Case Management Week Quotes

In Plaster I shall never get out of this! There are two of me now: This new absolutely white person and the old yellow one, And the white person is certainly the superior one. She doesn't need food, she is one of the real saints. 
At the beginning I hated her, she had no personality -- She lay in bed with me like a dead body 
And I was scared, because she was shaped just the way I was 
 Only much whiter and unbreakable and with no complaints. I couldn't sleep for a week, she was so cold. I blamed her for everything, but she didn't answer. 
I couldn't understand her stupid behavior! 
When I hit her she held still, like a true pacifist. 
Then I realized what she wanted was for me to love her: She began to warm up, and I saw her advantages. 

Without me, she wouldn't exist, so of course she was grateful. 
I gave her a soul, I bloomed out of her as a rose 
Blooms out of a vase of not very valuable porcelain, And it was I who attracted everybody's attention, 
Not her whiteness and beauty, as I had at first supposed. 
I patronized her a little, and she lapped it up -- 
You could tell almost at once she had a slave mentality. 

I didn't mind her waiting on me, and she adored it. 
In the morning she woke me early, reflecting the sun 
From her amazingly white torso, and I couldn't help but notice 
Her tidiness and her calmness and her patience: She humored my weakness like the best of nurses, 
Holding my bones in place so they would mend properly. In time our relationship grew more intense. 

She stopped fitting me so closely and seemed offish. 
I felt her criticizing me in spite of herself, 
As if my habits offended her in some way. She let in the drafts and became more and more absent-minded. 
And my skin itched and flaked away in soft pieces 
Simply because she looked after me so badly. Then I saw what the trouble was: she thought she was immortal. She wanted to leave me, she thought she was superior, 
And I'd been keeping her in the dark, and she was resentful -- Wasting her days waiting on a half-corpse! 
And secretly she began to hope I'd die. Then she could cover my mouth and eyes, cover me entirely, 
And wear my painted face the way a mummy-case Wears the face of a pharaoh, though it's made of mud and water. 

I wasn't in any position to get rid of her. She'd supported me for so long I was quite limp -- I had forgotten how to walk or sit, So I was careful not to upset her in any way 
Or brag ahead of time how I'd avenge myself. Living with her was like living with my own coffin: Yet I still depended on her, though I did it regretfully. I used to think we might make a go of it together -- 
After all, it was a kind of marriage, being so close. 
Now I see it must be one or the other of us. She may be a saint, and I may be ugly and hairy, 
But she'll soon find out that that doesn't matter a bit. I'm collecting my strength; one day I shall manage without her, 
And she'll perish with emptiness then, and begin to miss me. --written 26 Feburary 1961

reminded that in reality this isn’t the case. Nor is this a phenomenon confined to megalomaniacs or pathological narcissists, but something much more fundamental to being human: it’s the understandable tendency to judge everything from the perspective you occupy, so that the few thousand weeks for which you happen to be around inevitably come to feel like the linchpin of history, to which all prior time was always leading up. These self-centered judgments are part of what psychologists call the “egocentricity bias,” and they make good sense from an evolutionary standpoint. If you had a more realistic sense of your own sheer irrelevance, considered on the timescale of the universe, you’d probably be less motivated to struggle to survive, and thereby to propagate your genes.

Logotherapy bases its technique called “paradoxical intention” on the twofold fact that fear brings about that which one is afraid of, and that hyper-intention makes impossible what one wishes. In German I described paradoxical intention as early as 1939.11 In this approach the phobic patient is invited to intend, even if only for a moment, precisely that which he fears. Let me recall a case. A young physician consulted me because of his fear of perspiring. Whenever he expected an outbreak of perspiration, this anticipatory anxiety was enough to precipitate excessive sweating. In order to cut this circle formation I advised the patient, in the event that sweating should recur, to resolve deliberately to show people how much he could sweat. A week later he returned to report that whenever he met anyone who triggered his anticipatory anxiety, he said to himself, “I only sweated out a quart before, but now I’m going to pour at least ten quarts!” The result was that, after suffering from his phobia for four years, he was able, after a single session, to free himself permanently of it within one week. The reader will note that this procedure consists of a reversal of the patient’s attitude, inasmuch as his fear is replaced by a paradoxical wish. By this treatment, the wind is taken out of the sails of the anxiety. Such a procedure, however, must make use of the specifically human capacity for self-detachment inherent in a sense of humor. This basic capacity to detach one from oneself is actualized whenever the logotherapeutic technique called paradoxical intention is applied. At the same time, the patient is enabled to put himself at a distance from his own neurosis. A statement consistent with this is found in Gordon W. Allport’s book, The Individual and His Religion: “The neurotic who learns to laugh at himself may be on the way to self-management, perhaps to cure.”12 Paradoxical intention is the empirical validation and clinical application of Allport’s statement.

In a few weeks she wouldn’t just be Eve Dallas, lieutenant, homicide. She’d be Roarke’s wife. How she would manage to be both was more of a mystery to her than any case that had ever come across her desk.

Negative demand — Consumers dislike the product and may even pay to avoid it. Nonexistent demand — Consumers may be unaware of or uninterested in the product. Latent demand — Consumers may share a strong need that cannot be satisfied by an existing product. Declining demand — Consumers begin to buy the product less frequently or not at all. Irregular demand — Consumer purchases vary on a seasonal, monthly, weekly, daily, or even hourly basis. Full demand — Consumers are adequately buying all products put into the marketplace. Overfull demand — More consumers would like to buy the product than can be satisfied. Unwholesome demand — Consumers may be attracted to

John Maynard Keynes saw the truth at the bottom of all this, which is that our fixation on what he called “purposiveness”—on using time well for future purposes, or on “personal productivity,” he might have said, had he been writing today—is ultimately motivated by the desire not to die. “The ‘purposive’ man,” Keynes wrote, “is always trying to secure a spurious and delusive immortality for his actions by pushing his interests in them forward into time. He does not love his cat, but his cat’s kittens; nor in truth the kittens, but only the kittens’ kittens, and so on forward forever to the end of cat-dom. For him, jam is not jam unless it is a case of jam tomorrow and never jam today. Thus by pushing his jam always forward into the future, he strives to secure for his act of boiling it an immortality.” Because he never has to “cash out” the meaningfulness of his actions in the here and now, the purposive man gets to imagine himself an omnipotent god, whose influence over reality extends infinitely off into the future; he gets to feel as though he’s truly the master of his time. But the price he pays is a steep one. He never gets to love an actual cat, in the present moment. Nor does he ever get to enjoy any actual jam. By trying too hard to make the most of his time, he misses his life.

What’s top of mind for you right now? What priorities are you thinking about this week? What’s the best use of our time today? Understand: Once you’ve identified a topic to discuss, these next questions get at the root of the problem and what can be done about it. What does your ideal outcome look like? What’s hard for you in getting to that outcome? What do you really care about? What do you think is the best course of action? What’s the worst-case scenario you’re worried about?

Who cheats? Well, just about anyone, if the stakes are right. You might say to yourself, I don’t cheat, regardless of the stakes. And then you might remember the time you cheated on, say, a board game. Last week. Or the golf ball you nudged out of its bad lie. Or the time you really wanted a bagel in the office break room but couldn’t come up with the dollar you were supposed to drop in the coffee can. And then took the bagel anyway. And told yourself you’d pay double the next time. And didn’t. For every clever person who goes to the trouble of creating an incentive scheme, there is an army of people, clever and otherwise, who will inevitably spend even more time trying to beat it. Cheating may or may not be human nature, but it is certainly a prominent feature in just about every human endeavor. Cheating is a primordial economic act: getting more for less. So it isn’t just the boldface names — inside-trading CEOs and pill-popping ballplayers and perkabusing politicians — who cheat. It is the waitress who pockets her tips instead of pooling them. It is the Wal-Mart payroll manager who goes into the computer and shaves his employees’ hours to make his own performance look better. It is the third grader who, worried about not making it to the fourth grade, copies test answers from the kid sitting next to him. Some cheating leaves barely a shadow of evidence. In other cases, the evidence is massive. Consider what happened one spring evening at midnight in 1987: seven million American children suddenly disappeared. The worst kidnapping wave in history? Hardly. It was the night of April 15, and the Internal Revenue Service had just changed a rule. Instead of merely listing the name of each dependent child, tax filers were now required to provide a Social Security number. Suddenly, seven million children — children who had existed only as phantom exemptions on the previous year’s 1040 forms — vanished, representing about one in ten of all dependent children in the United States.

You’ll get all dusty.” He made a sound deep in his throat. “You can brush me off.” She grinned wickedly. “Now that’s what I call incentive!” He chuckled. “Cut it out. We’ve got a serious and sensitive situation here.” “So you intimated on the phone.” She glanced around the airport. “Where’s baggage claim? I brought some tools and electronic equipment, too.” “How about clothes?” She stared at him blankly. “What do I need with a lot of clothes cluttering up my equipment case? These are wash-and-wear.” He made another sound. “You can’t expect to go to a restaurant in that!” “Why not? And who’s taking me to any restaurant?” she demanded. “You never do.” He shrugged. “I’m going to do penance while we’re out here.” Her eyes sparkled. “Great! Your bed or mine?” He laughed in spite of himself. She was the only person in his life who’d ever been able to make him feel carefree, even briefly. She lit fires inside him, although he was careful not to let them show too much. “You never give up, do you?” “Someday you’ll weaken,” she assured him. “And I’m prepared. I have a week’s supply of Trojans in my fanny pack…” He managed to look shocked. “Cecily!” She shrugged. “Women have to think about these things. I’m twenty-three, you know.” She added, “You came into my life at a formative time and rescued me from something terrible. Can I help it if you make other potential lovers look like fried sea bass by comparison?” “I didn’t bring you out here to discuss your lack of lovers,” he pointed out. “And here I hoped you were offering yourself up as an educational experience,” she sighed. He glared down at her as they walked toward baggage claim. “Okay,” she said glumly. “I’ll give up, for now.

In fact, the average programming manager would prefer that a project be estimated at twelve months and take twelve than that the same project be estimated at six months and take nine. This is an area where some psychological study could be rewarding, but there are indications from other situations that it is not the mean length of estimated time that annoys people but, rather, the standard deviation in the actual time taken. Thus, most people would prefer to wait a fixed ten minutes for the bus each morning than to wait one minute on four days and twenty-six minutes once a week-. Even though the average wait is six minutes in the second case, the derangement caused by one long and unexpected delay more than compensates for this disadvantage. If

I've found that, in most cases, managers greatly underestimate the impact that a comment or quick gesture of approval has on employees. They'll spend weeks trying to tweak an annual bonus program or some other compensation system, believing that their employees are coin-operated, but they'll neglect to stop someone during a meeting and say, “Hey, that's a fantastic example of hunger. We should all try to be more like that.” I'm not saying that compensation doesn't matter. But if we want to create a culture of humility, hunger, and smarts, the best way to do it is to constantly be catching people exhibiting those virtues and publicly holding them up as examples. No balloons, pastries, or plastic tchotchkes are necessary, just genuine, in-the-moment appreciation.

breaking things off, convinced that our partner’s psychological issues are making things impossible, or that we’re not as compatible as we’d believed. Either of these might conceivably be true in certain cases; people are sometimes guilty of spectacularly bad choices in love, and in other domains as well. But more often, the real problem is just that the other person is one other person. In other words, the cause of your difficulties isn’t that your partner is especially flawed, or that the two of you are especially incompatible, but that you’re finally noticing all the ways in which your partner is (inevitably) finite, and thus deeply disappointing by comparison with the world of your fantasy, where the limiting rules of reality don’t apply. The point that Bergson made about the future—that it’s more appealing than the present because you get to indulge in all your hopes for it, even if they contradict each other—is no less true of fantasy romantic partners, who can easily exhibit a range of characteristics that simply couldn’t coexist in one person in the real world. It’s common, for example, to enter a relationship unconsciously hoping that your partner will provide both an unlimited sense of stability and an unlimited sense of excitement—and then, when that’s not what transpires, to assume that the problem is your partner and that these qualities might coexist in someone else, whom you should therefore set off to find. The reality is that the demands are contradictory. The qualities that make someone a dependable source of excitement are generally the opposite of those that make him or her a dependable source of stability. Seeking both in one real human isn’t much less absurd than dreaming of a partner who’s both six and five feet tall. And not only should you settle; ideally, you should settle in a way that makes it harder to back out, such as moving in together, or getting married, or having a child. The great irony of all our efforts to avoid facing finitude—to carry on believing that it might be possible not to have to choose between mutually exclusive options—is that when people finally do choose, in a relatively irreversible way, they’re usually much happier as a result.

Five years later, Albert Sabin published the results of an alternative polio vaccine he had used in an immunization campaign in Toluca, Mexico, a city of a hundred thousand people, where a polio outbreak was in progress. His was an oral vaccine, easier to administer than Salk’s injected one. It was also a live vaccine, containing weakened but intact poliovirus, and so it could produce not only immunity but also a mild contagious infection that would spread the immunity to others. In just four days, Sabin’s team managed to vaccinate more than 80 percent of the children under the age of eleven—26,000 children in all. It was a blitzkrieg assault. Within weeks, polio had disappeared from the city. This approach, Sabin argued, could be used to eliminate polio from entire countries, even the world. The only leader in the West who took him up on the idea was Fidel Castro. In 1962, Castro’s Committee for the Defense of the Revolution organized 82,366 local committees to carry out a succession of weeklong house-to-house national immunization campaigns using the Sabin vaccine. In 1963, only one case of polio occurred in Cuba.

I can’t help thinking,” she confided when he finished answering her questions about women in India who covered their faces and hair in public, “that it is grossly unfair that I was born a female and so must never know such adventures, or see but a few of those places. Even if I were to journey there, I’d only be allowed to go where everything was as civilized as-as London!” “There does seem to be a case of extreme disparity between the privileges accorded the sexes,” Ian agreed. “Still, we each have our duty to perform,” she informed him with sham solemnity. “And there’s said to be great satisfaction in that.” “How do you view your-er-duty?” he countered, responding to her teasing tone with a lazy white smile. “That’s easy. It is a female’s duty to be a wife who is an asset to her husband in every way. It is a male’s duty to do whatever he wishes, whenever he wishes, so long as he is prepared to defend his country should the occasion demand it in his lifetime-which it very likely won’t. Men,” she informed him, “gain honor by sacrificing themselves on the field of battle while we sacrifice ourselves on the altar of matrimony.” He laughed aloud then, and Elizabeth smiled back at him, enjoying herself hugely. “Which, when one considers it, only proves that our sacrifice is by far the greater and more noble.” “How is that?” he asked, still chuckling. “It’s perfectly obvious-battles last mere days or weeks, months at the very most. While matrimony lasts a lifetime! Which brings to mind something else I’ve often wondered about,” she continued gaily, giving full rein to her innermost thoughts. “And that is?” he prompted, grinning, watching her as if he never wanted to stop. “Why do you suppose, after all that, they call us the weaker sex?” Their laughing gazes held, and then Elizabeth realized how outrageous he must be finding some of her remarks. “I don’t usually go off on such tangents,” she said ruefully. “You must think I’m dreadfully ill-bred.” “I think,” he softly said, “that you are magnificent.” The husky sincerity in his deep voice snatched her breath away. She opened her mouth, thinking frantically for some light reply that could restore the easy camaraderie of a minute before, but instead of speaking she could only draw a long, shaky breath. “And,” he continued quietly, “I think you know it.” This was not, not the sort of foolish, flirtatious repartee she was accustomed to from her London beaux, and it terrified her as much as the sensual look in those golden eyes. Pressing imperceptibly back against the arm of the sofa, she told herself she was only overacting to what was nothing more than empty flattery. “I think,” she managed with a light laugh that stuck in her throat, “that you must find whatever female you’re with ‘magnificent.’” “Why would you say a thing like that?” Elizabeth shrugged. “Last night at supper, for one thing.” When he frowned at her as if she were speaking in a foreign language, she prodded, “You remember Lady Charise Dumont, our hostess, the same lovely brunette on whose every word you were hanging at supper last night?” His frown became a grin. “Jealous?” Elizabeth lifted her elegant little chin and shook her head. “No more than you were of Lord Howard.” She felt a small bit of satisfaction as his amusement vanished. “The fellow who couldn’t seem to talk to you without touching your arm?” he inquired in a silky-soft voice. “That Lord Howard? As a matter of fact, my love, I spent most of my meal trying to decide whether I wanted to shove his nose under his right ear or his left.” Startled, musical laughter erupted from her before she could stop it. “You did nothing of the sort,” she chuckled. “Besides, if you wouldn’t duel with Lord Everly when he called you a cheat, you certainly wouldn’t harm poor Lord Howard merely for touching my arm.” “Wouldn’t I?” he asked softly. “Those are two very different issues.

It is one of the great beauties of our system, that a working-man may raise himself into the power and position of a master by his own exertions and behaviour; that, in fact, every one who rules himself to decency and sobriety of conduct, and attention to his duties, comes over to our ranks; it may not be always as a master, but as an over-looker, a cashier, a book-keeper, a clerk, one on the side of authority and order.' 'You consider all who are unsuccessful in raising themselves in the world, from whatever cause, as your enemies, then, if I under-stand you rightly,' said Margaret' in a clear, cold voice. 'As their own enemies, certainly,' said he, quickly, not a little piqued by the haughty disapproval her form of expression and tone of speaking implied. But, in a moment, his straightforward honesty made him feel that his words were but a poor and quibbling answer to what she had said; and, be she as scornful as she liked, it was a duty he owed to himself to explain, as truly as he could, what he did mean. Yet it was very difficult to separate her interpretation, and keep it distinct from his meaning. He could best have illustrated what he wanted to say by telling them something of his own life; but was it not too personal a subject to speak about to strangers? Still, it was the simple straightforward way of explaining his meaning; so, putting aside the touch of shyness that brought a momentary flush of colour into his dark cheek, he said: 'I am not speaking without book. Sixteen years ago, my father died under very miserable circumstances. I was taken from school, and had to become a man (as well as I could) in a few days. I had such a mother as few are blest with; a woman of strong power, and firm resolve. We went into a small country town, where living was cheaper than in Milton, and where I got employment in a draper's shop (a capital place, by the way, for obtaining a knowledge of goods). Week by week our income came to fifteen shillings, out of which three people had to be kept. My mother managed so that I put by three out of these fifteen shillings regularly. This made the beginning; this taught me self-denial. Now that I am able to afford my mother such comforts as her age, rather than her own wish, requires, I thank her silently on each occasion for the early training she gave me. Now when I feel that in my own case it is no good luck, nor merit, nor talent,—but simply the habits of life which taught me to despise indulgences not thoroughly earned,—indeed, never to think twice about them,—I believe that this suffering, which Miss Hale says is impressed on the countenances of the people of Milton, is but the natural punishment of dishonestly-enjoyed pleasure, at some former period of their lives. I do not look on self-indulgent, sensual people as worthy of my hatred; I simply look upon them with contempt for their poorness of character.

she feels lucky to have a job, but she is pretty blunt about what it is like to work at Walmart: she hates it. She’s worked at the local Walmart for nine years now, spending long hours on her feet waiting on customers and wrestling heavy merchandise around the store. But that’s not the part that galls her. Last year, management told the employees that they would get a significant raise. While driving to work or sorting laundry, Gina thought about how she could spend that extra money. Do some repairs around the house. Or set aside a few dollars in case of an emergency. Or help her sons, because “that’s what moms do.” And just before drifting off to sleep, she’d think about how she hadn’t had any new clothes in years. Maybe, just maybe. For weeks, she smiled at the notion. She thought about how Walmart was finally going to show some sign of respect for the work she and her coworkers did. She rolled the phrase over in her mind: “significant raise.” She imagined what that might mean. Maybe $2.00 more an hour? Or $2.50? That could add up to $80 a week, even $100. The thought was delicious. Then the day arrived when she received the letter informing her of the raise: 21 cents an hour. A whopping 21 cents. For a grand total of $1.68 a day, $8.40 a week. Gina described holding the letter and looking at it and feeling like it was “a spit in the face.” As she talked about the minuscule raise, her voice filled with anger. Anger, tinged with fear. Walmart could dump all over her, but she knew she would take it. She still needed this job. They could treat her like dirt, and she would still have to show up. And that’s exactly what they did. In 2015, Walmart made $14.69 billion in profits, and Walmart’s investors pocketed $10.4 billion from dividends and share repurchases—and Gina got 21 cents an hour more. This isn’t a story of shared sacrifice. It’s not a story about a company that is struggling to keep its doors open in tough times. This isn’t a small business that can’t afford generous raises. Just the opposite: this is a fabulously wealthy company making big bucks off the Ginas of the world. There are seven members of the Walton family, Walmart’s major shareholders, on the Forbes list of the country’s four hundred richest people, and together these seven Waltons have as much wealth as about 130 million other Americans. Seven people—not enough to fill the lineup of a softball team—and they have more money than 40 percent of our nation’s population put together. Walmart routinely squeezes its workers, not because it has to, but because it can. The idea that when the company does well, the employees do well, too, clearly doesn’t apply to giants like this one. Walmart is the largest employer in the country. More than a million and a half Americans are working to make this corporation among the most profitable in the world. Meanwhile, Gina points out that at her store, “almost all the young people are on food stamps.” And it’s not just her store. Across the country, Walmart pays such low wages that many of its employees rely on food stamps, rent assistance, Medicaid, and a mix of other government benefits, just to stay out of poverty. The

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Olo-keZ G-- a tc There is an appointed time for everything. And there is a time for every event under heaven. -ECCLESIASTES 3:1 What would we do without our day planners? I have a large one for my desk and a carry-all that goes with me. I don't know how a person functions without some type of organizer. I just love it; it truly has become my daily-calendar bible. I take it with me everywhere. My whole life is in that book. Each evening I peek in to see what tomorrow has to bring. I just love to see a busy calendar; it makes me feel so alive. I've got this to do and that to do. Then I come upon a day that has all white space. Not one thing to do. What, oh what, will I do to fill the space and time? That's the way I used to think and plan. All my spaces had appointments written down, and many times they even overlapped. I now plan for white spaces. I even plan ahead weeks or months and black out "saved for me or my family" days. I have begun to realize that there are precious times for myself and my loved ones. Bob and I really try to protect these saved spaces just for us. We may not go anywhere or do anything out of the ordinary, but it's our special time. We can do anything we want: sleep in, stay out late, go to lunch, read a book, go to a movie, or take a nap. I really look forward with great anticipation to when these white spaces appear on my calendar. I've been so impressed when I've read biographies of famous people. Many of them are controllers of their own time. They don't let outsiders dictate their schedules. Sure, there are times when things have to be done on special days, but generally that isn't the case. When we begin to control our calendars, we will find that our lives are more enjoyable and that the tensions of life are more manageable. Make those white spaces your friend, not your enemy.

Very well-why don't you make your case?" And perhaps if she listened and closely observed, she might get some hint of what, beneath the words, behind his so often impassive mask, was really going on inside him. "Your case beyond the obvious social imperatives, that is." "Difficult given my case is based on the obvious social imperatives." "Nevertheless, you might at least try to find a broader foundation." From the corner of her eye, she saw him look up as if imploring divine aid-or perhaps more prosaically asking why me?-and had to hide a smile. Eventually he lowered his head and leveled his hazel gaze at her. "All right-let's try for a broader perspective. You're a Cynster, well bred, well connected, well dowered, and more than passably attractive." She inclined her head. "Thank you, kind sir." "Don't thank me yet. You're also opinionated, willful to a fault, argumentative, and at times irrationally stubborn. Be that as it may, for some reason I don't comprehend, we managed to run along reasonably well through the last week or so, when we had a common goal. I take that as an indication that, were we to marry and jointly take on the common goal of managing my father's estate, the estate that will in time be ours, we would again find ourselves on common ground, enough at least to make a marriage work." He'd surprised her. Leaning back, she looked at him. He'd angled his shoulders into the curve of the wall, stretching one arm along the upper edge, long legs stretched out so that his boots brushed her hems. At ease, relaxed and debonair, he appeared the epitome of the sophisticated London rake, which, of course, he was. He was also an enigma. At some point during their hike through the mountains, she'd realized that no matter what he allowed her to see, there was something different, something even more attractive, beneath his polished veneer. "You'd share the responsibilities of running the estate?" She hasn't expected him to speak of such matters. "If you wished to involve yourself with it.

No Big Deal or the End of the World? Here’s something that should be obvious: People don’t like to have their grievances downplayed or dismissed. When that happens, even the smallest irritation can turn into an obsessive crusade. Imagine you’re staying at a hotel, and the air-conditioning isn’t working right. You call the front desk to mention it, and they say, oh yeah, they know about that, and someone is going to come fix that next week (after you’ve left). In the meantime, could you just open a window (down to that noisy, busy street)? Not a word of apology, no tone of contrition. Now what was a mild annoyance—that it’s 74F degrees when you like to sleep at 69F—is suddenly the end of the world! You swell with righteous fury, swear you’ll write a letter to management, and savage the hotel in your online review. Jean-Louis Gassée, who used to run Apple France, describes this situation as the choice between two tokens. When you deal with people who have trouble, you can either choose to take the token that says “It’s no big deal” or the token that says “It’s the end of the world.” Whichever token you pick, they’ll take the other. The hotel staff in the example above clearly took the “It’s no big deal” token and as a result forced you to take the “It’s the end of the world” token. But they could just as well have made the opposite choice. Imagine the staff answering something like this: “We’re so sorry. That’s clearly unacceptable! I can completely understand how it must be almost impossible to sleep when it’s so hot in your room. If I can’t fix this problem for you tonight, would you like me to refund your stay and help you find a different hotel room nearby? In any case, while we’re figuring out the solution, allow me to send up a bottle of ice water and some ice cream. We’re terribly sorry for this ordeal and we’ll do everything to make it right.” With an answer like that, you’re almost forced to pick the “It’s no big deal” token. Yeah, sure, some water and ice cream would be great! Everyone wants to be heard and respected. It usually doesn’t cost much to do, either. And it doesn’t really matter all that much whether you ultimately think you’re right and they’re wrong. Arguing with heated feelings will just increase the burn. Keep that in mind the next time you take a token. Which one are you leaving for the customer?

What are we taking away from England, what from France, what from America? Nothing at all! How many times did I offer them peace?! What else should I be offering them? They are men who say, like Churchill, “I want war.” With them, there is a certain clique. And behind these corrupt, drunk creatures, there are the paying forces of international Jewry. On the other side, there is an old Freemason who believes that through a war he can win time for stabilizing his bankrupt economy again. And so, both states again confront the same enemies for the very same reasons. And they are forced to fight together, to lead the same struggle, which ties them in life and in death. And there is a fourth element: in both cases, there are two men who come from the people, who have kindled the revolutions and have uplifted their states. In the few free hours I have had these last weeks, I read a lot about the Fascist revolution in Italy. It seemed to me as though I had before me the history of my own party: everything so similar, so much the same. The same struggle, the same enemies, the same opponents, the same arguments-it really is a miracle. And now, we fight in the same theaters of war: Germans in Africa, Italians in the east. We fight together, and nobody should deceive himself: This struggle will be seen through to our joint victory! And finally, a third state joined us. For many years, I have wanted to have good relations with this state-Japan-as you know from Mein Kampf. And so, the three great have-nots are now united. We will see who will be stronger in this struggle: those who have nothing to lose and everything to win, or those who have everything to lose and who cannot win anything. What does England want to win? What does America want to win? They have so much that they do not know what to do with all they own. They need to feed only a few people per square kilometer. They do not have all those worries that trouble us. For us, a single bad harvest is a national disaster. They have the whole world at their disposal. For decades now, they have robbed us, exploited us, bled us white, and still they have not eliminated their own economic misery. They have more raw materials than they could possibly need, and still they have not managed to find a reasonable solution to their problems. We will see on whom Providence will bestow the victor’s laurels in this struggle: on the man who has everything and wants to take even the last bit from the man who has almost nothing, or on the man, who defends the last bit he owns. And when a British archbishop prays to the Lord that He might strike Germany and Europe with Bolshevism as a punishment-then I can only say, it will not come to Germany. But whether or not He will strike England, that is another question. Speech in the Sportpalast Berlin, January 30, 1942

Most exciting, the growth mindset can be taught to managers. Heslin and his colleagues conducted a brief workshop based on well-established psychological principles. (By the way, with a few changes, it could just as easily be used to promote a growth mindset in teachers or coaches.) The workshop starts off with a video and a scientific article about how the brain changes with learning. As with our “Brainology” workshop (described in chapter 8), it’s always compelling for people to understand how dynamic the brain is and how it changes with learning. The article goes on to talk about how change is possible throughout life and how people can develop their abilities at most tasks with coaching and practice. Although managers, of course, want to find the right person for a job, the exactly right person doesn’t always come along. However, training and experience can often draw out and develop the qualities required for successful performance. The workshop then takes managers through a series of exercises in which a) they consider why it’s important to understand that people can develop their abilities, b) they think of areas in which they once had low ability but now perform well, c) they write to a struggling protégé about how his or her abilities can be developed, and d) they recall times they have seen people learn to do things they never thought these people could do. In each case, they reflect upon why and how change takes place. After the workshop, there was a rapid change in how readily the participating managers detected improvement in employee performance, in how willing they were to coach a poor performer, and in the quantity and quality of their coaching suggestions. What’s more, these changes persisted over the six-week period in which they were followed up. What does this mean? First, it means that our best bet is not simply to hire the most talented managers we can find and turn them loose, but to look for managers who also embody a growth mindset: a zest for teaching and learning, an openness to giving and receiving feedback, and an ability to confront and surmount obstacles. It also means we need to train leaders, managers, and employees to believe in growth, in addition to training them in the specifics of effective communication and mentoring. Indeed, a growth mindset workshop might be a good first step in any major training program. Finally, it means creating a growth-mindset environment in which people can thrive. This involves: • Presenting skills as learnable • Conveying that the organization values learning and perseverance, not just ready-made genius or talent • Giving feedback in a way that promotes learning and future success • Presenting managers as resources for learning Without a belief in human development, many corporate training programs become exercises of limited value. With a belief in development, such programs give meaning to the term “human resources” and become a means of tapping enormous potential.

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Prospect just one new FSBO each day. Drive to that home, take a photo. Enter the owner and address in the SOC contact manager. Be sure to check where the tax bill is sent in case the owner lives somewhere else.  You want to mail information where the tax bill goes. Upload photo of home to the SOC system.  With SOC you can create campaigns which will send multiple custom cards at times you designate to the seller. Send a four card FSBO campaign.  They’ll get four customized cards from you over the next two weeks.  Each card will have the photo of their home on the front.  Each card will have reasons they should list with you inside.  It’s important that the message inside is different on each card.  Then follow up with each FSBO you’re working on with one phone call a week.

If there was any politician in America who reflected the Cold War and what it did to the country, it was Richard Nixon—the man and the era were made for each other. The anger and resentment that were a critical part of his temperament were not unlike the tensions running through the nation as its new anxieties grew. He himself seized on the anti-Communist issue earlier and more tenaciously than any other centrist politician in the country. In fact that was why he had been put on the ticket in the first place. His first congressional race in 1946, against a pleasant liberal incumbent named Jerry Voorhis, was marked by red-baiting so savage that it took Voorhis completely by surprise. Upon getting elected, Nixon wasted no time in asking for membership in the House Un-American Activities Committee. He was the committee member who first spotted the contradictions in Hiss’s seemingly impeccable case; in later years he was inclined to think of the case as one of his greatest victories, in which he had challenged and defeated a man who was not what he seemed, and represented the hated Eastern establishment. His career, though, was riddled with contradictions. Like many of his conservative colleagues, he had few reservations about implying that some fellow Americans, including perhaps the highest officials in the opposition party, were loyal to a hostile foreign power and willing to betray their fellow citizens. Yet by the end of his career, he became the man who opened the door to normalized relations with China (perhaps, thought some critics, he was the only politician in America who could do that without being attacked by Richard Nixon), and he was a pal of both the Soviet and Chinese Communist leadership. If he later surprised many long-standing critics with his trips to Moscow and Peking, he had shown his genuine diplomatic skills much earlier in the way he balanced the demands of the warring factions within his own party. He never asked to be well liked or popular; he asked only to be accepted. There were many Republicans who hated him, particularly in California. Earl Warren feuded with him for years. Even Bill Knowland, the state’s senior senator and an old-fashioned reactionary, despised him. At the 1952 convention, Knowland had remained loyal to Warren despite Nixon’s attempts to help Eisenhower in the California delegation. When Knowland was asked to give a nominating speech for Nixon, he was not pleased: “I have to nominate the dirty son of a bitch,” he told friends. Nixon bridged the gap because his politics were never about ideology: They were the politics of self. Never popular with either wing, he managed to negotiate a delicate position acceptable to both. He did not bring warmth or friendship to the task; when he made attempts at these, he was, more often than not, stilted and artificial. Instead, he offered a stark choice: If you don’t like me, find someone who is closer to your position and who is also likely to win. If he tilted to either side, it was because that side seemed a little stronger at the moment or seemed to present a more formidable candidate with whom he had to deal. A classic example of this came early in 1960, when he told Barry Goldwater, the conservative Republican leader, that he would advocate a right-to-work plank at the convention; a few weeks later in a secret meeting with Nelson Rockefeller, the liberal Republican leader—then a more formidable national figure than Goldwater—Nixon not only reversed himself but agreed to call for its repeal under the Taft-Hartley act. “The man,” Goldwater noted of Nixon in his personal journal at the time, “is a two-fisted four-square liar.

There has been a more recent case, known to the historians at the Admiralty Library as ‘the great mashed potato mutiny’. At Singapore in 1945 the crew of the landing ship Northway were served badly-prepared reconstituted mashed potato after some had spent the morning peeling real potatoes (it transpired that the cooks had managed to burn these). This was the trigger to down tools and refuse orders to fall in, but again this single incident was not the sole cause, having been preceded by some weeks of complaints about the food in general.

The solution to this mystery, dramatic though it might sound, is that whenever we succumb to distraction, we’re attempting to flee a painful encounter with our finitude—with the human predicament of having limited time, and more especially, in the case of distraction, limited control over that time, which makes it impossible to feel certain about how things will turn out. (Except, that is, for the deeply unpleasant certainty that one day death will bring it all to an end.) When you try to focus on something you deem important, you’re forced to face your limits, an experience that feels especially uncomfortable precisely because the task at hand is one you value so much.

Identify: These questions focus on what really matters for your report and what topics are worth spending more time on. What’s top of mind for you right now? What priorities are you thinking about this week? What’s the best use of our time today? Understand: Once you’ve identified a topic to discuss, these next questions get at the root of the problem and what can be done about it. What does your ideal outcome look like? What’s hard for you in getting to that outcome? What do you really care about? What do you think is the best course of action? What’s the worst-case scenario you’re worried about? Support: These questions zero in on how you can be of greatest service to your report. How can I help you? What can I do to make you more successful? What was the most useful part of our conversation today?

As the weeks passed, the bricks mounted and the hole got just a little bit smaller. I started to see that the difference between a task that seems impossible and a task that seems doable is simply a matter of perspective. Are you paying attention to the wall? Or are you paying attention to the brick? In all cases, what appeared to be impossibly large goals could be broken down into individually manageable tasks - insurmountable walls comprised of a series of conceivably layable bricks.

What became known as ‘the salad oil scandal’ was a textbook case of management incompetence and stupidity, and investors abandoned the company in droves. The 33-year-old Buffett had kept his eye on the scandal since it broke, but he waited months to start buying. And he started building his investment—the best of the Partnership—during a particularly trying time for him and his family, as his father Howard lay hospital-ridden in the final weeks of his life in April 1964. To the extent he was known at all at the time, Buffett was known for his ability to find quantitative bargains among the semi-anonymous flotsam and jetsam of American capitalism, but American Express was an extremely well-known company. Moreover, Buffett proceeded to write a remarkable letter to Clark in which he rather breezily absolved Amex management of any responsibility for the scandal, encouraged it to use shareholder money (which included Buffett’s) to pay creditors harmed by the scandal, and more or less encouraged Clark to forget the whole thing. Finally, and most importantly, Buffett continued adding to his American Express position long after the scandal had diminished in importance. By the time he sold his position years later, American Express had become the most important individual contributor to the results of the Buffett Partnership and arguably the biggest turning point in Buffett’s career.

observation is simply an observation for which a specified outcome has not yet occurred. Assume that data exist from a random sample of 100 clients who are seeking, or have found, employment. Survival analysis is the statistical procedure for analyzing these data. The name of this procedure stems from its use in medical research. In clinical trials, researchers want to know the survival (or disease) rate of patients as a function of the duration of their treatment. For patients in the middle of their trial, the specified outcome may not have occurred yet. We obtain the following results (also called a life table) from analyzing hypothetical data from welfare records (see Table 18.3). In the context shown in the table, the word terminal signifies that the event has occurred. That is, the client has found employment. At start time zero, 100 cases enter the interval. During the first period, there are no terminal cases and nine censored cases. Thus, 91 cases enter the next period. In this second period, 2 clients find employment and 14 do not, resulting in 75 cases that enter the following period. The column labeled “Cumulative proportion surviving until end of interval” is an estimate of probability of surviving (not finding employment) until the end of the stated interval.5 The column labeled “Probability density” is an estimate of the probability of the terminal event occurring (that is, finding employment) during the time interval. The results also report that “the median survival time is 5.19.” That is, half of the clients find employment in 5.19 weeks. Table 18.2 Censored Observations Note: Obs = observations (clients); Emp = employment; 0 = has not yet found employment; 1 = has found employment. Table 18.3 Life Table Results

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A little later on, Phil ran what became one of the most famous item promotions in our history. We sent him down to open store number 52 in Hot Springs, Arkansas—the first store we ever opened in a town that already had a Kmart. Phil got there and decided Kmart had been getting away with some pretty high prices in the absence of any discounting competition. So he worked up a detergent promotion that turned into the world’s largest display ever of Tide, or maybe Cheer—some detergent. He worked out a deal to get about $1.00 off a case if he would buy some absolutely ridiculous amount of detergent, something like 3,500 cases of the giant-sized box. Then he ran it as an ad promotion for, say, $1.99 a box, off from the usual $3.97. Well, when all of us in the Bentonville office saw how much he’d bought, we really thought old Phil had completely gone over the dam. This was an unbelievable amount of soap. It made up a pyramid of detergent boxes that ran twelve to eighteen cases high—all the way to the ceiling, and it was 75 or 100 feet long, which took up the whole aisle across the back of the store, and then it was about 12 feet wide so you could hardly get past it. I think a lot of companies would have fired Phil for that one, but we always felt we had to try some of this crazy stuff. PHIL GREEN: “Mr. Sam usually let me do whatever I wanted on these promotions because he figured I wasn’t going to screw it up, but on this one he came down and said, ‘Why did you buy so much? You can’t sell all of this!’ But the thing was so big it made the news, and everybody came to look at it, and it was all gone in a week. I had another one that scared them up in Bentonville too. This guy from Murray of Ohio called one day and said he had 200 Murray 8 horsepower riding mowers available at the end of the season, and he could let us have them for $175. Did we want any? And I said, ‘Yeah, I’ll take 200.’ And he said, ‘Two hundred!’ We’d been selling them for $447, I think. So when they came in we unpacked every one of them and lined them all up out in front of the store, twenty-five in a row, eight rows deep. Ran a chain through them and put a big sign up that said: ‘8 h.p. Murray Tractors, $199.’ Sold every one of them. I guess I was just always a promoter, and being an early Wal-Mart manager was as good a place to promote as there ever was.

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.

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.

She thinks of Stanley's colored pencil drawings of theoretical businesses: a cafe, a bookshop, and, always, a grocery store. When she was ten and he was fourteen, he was already working as a bag boy at Publix, reading what their father called "hippie books." He talked about stuff like citrus canker, the Big Sugar mafia, and genetically modified foods and organisms. He got his store manager to order organic butter after Stanley'd read (in the 'Berkeley Wellness' newsletter) about the high concentration of pesticides in dairy. Then, for weeks, the expensive stuff (twice as much as regular) sat in the case, untouched. So Stanley used his own savings to buy the remaining inventory and stashed in his mother's cold storage. He took some butter to his school principal and spoke passionately about the health benefits of organic dairy: they bought a case for the cafeteria. He ordered more butter directly from the dairy co-operative and sold some to the Cuban-French bakery in the Gables, then sold some more from a big cooler at the Coconut Grove farmer's market. He started making a profit and people came back to him, asking for milk and ice cream. The experience changed Stanley- he was sometimes a little weird and pompous and intense before, but somehow, he began to seem cool and worldly.

I mean, he could blow old Capitalist-Stevie here away." Felice doesn't respond. She pulls the backs of her ankles in close to her butt and rests her chin on the flat of one her knees. She thinks of Stanley's colored pencil drawings of theoretical businesses: a cafe, a bookshop, and, always, a grocery store. When she was ten and he was fourteen, he was already working as a bag boy at Publix, reading what their father called "hippie books." He talked about stuff like citrus canker, the Big Sugar mafia, and genetically modified foods and organisms. He got his store manager to order organic butter after Stanley'd read (in the 'Berkeley Wellness' newsletter) about the high concentration of pesticides in dairy. Then, for weeks, the expensive stuff (twice as much as regular) sat in the case, untouched. So Stanley used his own savings to buy the remaining inventory and stashed in his mother's cold storage. He took some butter to his school principal and spoke passionately about the health benefits of organic dairy: they bought a case for the cafeteria. He ordered more butter directly from the dairy co-operative and sold some to the Cuban-French bakery in the Gables, then sold some more from a big cooler at the Coconut Grove farmer's market. He started making a profit and people came back to him, asking for milk and ice cream. The experience changed Stanley- he was sometimes a little weird and pompous and intense before, but somehow, he began to seem cool and worldly. Their mother, however, said she couldn't afford to use his ingredients in her business. They'd fought about it. Stanley said that Avis had never really supported him. Avis asked if it wasn't hypocritical of Stanley to talk about healthy eating while he was pushing butter. And Stanley replied that he'd learned from the master, that her entire business was based on the cultivation of expensive heart attacks.

There’s another level at which attention operates, this has to do with leadership, I argue that leaders need three kinds of focus, to be really effective, the first is an inner focus, let me tell you about a case that’s actually from the annals of neurology, there was a corporate lawyer, who unfortunately had a small prefrontal brain tumour, it was discovered early, operated successfully, after the surgery though it was a very puzzling picture, because he was absolutely as smart as he had been before, a very high IQ, no problem with attention or memory, but he couldn’t do his job anymore, he couldn’t do any job, in fact he ended up out of work, his wife left him, he lost his home, he’s living in his brother spare bedroom and in despair he went to see a famous neurologist named Antonio Damasio. Damasio specialized in the circuitry between the prefrontal area which is where we consciously pay attention to what matters now, where we make decisions, where we learn and the emotional centers in the midbrain, particularly the amygdala, which is our radar for danger, it triggers our strong emotions. They had cut the connection between the prefrontal area and emotional centers and Damasio at first was puzzled, he realized that this fellow on every neurological test was perfectly fine but something was wrong, then he got a clue, he asked the lawyer when should we have our next appointment and he realized the lawyer could give him the rational pros and cons of every hour for the next two weeks, but he didn’t know which is best. And Damasio says when we’re making a decision any decision, when to have the next appointment, should I leave my job for another one, what strategy should we follow, going into the future, should I marry this fellow compared to all the other fellows, those are decisions that require we draw on our entire life experience and the circuitry that collects that life experience is very base brain, it’s very ancient in the brain, and it has no direct connection to the part of the brain that thinks in words, it has very rich connectivity to the gastro- intestinal tract, to the gut, so we get a gut feeling, feels right, doesn’t feel right. Damasio calls them somatic markers, it’s a language of the body and the ability to tune into this is extremely important because this is valuable data too - they did a study of Californian entrepreneurs and asked them “how do you make your decisions?”, these are people who built a business from nothing to hundreds of millions or billions of dollars, and they more or less said the same strategy “I am a voracious gatherer of information, I want to see the numbers, but if it doesn’t feel right, I won’t go ahead with the deal”. They’re tuning into the gut feeling. I know someone, I grew up in farm region of California, the Central Valley and my high school had a rival high school in the next town and I met someone who went to the other high school, he was not a good student, he almost failed, came close to not graduating high school, he went to a two-year college, a community college, found his way into film, which he loved and got into a film school, in film school his student project caught the eye of a director, who asked him to become an assistant and he did so well at that the director arranged for him to direct his own film, someone else’s script, he did so well at that they let him direct a script that he had written and that film did surprisingly well, so the studio that financed that film said if you want to do another one, we will back you. And he, however, hated the way the studio edited the film, he felt he was a creative artist and they had butchered his art. He said I am gonna do the film on my own, I’m gonna finance it myself, everyone in the film business that he knew said this is a huge mistake, you shouldn’t do this, but he went ahead, then he ran out of money, had to go to eleven banks before he could get a loan, he managed to finish the film, you may have seen

The problem is that the effort to be present in the moment, though it seems like the exact opposite of the instrumentalist, future-focused mindset I’ve been criticizing in this chapter, is in fact just a slightly different version of it. You’re so fixated on trying to make the best use of your time—in this case not for some later outcome, but for an enriching experience of life right now—that it obscures the experience itself. It’s like trying too hard to fall asleep, and therefore failing. You resolve to stay completely present while, say, washing the dishes—perhaps because you saw that quotation from the bestselling Buddhist teacher Thich Nhat Hanh about finding absorption in the most mundane of activities—only to discover that you can’t, because you’re too busy self-consciously wondering whether you’re being present enough or not.

because as far as they were concerned, it wasn’t limited, and in any case, earthly life was but a relatively insignificant prelude to the most important part.

She's receiving Dr. Sheldon Lord in audience just at the moment," Marshall said. "I don't see why you shouldn't go on to the Throne Room, though. He's giving her some psychological tests, but they ought to be finished in a minute or two." "Fine," Malone said. "How about court dress? Got anything here that might fit me?" Marshall nodded. "We've got a pretty complete line of court costume now," he said. "I should say it was the most complete in existence--except possibly for the TV historical companies. Down the hall, three doors farther on, you'll find the dressing room." * * * * * Malone thanked Dr. Marshall and went out slowly. He didn't really mind the court dress or the Elizabethan etiquette Her Majesty liked to preserve; as a matter of fact, he was rather fond of it. There had been some complaints about expense when the Throne Room and the costume arrangement were first set up, but the FBI and the Government had finally decided that it was better and easier to humor Her Majesty. Malone spent ten minutes dressing himself magnificently in hose and doublet, slash-sleeved, ermine-trimmed coat, lace collar, and plumed hat. By the time he presented himself at the door to the Throne Room he felt almost cheerful. It had been a long time since he had entered the world of Elizabethan knighthood over which Her Majesty held sway, and it always made him feel taller and more sure of himself. He bowed to a chunkily-built man of medium height in a stiffly brocaded jacket, carrying a small leather briefcase. The man had a whaler's beard of blond-red hair that looked slightly out of period, but the costume managed to overpower it. "Dr. Lord?" Malone said. The bearded man peered at him. "Ah, Sir Kenneth," he said. "Yes, yes. Just been giving Her Majesty a few tests. Normal weekly check, you know." "I know," Malone said. "Any change?" "Change?" Lord said. "In Her Majesty? Sir Kenneth, you might as well expect the very rocks to change. Her Majesty remains Her Majesty--and will, in all probability, throughout the foreseeable future." "The same as ever?" Malone asked hopefully. "Exactly," Lord said. "But--if you do want background on the case--I'm flying back to New York tonight. Look me up there, if you have a chance. I'm afraid there's little information I can give you, but it's always a pleasure to talk with you." "Thanks," Malone said dully. "Barrow Street," Lord said with a cheery wave of the briefcase. "Number 69.

This whole painful irony is especially striking in the case of email, that ingenious twentieth-century invention whereby any random person on the planet can pester you, at any time they like, and at almost no cost to themselves, by means of a digital window that sits inches from your nose, or in your pocket, throughout your working day, and often on weekends, too.

That hunting by fire was still practiced by the natives on a large scale, and it had been his lot to stumble on six baby elephants, victims of a fire from which only fully grown animals had managed to escape thanks to their size and speed? That whole herds of elephants sometimes escaped from the blazing savanna with bums up to their bellies, and that they suffered for weeks? Many a night he had lain awake in the bush listening to their cries of agony. That the contraband traffic in ivory was still practiced on a large scale by Arab and Asiatic merchants, who drove the tribes to poaching? Thirty thousand elephants a year— was it possible to think for a moment of what that meant, without shame? Did she know that a man like Haas, who was the favorite supplier of the big zc^s, saw half the young elephants he captured die under his eyes? The natives, at least, had an excuse: they needed proteins. For them, elephants were only meat. To stop them, they only had to raise the standard of living in Africa: this was the first step in any serious campaign for the protection of nature. But the whites? The so-called “civilized” people? They had no excuse. They hunted for what they called “trophies,” for the excitement of it, for pleasure, in fact. The flame that attracted him so irresistibly burned him in the end. He was the first to recognize the enemy and to cry tally-ho, and he had gone on the attack with all the passion of a man who feels himself challenged by everything that makes too-noble demands upon human nature, as if humanity began somewhere around. thirty thousand feet above the surface of the earth, thirty thousand feet above Orsini. He was determined to defend his own height, his own scale, his own smallness. "Listen to me,” he said. "All right, you're a priest A missionary. As such, you've always had your nose right in it I mean, you have all the sores, all the ugliness before your eyes all day long. All right. All sorts of open wounds— naked human wretchedness. And then, when you’ve well and truly wiped the bottom of mankind, don’t you long to climb a hill and take a good look at something different, and big, and strong, and free?”“When I feel like taking a good look at something different and big and strong and free,” roared Father Fargue, giving the table a tremendous bang with his fist, “it isn't elephants I turn to, it's God I” The man smiled. He licked his cigarette and stuck it in his mouth. “Well, it isn't a pact with the Devil I'm asking you to sign. It's only a petition to stop people from killing elephants. Thirty thousand of them are killed each year. Thirty thousand, and that's a .small e.stimate. You can’t deny it . . . And remember—'* there was a spark of gaiety in his eyes— “and remember. Father, remember: they haven’t sinned.” He was stabbing me in the back, aiming straight at my faith. Original sin, and the whole thing— you know all that better than I do. You know me. I’m a man of action: give me a good case of galloping syphilis and I'm all right. But theory . . . this is between ourselves. Faith, God— I've got all that in my heart, in my guts, but not in my brain. I’m not one of the brainy ones. So I tried offering him a drink, but he refused.” The Jesuit’s face lit up for a moment, and its wrinkles seemed to disappear in the youthfulness of a smile. Fargue suddenly remembered that he was rather frowned upon in his Order; he had several times been forbidden to publish his scientific papers; it was even whispered that his stay in Africa was not entirely voluntary He had heard tell that Father Tassin, in his writings, represented salvation as a mere biological mutation, and humanity, in the form in which we still know it, as an archaic species doomed to join other vanished species in the obscurity of a prehistoric past. His face clouded over: that smacked of heresy.

We fundamentally changed the point of view of the business from customer-oriented to buyer-oriented. I put our buyers in charge of the company. From 1958 through 1976, we tried to carry what the customers asked for, given the limits of our small stores and other operational parameters. Each store manager had great latitude in what was carried and from what supplier it was ordered. There was very little central distribution except for Trader Joe’s labeled California wines or imports. Each store probably had access to ten thousand stock keeping units (SKUs), of which about three thousand were actually stocked in any given week. By the time I left in 1989, we were down to a band of 1,100 to 1,500 SKUs, all of which were delivered through a central distribution system. The managers no longer had any buying discretion and there were no “DSDs,” or direct store deliveries. And along the way not only did we drop a lot of products that our customers would have liked us to sell, even at not-outstanding prices, but we stopped cashing checks in excess of the amount of purchase, we stopped all full-case discounts, and we persistently shortened the hours. We violated every received-wisdom of retailing except one: we delivered great value, which is where most retailers fail.

Always expect the unexpected. Never get too when things are going well, because otherwise the fall will be a lot harder. dinosaurs: triceratops and stegosaurus. Weather forecasters are like prison visitors. Nice people but usually misguided. The answer was yes, no, and maybe all rolled in one. She added that she hoped she might see him again. Not if I catch sight of you first, he thought. But like anything in life, you can never quite tell. People you know always have the ability to shock you. The label said it was "just like the mama used to cook" but if that was the case mama had obviously long since been banned from the kitchen. He wasn't work-shy. He was work-allergic. The problem these days is that gangsters, whether they be small time drug dealers with guns and attitude or wannabe urban godfathers like Nicholas Tyndall, have no qualms about using serious violence and the treat of it to get what they want, because they know that neither the judicial system nor the police service have the wherewithal or the powers to protect those who speak out against them. English prisons are roughly on a par with English traffic, English weather and English hospitals. In other words, fucking terrible. The striation marks on a bullet are the microscopic scratches caused by imperfections on the surface of the interior of a gun's barrel that are unique to each individual firearm, and act as its calling card.The same striation marks will appear on a bullet every time a particular gun is fired. 'The last time I spent quality time with you was Heathrow last week and five people ended up shot' The thing with me is that I am pessimist who's constantly trying to be optimistic, but can't quite manage it. Experience gained through years of policework doesn't allow for that sort of naivety. They say its a grand life if you don't weaken and for so long I've tried to live my life like that, but at that moment in time, weakness felt so tempting that I almost open my arms to greet it. 'And the whole time I couldn't wait to leave. And you know what, thy were the best years of my life.

This “if … then” structure becomes more important as you check e-mail less often. Since I only check e-mail once a week, it is critical that no one needs a “what if?” answered or other information within seven days of a given e-mail I send. If I suspect that a manufacturing order hasn’t arrived at the shipping facility, for example, I’ll send an e-mail to my shipping facility manager along these lines: “Dear Susan … Has the new manufacturing shipment arrived? If so, please advise me on … If not, please contact John Doe at 555-5555 or via e-mail at john@doe.com (he is also CC’d) and advise on delivery date and tracking. John, if there are any issues with the shipment, please coordinate with Susan, reachable at 555-4444, who has the authority to make decisions up to $500 on my behalf. In case of emergency, call me on my cell phone, but I trust you two. Thanks.

This also makes it easier to see why the strategies generally recommended for defeating distraction—digital detoxes, personal rules about when you’ll allow yourself to check your inbox, and so forth—rarely work, or at least not for long. They involve limiting your access to the things you use to assuage your urge toward distraction, and in the case of the most addictive forms of technology, that’s surely a sensible idea. But they don’t address the urge itself.

Arthur’s ties to the powerful New York State Republican machine won him nomination as candidate for vice president. To near-universal dismay, he had entered the White House when President James A. Garfield died from an assassin’s bullet. A good storyteller and man about town, fond of whiskey, cigars, and expensive clothes, the dapper, sideburned Arthur is perhaps best remembered for saying, “I may be president of the United States, but my private life is nobody’s damned business.” On this trip to Florida, however, his private life fitted very nicely into someone else’s business. The owner of the Belair orange plantation was General Henry Shelton Sanford, the man who had helped Leopold recruit Stanley. Sanford did not bother to leave his home in Belgium to be in Florida for the president’s visit. With the self-assurance of the very rich, he played host in absentia. He made sure that the president and his party were greeted by his personal agent, and that they got the best rooms at the Sanford House hotel, which stood on a lakeshore fringed with palm trees in the town of Sanford. When the president and his guests were not out catching bass, trout, and catfish, or shooting alligators, or exploring the area by steamboat, the Sanford House was where they stayed for the better part of a week. There is no record of who paid the hotel bill, but most likely, as with the rail journey south, it was not the president. Ironically, the huge Sanford orange plantation the Washington visitors admired was proving as disastrous a venture as Sanford’s other investments. Some Swedish contract laborers found the working conditions too harsh and tried to leave as stowaways on a steamboat. A slaughterhouse Sanford invested in had a capacity fifty times larger than what the local market could consume and went bankrupt. A 540-foot wharf with a warehouse at the end of it that he ordered built was washed away by a flood. The manager of one of the hotels in Sanford absconded while owing him money. Foremen failed to put up fences, and wandering cattle nibbled at the orange trees. But if everything Sanford touched as a businessman turned to dust, as an accomplice of Leopold he was a grand success. Sanford was a long-time supporter of President Arthur’s Republican Party. For two years, he had been corresponding with Arthur and other high United States officials about Leopold’s plans for the Congo. Now, after the president’s trip to Florida, confident that Arthur would pay attention, he pressed his case with more letters. Seven months later, Leopold sent Sanford across the Atlantic to make use of his convenient connection to the White House. The man who had once been American minister to Belgium was now the Belgian king’s personal envoy to Washington. Sanford carried with him to Washington a special code for telegraphing news to Brussels: Constance meant “negotiations proceeding satisfactorily; success expected”; Achille referred to Stanley, Eugénie to France, Alice to the United States, Joseph to “sovereign rights,” and Émile to the key target, the president.

ROZ: My sister and I became guarded with each other in the weeks and months after our mother died. I don’t think either of us had a handle on what it was about, but I, in my characteristic way, was eager to roll up my sleeves and iron out some issues with her. She, less given to argument, preferred to keep her distance. Many is the time I drove through the streets of Boston presenting my case in the most cogent terms to a full courtroom just beyond the dashboard, while she was safely closeted a state away. My birthday came and went and still we had not managed to get together; of course I felt all the more put upon. Finally I had the grace to ask myself, “What’s happening here?” and I caught a glimpse of the in-between. All the energy I had been expending to shape a persuasive argument was actually propelling us apart. And I missed her—acutely. I thought that if I could just see her we surely could find some solutions. So I called her, and invited myself to her house for breakfast, and got up in the dark and was down in Connecticut by seven. There in the kitchen in her nightgown I found her, looking like my favorite sister in all the world. We talked gaily while we drank black Italian coffee, and then we took a long morning walk down the leafy dirt roads of Ashford, Connecticut, while her chocolate Lab, Chloe, ran ahead and came back, ran ahead and came back, in long arcs of perpetual motion. What did we talk about? The architecture, and the countryside, and the cats that Chloe was eager to visit at the farm ahead. We revisited scenes featuring our hilarious mother. We talked about my work, and about a paper she was about to present. My “case” never came up; it must have gotten lost somewhere along that wooded road because by the time I got in the car—my courtroom, my favorable jury—it was no longer on the docket. Did we resolve the issues? Obviously not, but the issues themselves are rarely what they seem, no matter what pains are taken to verify the scoreboard. We walked together, moved our arms, became joyous in the sunlight, and breathed in the morning. At that moment there were no barriers between us. And from that place, I felt our differences could easily be spoken. My disagreements with my sister were but blips on our screen compared to the hostilities individuals and nations are capable of when anger, fear, and the sense of injustice are allowed to develop unchecked. “Putting things aside” then becomes quite a different matter. At the apex of desperation and rage, we need a new invention to see us through.

Case #6 Sandy and Bob Bob is a successful dentist in his community. In the 15 years since he established his own practice, he has established a reliable base of patients and has built a thriving business in a great location. A couple years ago, he brought his wife, Sandy, a business expert with an MBA, on board to help him oversee the business end of the dental practice. She had recently left her job at a financial services firm, and Bob knew that Sandy’s business acumen would be helpful in getting his administrative house in order. She brought on new employees, developed effective new processes, and enhanced the office’s marketing efforts. Within a few months, Sandy’s improvements had managed to make the dental practice a well-oiled machine. Now she could turn her attention to their real estate portfolio. Bob and Sandy owned three small apartment buildings around town, as well as one small commercial center that was home to a nail salon, a chiropractor’s office, a coffee house and a wine shop. Fortunately, Bob’s dental practice was a success and their investments earned a nice passive income for them. Unfortunately, because Bob earned on average $250,000 per year, the couple couldn’t use passive loss, which in their case came to about $100,000, from their investments to offset his high earned income. Eventually, they would be earning sheltered profits—when the mortgages on their properties were paid off and the rentals made pure profit, or if they were to sell a property. When those things eventually happened, they could use their losses to shelter those profits. But until that time, the losses were going unused. Sandy made an appointment with their CPA to discuss the situation and see how they might improve their tax situation. The CPA asked, “What about becoming a real estate professional?” He explained to Sandy that if she spent 750 hours per year, or about 15 hours a week, on the couple’s real estate investments, she would be considered a real estate professional by the IRS. This would enable the couple to write off 100 percent of their passive losses against Bob’s high income, which would bring his taxable income down to $100,000. This $100,000 deduction brought Bob and Sandy into a lower tax bracket, saving them roughly $31,000 in taxes. Sandy already devoted a large percentage of her time to overseeing their investments, and when she saw the tax advantages, her decision became clear: She would file the Section 469(c)(7) and become a real estate professional.

Todo.ly is an online to-do list and task manager. The founders had a goal to reach millions of new users and make Todo.ly widely available as a web application. They succeeded in securing a partnership with Google Chrome and were able to leverage their 200 million user database to help them achieve their one-year growth goal in just three weeks: ● 1000% increase in average daily traffic ● 780% increase in user base ● 400,000 new tasks each month The key was that the Chrome platform was brand new and the Todo.ly application was submitted three to four months prior its launch date. As the Todo.ly app was exactly what Google was looking for to add to the Chrome Webstore, they have contacted the founders and asked for an integrated two clicks login through Google OpenID. Todo.ly has implemented that and became featured from day one. There was a huge marketing campaign around the Chrome Webstore, TV spots, prints, and press conference. Peter Varadi, the founder of Todo.ly, shared his advice based on his personal experience: “Look for new waves of technology, new platforms that are expected to be used by a massive number of people and try to be on that platform as one of first.” In Todo. ly case, it was clearly visible that Chrome had 200 million users already and when they launched their webstore, they would obviously put it front of all their users. Google needed web apps to fill their webstore for the launch and they opened the app submission process a few months earlier. That was a timely opportunity for Todo.ly to jump in. What could be your new wave and chance?

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The word 'justice' suggests some harm repaired or some truth revealed, but 95 percent of all court cases end in a plea deal after a person has spent anywhere from several weeks to several years in a cage. Of the 2.3 million people who are incarcerated, 4-% are black, 84% are poor, and half have no income at all. The 2,626 people who have been exonerated since 1989 spent an average of nine years in prison for crimes they did not commit. Nearly half are black and almost all are poor. It is clear to anyone paying attention that the legal system does not administer anything resembling justice, but instead, manages the nation's problemed populations.