enough to keep up with the new. This feedback loop can quickly spiral out of control, pushing your workload higher and higher until you find yourself losing your entire day to overhead activities: meeting after meeting conducted against a background hum of unceasing email and chat. Eventually the only solution becomes to push actual work into ad hoc sessions added after hours—in the evenings and early mornings, or over the weekend—in a desperate attempt to avoid a full collapse of all useful output. You’re as busy as you’ve ever been, and yet hardly get anything done.

Outcomes indicators include product vision, business objectives, and capabilities (high-level product functionality), not detail requirements. These outcome characteristics define a releasable product and quality objectives define a reliable and adaptable (works today, easy to enhance) product. These are the critical value traits, then teams need to strive to meet constraints—scope, schedule, and cost—but as secondary in importance to the value components. In many, if not most, agile projects schedule becomes the most critical constraint and is timeboxed (fixed) and scope varies.

I take 1 gram (1,000 mg) of NMN every morning, along with 1 gram of resveratrol (shaken into my homemade yogurt) and 1 gram of metformin.7 • I take a daily dose of vitamin D, vitamin K2, and 83 mg of aspirin. • I strive to keep my sugar, bread, and pasta intake as low as possible. I gave up desserts at age 40, though I do steal tastes. • I try to skip one meal a day or at least make it really small. My busy schedule almost always means that I miss lunch most days of the week. • Every few months, a phlebotomist comes to my home to draw my blood, which I have analyzed for dozens of biomarkers. When my levels of various markers are not optimal, I moderate them with food or exercise. • I try to take a lot of steps each day and walk upstairs, and I go to the gym most weekends with my son, Ben; we lift weights, jog a bit, and hang out in the sauna before dunking in an ice-cold pool. • I eat a lot of plants and try to avoid eating other mammals, even though they do taste good. If I work out, I will eat meat. • I don’t smoke. I try to avoid microwaved plastic, excessive UV exposure, X-rays, and CT scans. • I try to stay on the cool side during the day and when I sleep at night. • I aim to keep my body weight or BMI in the optimal range for healthspan, which for me is 23 to 25.

Forgetting herself entirely, Pandora let her head loll back against Gabriel's shoulder. "What kind of glue does Ivo use?" she asked languidly. "Glue?" he echoed after a moment, his mouth close to her temple, grazing softly. "For his kites." "Ah." He paused while a wave retreated. "Joiner's glue, I believe." "That's not strong enough," Pandora said, relaxed and pensive. "He should use chrome glue." "Where would he find that?" One of his hands caressed her side gently. "A druggist can make it. One part acid chromate of lime to five parts gelatin." Amusement filtered through his voice. "Does your mind ever slow down, sweetheart?" "Not even for sleeping," she said. Gabriel steadied her against another wave. "How do you know so much about glue?" The agreeable trance began to fade as Pandora considered how to answer him. After her long hesitation, Gabriel tilted his head and gave her a questioning sideways glance. "The subject of glue is complicated, I gather." I'm going to have to tell him at some point, Pandora thought. It might as well be now. After taking a deep breath, she blurted out, "I design and construct board games. I've researched every possible kind of glue required for manufacturing them. Not just for the construction of the boxes, but the best kind to adhere lithographs to the boards and lids. I've registered a patent for the first game, and soon I intend to apply for two more." Gabriel absorbed the information in remarkably short order. "Have you considered selling the patents to a publisher?" "No, I want to make the games at my own factory. I have a production schedule. The first one will be out by Christmas. My brother-in-law, Mr. Winterborne, helped me to write a business plan. The market in board games is quite new, and he thinks my company will be successful." "I'm sure it will be. But a young woman in your position has no need of a livelihood." "I do if I want to be self-supporting." "Surely the safety of marriage is preferable to the burdens of being a business proprietor." Pandora turned to face him fully. "Not if 'safety' means being owned. As things stand now, I have the freedom to work and keep my earnings. But if I marry you, everything I have, including my company, would immediately become yours. You would have complete authority over me. Every shilling I made would go directly to you- it wouldn't even pass through my hands. I'd never be able to sign a contract, or hire employees, or buy property. In the eyes of the law, a husband and wife are one person, and that person is the husband. I can't bear the thought of it. It's why I never want to marry.

Returning to my own example, it’s a similar commitment that enables me to succeed with fixed scheduling. I, too, am incredibly cautious about my use of the most dangerous word in one’s productivity vocabulary: “yes.” It takes a lot to convince me to agree to something that yields shallow work. If you ask for my involvement in university business that’s not absolutely necessary, I might respond with a defense I learned from the department chair who hired me: “Talk to me after tenure.” Another tactic that works well for me is to be clear in my refusal but ambiguous in my explanation for the refusal. The key is to avoid providing enough specificity about the excuse that the requester has the opportunity to defuse it. If, for example, I turn down a time-consuming speaking invitation with the excuse that I have other trips scheduled for around the same time, I don’t provide details—which might leave the requester the ability to suggest a way to fit his or her event into my existing obligations—but instead just say, “Sounds interesting, but I can’t make it due to schedule conflicts.” In turning down obligations, I also resist the urge to offer a consolation prize that ends up devouring almost as much of my schedule (e.g., “Sorry I can’t join your committee, but I’m happy to take a look at some of your proposals as they come together and offer my thoughts”). A clean break is best.

It is 1908. The stars shone above in the night sky as a steamship floated among the clouds. It's captain, Captain Otra, looked at his watch. He was ahead of his delivery schedule by 30 minutes to deliver the British Government it's much-needed order of concentrated milk and goat cheese from the shores of New Zealand. He had inherited the business from his wife's father. His wife had passed roughly 5 years ago. His daughter Lux Otra was tinkering for the hundredth time on her grandfather's sky faring compass, taking it apart and putting it back together. Each time she fixed, the compass worked perfectly again. Memorizing these intricate steps would give her a temporary satisfaction but now she couldn't do it anymore. She set the compass down and sighed in frustration.

To the untrained eye, the Wall Street people who rode from the Connecticut suburbs to Grand Central were an undifferentiated mass, but within that mass Danny noted many small and important distinctions. If they were on their BlackBerrys, they were probably hedge fund guys, checking their profits and losses in the Asian markets. If they slept on the train they were probably sell-side people—brokers, who had no skin in the game. Anyone carrying a briefcase or a bag was probably not employed on the sell side, as the only reason you’d carry a bag was to haul around brokerage research, and the brokers didn’t read their own reports—at least not in their spare time. Anyone carrying a copy of the New York Times was probably a lawyer or a back-office person or someone who worked in the financial markets without actually being in the markets. Their clothes told you a lot, too. The guys who ran money dressed as if they were going to a Yankees game. Their financial performance was supposed to be all that mattered about them, and so it caused suspicion if they dressed too well. If you saw a buy-side guy in a suit, it usually meant that he was in trouble, or scheduled to meet with someone who had given him money, or both. Beyond that, it was hard to tell much about a buy-side person from what he was wearing. The sell side, on the other hand, might as well have been wearing their business cards: The guy in the blazer and khakis was a broker at a second-tier firm; the guy in the three-thousand-dollar suit and the hair just so was an investment banker at J.P. Morgan or someplace like that. Danny could guess where people worked by where they sat on the train. The Goldman Sachs, Deutsche Bank, and Merrill Lynch people, who were headed downtown, edged to the front—though when Danny thought about it, few Goldman people actually rode the train anymore. They all had private cars. Hedge fund guys such as himself worked uptown and so exited Grand Central to the north, where taxis appeared haphazardly and out of nowhere to meet them, like farm trout rising to corn kernels. The Lehman and Bear Stearns people used to head for the same exit as he did, but they were done. One reason why, on September 18, 2008, there weren’t nearly as many people on the northeast corner of Forty-seventh Street and Madison Avenue at 6:40 in the morning as there had been on September 18, 2007.

Depression is suffered by people who see no reason to like themselves at all. Depression is a state of self-hate. It is the horror of feeling oneself inescapably bound within the body of someone you fear, loathe and despise. Depression is a state of mind that inevitably invites paranoia; if you find yourself loathsome, you expect the rest of the world to find you loathsome too. What’s more, you feel you have no business infecting other people’s existence with your unpleasant presence … Because I have this loony belief that I am somehow contagious, and that those who might catch whatever it is hate me anyway, I become hysterically frightened of other people. I ignore the phone and hide if someone knocks at the door. If I have to go to the bank or the shops I will either walk miles the long way round to avoid people I know, or travel to another town where I can be fairly sure of going unrecognised … Many depressives commit suicide, I’m sure, as the last act of unselfishness … I’m convinced that many of the neat, quiet, unexpected suicides are committed by depressives who quite simply wish not to be a nuisance any longer … I find it quite easy when I’m at my lowest to present a logical case for my removal. It would, for instance, be infinitely kinder to my family. Hours are spent working out which would be the least inconvenient moment to lay my head in the gas oven. There never is a convenient moment, of course, because I’ve learnt over the years to crowd my schedule with certain unavoidable commitments … I always make sure I’m permanently in debt because I would feel it rather disgraceful to go leaving other people to pay my bills.

Don Herbert here. Sorry about that. I think we got disconnected.” “Yes. I … I was wondering what happened.” Liar. I covered my eyes and leaned forward to rest my elbows on the desk. “You were saying?” “That we’d like to have you on the show. I thought we could talk about the physics of flight, maybe do a simple experiment about lift? The format is real simple.” “I wish I could, but we’re so busy preparing for the next launch. I just don’t know if I could get the time off.” “We can work around your schedule.” “That’s very kind, but … maybe I could suggest another woman pilot?” Betty would be brilliant at this. “Sure … it’s just that, well, my producer’s girl is kinda keen that it be you. I don’t need an answer right away, but think about it, eh?” “Sure. Sure. I’ll think about it.” I would think of a way to say “no,” is what I would do. *

Many people assume that working from home is like a vacation, where you get to do what you want when you want. This was not the case for me. The demands of eBay put me on the strictest schedule I’d ever endured. Because my auctions were timed, there were very real consequences for missing deadlines. The prime time for auctions to go live was Sunday evening. If mine went up late, that meant my customers, who were likely waiting to pounce on my latest batch of vintage gems, might end up disappointed, instead giving another seller their business. If I took too long to respond to a customer inquiry, she might get impatient, choosing to bid on something else. Shipping orders out late might result in negative feedback, and if I didn’t steam and prep all the clothes the night before a shoot, there wouldn’t be time to get through everything in one day.

Rather, productivity is about making certain choices in certain ways. The way we choose to see ourselves and frame daily decisions; the stories we tell ourselves, and the easy goals we ignore; the sense of community we build among teammates; the creative cultures we establish as leaders: These are the things that separate the merely busy from the genuinely productive. We now exist in a world where we can communicate with coworkers at any hour, access vital documents over smartphones, learn any fact within seconds, and have almost any product delivered to our doorstep within twenty-four hours. Companies can design gadgets in California, collect orders from customers in Barcelona, email blueprints to Shenzhen, and track deliveries from anywhere on earth. Parents can auto-sync the family’s schedules, pay bills online while lying in bed, and locate the kids’ phones one minute after curfew. We are living through an economic and social revolution that is as profound, in many ways, as the agrarian and industrial revolutions of previous eras. These advances in communications and technology are supposed to make our lives easier. Instead, they often seem to fill our days with more work and stress. In part, that’s because we’ve been paying attention to the wrong innovations. We’ve been staring at the tools of productivity—the gadgets and apps and complicated filing systems for keeping track of various to-do lists—rather than the lessons those technologies are trying to teach us. There are some people, however, who have figured out how to master this changing world. There are some companies that have discovered how to find advantages amid these rapid shifts. We now know how productivity really functions. We know which choices matter most and bring success within closer reach. We know how to set goals that make the audacious achievable; how to reframe situations so that instead of seeing problems, we notice hidden opportunities; how to open our minds to new, creative connections; and how to learn faster by slowing down the data that is speeding past us.

Fire the Boss. “Big Al, when you join our business, here is what happens. Six months from now you walk into your boss’ office. You sit down in the chair, you put your feet up on his desk and you leave little scuff marks with your heels. “Then you put your hands behind your head and you calmly tell the boss that you can’t fit him into your schedule any longer. You’ve enjoyed working there, but if they have any problems after you leave, they can call you any Tuesday morning at 11:00 a.m. at your normal consulting rate. “Then you get up from the boss’ office, walk out to the main office desk, pick up your personal belongings, wave good-bye to all your fellow workers who said it couldn’t be done, hop into your brand-new bonus car, drive down to the drive-in teller window, deposit this month’s bonus check, and say to the bank teller: “‘Oh, I don’t know. Put this bonus check in savings or checking. It really doesn’t matter. I get these checks every month.’ “And then you drive home and relax, and have a nice glass of your favorite beverage.

When I started in real estate, despite high ambition, I was constrained by the same 24 hours as everyone else. My early success came from a grueling schedule, long hours, and the high price of near burn-out. In self-defense, I devised a system that featured direct marketing in place of traditional prospecting plus a highly effective team, with all the non-rainmaker tasks delegated to them. This took me to the top of the profession, twice #1 in RE/MAX worldwide in commissions earned, and 15 years as one of the top agents—working less hours than most. While an active agent, I consistently sold over 500 homes a year, even while starting and developing a second business, training and coaching more millionaire agents than any other coach. Without the inspiration of Dan Kennedy’s direct marketing methods and his extraordinary, extreme time-management philosophy, these achievements simply would not have been possible. LEVERAGING yourself, by media in place of manual labor, and with other people is very intimidating to most real estate agents and to most small businesspeople. It frankly is not easy to get right, but it is the quantum leap that uniquely and simultaneously lifts income and supports a great lifestyle. —CRAIG PROCTOR, CRAIGPROCTOR.COM

Pier 5 in Brooklyn was within a short walking distance from the subway station and in the distance the masts and funnel of my new ship could be seen. The S/S African Sun was a C-4 cargo ship built in 1942, for the war effort. Not even 15 years old, the ship looked as good as new. Farrell Lines took good care of their ships and it showed. There was always a lot of activity prior to departure and this time was no exception. We were expected to depart prior to dusk and there were things to do. I got into my working uniform and leaving my sea bag on my bunk headed for the bridge. When I passed the open door of the Captain’s room he summoned me in. “Welcome aboard Mr. Mate. I’ve heard good things about you!” We talked briefly about his expectations. Introducing himself as Captain Brian, he seemed friendly enough and I felt that I got off to a good start. As the ship’s Third Officer, most frequently known as the Third Mate, my first order of business was to place my license into the frame alongside those of the other deck officers. I must admit that doing so gave me a certain feeling of pride and belonging. With only an hour to go before our scheduled departure I called the engine room and gave them permission to jack over the engine; a term used to engage the engine, so as to slowly turn the screw or propeller.

play the game of Vogon Civil Service politics, and play it well, and waterproof enough for him to survive indefinitely at sea depths of down to a thousand feet with no ill effects. Not that he ever went swimming of course. His busy schedule would not allow it. He was the way he was because billions of years ago when the Vogons had first crawled out of the sluggish primeval seas of Vogsphere, and had lain panting and heaving on the planet’s virgin shores … when the first rays of the bright young Vogsol sun had shone across them that morning, it was as if the forces of evolution had simply given up on them there and then, had turned aside in disgust and written them off as an ugly and unfortunate mistake. They never evolved again: they should never have survived. The fact that they did is some kind of tribute to the thick-willed slug-brained stubbornness of these creatures. Evolution? they said to themselves, Who needs it?, and what nature refused to do for them they simply did without until such time as they were able to rectify the gross anatomical inconveniences with surgery. Meanwhile, the natural forces on the planet Vogsphere had been working overtime to make up for their earlier blunder. They brought forth scintillating jeweled scuttling crabs, which the Vogons ate, smashing their shells with iron mallets;

At the heart of the Seven Principles approach is the simple truth that happy marriages are based on a deep friendship. By this I mean a mutual respect for and enjoyment of each other’s company. These couples tend to know each other intimately—they are well versed in each other’s likes, dislikes, personality quirks, hopes, and dreams. They have an abiding regard for each other and express this fondness not just in the big ways but through small gestures day in and day out. Take the case of hardworking Nathaniel, who is employed by an import business and works very long hours. In another marriage, his schedule might be a major liability. But he and his wife, Olivia, have found ways to stay connected. They talk or text frequently throughout the day. When she has a doctor’s appointment, he remembers to call to see how it went. When he has a meeting with an important client, she’ll check in to see how it fared. When they have chicken for dinner, she gives him drumsticks because she knows he likes them best. When he makes blueberry pancakes for the kids on Saturday morning, he’ll leave the blueberries out of hers because he knows she doesn’t like them. Although he’s not religious, he accompanies her to church each Sunday because it’s important to her. And although she’s not crazy about spending a lot of time with their relatives, she has pursued a friendship with Nathaniel’s mother and sisters because family matters so much to him.

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.

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

Yes, of course it is. So just for a moment, Dufresne, let’s assume that Blatch exists and that he is still ensconced in the Rhode Island State Penitentiary. Now what is he going to say if we bring this kettle of fish to him in a bucket? Is he going to fall down on his knees, roll his eyes, and say: ‘I did it! I did it! By all means add a life term onto my charge!’?” “How can you be so obtuse?” Andy said, so low that Chester could barely hear. But he heard the warden just fine. “What? What did you call me?” “Obtuse!” Andy cried. “Is it deliberate?” “Dufresne, you’ve taken five minutes of my time—no, seven—and I have a very busy schedule today. So I believe we’ll just declare this little meeting closed and—” “The country club will have all the old time-cards, don’t you realize that?” Andy shouted. “They’ll have tax-forms and W-twos and unemployment compensation forms, all with his name on them! There will be employees there now that were there then, maybe Briggs himself! It’s been fifteen years, not forever! They’ll remember him! They will remember Blatch! If I’ve got Tommy to testify to what Blatch told him, and Briggs to testify that Blatch was there, actually working at the country club, I can get a new trial! I can—” “Guard! Guard! Take this man away!” “What’s the matter with you?” Andy said, and Chester told me he was very nearly screaming by then. “It’s my life, my chance to get out, don’t you see that? And you won’t make a single long-distance call to at least verify Tommy’s story? Listen, I’ll pay for the call! I’ll pay for—” Then there was a sound of thrashing as the guards grabbed him and started to drag him out. “Solitary,” Warden Norton said dryly. He was probably fingering his thirty-year pin as he said it. “Bread and water.” And so they dragged Andy away, totally out of control now, still screaming at the warden; Chester said you could hear him even after the door was shut: “It’s my life! It’s my life, don’t you understand it’s my life?

Did you ever tell your previous employer any of your thoughts on ways they could improve?” If he says “Yes, but they never listened to anyone,” or “Yeah, but they just said ‘Mind your own business,’” this may tell more about the style of his approach than about managers at his last job. Most employers react well to suggestions that are offered in a constructive way, regardless of whether or not they follow them. Another unfavorable response is, “What’s the use of making suggestions? Nothing ever changes anyway.” Some applicants will accuse former employers of stealing their ideas. Others will tell war stories about efforts to get a former employer to follow suggestions. If so, ask if this was a one-man undertaking or in concert with his coworkers. Sometimes an applicant will say his co-workers “didn’t have the guts to confront management like I did.” “What are some of the things your last employer could have done to keep you?” Some applicants will give a reasonable answer (slightly more pay, better schedule, etc.), but others will provide a list of demands that demonstrate unreasonable expectations (e.g., “They could have doubled my salary, promoted me to vice president, and given me Fridays off”). “How do you go about solving problems at work?” Good answers are that he consults with others, weighs all points of view, discusses them with involved parties, etc. Unfavorable answers contain a theme of confrontation (e.g., “I tell the source of the problem he’d better straighten up,” or “I go right to the man in charge and lay it on the line”). Another bad answer is that he does nothing to resolve problems, saying, “Nothing ever changes anyway.” “Describe a problem you had in your life where someone else’s help was very important to you.” Is he able to recall such a situation? If so, does he give credit or express appreciation about the help? “Who is your best friend and how would you describe your friendship?” Believe it or not, there are plenty of people who cannot come up with a single name in response to this question. If they give a name that was not listed as a reference, ask why. Then ask if you can call that friend as a reference.

Isn’t this the weekend of Xander Eckhart’s party?” “Yes.” Jordan held her breath in a silent plea. Don’t ask if I’m bringing anyone. Don’t ask if I’m bringing anyone. “So are you bringing anyone?” Melinda asked. Foiled. Having realized there was a distinct possibility the subject would come up, Jordan had spent some time running through potential answers to this very question. She had decided that being casual was the best approach. “Oh, there’s this guy I met a few days ago, and I was thinking about asking him.” She shrugged. “Or maybe I’ll just go by myself, who knows.” Melinda put down her forkful of gnocchi, zoning in on this like a heat-seeking missile to its target. “What guy you met a few days ago? And why is this the first we’re hearing of him?” “Because I just met him a few days ago.” Corinne rubbed her hands together, eager for the details. “So? Tell us. How’d you meet him?” “What does he do?” Melinda asked. “Nice, Melinda. You’re so shallow.” Corinne turned back to Jordan. “Is he hot?” Of course, Jordan had known there would be questions. The three of them had been friends since college and still saw each other regularly despite busy schedules, and this was what they did. Before Corinne had gotten married, they talked about her now-husband, Charles. The same was true of Melinda and her soon-to-be-fiancé, Pete. So Jordan knew that she, in turn, was expected to give up the goods in similar circumstances. But she also knew that she really didn’t want to lie to her friends. With that in mind, she’d come up with a backup plan in the event the conversation went this way. Having no choice, she resorted to the strategy she had used in sticky situations ever since she was five years old, when she’d set her Western Barbie’s hair on fire while trying to give her a suntan on the family-room lamp. Blame it on Kyle. I’d like to thank the Academy . . . “Sure, I’ll tell you all about this new guy. We met the other day and he’s . . . um . . .” She paused, then ran her hands through her hair and exhaled dramatically. “Sorry. Do you mind if we talk about this later? After seeing Kyle today with the bruise on his face, I feel guilty rattling on about Xander’s party. Like I’m not taking my brother’s incarceration seriously enough.” She bit her lip, feeling guilty about the lie. So sorry, girls. But this has to stay my secret for now. Her diversion worked like a charm. Perhaps one of the few benefits of having a convicted felon of a brother known as the Twitter Terrorist was that she would never lack for non sequiturs in extracting herself from unwanted conversation. Corinne reached out and squeezed her hand. “No one has stood by Kyle’s side more than you, Jordan. But we understand. We can talk about this some other time. And try not to worry—Kyle can handle himself. He’s a big boy.” “Oh, he definitely is that,” Melinda said with a gleam in her eye. Jordan smiled. “Thanks, Corinne.” She turned to Melinda, thoroughly skeeved out. “And, eww—Kyle?” Melinda shrugged matter-of-factly. “To you, he’s your brother. But to the rest of the female population, he has a certain appeal. I’ll leave it at that.” “He used to fart in our Mr. Turtle pool and call it a ‘Jacuzzi.’ How’s that for appeal?” “Ah . . . the lifestyles of the rich and famous,” Corinne said with a grin. “And on that note, my secret fantasies about Kyle Rhodes now thoroughly destroyed, I move that we put a temporary hold on any further discussions related to the less fair of the sexes,” Melinda said. “I second that,” Jordan said, and the three women clinked their glasses in agreement

Regardless of how busy you are, it’s important to set aside a few hours for exercise. If you don’t give yourself that luxury, you will fall into the trap of being too tired to work out. This lack of energy is actually caused by lack of exercise. It’s a perpetual cycle that many people fall into, but the only way to get out of it is to start moving. You may feel that adding a few workouts to your schedule is selfish because you’re leaving your kids at home or in the gym childcare center. Your laundry might go unfolded, or your dishes may stay dirty for an extra hour that evening. Maybe on workout nights, you serve leftovers rather than a meal from scratch. I promise this is not a big deal to anyone but you. Going to the gym is not selfish. Taking that extra time during your week to nurture your body improves your quality of life. There is a huge difference between exercise obsession and healthy exercise. Three hours per week is a far cry from obsession. To be healthy, you should exercise at least three hours per week.

You may think you don’t have the space to do yoga at work or the time to stretch in the morning. Yet yoga is so versatile and adaptable, you will be amazed at how easily you can fit the following yoga stretches into your busy schedule.

Accept Less-Than-Perfect Results As The Cost Of Efficiency It’s more important to be efficient than perfect. Being efficient means you’re getting things done in a methodical manner. Moreover, you’re doing so in a way that makes the best use of your resources. Have you ever known someone who has a busy schedule, and thus little time to waste, yet manages to be extremely productive? This individual probably gets more important work done than people who

set up an appointment with yourself in the morning, during a busy work schedule, or at night to find a quiet space and practice mindfulness. It’s as easy as being still, listening, focusing on your breathing, and emptying your thoughts, while practicing non-judgment. Every time a thought pops up, just let it go, without judgment, and return your attention to the moment. Build this up and practice every day. This may be one of the hardest things you’ll ever do. If you can stick with it, your life (and brain, whoo hoo!) will begin to change in amazing ways. Tool #6: Compassionate Self-Talk “A moment of self-compassion can change your entire day.

Distraction: The Productivity Killer Why you are distracted isn’t the issue. The real issue is you are avoiding work that you need to finish. Here’s a few ways to improve your focus and increase your productivity. 1) Turn off your phone. On average, people check their phones at least 10 times an hour. That’s crazy and a huge distraction. So turn off your phone! 2) Stop surfing the web; same idea as with your phone. Try one of these apps if your self-control is lacking. 3) Schedule time for distractions. Reward yourself when you finish a task and take a break. Just limit the break

Busyness as Proxy for Productivity: In the absence of clear indicators of what it means to be productive and valuable in their jobs, many knowledge workers turn back toward an industrial indicator of productivity: doing lots of stuff in a visible manner. This mind-set provides another explanation for the popularity of many depth-destroying behaviors. If you send and answer e-mails at all hours, if you schedule and attend meetings constantly, if you weigh in on instant message systems like Hall within seconds when someone poses a new question, or if you roam your open office bouncing ideas off all whom you encounter—all of these behaviors make you seem busy in a public manner.

To mix business with pleasure, schedule your next staff retreat in an elementary school. Talking about strategic priorities takes on new meaning when you’re in a classroom whose bulletin boards admonish everyone to Play Fair, Don’t Hit, and Be Nice. And if this retro approach is really working for you, head to a children's museum for a day of discovery. You’ll benefit not only from tackling the hands-on museum exhibits, but also by soaking in the learning and laughter of the little people around you.

And since leaving, what has been the best part of not working that busy schedule? David: It used to be really fatiguing, the fact of doing it every day. Now when I do something, I think, Wow, this would be great if I could do something like this once a month. You still get the little jolt, and the hope of self-esteem, but you’re not in the makeup chair every day

With her strong GPA and merely quite good scores, busy athletic schedule, and character-building volunteer efforts, Portia Nathan’s application would have left this room with a fatal designation of Academic 3/Non-Academic 4, meaning that in the real world her scholastic skills were solid, but in Princeton’s supercharged applicant pool they were unremarkable, and that although she had been busy within her school community, she had not been a leader within that community (NonAc 3) or distinguished herself at the state level (NonAc 2), let alone accomplished something on a national or international scale (NonAc 1). NonAc 1’s, of course, were rather thin on the ground, even in Princeton’s applicant pool. They were Olympic athletes, authors of legitimately published books, Siemens prizewinners, working film or Broadway actors, International Tchaikovsky Competition violinists, and, yes, national judo champions, and they tended to be easy admits, provided they were strong students, which they usually were.

Evans was as skilled with computers as Gates and Allen. Lakeside once struggled to manually put together the school’s class schedule—a maze of complexity to get hundreds of students the classes they need at times that don’t conflict with other courses. The school tasked Bill and Kent—children, by any measure—to build a computer program to solve the problem. It worked. And unlike Paul Allen, Kent shared Bill’s business mind and endless ambition. “Kent always had the big briefcase, like a lawyer’s briefcase,” Gates recalls. “We were always scheming about what we’d be doing five or six years in the future. Should we go be CEOs? What kind of impact could you have? Should we go be generals? Should we go be ambassadors?” Whatever it was, Bill and Kent knew they’d do it together. After reminiscing on his friendship with Kent, Gates trails off. “We would have kept working together. I’m sure we would have gone to college together.” Kent could have been a founding partner of Microsoft with Gates and Allen. But it would never happen. Kent died in a mountaineering accident before he graduated high school.

Jeff and I often discussed ways to improve the S-Team meetings. Shortly after a particularly difficult presentation in early 2004, we had some downtime on a business flight (no Wi-Fi yet on planes), so we read and discussed an essay called “The Cognitive Style of PowerPoint: Pitching Out Corrupts Within,” by Edward Tufte, a Yale professor who is an authority on the visualization of information.1 Tufte identified in one sentence the problem we’d been experiencing: “As analysis becomes more causal, multivariate, comparative, evidence based, and resolution-intense,” he writes, “the more damaging the bullet list becomes.” That description fit our discussions at the S-Team meetings: complex, interconnected, requiring plenty of information to explore, with greater and greater consequences connected to decisions. Such analysis is not well served by a linear progression of slides that makes it difficult to refer one idea to another, sparsely worded bits of text that don’t fully express an idea, and visual effects that are more distracting than enlightening. Rather than making things clear and simple, PowerPoint can strip the discussion of important nuance. In our meetings, even when a presenter included supporting information in the notes or accompanying audio, the PowerPoint presentation was never enough. Besides, the Amazon audience of tightly scheduled, experienced executives was eager to get to the heart of the matter as quickly as possible. They would pepper the presenter with questions and push to get to the punch line, regardless of the flow of slides. Sometimes the questions did not serve to clarify a point or move the presentation along but would instead lead the entire group away from the main argument. Or some questions might be premature and would be answered in a later slide, thus forcing the presenter to go over the same ground twice.

Simple Fast Funnels may be the new kid on the block when it comes to a complete bumper to bumper CRM system, but it’s a force to be reckoned with! Business owners are switching over right and left and I’m going to outline 10 of the best features of Simple Fast Funnels so you can see what all the buzz is about! Funnel builder: Simple Fast Funnels has easy intuitive software so you can build your own landing pages, funnels, websites, sales pages etc. No developer needed, everything included and simple to use Email Software: Instead of paying hundreds or thousands per month to send emails, this software does it for you! You can have your entire email list automated or send emails on the fly, whatever fits the bill for you, they’ve got you covered and it’s so easy to track your email results so you can modify and make improvements as you go. Online Membership Area: Now, for no additional fees that lot’s of CRM software likes to charge, you can build glorious membership areas for your clients. You can control timing on video releases, give access for certain time periods upset packages… whatever your business looks like, if you can dream it, you can build it in the membership area. Survey and quiz generator: Ramp up your lead capture game to grow your customer list! One of the best ways to get leads is to get your customers talking about themselves. Not only do people love to take surveys and quizzes, but it can help you gather information about your clients to serve them better and grow your sales! SMS Marketing Software: If you’re not messaging your customers, you’re missing out, and if you are messaging your customers you’re probably over paying. Amazing automated intuitive SMS marketing can make your life much easier and allow you to reach your customers in more ways. Being where your customers are more present is always good for business. Simple Fast Funnels helps you get the cheapest SMS rates around and it automatically integrates into the system for your unified messages. Appointment booking: Another expensive thing you used to have to pay for and try to get to work properly with your website AND look decent is also built right in. Now, without leaving Simple Fast Funnels, you’re able to capture the lead, follow up with the lead all over the place, engage with them, build trust, book appointments, schedule calls and even send them automated text reminders. E com Purchases: Directly on your website, you’ll be able to take payments. No more invoices sent from other platforms, everything buttoned up nice and clean. Unified messaging: From now on, whether a client emails, texts, calls etc, it all shows up in one place at your end. This might not seem like a big deal, but it’s a HUGE pain to have to follow customers about and keep track of conversations. Now you see all your communication with customers in a neat little area. Blogs: Blogs these days can really help your marketing efforts across the board, and of course your blogs will be a perfect fit in your simple fast funnel account. Analytics: Data tracking when you’re dealing with features on various platforms is a nightmare. If you capture a lead on a Word press landing page, send it an email software like Keep, mail chimp or whatever, send them to a new website to schedule calls and another to make purchases… How could you possibly expect to get good customer data? Hosting all of your “business” in one location makes tracking flawless. The more customers you have the more data you need to be efficient. Cheers to making it easy. All that software and that’s just the top 10, guys there’s more. Simplefastfunnels.com also lets you have a 2 week free trial. Don’t take anyone word for anything. Go try it for yourself.

I’m amazed at how this has snowballed into such a media event. It began last week when I saw a national news report by Tom Brokaw about this adorable little lady from Georgia, Mrs. Hill, who was trying to save her farm from being foreclosed. Her sixty-seven-year-old husband had committed suicide a few weeks earlier, hoping his life insurance would save the farm, which had been in the family for generations. But the insurance proceeds weren’t nearly enough. It was a very sad situation, and I was moved. Here were people who’d worked very hard and honestly all their lives, only to see it all crumble before them. To me, it just seemed wrong. Through NBC I was put in touch with a wonderful guy from Georgia named Frank Argenbright, who’d become very involved in trying to help Mrs. Hill. Frank directed me to the bank that held Mrs. Hill’s mortgage. The next morning, I called and got some vice president on the line. I explained that I was a businessman from New York, and that I was interested in helping Mrs. Hill. He told me he was sorry, but that it was too late. They were going to auction off the farm, he said, and “nothing or no one is going to stop it.” That really got me going. I said to the guy: “You listen to me. If you do foreclose, I’ll personally bring a lawsuit for murder against you and your bank, on the grounds that you harassed Mrs. Hill’s husband to his death.” All of a sudden the bank officer sounded very nervous and said he’d get right back to me. Sometimes it pays to be a little wild. An hour later I got a call back from the banker, and he said, “Don’t worry, we’re going to work it out, Mr. Tramp.” Mrs. Hill and Frank Argenbright told the media, and the next thing I knew, it was the lead story on the network news. By the end of the week, we’d raised $40,000. Imus alone raised almost $20,000 by appealing to his listeners. As a Christmas present to Mrs. Hill and her family, we’ve scheduled a mortgage-burning ceremony for Christmas Eve in the atrium of Trump Tower. By then, I’m confident, we’ll have raised all the money. I’ve promised Mrs. Hill that if we haven’t, I’ll make up any difference. I tell Imus he’s the greatest, and I invite him to be my guest one day next week at the tennis matches at the U.S. Open. I have a courtside box and I used to go myself almost every day. Now I’m so busy I mostly just send my friends.

She smirked. “Let me tell you something–the data we collected during those first weeks the UNIS array was functioning was invaluable. If the earthquake detection system works, it’ll save thousands of lives. No one’s asking you to dive the Challenger Deep, we simply want your opinion on why the UNIS was damaged. Is your schedule so damn busy that you can’t take a day to fly up to the Institute? My father’s asking for your help. Examine the sonar plate and review the video that my brother took and you’ll be home to your darling wife by tomorrow night. We’ll pay you for your time, and I’m sure Dad will even arrange a personal tour of our new whale lagoon.

An effective breakout block is at least three-hours long and spent on things other than work. It is time scheduled away from your business during normal business hours that you will use to refresh and reinvigorate your mind, so that when you return to work, you can engage with more focus and energy.

Scheduling via email is a huge time waster. Always work to schedule your next step while you’re on the phone.

WHILE I THINK the reasons for postmortems are compelling, I know that most people still resist them. So I want to share some techniques that can help managers get the most out of them. First of all, vary the way you conduct them. By definition, postmortems are supposed to be about lessons learned, so if you repeat the same format, you tend to uncover the same lessons, which isn’t much help to anyone. Even if you come up with a format that works well in one instance, people will know what to expect the next time, and they will game the process. I’ve noticed what might be called a “law of subverting successful approaches,” by which I mean once you’ve hit on something that works, don’t expect it to work again, because attendees will know how to manipulate it the second time around. So try “mid-mortems” or narrow the focus of your postmortem to special topics. At Pixar, we have had groups give courses to others on their approaches. We have occasionally formed task forces to address problems that span several films. Our first task force dramatically altered the way we thought about scheduling. The second one was an utter fiasco. The third one led to a profound change at Pixar, which I’ll discuss in the final chapter.

Among the things he learned: John was so tightly scheduled, and meetings with him were so precious, that people tended to overprepare to see him, which served no one. In fact, John said, “there were a lot of notes about my time management, and how I carry the emotion of one meeting into the next, making some people ask, ‘Why is he upset at us?’ I didn’t know I was doing any of this, and those two-and-a-half pages were really tough to read. But it was so valuable for me to hear, and I’m already working to correct those things.

I’ve got to get Brittany alone if I’m gonna have any chance of saving face and saving my Honda. Does her freakout session mean she really doesn’t hate me? I’ve never seen that girl do anything not scripted or 100 percent intentional. She’s a robot. Or so I thought. She’s always looked and acted like a princess on camera every time I’ve seen her. Who knew it’d be my bloody arm that would crack her. I look over at Brittany. She’s focused on my arm and Miss Koto’s ministrations. I wish we were back in the library. I could swear back there she was thinking about getting it on with me. I’m sporting la tengo dura right here in front of Miss Koto just thinking about it. Gracias a Dios the nurse walks over to the medicine cabinet. Where’s a large chem book when you need one? “Let’s hang Thursday after school. You know, to work on the outline,” I tell Brittany for two reasons. First, I need to stop thinking about getting naked with her in front of Miss Koto. Second, I want Brittany to myself. “I’m busy Thursday,” she says. Probably with Burro Face. Obviously she’d rather be with that pendejo than me. “Friday then,” I say, testing her although I probably shouldn’t. Testing a girl like Brittany could put a serious damper on my ego. Although I caught her at a time when she’s vulnerable and still shaking from seeing my blood. I admit I’m a manipulative asshole. She bites her bottom lip that she thinks is glossed with the wrong color. “I can’t Friday, either.” My hard-on is officially deflated. “What about Saturday morning?” she says. “We can meet at the Fairfield Library.” “You sure you can pencil me into your busy schedule?” “Shut up. I’ll meet you there at ten.” “It’s a date,” I say while Miss Koto, obviously eavesdropping, finishes wrapping my arm with dorky gauze. Brittany gathers her books. “It’s not a date, Alex,” she says over her shoulder. I grab my book and hurry into the hallway after her. She’s walking alone. The loudspeaker music isn’t playing so class is still on. “It might not be a date, but you still owe me a kiss. I always collect debts.” My chem partner’s eyes go from dull to shining mad and full of fire. Mmm, dangerous. I wink at her. “And don’t sweat about what lip gloss to wear on Saturday. You’ll just have to reapply it after we make out.

The Service Mindset. When I began my real estate career at the age of twenty-two, I had a fresh Bachelor’s Degree in Marketing in one hand and ‘a tiger by the tail’ in the other. I was on a mission to be successful in life and in business and make a lot of money in the process. Every goal I set was about Me. Me. Me! I was driven by: How much money could I make? Which property listings paid the biggest commissions? How many calls did I need to make to schedule new appointments? How many listings did I need to have to hit my target? You can see where I am going with this! Working full-time, nights and weekends, seven days a week, I only made eleven thousand dollars in the first year! I was tired, disillusioned, and knew that I had to either change careers or massively shift my mindset. I chose the latter. I took ALL focus off me and re-directed my time, energy, and resources to serving my clients. Their hopes, needs, and desires became my primary focus. How could I help solve their problems?

The Service Mindset. When I began my real estate career at the age of twenty-two, I had a fresh Bachelor’s Degree in Marketing in one hand and ‘a tiger by the tail’ in the other. I was on a mission to be successful in life and in business and make a lot of money in the process. Every goal I set was about Me. Me. Me! I was driven by: How much money could I make? Which property listings paid the biggest commissions? How many calls did I need to make to schedule new appointments? How many listings did I need to have to hit my target? You can see where I am going with this! Working full-time, nights and weekends, seven days a week, I only made eleven thousand dollars in the first year! I was tired, disillusioned, and knew that I had to either change careers or massively shift my mindset. I chose the latter. I took ALL focus off me and re-directed my time, energy, and resources to serving my clients. Their hopes, needs, and desires became my primary focus. How could I help solve their problems? And then EVERYTHING began to turn around . . .

tips on staying motivated daily: read for an hour a day (business or personal development books) watch YouTube videos on network marketing and motivation listen to business and network marketing podcasts work out and eat healthy have a daily routine and schedule and stay consistent set goals and do the work make a to do list every night before bed read positive affirmations in the mirror create a vision board put a note or picture of the lifestyle you want to live on your laptop

FOCUSING TOO MUCH ON THE NUMBERS In the second example, I managed the team to a set of numbers that did not fully capture what I wanted. I wanted a great product that customers would love with high quality and on time—in that order. Unfortunately, the metrics that I set did not capture those priorities. At a basic level, metrics are incentives. By measuring quality, features, and schedule and discussing them at every staff meeting, my people focused intensely on those metrics to the exclusion of other goals. The metrics did not describe the real goals and I distracted the team as a result. Interestingly, I see this same problem play out in many consumer Internet startups. I often see teams that maniacally focus on their metrics around customer acquisition and retention. This usually works well for customer acquisition, but not so well for retention. Why? For many products, metrics often describe the customer acquisition goal in enough detail to provide sufficient management guidance. In contrast, the metrics for customer retention do not provide enough color to be a complete management tool. As a result, many young companies overemphasize retention metrics and do not spend enough time going deep enough on the actual user experience. This generally results in a frantic numbers chase that does not end in a great product. It’s important to supplement a great product vision with a strong discipline around the metrics, but if you substitute metrics for product vision, you will not get what you want.

keeping the first station busy, and it’s similar to first-in, first-out scheduling. But of course, now everyone knows that you don’t release work based on the availability of the first station. Instead, it should be based on the tempo of how quickly the bottleneck resource can consume the work.” I just stare at him blankly. He continues, “Because of how Mark was releasing work, inventory kept piling up in front of our bottleneck, and jobs were never finished on time. Every day was an emergency. For years, we were awarded Best Customer of the Year from our air freight shipment company, because we were overnighting thousands of pounds of finished goods to angry customers almost every week.” He pauses and then says emphatically, “Eliyahu M. Goldratt, who created the Theory of Constraints, showed us how any improvements made anywhere besides the bottleneck are an illusion. Astonishing, but true! Any improvement made after the bottleneck is useless, because it will always remain starved, waiting for work from the bottleneck. And any improvements made before the bottleneck merely results in more inventory piling up at the bottleneck.” He continues, “In our case, our bottleneck was a heat treat oven, just like in Goldratt’s novel, The Goal. We also had paint-curing booths that later became constraints, too. By the time we froze the release of all new jobs, you couldn’t even see the bottleneck work centers because they were surrounded by huge piles of inventory. Even from up here!” Despite myself, I laugh with him. It’s obvious in hindsight, but I can imagine that to Mark, it was anything but obvious. “Look, thanks for the history lesson. But I learned most of this already in business school. I don’t see how this could possibly be relevant to managing IT Operations. IT is not like running a factory.” “Oh, really?” he turns to me, frowning intensely. “Let me guess. You’re going to say that IT is pure knowledge work, and so therefore, all your work is like that of an artisan. Therefore, there’s no place for standardization, documented work procedures, and all that high-falutin’ ‘rigor and discipline’ that you claimed to hold so near and dear.” I frown. I can’t figure out if he’s trying to convince me of something I already believe or trying to get me to accept an absurd conclusion. “If you think IT Operations has nothing to learn from Plant Operations, you’re wrong.

So my colleagues know more than I do about what’s going on in any given department at any given moment. On the other hand, I know more about issues that people working in production do not: schedule requirements, resource conflicts, market problems, or personnel issues that may be difficult or inappropriate to share with everyone. Each of us, then, draws conclusions based on incomplete pictures. It would be wrong for me to assume that my limited view is necessarily better.

WHILE I THINK the reasons for postmortems are compelling, I know that most people still resist them. So I want to share some techniques that can help managers get the most out of them. First of all, vary the way you conduct them. By definition, postmortems are supposed to be about lessons learned, so if you repeat the same format, you tend to uncover the same lessons, which isn’t much help to anyone. Even if you come up with a format that works well in one instance, people will know what to expect the next time, and they will game the process. I’ve noticed what might be called a “law of subverting successful approaches,” by which I mean once you’ve hit on something that works, don’t expect it to work again, because attendees will know how to manipulate it the second time around. So try “mid-mortems” or narrow the focus of your postmortem to special topics. At Pixar, we have had groups give courses to others on their approaches. We have occasionally formed task forces to address problems that span several films. Our first task force dramatically altered the way we thought about scheduling. The second one was an utter fiasco. The third one led to a profound change at Pixar, which I’ll discuss in the final chapter. Next, remain aware that, no matter how much you urge them otherwise, your people will be afraid to be critical in such an overt manner. One technique I’ve used to soften the process is to ask everyone in the room to make two lists: the top five things that they would do again and the top five things that they wouldn’t do again. People find it easier to be candid if they balance the negative with the positive, and a good facilitator can make it easier for that balance to be struck. Finally, make use of data. Because we’re a creative organization, people tend to assume that much of what we do can’t be measured or analyzed. That’s wrong. Many of our processes involve activities and deliverables that can be quantified. We keep track of the rates at which things happen, how often something has to be reworked, how long something actually took versus how long we estimated it would take, whether a piece of work was completely finished or not when it was sent to another department, and so on. I like data because it is neutral—there are no value judgments, only facts. That allows people to discuss the issues raised by data less emotionally than they might an anecdotal experience.

He leadeth me beside the still waters. He restoreth my soul…. —Psalm 23:2–3 (KJV) I grew up on a farm, doing chores after school and helping with garden or livestock during the summer. I worked hard as a farm wife and mother, and later held a demanding job with a church social service agency. Although I’m now retired, I’m still most comfortable with a never-ending to-do list. That’s why I said no when my husband, Don, asked me to attend a business conference with him. “There wouldn’t be anything for me to do,” I explained. “The resort brochure lists golf as the main draw, and I don’t play.” Don didn’t give up, so I reluctantly packed my suitcase and off we went. The hotel was surrounded by the golf course. There were four swimming pools, but the daytime temperatures were in the low sixties. For the first time in years I had nothing to do. No schedule, no phone calls, no meetings. To my great surprise, I enjoyed it! I read the entire newspaper and worked both crossword puzzles. I ate lunch outdoors amid an improbable but stunning landscape of palm trees and pines, grape hyacinths, honeysuckle, and a dozen types of cacti. Afternoons, I walked the easier trails, sat in the sunshine, and watched ducks paddle around a pond. Since there was nothing productive I could do, I didn’t feel guilty about not doing it. The best part, though, was the lesson I took home: God speaks most clearly when I don’t do; I simply be. Heavenly Father, thank You for teaching me to still my soul. —Penney Schwab Digging Deeper: Ps 46:10

TERMS AND CONDITIONS Sketches and Comps Fee quoted includes ____ preliminary concepts / sketches; additional concepts / sketches are $ _______ each. Final Artwork Fee quoted includes one set of final mechanical artwork. Changes to final artwork will be provided at an additional cost based on the extent and complexity of the changes, at $ ___ per hour or a mutually agreed upon fee, TBD. Rights Upon full payment of all fees and costs, the following rights to the use of the designs and/or artwork transfer to Client, as noted: Credit Unless otherwise agreed, Designer shall be accorded a credit line on all published, printed material, to read as follows: Overtime Fees quoted are based upon work performed during the course of regular working hours (based on a ____ hour week). Overtime, rush, holiday, and weekend work necessitated by Client’s directive is billed in addition to the fees quoted at $ ____ per hour or a mutually agreed upon fee, TBD. Change Orders Work change orders will be issued for additional work and changes requested after approvals or commencement of work. WCO’s include a description of the change/addition requested, estimated additional costs, and changes to work schedules/project completion. Client’s signature is required on WCO’s to proceed with changes/additions. Billable Items In addition to the fees and costs estimated herein, costs incurred for outside services (TBD), messengers, and courier services are billable (at cost __; with a markup of __ percent). Wherever applicable, state and local sales taxes will be included in Billable Items. Travel expenses are billed additionally, at cost.

All purchases made on client’s behalf will be billed to client. In all cases, such prices will reflect a markup of ___%. Charges for sales tax, insurance, storage, and shipping and handling are additional to the price of each purchase. In the event client purchases materials, services, or any items other than those specified by the designer, the designer is not liable for the cost, quality, workmanship, condition, or appearance of such items. Schedule of Payment Hourly Rate: Regular billing periods (bimonthly, monthly) based on hours consumed or periodic approval points. Fee Billing: ___ percent upon project commencement, ___ percent following completion of concept development, ___ percent upon completion of design development, ___ percent upon completion of production, ___ percent upon completion of implementation. Invoices are payable upon receipt. Termination Policy Client and Designer may terminate project based upon mutually agreeable terms to be determined in writing, either prior to signing of this proposal or within the final Client-Designer Contract. Term of Proposal The information contained in this proposal is valid for 30 days. Proposals approved and signed by the Client are binding upon the Designer and Client beginning on the date of Client’s signature. If the information in this Proposal meets with Client’s approval, Client’s signature below authorizes Designer to begin work. Kindly return a signed copy of this Proposal/Agreement to Designer’s office. Designer Signature _____________ Print Designer Name _____________ Date _____________ Client Signature _____________ Print Client Name _____________ Date _____________

BUILDING RENEWAL INTO YOUR WORKDAY – Tony Schwartz Zeke is a creative director at a large agency. The workday he described when we first met was typical of the managers and leaders I meet in my travels. After six or six and a half hours of sleep—which never felt like enough—Zeke’s alarm went off at 5:30 a.m. each morning. His first move was to take his iPhone off the night table and check his e-mail. He told himself he did this in case something urgent had come in overnight, but the truth was he just couldn’t resist. Zeke tried to get to the gym at least two times a week, but he traveled frequently, and at home he was often just too tired to work out. Once he got to work—around 7:30 a.m. most days—Zeke grabbed a cup of coffee, sat down at his desk, and checked his e-mail again. By then, twenty-five or more new messages were typically waiting in his in-box. If he didn’t have an early meeting, he might be online for an hour or more without once looking up. Zeke’s days were mostly about meetings. They were usually scheduled one after the other with no time in between. As a result, he would race off to the next meeting without digesting what he’d just taken in at the last one. Lunch was something Zeke squeezed in. He usually brought food back to his desk from the cafeteria and worked while he ate. Around two or three in the afternoon, depending on how much sleep he’d gotten the previous night, Zeke began to feel himself fading. Given his company’s culture, taking even a short nap wasn’t an option. Instead, for a quick hit of energy, he found himself succumbing to a piece of someone’s leftover birthday cake, or running to the vending machine for a Snickers bar. With so many urgent demands, Zeke tended to put off any intensive, challenging work for later. By the end of the day, however, he rarely had the energy to get to it. Even so, he found it difficult to leave work with so much unfinished business. By the time he finally did, usually around 7:30 or 8 p.m., he was pretty much running on empty. After dinner, Zeke tried to get to some of the work he had put off earlier in the day. Much of the time, he simply ended up returning to e-mail or playing games online. Either way, he typically stayed up later than he knew he should. How closely does this match your experience? To the extent that it does resonate, how did this happen? Most important, can you imagine working the way you do now for the next ten or twenty years? YOUR CAPACITY IS LIMITED The challenge is that the demand in our lives increasingly exceeds our capacity.

Step By Step Guide To Finding A Good Roofing Contractor The local roofing repair contractor you choose should always have a great reputation in the community and a track record of exceptional customer service. When you can't be on site, you need to know that your service provider is doing an excellent job. You also need to be sure that old-fashioned craftsmanship and quality materials are part of the roofing repair contractor's vision for his work. The following are methods to make sure that you hire the right roofing repair contractor. A reliable roofing repair contractor will make an effort to bring you the highest quality results. Well-regarded roofing repair contractors preserve their good reputations by always keeping their promises. Give your roofing repair contractor an appropriate timeline and do not interrupt his work unnecessarily. Discover how the contractual worker arrangements to handle any obligation issues. Once you start seeing bids, do not make the mistake of assuming that a low bid will lead to a similarly low work performance. Check the cost of the needed materials and compare them to the pricing of the low bid. In addition, it's important to think about all the labor costs. Construct a legal contract only when you have determined the price is within reason. Often when you are searching for a local roofing repair contractor with a great reputation and who will provide the very best work, this is usually one of the busier people in his field. If your local roofing repair contractor has a reputation for doing a great job, be prepared to wait to engage his services. There is a downside to roofing repair contractors who are in high demand as they might not be able to focus entirely on your project. The most vital thing in finding a local roofing repair contractor is to trust your instincts. Every time a roofing expert comes to you with a legal contract that requires your signature, read the legal agreement to really ensure all of your requests are present in the legal agreement and the roofing expert recognizes them. If you're taking the time to ensure the legal agreement has everything you and your service provider had agreed on and is put in clear terms, it'll save you much stress and money down the road. Ensure you have posed all questions and concerns to your service provider prior to signing an agreement. If there are any terms or conditions you do not understand, give the legal agreement to a lawyer for clarification. Roofing contractors with excellent reputations consider it good business practice to provide each client with a written quote before starting work on any job. If the info is needed, pronto, your roofing repair contractor might be willing to provide you with a quote over the phone. Inspect the schedule and qualifications of the roofing repair contractor to effectively ensure that the project will be finished exactly how and when you would like it and within your financial requirements. Make sure to ask any questions and address all concerns to your satisfaction before you employee a roofing repair contractor

From Rotting [God will] bestow on them a crown of beauty instead of ashes, the oil of joy instead of mourning, and a garment of praise instead of a spirit of despair. They will be called oaks of righteousness, a planting of the LORD for the display of his splendor. ISAIAH 61:3 NIV Sometime in August, after weeks of busy work schedules by day (and sometimes night) and a bathroom tiling project by night (and into the wee morning hours), Mary walked down her front porch steps and took a deep breath. When she looked around, she was shocked to realize how neglected her landscaping was. There were massive broad-leaf weeds taking over the ground. A closer look revealed that the “weeds” were actually pumpkin plants that last year’s rotting pumpkin display had inadvertently provided. She thought about ripping out the vines, since there wasn’t much growing on them yet, but she decided to let what was alive and well continue to grow. Before long, three large, bright orange volunteer pumpkins had pushed past red (now barely visible) mums. Mary started thinking how many things volunteer themselves right into her life—and end up being beautiful additions to her days. God, thank You for taking the rotten things of life and turning them into bountiful blessings. Amen.

If you say that you have no time to reflect on your methods, to manage your schedule, or to review your habits, then you’re just trying to hide your carelessness by pretending to be busy.

WHAT WORKS WELL Mornings: I tend to get a lot done in the mornings. Scheduling/ batching: I spend time each month creating and scheduling social media posts all in one go. Project management: I use Asana to manage all my projects. (I moved to it recently after finding Basecamp a truly painful experience.) And I have ready-made projects set up, which means I can ‘set and forget’ and then wait for the alerts telling me what to do each day. Psst: By ‘ready-made projects’ I mean templates that are set up with standard tasks for each type of job I do. Documentation: I have documents for everything. I also have templates for all kinds of project emails, as well as ad hoc things such as interview requests, favour requests and tech issues. Toggl: I use Toggl to track my time (when I remember to switch it on). Typing: I type super fast (one of my superpowers). Bravery: I’m willing to give stuff a go without fear of failure, which means I don’t procrastinate much.

WHAT DOESN’T WORK SO WELL Psst: Check out all the contradictions, which are all part of the entrepreneurial life. Afternoons: Once it hits 2pm my brain doesn’t work so well. I use this fuzzy time to do monotonous tasks such as social media scheduling, WordPress fixes, editing, etc. Scheduling/ batching: I’d also like to batch things like writing blog posts and creating videos. But I tend to do them randomly when the urge takes me, which isn’t productive at all. Social media: It’s a huge time suck that I wrestle with all day, every day. Boundaries: I try to switch off each evening around 3pm (school days) or 6pm (work days). But I often find myself logging in again. (It doesn’t help that Netflix is on my laptop, which makes it all too easy to flick over to my work email or business Facebook groups every two seconds.) Bravery: Because I’m willing to give things a go, I sometimes launch them without thinking things through!

Give each day a theme. When each day has its own theme, it’s easier to create your schedule for the week, stay on task, and make sure none of the aspects of your job are overshadowed by another. For instance, Mondays might be for looking for new business, while Tuesdays might be for meeting with your staff and/or clients or reviewing the business you already have. Using themes can also help you stay in the right headspace throughout the day since you won’t be switching gears constantly.

Variable rewards or not, no habit will stay interesting forever. At some point, everyone faces the same challenge on the journey of self-improvement: you have to fall in love with boredom. We all have goals that we would like to achieve and dreams that we would like to fulfill, but it doesn’t matter what you are trying to become better at, if you only do the work when it’s convenient or exciting, then you’ll never be consistent enough to achieve remarkable results. I can guarantee that if you manage to start a habit and keep sticking to it, there will be days when you feel like quitting. When you start a business, there will be days when you don’t feel like showing up. When you’re at the gym, there will be sets that you don’t feel like finishing. When it’s time to write, there will be days that you don’t feel like typing. But stepping up when it’s annoying or painful or draining to do so, that’s what makes the difference between a professional and an amateur. Professionals stick to the schedule; amateurs let life get in the way. Professionals know what is important to them and work toward it with purpose; amateurs get pulled off course by the urgencies of life. David Cain, an author and meditation teacher, encourages his students to avoid being “fair-weather meditators.” Similarly, you don’t want to be a fair-weather athlete or a fair-weather writer or a fair-weather anything. When a habit is truly important to you, you have to be willing to stick to it in any mood. Professionals take action even when the mood isn’t right. They might not enjoy it, but they find a way to put the reps in. There have been a lot of sets that I haven’t felt like finishing, but I’ve never regretted doing the workout. There have been a lot of articles I haven’t felt like writing, but I’ve never regretted publishing on schedule. There have been a lot of days I’ve

LOW: Sales Effort Sales effort is a measure of the length of your sales cycle and includes the number of touch points required to make the sale. Where CAC measures the amount of money you’re spending to get a new customer, sales effort measures the time and energy you’re spending. The best way to track sales effort is to look at both the average number of days from someone scheduling their first demo to closing and the number of calls it takes to close a deal. Your ability to keep sales effort low depends greatly on your industry and customer base. If you’re doing enterprise sales, your sales cycle will be long and require more effort than if you’re targeting solopreneurs and other small businesses with a single decision-maker. A three- or four-month sales cycle is reasonable in enterprise sales—and worth it because the ACV might be $50,000. If you’re spending that much time for $5,000 contracts, though, that’s rough. No matter what your sales process looks like, you want your sales effort to be as low as possible. Here are some ways to lower this number. Self-Serve Sign-up and Onboarding. Many inexpensive products can get away with low price points because they have a low-touch or no-touch sales process. They have a self-serve sign-up and onboarding process, which requires almost no sales effort. The higher your ARPA, the less likely they are to become customers without some sales effort. But finding places to offer self-service along the journey can reduce the amount of hand-holding your team has to do while making the process speedier for your customer. One-Call Close. Self-service isn’t going to work in a lot of spaces, but you can try to get to a point where the decision is made by a single person. You can do this by targeting a founder, a developer, or a single manager. You can also streamline the back-and-forth of providing more sales materials, getting on second calls, waiting for input from the committee—and on and on. Educate your customers as much as you can ahead of time so they have the information they need and develop checklists to gather the information you need to close the deal quickly.

The Importance of an Accountant for Doctors Managing the financial side of a medical practice can be challenging for doctors who already have demanding schedules. This is why having a specialized accountant is essential for doctors. A qualified accountant can help doctors efficiently manage their financial records, optimize tax strategies, and ensure the overall financial health of the practice, allowing physicians to concentrate on patient care. Unique Financial Challenges for Doctors Doctors face unique financial challenges that are specific to the healthcare industry. These include managing income from multiple sources, handling billing systems for patient care, dealing with insurance reimbursements, and navigating complex healthcare regulations. Additionally, doctors often need to invest in high-cost medical equipment and balance personal and business financial planning. Without professional guidance, these financial aspects can become overwhelming. Accountants with expertise in the medical field understand these complexities and can offer valuable support. The Role of an Accountant in a Medical Practice A specialized accountant for doctors provides services that go beyond traditional bookkeeping. They help with financial planning, ensuring that the practice’s income and expenses are balanced effectively. Additionally, they manage payroll, tax filing, and compliance with healthcare regulations. Furthermore, an accountant can provide strategic advice on reducing costs and optimizing cash flow, making the practice more efficient and profitable. Doctors also benefit from tax planning services, ensuring that deductions specific to healthcare professionals are maximized while keeping the practice compliant with tax laws. Benefits of Hiring a Specialized Accountant By hiring an accountant who specializes in working with doctors, medical professionals can streamline their financial operations and reduce the risk of costly errors. This partnership allows doctors to focus on patient care, knowing that the financial side of their practice is being handled efficiently. Moreover, an accountant can provide financial insights that help doctors plan for the future, such as retirement planning or business expansion. Conclusion In conclusion, a specialized accountant is invaluable for doctors who want to ensure the financial success of their practice. With expertise in the unique financial challenges doctors face, accountants provide essential services that allow medical professionals to focus on their patients while maintaining a healthy financial standing.

Tax Service Near Me: Your Solution for Hassle-Free Tax Management Are you searching for reliable tax services near you? Managing taxes can be a daunting task, especially with ever-changing laws and regulations. Luckily, local tax service providers offer professional help that can make your tax process stress-free and efficient. Why Choose a Local Tax Service? Choosing a tax service near you has numerous benefits. First and foremost, they are familiar with the specific tax laws and regulations of your area. This localized knowledge ensures that you receive the most accurate and beneficial tax solutions. Additionally, being close by means you can easily meet face-to-face for consultations, which provides a personal touch often lacking with online-only services. Comprehensive Services Offered Local tax services typically provide a wide range of solutions, from personal tax filing to complex business tax management. They also offer tax planning to help you minimize your tax liability in future years. Moreover, many of these providers can assist with tax audits, ensuring you are well-prepared in case of an IRS inquiry. How to Find the Best Tax Service Near You When looking for a tax service, consider their experience, customer reviews, and service offerings. You can start by searching online for "tax service near me" or asking friends and family for recommendations. Once you narrow down your options, it’s wise to schedule a consultation to see if their expertise aligns with your needs. Conclusion In conclusion, working with a local tax service can simplify your tax responsibilities. By choosing professionals with expertise in your area, you can confidently navigate your tax season without worry. If you're feeling overwhelmed by taxes, don’t hesitate to contact a trusted local provider today.

Finding the Right Accounting Firm Near You Choosing the right accounting firm is crucial for managing your financial records and ensuring compliance with regulations. Whether you’re a small business owner or an individual in need of tax services, working with a local accounting firm can provide personalized support and expertise. By finding a firm near you, you can establish a close working relationship and enjoy the convenience of in-person consultations, making it easier to address your specific financial needs. Benefits of Working with a Local Accounting Firm One of the main advantages of working with a local accounting firm is the ability to meet face-to-face. This personal interaction helps build trust and fosters a stronger understanding of your financial situation. Local firms are also more familiar with regional tax laws, regulations, and business practices, allowing them to offer tailored solutions that align with your needs. Additionally, local firms often provide quicker response times and more personalized services compared to larger, national firms, which can be beneficial for small businesses and individuals. Services Offered by Accounting Firms Near You Most local accounting firms provide a wide range of services that cater to both businesses and individuals. These services include bookkeeping, tax preparation, payroll management, auditing, and financial consulting. For businesses, accounting firms offer valuable assistance with tax compliance, budgeting, and cash flow management. Individuals can also benefit from services such as personal tax filing, retirement planning, and estate management. Many firms also offer specialized services tailored to specific industries, ensuring that they meet the unique needs of their clients. How to Choose the Best Local Accounting Firm When searching for the best accounting firm near you, it’s important to consider factors like experience, reputation, and the range of services offered. Start by looking for firms that specialize in your industry or financial needs. Additionally, check reviews and ask for recommendations from local businesses or colleagues. It’s also a good idea to schedule an initial consultation to assess the firm’s approach and ensure it aligns with your financial goals. Conclusion In conclusion, finding the right accounting firm near you can significantly enhance your financial management. By working with a local firm, you benefit from personalized services, in-depth regional knowledge, and a close working relationship. With the right partner, you can ensure that your financial records are accurate, compliant, and aligned with your long-term goals.

working for him while I was on maternity leave, but he was almost impossible to talk to despite the amount of time we spent together. I’d traveled with him to Switzerland, Dubai, and China, as well as New York and Chicago. When we were home, we spent time visiting sites all over Denver. And during car and airplane rides, hotel stays, business dinners, and site visits, Elliot had remained a wall of marble, so smooth and impenetrable, everything rolled off him. I was back at my desk, sipping water from the giant jug I drank from all day when Elliot strode toward me. I tucked my jug by my feet and straightened my spine. “Good morning, Elliot.” “Catherine.” He breezed by me without looking up from his phone. And Davida and Raymond wondered how it was he hadn’t noticed my pregnancy. He barely noticed me as long as I got the job done. I followed him into his office with my notebook and handwritten schedule, which I slid to the middle of his desk. As always, he shifted it a fraction of an inch. Probably used the lasers in his cyborg brain to find the exact center. I took a seat across from him, holding my notebook in front of my stomach.

Some, like [Former Australian Greens Leader] Bob Brown, favour a greater overhaul of the political system, restricting sitting days to normal business hours, and compressing sitting weeks iinto longer blocks of time, allowing parliamentarians and their staff longer uninterrupted periods back in the electorate and at home with family. 'I think it would be better to have four or five full days a week and hav ethe evenings off - all of them,' Brown says. 'If peopel want to, they can have their party-room meetings and inevitable discussions after, but earlier, and have more sleep time at night.'

TABLE 1-1 Onboarding checklists Business orientation checklist As early as possible, get access to publicly available information about financials, products, strategy, and brands. Identify additional sources of information, such as websites and analyst reports. If appropriate for your level, ask the business to assemble a briefing book. If possible, schedule familiarization tours of key facilities before the formal start date. Stakeholder connection checklist Ask your boss to identify and introduce you to the key people you should connect with early on. If possible, meet with some stakeholders before the formal start. Take control of your calendar, and schedule early meetings with key stakeholders. Be careful to focus on lateral relationships (peers, others) and not only vertical ones (boss, direct reports). Expectations alignment checklist Understand and engage in business planning and performance management. No matter how well you think you understand what you need to do, schedule a conversation with your boss about expectations in your first week. Have explicit conversations about working styles with bosses and direct reports as early as possible. Cultural adaptation checklist During recruiting, ask questions about the organization’s culture. Schedule conversations with your new boss and HR to discuss work culture, and check back with them regularly. Identify people inside the organization who could serve as culture interpreters. After thirty days, conduct an informal 360-degree check-in with your boss and peers to gauge how adaptation is proceeding.

316 Waste Solutions is Wichita's #1 Choice for Dumpster Rentals and Junk Hauling! We offer quick and convenient delivery that works for your schedule. We offer roll off dumpster rentals for home remodel, rental house cleanout, and construction haul-off. We’ll deliver our dumpsters to driveways, construction sites, businesses, and more in Wichita, Kansas, and surrounding areas.

take 1 gram (1,000 mg) of NMN every morning, along with 1 gram of resveratrol (shaken into my homemade yogurt) and 1 gram of metformin.7 • I take a daily dose of vitamin D, vitamin K2, and 83 mg of aspirin. • I strive to keep my sugar, bread, and pasta intake as low as possible. I gave up desserts at age 40, though I do steal tastes. • I try to skip one meal a day or at least make it really small. My busy schedule almost always means that I miss lunch most days of the week. • Every few months, a phlebotomist comes to my home to draw my blood, which I have analyzed for dozens of biomarkers. When my levels of various markers are not optimal, I moderate them with food or exercise. • I try to take a lot of steps each day and walk upstairs, and I go to the gym most weekends with my son, Ben; we lift weights, jog a bit, and hang out in the sauna before dunking in an ice-cold pool. • I eat a lot of plants and try to avoid eating other mammals, even though they do taste good. If I work out, I will eat meat. • I don’t smoke. I try to avoid microwaved plastic, excessive UV exposure, X-rays, and CT scans. • I try to stay on the cool side during the day and when I sleep at night. • I aim to keep my body weight or BMI in the optimal range for healthspan, which for me is 23 to 25. About fifty times a day I’m asked about supplements.

throughout my life, using skills or talents or a person’s raw physical power to help them rise to the top of their society came and went. In the beginning, it was the strength in their arms to swing their swords. Then the tongue to sway large groups to accomplish something together. It became those who developed the sciences, and then—to a degree—it was those again who had physical prowess and could run or shoot a ball into a hoop. Yet, it was those who produced the food, built the homes, protected society, or taught the children or young adults who often weren’t supported. They would do their jobs, punch their time cards, and do what needed to get done to keep society going. My suggestion is to consider all work—if done well—equal. Government needs to be in place, but we’ll require some form of service as your debt to society. Perhaps you are a musician but can test into working with an R&D lab in the future. Can that be your service?” “That,” Bethany Anne replied, “could be a nightmare. Just think about the ongoing effort for some of Jean Dukes’ stuff. There’s no way we could place a person into a project for two weeks and then they leave.” Michael tapped a finger on the table. “I understand. However, let me give you a quote from a worker to Jack Welch.” “Who?” Peter interrupted. Stephen answered, “Jack Welch. He was the CEO of General Electric—GE—back on Earth in the twentieth century.” Michael continued, “He was talking to the assembly line workers at one of their businesses and one of the men spoke up, telling Welch that ‘for twenty-five years you paid for my hands when you could have had my brain as well for nothing.’” The table was quiet a moment, thinking about that. Peter was the first to break it. “Makes sense. We use that concept in the Guardians all the time. Everyone has a role to play, but if you have ideas you need to speak up.” “It would,” Addix added, “allow those interacting to bring new ways of thinking to perhaps old and worn-out strategies.” “What about those who truly hated the notion?” Stephen asked. “I can think of a few.” “I’m tempted to say ‘fuck ‘em.’” Bethany Anne snorted. “However, I know people, and they might fuck up the works. What about a ten-percent charge of their annual wealth if they wish to forego service?” “Two weeks,” Michael interjected, “is at best four percent of their time.” “Right,” Bethany Anne agreed, “so I’d suggest they do the two weeks. But if they want to they can lose ten percent of their annual wealth—which is not their annual income, because that shit can be hidden.” The Admiral asked, “So a billionaire who technically made nothing during the year would owe a hundred million to get out of two weeks’ service?” “Right,” Bethany Anne agreed. “And someone with fifty thousand owes five thousand.” “Where does the money go?” Peter asked. Admiral Thomas grinned. “I suggest the military.” “Education?” Peter asked. “It’s just a suggestion, because that is what we are talking about.” Stephen scratched his chin. “I can imagine large corporations putting income packages together for their upper-level executives to pay for this.” “I suggest,” Bethany Anne added, “putting the names of those who opt out on a public list so everyone knows who isn’t working.” “What about sickness, or a family illness they need to deal with?” Stephen countered. “With Pod-docs we shouldn’t have that issue, but there would have to be some sort of schedule. Further, we will always have public projects. There are always roads to be built, gardens to be tended, or military

Don’t worry about your schedule, your business, your family, or your friends. Just focus with me and really open your mind. In your mind’s eye, see yourself going to the funeral of a loved one. Picture yourself driving to the funeral parlor or chapel, parking the car, and getting out. As you walk inside the building, you notice the flowers, the soft organ music. You see the faces of friends and family you pass along the way. You feel the shared sorrow of losing, the joy of having known, that radiates from the hearts of the people there. As you walk down to the front of the room and look inside the casket, you suddenly come face-to-face with yourself. This is your funeral, three years from today. All these people have come to honor you, to express feelings of love and appreciation for your life. As you take a seat and wait for the services to begin, you look at the program in your hand. There are to be four speakers. The first is from your family, immediate and also extended—children, brothers, sisters, nephews, nieces, aunts, uncles, cousins, and grandparents who have come from all over the country to attend. The second speaker is one of your friends, someone who can give a sense of what you were as a person. The third speaker is from your work or profession. And the fourth is from your church or some community organization where you’ve been involved in service. Now think deeply. What would you like each of these speakers to say about you and your life? What kind of husband, wife, father, or mother would you like their words to reflect? What kind of son or daughter or cousin? What kind of friend? What kind of working associate? What character would you like them to have seen in you? What contributions, what achievements would you want them to remember? Look carefully at the people around you. What difference would you like to have made in their lives? Before you read further, take a few minutes to jot down your impressions. It will greatly increase your personal understanding of Habit 2.

My dear," he admonished her when she brought up the fact that she might, in the future, go back to work as a lawyer, "how do you expect to do two jobs?"... "You already have a job," he explained. "From now on, your life with your husband is your job." He corrected himself. "It's more than a job. It's a career. Your husband makes the money, and you create the life. And it's going to take effort. You'll rise each morning and exercise, not simply to look attractive but to build endurance. Most ladies prefer yoga. Then you will dress. You'll arrange your schedule and send e-mails. You'll attend a meeting for a charity in the morning, or perhaps visit an art dealer or make a studio visit. You'll have lunch, and then there are meetings with decorators, caterers, and stylists; you'll have your hair colored twice a month and blow-dried three times a week. You'll do private tours of museums and read, I hope, three newspapers a day: The New York Times, The New York Post, and The Wall Street Journal. At the end of the day, you'll prepare for an evening out, which may include two or three cocktail parties and a dinner. Some will be black-tie charity events where you'll be expected to wear a gown and never the same dress twice. You'll need to have your hair and makeup done. You'll also plan vacations and weekend outings. You may purchase a country house, which you will also have to organize, staff, and decorate. You will meet the right people and court them in a manner both subtle and shameless. And then, my dear, there will be children. So," Billy concluded, "let's get busy.

This is the pact. You and me. The pact is that we spend as much time together as humanly possible. We don't let our busy schedules control our relationship. If there's no time, we make time. Hockey doesn't matter. School, work. None of it matters if you and I are struggling. If we aren't connecting

Exercise: Scheduling Alone Time Over the coming week, schedule at least one hour of alone time. You may need to get up earlier or go to bed later. If you work, you could get creative with your lunch hour. For example, you could schedule three 20-minute reading breaks throughout the week. No matter how busy your lifestyle, you need to take time for yourself. In fact, the busier your life, the more important it is!

What is Freelancing? Freelancing is a work arrangement where individuals offer their services to clients on a project basis, often remotely and without being tied to a single employer. In this model, freelancers are self-employed and take on various assignments from different clients, rather than having a traditional full-time job. A Freelancer can provide various types of services in a wide range. Such as Article writing, Graphic design, Web development, Digital marketing, Consulting, SEO, and more. They have the flexibility to choose the projects they work on, set their own rates, and determine their work schedules. Some Features of Freelancing are Discussed Below: 1. Flexibility: Freelancers usually work on projects of their choice and set their own working hours. Because they have that freedom, which allows them to balance work with personal life. 2. Independence: Freelancers are essentially their own bosses. They manage their work, clients, and business operations independently. 3. Diversity: Freelancers can work on different projects for different clients, gaining exposure to different industries and challenges. 4. Remote Work: Most freelancers work remotely, enabling them to collaborate with clients from around the world without the need for a physical office. 5. Project-Based: Freelancers are hired for specific projects or tasks, with defined start and end dates, rather than being employed on a long-term basis. 6. Skill-Based: Freelancers offer specialized skills that clients might not have in-house, making them valuable for tasks requiring expertise. 7. Income Variation: Freelancers' income can vary based on the number and type of projects they take on, making financial planning important. 8. Client Relationships: Building strong client relationships is crucial for repeat business and referrals. 9. Self-Promotion: Freelancers often need to market themselves to attract clients and stand out in a competitive market. Basically, you can do freelancing with the work you want to do or the work you are good at. The most interesting thing is that in this field you are everything and your decision is final. Please Visit Our Blogging Website to read more Articles related to Freelancing and Outsourcing, Thank You.

If you send and answer e-mails at all hours, if you schedule and attend meetings constantly, if you weigh in on instant message systems like Hall within seconds when someone poses a new question, or if you roam your open office bouncing ideas off all whom you encounter—all of these behaviors make you seem busy in a public manner. If you’re using busyness as a proxy for productivity, then these behaviors can seem crucial for convincing yourself and others that you’re doing your job well.

THE WEBSITE FOR SSA Marine says, “Accelerating the Pace of Business.” Its terminal is now giving off a deafening whir: engine sounds, horns, beeps, and the echoes of workers shouting. The giant cranes lift containers off the ship, sliding them inward fast enough that they swing a little bit in midair. Currently, the bay is full of the haze-lightened silhouettes of container ships, players in that sprawling, fractal network whose workings have recently come to the fore in headlines about the supply chain. In the restored marsh along the park, clusters of migrating shorebirds are keeping their own schedule. It’s currently three hours from high tide, and on the shrinking islands, tiny sandpipers sit together so densely that they look like a tessellated pattern. Stalking around them are a variety of spidery birds, including long-billed curlews, which have surreal curved beaks more than half the length of their entire bodies. They are back for the time being, having traveled northeast to breed—possibly as far as Idaho—and in the meantime, they adjust their activities to the tides. On the one hand, it is true that you can see multiple forms of time here. The containers pile up; the shorebirds probe the mud; the phoebe chases its flies; a small, brown mushroom pushes up from the grass; and the tide continues to rise. Your stomach rumbles. But one of these clocks is not like the others. In order to maintain its equilibrium, it has to run ahead faster and faster.

Ineffective leaders lack personal structure, so they often chose the path of easy in their personal lives rather than choosing the hard work that produces results. They have chaotic schedules, are disorganized, and always seem to operate in a state of overwhelm and irritation. Weak leaders lack the discipline to structure their days, their thoughts, and their actions, and they constantly have their priorities out of order.

What’s Slipping Under Your Radar? Word Count: 1096 Summary: Ben, a high-level leader in a multi-national firm, recently confessed that he felt like a bad father. That weekend he had messed up his Saturday daddy duties. When he took his son to soccer practice, Ben stayed for a while to support him. In the process, though, he forgot to take his daughter to her piano lesson. By the time they got to the piano teacher’s house, the next student was already playing. This extremely successful businessman felt like a failure. Keywords: Dr. Karen Otazo, Global Executive Coaching, Leadership Article Body: Ben, a high-level leader in a multi-national firm, recently confessed that he felt like a bad father. That weekend he had messed up his Saturday daddy duties. When he took his son to soccer practice, Ben stayed for a while to support him. In the process, though, he forgot to take his daughter to her piano lesson. By the time they got to the piano teacher’s house, the next student was already playing. This extremely successful businessman felt like a failure. At work, one of Ben’s greatest strengths is keeping his focus no matter what. As a strategic visionary, he keeps his eyes on the ongoing strategy, the high-profile projects and the high-level commitments of his group. Even on weekends Ben spends time on email, reading and writing so he can attend the many meetings in his busy work schedule. Since he is so good at multi-processing in his work environment, he assumed he could do that at home too. But when we talked, Ben was surprised to realize that he is missing a crucial skill: keeping people on his radar. Ben is great at holding tasks and strategies in the forefront of his mind, but he has trouble thinking of people and their priorities in the same way. To succeed at home, Ben needs to keep track of his family members’ needs in the same way he tracks key business commitments. He also needs to consider what’s on their radar screens. In my field of executive coaching, I keep every client on my radar screen by holding them in my thinking on a daily and weekly basis. That way, I can ask the right questions and remind them of what matters in their work lives. No matter what your field is, though, keeping people on your radar is essential. Consider Roger, who led a team of gung-ho sales people. His guys and gals loved working with him because his gut instincts were superb. He could look at most situations and immediately know how to make them work. His gut was great, almost a sixth sense. But when Sidney, one of his team of sales managers, wanted to move quickly to hire a new salesperson, Roger was busy. He was managing a new sales campaign and wrangling with marketing and headquarters bigwigs on how to position the company’s consumer products. Those projects were the only things on his radar screen. He didn’t realize that Sidney was counting on hiring someone fast. Roger reviewed the paperwork for the new hire. It was apparent to Roger that the prospective recruit didn’t have the right background for the role. He was too green in his experience with the senior people he’d be exposed to in the job. Roger saw that there would be political hassles down the road which would stymie someone without enough political savvy or experience with other parts of the organization. He wanted an insider or a seasoned outside hire with great political skills. To get the issue off his radar screen quickly, Roger told Human Resources to give the potential recruit a rejection letter. In his haste, he didn’t consult with Sidney first. It seemed obvious from the resume that this was the wrong person. Roger rushed off to deal with the top tasks on his radar screen. In the process, Sidney was hurt and became angry. Roger was taken by surprise since he thought he had done the right thing, but he could have seen this coming.

Excuse: I’m not a morning person, and I have a very busy schedule. Truth: Are you nuts? I’m not getting the hell out of my warm bed a half-hour early to work out! I’d rather pretend that I’ll do it later in the day, but later in the day I’ll decide that I’m too tired. Excuse: I’ve always had a sweet tooth. Truth: Keep your F’n hands off my donuts! Excuse: I hate change. Always have and always will. Truth: I’m afraid to take a chance because I might fail, or even worse, I might succeed.

All the effort I'd put into conquering my negative mind had changed me. My demons and insecurities, which had been my primary energy sources for two decades, no longer owned the same real estate in my brain. I had managed to finally put each of them in their rightful place, and in that vacuum, a new sense of self emerged. To write my book, I'd developed the mindset of an artist, and the book's great success was the one minefield I hadn't anticipated. While money doesn't always make you happy, it dam sure can make you feel satisfied. And satisfaction is a hop-step from complacency. Oh, I looked the part. I was ripped, and if you tried to run with me, you'd come away thinking that I still had it. But even though I worked out twice a day, I was a part-time savage at best, a glorified Weekend Warrior. Weekend Warriors do hard things when they fit into their busy schedules. They do them to check a box and only when they want to. Then they dial it back after a couple of long, hard days. When you are a full-time savage, it's a lifestyle. There is no "want to." There is only "must do."p75

Perform slow weights in the course of two, three or more hours throughout the evening. Weekend days can also work well for those with a busy weekday schedule.

What is Freelancing? Freelancing is a work arrangement where individuals offer their services to clients on a project basis, often remotely and without being tied to a single employer. In this model, freelancers are self-employed and take on various assignments from different clients, rather than having a traditional full-time job. A Freelancer can provide various types of services in a wide range. Such as Article writing, Graphic design, Web development, Digital marketing, Consulting, SEO, and more. They have the flexibility to choose the projects they work on, set their own rates, and determine their work schedules. Some features of freelancing are discussed below: Flexibility: Freelancers usually work on projects of their choice and set their own working hours. Because they have that freedom, which allows them to balance work with personal life. Independence: Freelancers are essentially their own bosses. They manage their work, clients, and business operations independently. Diversity: Freelancers can work on different projects for different clients, gaining exposure to different industries and challenges. Remote Work: Most freelancers work remotely, enabling them to collaborate with clients from around the world without the need for a physical office. Project-Based: Freelancers are hired for specific projects or tasks, with defined start and end dates, rather than being employed on a long-term basis. Skill-Based: Freelancers offer specialized skills that clients might not have in-house, making them valuable for tasks requiring expertise. Income Variation: Freelancers' income can vary based on the number and type of projects they take on, making financial planning important. Client Relationships: Building strong client relationships is crucial for repeat business and referrals. Self-Promotion: Freelancers often need to market themselves to attract clients and stand out in a competitive market. Basically, you can do freelancing with the work you want to do or the work you are good at. The most interesting thing is that in this field you are everything and your decision is final.

Difference Between Freelancing & Outsourcing What is Freelancing? The term freelancer was first published in 1819 in a book by a writer named Walter Scott. Since then, various speculations about freelancing started. What is Freelancing? Why do freelancing? What is required to be efficient in freelancing? All kinds of questions started to arise. The word free means 'Free' and the word lance means 'Instrument' by which something is done. That is, the full meaning of Freelancing stands for “Doing something that is free or independent”. Freelancing is basically a profession where you can earn money by doing various types of work over the internet. Be it inside the country or outside the country. What is Outsourcing? "Outsourcing" is the short form of the English word Outside Resourcing. The term outsourcing was first coined around 1989 and was first seen as a business strategy. Later in the 1990s, this subject was included as an important component of business economics. Since then people started to have various interests in outsourcing. Out means 'Outside' and source means 'Source'. In other words, the whole meaning of Outsourcing is "To bring work from an external source". Outsourcing means the process of taking the work of an organization or company from an external source. For example – “Can't find any qualified person within the company to do a job in your company. So you offer some money to an outside freelancer to do the job and he agrees to do the job. Well, that's called Outsourcing”. Difference Between Freelancing & Outsourcing: Hope you have a clear idea about what is freelancing and what is outsourcing and that there are no questions in your mind about these topics. Now let's discuss the differences between freelancing and outsourcing in detail – 1. Origin: Freelancing started around 1998 and its journey started from GURU, a freelancing marketplace then known as SOFTmoonlighter.com. On the other hand, the term outsourcing was first coined around 1989 and was first seen as a business strategy. 2. Relation: A freelancer gets his payment from an outside source after doing the work. On the other hand, an outsourced contractor provides both the work and the payment at the end of the work to the freelancer. 3. Activities: Freelancers do not have to follow any rigid rules when it comes to working. They can work or start whenever they want, as long as they can submit work before their deadline. He will get payment only if he can submit the work on time or he will not be paid. 4. Payment: A freelancer will agree to receive the exact amount of payment before doing a job, and will get the same amount as the contract at the end of the job. But he will not get any monthly salary. On the other hand, similarly, an outsourced contractor pays the freelancers at the end of the contracted work. In this case, the outsourced contractors also do not keep the freelancers as any kind of salaried employees. 5. Advantages: A freelancer is everything when it comes to freelancing. He decides his own schedule. No one can force him to work, he can work whenever he wants and quit when he wants. A freelancer does not have to give office hours from 9 a.m. to 5 p.m. and can work any time within 24 hours. You can work at home, so there is no need to go to the office to work. 6. Disadvantages: There are some risks involved in freelancing. There is no guarantee that you will be offered any work or that you will be paid. Since you are not entering into a contract in person, the possibility of non-payment or fraud remains. In the case of freelancing, every month's income is not the same, you can earn as much money as you work. Moreover, you may not always find the job you want. If this article of mine is of any use to you or you like it, then definitely share it and help others to know. Please Visit Our Website (Bhairab IT Zone) to read more Articles related to Freelancing and Outsourcing, Thank You.

You have to work harder on yourself, Diana.” “Right. I’m not doing enough, am I?” My voice was trembling from the emotions that were gathering in my throat. I wanted to burst out with tears but I was trying to hold them for a moment or two. “If you want to be successful in life, you should work better,” she hissed through her teeth and turned back, continuing to cut the carrots. “Oh really? I’m not doing enough with going to music school after my usual one? I attend also dancing classes and acrobatic ones and this fucking gymnastics! I study for my exams every day! I don’t even remember the last time when I was outside just walking without insulting myself, without intoxicating thoughts! And you are telling me that I’m not doing enough?! My schedule doesn’t even have a single hour without being busy! It’s a torture!