Category Management Quotes

an epiphany: every lesson I learned fell into better management of one of three categories: my time, my attention, and my energy.

Between 1990 and 2005, a new prison opened in the United States every ten days. Prison growth and the resulting “prison-industrial complex”—the business interests that capitalize on prison construction—made imprisonment so profitable that millions of dollars were spent lobbying state legislators to keep expanding the use of incarceration to respond to just about any problem. Incarceration became the answer to everything—health care problems like drug addiction, poverty that had led someone to write a bad check, child behavioral disorders, managing the mentally disabled poor, even immigration issues generated responses from legislators that involved sending people to prison. Never before had so much lobbying money been spent to expand America’s prison population, block sentencing reforms, create new crime categories, and sustain the fear and anger that fuel mass incarceration than during the last twenty-five years in the United States.

Praise by name, criticize by category

The only real Jesus is one who is larger tahn life, who escapes our categories, who eludes our attempts to reduce Him to manageable proportions so that we can claim him for our cause.

There seems to be a vicious cycle at work here, making ours not just an economy but a culture of extreme inequality. Corporate decision makers, and even some two-bit entrepreneurs like my boss at The Maids, occupy an economic position miles above that of the underpaid people whose labor they depend on. For reasons that have more to do with class — and often racial — prejudice than with actual experience, they tend to fear and distrust the category of people from which they recruit their workers. Hence the perceived need for repressive management and intrusive measures like drug and personality testing. But these things cost money — $20,000 or more a year for a manager, $100 a pop for a drug test, and so on — and the high cost of repression results in ever more pressure to hold wages down. The larger society seems to be caught up in a similar cycle: cutting public services for the poor, which are sometimes referred to collectively as the 'social wage,' while investing ever more heavily in prisons and cops. And in the larger society, too, the cost of repression becomes another factor weighing against the expansion or restoration of needed services. It is a tragic cycle, condemning us to ever deeper inequality, and in the long run, almost no one benefits but the agents of repression themselves.

It is far better to have 10,000 Facebook friends who are in the same category or aligned with your values or a common inter- est than 100,000 random robot followers from around the world.

Six Strategy Traps 1) The do-it-all strategy: failing to make choices, and making everything a priority. Remember, strategy is choice. 2) The Don Quixote strategy: attacking competitive "walled cities" or taking on the strongest competitor first, head-to-head. Remember, where to play is your choice. Pick somewhere you can have a choice to win. 3) The Waterloo Strategy: starting wars on multiple fronts with multiple competitors at the same time. No company can do everything well. If you try to do so, you will do everything weakly. 4) The something-for-everyone strategy: attempting to capture all consumer or channel or geographic or category segments at once. Remember, to create value, you have to choose to serve some constituents really well and not worry about the others. 5) The dreams-that-never-come-true strategy: developing high-level aspirations and mission statements that never get translated into concrete where-to-play and how-to-win choices, core capabilities, and management systems. Remember that aspirations are not strategy. Strategy is the answer to all five questions in the choice cascade. 6) The program-of-the-month strategy: settling for generic industry strategies, in which all competitors are chasing the same customers, geographies, and segments in the same way. The choice cascade and activity system that supports these choices should be distinctive. The more your choices look like those of your competitors, the less likely you will ever win.

Throughout history, he adds, the dominant castes that were ‘most successful in their attempt at conquering power managed to be recognized as Kshatriyas by Brahmins who invented genealogies for them.’ For recent examples, he points to Marathas (Maharashtra), Lingayats and Vokkaligas (Karnataka), and Kammas and Reddys (Andhra Pradesh). Citing Srinivas, he writes that ‘the Kshatriya category was the most open of the caste system.’ To

Very few who manage a big league club are successful, fewer still are the ones who experience success over an extended period of time, but to achieve a level of success so extraordinary that it is given a category all it’s own—“The Big Red Machine”—places Sparky [Anderson] in one of the most exclusive and elite clubs in baseball history.

Therapy labels as sickness what might otherwise be judged as weak or willful actions; it thus equips the patient to fight (or resign himself to) the disease, instead of irrationally finding fault with himself. Inappropriately extended beyond the consulting room, however, therapeutic morality encourages a permanent suspension of the moral sense. There is a close connection, in turn, between the erosion of moral responsibility and the waning of the capacity for self-help—in the categories used by John R. Seeley, between the elimination of culpability and the elimination of competence. "What says 'you are not guilty' says also 'you cannot help yourself.' " Therapy legitimates deviance as sickness, but it simultaneously pronounces the patient unfit to manage his own life and delivers him into the hands of a specialist.

first, he called idiot savant. The type of person who is so smart in his or her field of expertise that their mind is literally elsewhere. In layman’s terms he explained that these people were smart in school and dumb on the bus. The second category was made up of perfectionists, people who were incapable of letting go of one task and moving on to another. These people were always playing catch-up, rarely rose to any real position of power, and needed to be managed properly. The third category, and the one to be most wary of, were the egomaniacs. These were the people who not only felt that their time was more important than anyone else’s, but who needed to prove it by constantly making others wait

The American passion for categorizing has now managed to create two non-existent categories—gay and straight.

From the perspective of society as a whole, there is no fixed or objective need aside from those broad categories required for survival. Rarely, if ever, is there a fixed quantity or definite quality demanded. This is why the needs of individuals are best met by other individuals according to supply, demand, and the price mechanism. And this is why most of the needs of individuals cannot be met only by central government.

In investigating the lumpings that have shaped societies past and present, we should, I believe, be charitable toward those who merely inherited the classifications that were dominant in their own times. But we should be less patient with those, like Calhoun and Sanger, who pressed to enforce their preferred categories, to encode them in law and make them permanent. Such people are immensely dangerous, and for the health of our public world we need to become alert to the compelling power of lumping: having seen the ways lumping helps us manage information overload and create group solidarity, we should become aware of the temptations it poses to us—to all of us.

Often when managers say, "Testing takes too long," what they should be saying is, "Fixing the bugs in the product takes too long"—a different cost category. Make sure you're accounting for effort and time under the correct cost category.

Frosh (2002) has suggested that therapeutic spaces provide children and adults with the rare opportunity to articulate experiences that are otherwise excluded from the dominant symbolic order. However, since the 1990s, post-modern and post-structural theory has often been deployed in ways that attempt to ‘manage’ from; afar the perturbing disclosures of abuse and trauma that arise in therapeutic spaces (Frosh 2002). Nowhere is this clearer than in relation to organised abuse, where the testimony of girls and women has been deconstructed as symptoms of cultural hysteria (Showalter 1997) and the colonisation of women’s minds by therapeutic discourse (Hacking 1995). However, behind words and discourse, ‘a real world and real lives do exist, howsoever we interpret, construct and recycle accounts of these by a variety of symbolic means’ (Stanley 1993: 214). Summit (1994: 5) once described organised abuse as a ‘subject of smoke and mirrors’, observing the ways in which it has persistently defied conceptualisation or explanation. Explanations for serious or sadistic child sex offending have typically rested on psychiatric concepts of ‘paedophilia’ or particular psychological categories that have limited utility for the study of the cultures of sexual abuse that emerge in the families or institutions in which organised abuse takes pace. For those clinicians and researchers who take organised abuse seriously, their reliance upon individualistic rather than sociological explanations for child sexual abuse has left them unable to explain the emergence of coordinated, and often sadistic, multi—perpetrator sexual abuse in a range of contexts around the world.

Mislove manages the neat trick of having two meanings that are almost opposite each other. While this is not an uncommon phenomenon (for example, left can refer to both having departed and remaining), words in this category are usually significantly more boring than mislove. Monodynamic

It is important to stress that, in America at least, no matter how small and how badly off a particular stigmatized category is, the viewpoint of its members is likely to be given public presentation of some kind. It can thus be said that Americans who are stigmatized tend to live in a literarily-defined world, however uncultured they might be. If they don’t read books on the situation of persons like themselves, they at least read magazines and see movies; and where they don’t do these, then they listen to local, vocal associates. An intellectually worked-up version of their point of view is thus available to most stigmatized persons. A comment is here required about those who come to serve as representatives of a stigmatized category. Starting out as someone who is a little more vocal, a little better known, or a little better connected than his fellow-sufferers, a stigmatized person may find that the “movement” has absorbed his whole day, and that he has become a professional.

To re-create the entrepreneurial atmosphere of the sort we’d had at Chouinard Equipment, we broke the line into eight categories and hired eight product czars to manage them. Each was responsible for his or her own product development, marketing, inventory, quality control, and coordination with the three sales channels—wholesale, mail order, and retail.

Testing gathers information about a product; it does not fix things it finds that are wrong. Testing does not improve a product; the improving is done by people fixing the bugs that testing has uncovered. Often when managers say, "Testing takes too long," what they should be saying is, "Fixing the bugs in the product takes too long"—a different cost category.

Zero-tolerance discipline policies, specifically the controversial category of willful defiance, have become a routine way by which to punish and marginalize Black girls in learning spaces when they directly confront adults or indirectly complicate the teacher’s ability to manage the classroom—not necessarily actions that pose a threat to the physical safety of anyone on campus.

Because by definition they lack any such sense of mutuality or wholeness, our specializations subsist on conflict with one another. The rule is never to cooperate, but rather to follow one's own interest as far as possible. Checks and balances are all applied externally, by opposition, never by self-restraint. Labor, management, the military, the government, etc., never forbear until their excesses arouse enough opposition to force them to do so. The good of the whole of Creation, the world and all its creatures together, is never a consideration because it is never thought of; our culture now simply lacks the means for thinking of it. It is for this reason that none of our basic problems is ever solved. Indeed, it is for this reason that our basic problems are getting worse. The specialists are profiting too well from the symptoms, evidently, to be concerned about cures -- just as the myth of imminent cure (by some 'breakthrough' of science or technology) is so lucrative and all-justifying as to foreclose any possibility of an interest in prevention. The problems thus become the stock in trade of specialists. The so-called professions survive by endlessly "processing" and talking about problems that they have neither the will nor the competence to solve. The doctor who is interested in disease but not in health is clearly in the same category with the conservationist who invests in the destruction of what he otherwise intends to preserve. The both have the comfort of 'job security,' but at the cost of ultimate futility. ... This has become, to some extent at least, an argument against institutional solutions. Such solutions necessarily fail to solve the problems to which they are addressed because, by definition, the cannot consider the real causes. The only real, practical, hope-giving way to remedy the fragmentation that is the disease of the modern spirit is a small and humble way -- a way that a government or agency or organization or institution will never think of, though a person may think of it: one must begin in one's own life the private solutions that can only in turn become public solutions.

The processes through which past societies have undermined themselves by damaging their environments fall into eight categories, whose relative importance differs from case to case: deforestation and habitat destruction, soil problems (erosion, salinization, and soil fertility losses), water management problems, overhunting, overfishing, effects of introduced species on native species, human population growth, and increased per-capita impact of people.

which there was already installed a lady with a massive face, old and ugly, with a masculine expression, very much in her Sunday best, who was reading the Revue des Deux Mondes. Notwithstanding her commonness, she was eclectic in her tastes, and I found amusement in asking myself to what social category she could belong; I at once concluded that she must be the manager of some large brothel, a procuress on holiday. Her face, her manner, proclaimed the fact aloud.

The last time I’d been unwell, suicidally depressed, whatever you want to call it, the reactions of my friends and family had fallen into several different camps: The Let’s Laugh It Off merchants: Claire was the leading light. They hoped that joking about my state of mind would reduce it to a manageable size. Most likely to say, ‘Feeling any mad urges to fling yourself into the sea?’ The Depression Deniers: they were the ones who took the position that since there was no such thing as depression, nothing could be wrong with me. Once upon a time I’d have belonged in that category myself. A subset of the Deniers was The Tough Love people. Most likely to say, ‘What have you got to be depressed about?’ The It’s All About Me bunch: they were the ones who wailed that I couldn’t kill myself because they’d miss me so much. More often than not, I’d end up comforting them. My sister Anna and her boyfriend, Angelo, flew three thousand miles from New York just so I could dry their tears. Most likely to say, ‘Have you any idea how many people love you?’ The Runaways: lots and lots of people just stopped ringing me. Most of them I didn’t care about, but one or two were important to me. Their absence was down to fear; they were terrified that whatever I had, it was catching. Most likely to say, ‘I feel so helpless … God, is that the time?’ Bronagh – though it hurt me too much at the time to really acknowledge it – was the number one offender. The Woo-Woo crew: i.e. those purveying alternative cures. And actually there were hundreds of them – urging me to do reiki, yoga, homeopathy, bible study, sufi dance, cold showers, meditation, EFT, hypnotherapy, hydrotherapy, silent retreats, sweat lodges, felting, fasting, angel channelling or eating only blue food. Everyone had a story about something that had cured their auntie/boss/boyfriend/next-door neighbour. But my sister Rachel was the worst – she had me plagued. Not a day passed that she didn’t send me a link to some swizzer. Followed by a phone call ten minutes later to make sure I’d made an appointment. (And I was so desperate that I even gave plenty of them a go.) Most likely to say, ‘This man’s a miracle worker.’ Followed by: ‘That’s why he’s so expensive. Miracles don’t come cheap.’ There was often cross-pollination between the different groupings. Sometimes the Let’s Laugh It Off merchants teamed up with the Tough Love people to tell me that recovering from depression is ‘simply mind over matter’. You just decide you’re better. (The way you would if you had emphysema.) Or an All About Me would ring a member of the Woo-Woo crew and sob and sob about how selfish I was being and the Woo-Woo crew person would agree because I had refused to cough up two grand for a sweat lodge in Wicklow. Or one of the Runaways would tiptoe back for a sneaky look at me, then commandeer a Denier into launching a two-pronged attack, telling me how well I seemed. And actually that was the worst thing anyone could have done to me, because you can only sound like a self-pitying malingerer if you protest, ‘But I don’t feel well. I feel wretched beyond description.’ Not one person who loved me understood how I’d felt. They hadn’t a clue and I didn’t blame them, because, until it had happened to me, I hadn’t a clue either.

Incarceration became the answer to everything—health care problems like drug addiction, poverty that had led someone to write a bad check, child behavioral disorders, managing the mentally disabled poor, even immigration issues generated responses from legislators that involved sending people to prison. Never before had so much lobbying money been spent to expand America’s prison population, block sentencing reforms, create new crime categories, and sustain the fear and anger that fuel mass incarceration than during the last twenty-five years in the United States. When

We decided to attend to our community instead of asking our community to attend the church.” His staff started showing up at local community events such as sports contests and town hall meetings. They entered a float in the local Christmas parade. They rented a football field and inaugurated a Free Movie Night on summer Fridays, complete with popcorn machines and a giant screen. They opened a burger joint, which soon became a hangout for local youth; it gives free meals to those who can’t afford to pay. When they found out how difficult it was for immigrants to get a driver’s license, they formed a drivers school and set their fees at half the going rate. My own church in Colorado started a ministry called Hands of the Carpenter, recruiting volunteers to do painting, carpentry, and house repairs for widows and single mothers. Soon they learned of another need and opened Hands Automotive to offer free oil changes, inspections, and car washes to the same constituency. They fund the work by charging normal rates to those who can afford it. I heard from a church in Minneapolis that monitors parking meters. Volunteers patrol the streets, add money to the meters with expired time, and put cards on the windshields that read, “Your meter looked hungry so we fed it. If we can help you in any other way, please give us a call.” In Cincinnati, college students sign up every Christmas to wrap presents at a local mall — ​no charge. “People just could not understand why I would want to wrap their presents,” one wrote me. “I tell them, ‘We just want to show God’s love in a practical way.’ ” In one of the boldest ventures in creative grace, a pastor started a community called Miracle Village in which half the residents are registered sex offenders. Florida’s state laws require sex offenders to live more than a thousand feet from a school, day care center, park, or playground, and some municipalities have lengthened the distance to half a mile and added swimming pools, bus stops, and libraries to the list. As a result, sex offenders, one of the most despised categories of criminals, are pushed out of cities and have few places to live. A pastor named Dick Witherow opened Miracle Village as part of his Matthew 25 Ministries. Staff members closely supervise the residents, many of them on parole, and conduct services in the church at the heart of Miracle Village. The ministry also provides anger-management and Bible study classes.

Names don't matter, many managers believe; it's the product that matters. With the right product at the right price, goes the thinking, we can win the battle of the marketplace. Names do matter. Depending on the category, the name alone can represent the primary reason for the brand's success. A company might spend hundreds of millions of dollars to develop a new product and then give that new product a brand name that almost guarantees failure. Innovation alone is never enough. Along with innovation, a company needs marketing to assure the brand's eventual success and survival. The heart of a good marketing program is a great name.

Yeah, in my opinion the heart of the problem is Marxism-Leninism itself―the very idea that a "vanguard party" can, or has any right to, or has any capacity to lead the stupid masses towards some future they're too dumb to understand for themselves. I think what it's going to lead them towards is "I rule you with a whip." Institutions of domination have a nice way of reproducing themselves―I think that's kind of like an obvious sociological truism. And actually, if you look back, that was in fact Bakunin's prediction half a century before―he said this was exactly what was going to happen. I mean, Bakunin was talking about the people around Marx, this was before Lenin was born, but his prediction was that the nature of the intelligentsia as a formation in modern industrial society is that they are going to try to become the social managers. Now, they're not going to become the social managers because they own capital, and they're not going to become the social managers because they've got a lot of guns. They are going to become the social managers because they can control, organize, and direct what's called "knowledge"―they have the skills to process information, and to mobilize support for decision-making, and so on and so forth. And Bakunin predicted that these people would fall into two categories. On the one hand, there would be the "left" intellectuals, who would try to rise to power on the backs of mass popular movements, and if they could gain power, they would then beat the people into submission and try to control them. On the other hand, if they found that they couldn't get power that way themselves, they would become the servants of what we would nowadays call "state-capitalism," though Bakunin didn't use the term. And either of these two categories of intellectuals, he said, would be "beating the people with the people's stick"―that is, they'd be presenting themselves as representatives of the people, so they'd be holding the people's stick, but they would be beating the people with it.

But as a Puerto Rican woman, she belonged to not one but two minority groups. New research suggests that her double minority status may have amplified the costs and the benefits of speaking up. Management researcher Ashleigh Rosette, who is African American, noticed that she was treated differently when she led assertively than were both white women and black men. Working with colleagues, she found that double minority group members faced double jeopardy. When black women failed, they were evaluated much more harshly than black men and white leaders of both sexes. They didn’t fit the stereotype of leaders as black or as female, and they shouldered an unfair share of the blame for mistakes. For double minorities, Rosette’s team pointed out, failure is not an option. Interestingly, though, Rosette and her colleagues found that when black women acted dominantly, they didn’t face the same penalties as white women and black men. As double minorities, black women defy categories. Because people don’t know which stereotypes to apply to them, they have greater flexibility to act “black” or “female” without violating stereotypes. But this only holds true when there’s clear evidence of their competence. For minority-group members, it’s particularly important to earn status before exercising power. By quietly advancing the agenda of putting intelligence online as part of her job, Carmen Medina was able to build up successes without attracting too much attention. “I was able to fly under the radar,” she says. “Nobody really noticed what I was doing, and I was making headway by iterating to make us more of a publish-when-ready organization. It was almost like a backyard experiment. I pretty much proceeded unfettered.” Once Medina had accumulated enough wins, she started speaking up again—and this time, people were ready to listen. Rosette has discovered that when women climb to the top and it’s clear that they’re in the driver’s seat, people recognize that since they’ve overcome prejudice and double standards, they must be unusually motivated and talented. But what happens when voice falls on deaf ears?

One can even imagine that inflation tends to improve the relative position of the wealthiest individuals compared to the least wealthy, in that it enhances the importance of financial managers and intermediaries. A person with 10 or 50 million euros cannot afford the money managers that Harvard has but can nevertheless pay financial advisors and stockbrokers to mitigate the effects of inflation. By contrast, a person with only 10 or 50 thousand euros to invest will not be offered the same choices by her broker (if she has one): contacts with financial advisors are briefer, and many people in this category keep most of their savings in checking accounts that pay little or nothing and/or savings accounts that pay little more than the rate of inflation.

Finally, I ask our managers to weigh one other critical factor as they handicap the prospect. Do they believe the candidate has the capacity to become one of the top three performers on our team in his or her job category? If people cannot ever develop into one of our top three cooks, servers, managers, or maître d’s, why would we hire them? How will they help us improve and become champions? It’s pretty easy to spot an overwhelmingly strong candidate or even an underwhelmingly weak candidate. It’s the “whelming” candidate you must avoid at all costs, because that’s the one who can and will do your organization the most long-lasting harm. Overwhelmers earn you raves. Underwhelmers either leave on their own or are terminated. Whelmers, sadly, are like a stubborn stain you can’t get out of the carpet. They infuse an organization and its staff with mediocrity; they’re comfortable, and so they never leave; and, frustratingly, they never do anything that rises to the level of getting them promoted or sinks to the level of getting them fired. And

One other thing. And this really matters for readers of this book. According to official Myers–Briggs documents, the test can ‘give you an insight into what kinds of work you might enjoy and be successful doing’. So if you are, like me, classified as ‘INTJ’ (your dominant traits are being introverted, intuitive and having a preference for thinking and judging), the best-fit occupations include management consultant, IT professional and engineer.30 Would a change to one of these careers make me more fulfilled? Unlikely, according to respected US psychologist David Pittenger, because there is ‘no evidence to show a positive relation between MBTI type and success within an occupation…nor is there any data to suggest that specific types are more satisfied within specific occupations than are other types’. Then why is the MBTI so popular? Its success, he argues, is primarily due to ‘the beguiling nature of the horoscope-like summaries of personality and steady marketing’.31 Personality tests have their uses, even if they do not reveal any scientific ‘truth’ about us. If we are in a state of confusion they can be a great emotional comfort, offering a clear diagnosis of why our current job may not be right, and suggesting others that might suit us better. They also raise interesting hypotheses that aid self-reflection: until I took the MBTI, I had certainly never considered that IT could offer me a bright future (by the way, I apparently have the wrong personality type to be a writer). Yet we should be wary about relying on them as a magic pill that enables us suddenly to hit upon a dream career. That is why wise career counsellors treat such tests with caution, using them as only one of many ways of exploring who you are. Human personality does not neatly reduce into sixteen or any other definitive number of categories: we are far more complex creatures than psychometric tests can ever reveal. And as we will shortly learn, there is compelling evidence that we are much more likely to find fulfilling work by conducting career experiments in the real world than by filling out any number of questionnaires.32

Nietzsche is the moral philosopher of the present age. For I have already argued that the present age is in its presentation of itself dominantly Weberian, and I have also noticed that Nietzsche’s central thesis was presupposed by Weber’s central categories of thought. Hence Nietzsche’s prophetic irrationalism – irrationalism because Nietzsche’s problems remain unresolved and his solutions defy reason – remains immanent in the Weberian managerial forms of our culture. Whenever those immersed in the bureaucratic culture of the age try to think their way through to the moral foundations of what they are and what they do, they will discover suppressed Nietzschean premises. And consequently it is possible to predict with confidence that in the apparently quite unlikely contexts of bureaucratically managed modern societies there will periodically emerge social movements informed by just that kind of prophetic irrationalism of which Nietzsche’s thought is the ancestor. Indeed just because and insofar contemporary Marxism is Weberian in substance we can expect prophetic irrationalisms of the left as well as of the Right. So it was was with much student radicalism of the sixties.

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Defense Minister, General Militaru was definitely from the latter category. Iliescu wanted terrorists and he was about to provide them. The whole country wanted the terrorists caught and he wanted to provide that, too, he wanted to serve. Ceauşescu had stopped Militaru from serving eleven years before 1989. It was 1978 and Militaru was a three star general when he was pulled out of active duty and given a position in management in the Construction Industry Ministry - luckily for him. He was lucky. Ceauşescu feared the Russians. Militaru’s name came out in the Raven’s file as a GRU agent. The GRU was the secret service of the Red Army, and this was the reason why Ceauşescu took the Second Army from Militaru’s command and gave him that petty job in the construction industry. He would have been killed if Ceauşescu didn’t fear the Soviet backlash, that’s for sure. Twenty years after 1989 I see the events more clearly. But on that night I was young and stupid, and open to being manipulated like the other 23 million Romanians.

What Do the Results of a Successful Tour of Duty Look Like for the Company? A successful mission objective delivers results for the company for either quantitative or qualitative goals, such as launching a new product line and generating a certain dollar amount in first-year revenues, or achieving thought leadership in a specific market category, as measured by the writings of industry analysts. At LinkedIn, for example, managers ask, “How will the company be transformed by this employee?” What Do the Results of

There are seven primary types of things that you’ll want to keep track of and manage from an organizational perspective: • A “Projects” list • Project support material • Calendared actions and information • “Next Actions” lists • A “Waiting For” list • Reference material • A “Someday/Maybe” list The Importance of Hard Edges It’s critical that all of these categories be kept pristinely distinct from one another.

Around the world, people who studied parenting usually divided the various styles into four basic categories: Authoritarian parents were strict disciplinarians, the “because I said so” parents. Permissive parents tended to be indulgent and averse to conflict. They acted more like friends than parents. In some studies, permissive parents tended to be wealthier and more educated than other parents. Neglectful parents were just how they sounded: emotionally distant and often absent. They were also more likely to live in poverty. Then there was the fourth option: Authoritative. The word was like a mash up of authoritarian and permissive. These parents inhabited the sweet spot between the two: they were warm, responsive, and close to their kids, but, as their children got older, they gave them freedom to explore and to fail and to make their own choices. Throughout their kids’ upbringing, authoritative parents also had clear, bright limits, rules they did not negotiate. “We’re socialized to believe that warmth and strictness are opposites,” Doug Lemov writes in his book Teach Like a Champion. “The fact is, the degree to which you are warm has no bearing on the degree to which you are strict, and vice versa.” Parents and teachers who manage to be both warm and strict seem to strike a resonance with children, gaining their trust along with their respect. When researcher Jelani Mandara at Northwestern University studied 4,754 U.S. teenagers and their parents, he found that kids with authoritative parents had higher academic achievement levels, fewer symptoms of depression, and fewer problems with aggression, disobedience, and other antisocial behaviors. Other studies have found similar benefits. Authoritative parents trained their kids to be resilient, and it seemed to work.

In my world, real assets fall into several different categories: 1. Businesses that do not require my presence. I own them, but they are managed or run by other people. If I have to work there, it's not a business. It becomes my job. 2. Stocks. 3. Bonds. 4. Mutual funds. 5. Income-generating real estate. 6. Notes (lOUs). 7. Royalties from intellectual property such as music, scripts, patents. 8. And anything else that has value, produces income or appreciates and has a ready market.

circulation management, and expanding the number (20) of government agencies to share the joint use system. In 2013, as the new administration started, the ACRC added the category of “by national project,” and opened the system to all central government agencies to use jointly. In addition, it made active efforts to enhance the analysis capacity of each agency by providing workshops on analysis capacity building, training and consulting for users, targeting the officials in charge of the analysis of each agency

Students will sometimes decide that they don’t like where they are sitting, and I probably won’t notice if they re-seat themselves over by their friend.  And they are right.  I’m very busy in class.  So if I don’t have a serious consequence, it’s worth it for them to take that gamble, and pretty soon it becomes rampant.  Then I start nagging, and I hate nagging.  So on the first time, I warn them that what they are doing is actually in the category of defiance which should earn them a referral, or at least a detention.

Management who fall into this category are often so concerned about digital that they latch on to any idea, no matter how inappropriate. They want quick-fix solutions that will somehow solve digital. That makes them vulnerable to any charlatan with a digital product to sell.

As former deputy head of the presidential administration, later deputy prime minister and then assistant to the President on foreign affairs, Surkov has directed Russian society like one great reality show. He claps once and a new political party appears. He claps again and creates Nashi, the Russian equivalent of the Hitler Youth, who are trained for street battles with potential prodemocracy supporters and burn books by unpatriotic writers on Red Square. As deputy head of the administration he would meet once a week with the heads of the television channels in his Kremlin office, instructing them on whom to attack and whom to defend, who is allowed on TV and who is banned, how the President is to be presented, and the very language and categories the country thinks and feels in. The Ostankino TV presenters, instructed by Surkov, pluck a theme (oligarchs, America, the Middle East) and speak for twenty minutes, hinting, nudging, winking, insinuating though rarely ever saying anything directly, repeating words like “them” and “the enemy” endlessly until they are imprinted on the mind. They repeat the great mantras of the era: the President is the President of “stability,” the antithesis to the era of “confusion and twilight” in the 1990s. “Stability”—the word is repeated again and again in a myriad seemingly irrelevant contexts until it echoes and tolls like a great bell and seems to mean everything good; anyone who opposes the President is an enemy of the great God of “stability.” “Effective manager,” a term quarried from Western corporate speak, is transmuted into a term to venerate the President as the most “effective manager” of all. “Effective” becomes the raison d’être for everything: Stalin was an “effective manager” who had to make sacrifices for the sake of being “effective.” The words trickle into the streets: “Our relationship is not effective” lovers tell each other when they break up. “Effective,” “stability”: no one can quite define what they actually mean, and as the city transforms and surges, everyone senses things are the very opposite of stable, and certainly nothing is “effective,” but the way Surkov and his puppets use them the words have taken on a life of their own and act like falling axes over anyone who is in any way disloyal.

Chapter 3), the resulting index variables typically are continuous as well. When variables are continuous, we should not recode them as categorical variables just to use the techniques of the previous chapters. Continuous variables provide valuable information about distances between categories and often have a broader range of values than ordinal variables. Recoding continuous variables as categorical variables is discouraged because it results in a loss of information; we should use tests such as the t-test. Statistics involving continuous variables usually require more test assumptions. Many of these tests are referred to as parametric statistics; this term refers to the fact that they make assumptions about the distribution of data and also that they are used to make inferences about population parameters. Formally, the term parametric means that a test makes assumptions about the distribution of the underlying population. Parametric tests have more test assumptions than nonparametric tests, most typically that the variable is continuous and normally distributed (see Chapter 7). These and other test assumptions are also part of t-tests. This chapter focuses on three common t-tests: for independent samples, for dependent (paired) samples, and the one-sample t-test. For each, we provide examples and discuss test assumptions. This chapter also discusses nonparametric alternatives to t-tests, which analysts will want to consider when t-test assumptions cannot be met for their variables. As a general rule, a bias exists toward using parametric tests because they are more powerful than nonparametric tests. Nonparametric alternatives to parametric tests often transform continuous testing variables into other types of variables, such as rankings, which reduces information about them. Although nonparametric statistics are easier to use because they have fewer assumptions, parametric tests are more likely to find statistical evidence that two variables are associated; their tests often have lower p-values than nonparametric statistics.1

Chapter 3), the resulting index variables typically are continuous as well. When variables are continuous, we should not recode them as categorical variables just to use the techniques of the previous chapters. Continuous variables provide valuable information about distances between categories and often have a broader range of values than ordinal variables. Recoding continuous variables as categorical variables is discouraged because it results in a loss of information; we should use tests such as the t-test. Statistics involving continuous variables usually require more test assumptions. Many of these tests are referred to as parametric statistics; this term refers to the fact that they make assumptions about the distribution of data and also that they are used to make inferences about population parameters. Formally, the term parametric means that a test makes assumptions about the distribution of the underlying population. Parametric tests have more test assumptions than nonparametric tests, most typically that the variable is

usually does not present much of a problem. Some analysts use t-tests with ordinal rather than continuous data for the testing variable. This approach is theoretically controversial because the distances among ordinal categories are undefined. This situation is avoided easily by using nonparametric alternatives (discussed later in this chapter). Also, when the grouping variable is not dichotomous, analysts need to make it so in order to perform a t-test. Many statistical software packages allow dichotomous variables to be created from other types of variables, such as by grouping or recoding ordinal or continuous variables. The second assumption is that the variances of the two distributions are equal. This is called homogeneity of variances. The use of pooled variances in the earlier formula is justified only when the variances of the two groups are equal. When variances are unequal (called heterogeneity of variances), revised formulas are used to calculate t-test test statistics and degrees of freedom.7 The difference between homogeneity and heterogeneity is shown graphically in Figure 12.2. Although we needn’t be concerned with the precise differences in these calculation methods, all t-tests first test whether variances are equal in order to know which t-test test statistic is to be used for subsequent hypothesis testing. Thus, every t-test involves a (somewhat tricky) two-step procedure. A common test for the equality of variances is the Levene’s test. The null hypothesis of this test is that variances are equal. Many statistical software programs provide the Levene’s test along with the t-test, so that users know which t-test to use—the t-test for equal variances or that for unequal variances. The Levene’s test is performed first, so that the correct t-test can be chosen. Figure 12.2 Equal and Unequal Variances The term robust is used, generally, to describe the extent to which test conclusions are unaffected by departures from test assumptions. T-tests are relatively robust for (hence, unaffected by) departures from assumptions of homogeneity and normality (see below) when groups are of approximately equal size. When groups are of about equal size, test conclusions about any difference between their means will be unaffected by heterogeneity. The third assumption is that observations are independent. (Quasi-) experimental research designs violate this assumption, as discussed in Chapter 11. The formula for the t-test test statistic, then, is modified to test whether the difference between before and after measurements is zero. This is called a paired t-test, which is discussed later in this chapter. The fourth assumption is that the distributions are normally distributed. Although normality is an important test assumption, a key reason for the popularity of the t-test is that t-test conclusions often are robust against considerable violations of normality assumptions that are not caused by highly skewed distributions. We provide some detail about tests for normality and how to address departures thereof. Remember, when nonnormality cannot be resolved adequately, analysts consider nonparametric alternatives to the t-test, discussed at the end of this chapter. Box 12.1 provides a bit more discussion about the reason for this assumption. A combination of visual inspection and statistical tests is always used to determine the normality of variables. Two tests of normality are the Kolmogorov-Smirnov test (also known as the K-S test) for samples with more than 50 observations and the Shapiro-Wilk test for samples with up to 50 observations. The null hypothesis of

Therefore, with these celebrity wannabees, 1) popularity—or the appearance of it—can be measured by how many Facebook friends or Twitter followers one has managed to acquire; 2) fame—however fleeting—can be attained by many through appearing on reality television shows or in videos gone viral on YouTube; even 3) wealth—or the appearance of it—can be attained through the buying of expensive homes, cars, and various adult toys on relatively cheap credit; and, finally, 4) real power is admittedly harder to achieve but not beyond the grasp of those willing to sacrifice ethics and do whatever it takes to attain it. This fourth quality or possession is probably as it has always been, but having easier access to the other three may just put this one within the grasp of more, especially those undeserving of it or who would possibly misuse it. Thankfully, not everyone in this category craves or seeks power. But beware those who do.

Despite initial enthusiasm from Page’s distributors, as an overall category, innerwear remained a low-profile product in retail stores. This would ultimately necessitate a high-pitched, pan-India advertising campaign from Page, but the costs were prohibitive. Competitive intensity from incumbents had already increased substantially during 1995–2000. When the company reached sales of Rs 21 crore in FY2000, Rupa and Maxwell were already at Rs 150 crore each. One level above them, in the mid-premium segment, brands like Liberty, Libertina and Tantex (TTK Tantex) were firmly ensconced. Associated Apparels (Liberty and Libertina) reported sales of Rs 100 crore during the same period. In a stroke of luck for Page, both TTK Tantex and Associated Apparels fell prey to labour strikes. TTK Tantex saw labour-related plant shutdowns in 1997 that lasted for two years, sending the company’s revenues into a steady descent (see Exhibit 55). The TTK Group had twenty companies across many sectors and, due to lack of management bandwidth to handle the crisis, sold the innerwear brand in FY02. In the same year, Associated Apparels had a labour strike in one of its factories that disrupted its supply chain. The exit of both TTK Tantex and the crippling of Associated Apparels played into Page’s hands as all the large innerwear retailers (dealers) in northern and western India shifted to Jockey.

when someone is constantly late, they fall into three categories. The first, he called idiot savant. The type of person who is so smart in his or her field of expertise that their mind is literally elsewhere. In layman’s terms he explained that these people were smart in school and dumb on the bus. The second category was made up of perfectionists, people who were incapable of letting go of one task and moving on to another. These people were always playing catch-up, rarely rose to any real position of power, and needed to be managed properly. The third category, and the one to be most wary of, were the egomaniacs. These were the people who not only felt that their time was more important than anyone else’s, but who needed to prove it by constantly making others wait for them. Kennedy

Marc Goodman is a cyber crime specialist with an impressive résumé. He has worked with the Los Angeles Police Department, Interpol, NATO, and the State Department. He is the chief cyber criminologist at the Cybercrime Research Institute, founder of the Future Crime Institute, and now head of the policy, law, and ethics track at SU. When breaking down this threat, Goodman sees four main categories of concern. The first issue is personal. “In many nations,” he says, “humanity is fully dependent on the Internet. Attacks against banks could destroy all records. Someone’s life savings could vanish in an instant. Hacking into hospitals could cost hundreds of lives if blood types were changed. And there are already 60,000 implantable medical devices connected to the Internet. As the integration of biology and information technology proceeds, pacemakers, cochlear implants, diabetic pumps, and so on, will all become the target of cyber attacks.” Equally alarming are threats against physical infrastructures that are now hooked up to the net and vulnerable to hackers (as was recently demonstrated with Iran’s Stuxnet incident), among them bridges, tunnels, air traffic control, and energy pipelines. We are heavily dependent on these systems, but Goodman feels that the technology being employed to manage them is no longer up to date, and the entire network is riddled with security threats. Robots are the next issue. In the not-too-distant future, these machines will be both commonplace and connected to the Internet. They will have superior strength and speed and may even be armed (as is the case with today’s military robots). But their Internet connection makes them vulnerable to attack, and very few security procedures have been implemented to prevent such incidents. Goodman’s last area of concern is that technology is constantly coming between us and reality. “We believe what the computer tells us,” says Goodman. “We read our email through computer screens; we speak to friends and family on Facebook; doctors administer medicines based upon what a computer tells them the medical lab results are; traffic tickets are issued based upon what cameras tell us a license plate says; we pay for items at stores based upon a total provided by a computer; we elect governments as a result of electronic voting systems. But the problem with all this intermediated life is that it can be spoofed. It’s really easy to falsify what is seen on our computer screens. The more we disconnect from the physical and drive toward the digital, the more we lose the ability to tell the real from the fake. Ultimately, bad actors (whether criminals, terrorists, or rogue governments) will have the ability to exploit this trust.

Over the following years, the concept of “person” was changed by the courts in two ways. One way was to broaden it to include corporations, legal fictions established and sustained by the state. In fact, these “persons” later became the management of corporations, according to the court decisions. So the management of corporations became “persons.” It was also narrowed to exclude undocumented immigrants. They had to be excluded from the category of “persons.” And that’s happening right now. So the legislations that you’re talking about, they go two ways. They broaden the category of persons to include corporate entities, which now have rights way beyond human beings, given by the trade agreements and others, and they exclude the people who flee from Central America where the U.S. devastated their homelands, and flee from Mexico because they can’t compete with the highly-subsidized U.S. agribusiness.

Western thinking evolved from a mode that took the form of a tension between immersing in experience and abstracting from that experience through categorizing it (first order abstracting) to a mode that focused increasingly on second order abstracting in which the first order categories of experience were used to map and model not just the natural world but also the social world. This increasingly drew even further away from the local interaction of immersing in experience itself. Thought came to focus so heavily on second order abstractions of systems and models, understood as science, that when it was applied to human organizations, the ordinary reality of the experience of local interaction between actual human bodies disappeared from view as attention was focused on objectively operating on abstractions as if they were reality. I suggested that it was this movement in thought to second order abstraction, split off from immersion in local interaction, that led to the belief that organizations could be designed and manipulated by objective observers. The result is an inadequate way of thinking about organization and management that covers over the simple organizational reality of local interacting and leaves us without satisfying ways of understanding what is currently happening to organizations. In

I never use hedge funds because I am well aware of what drives future performance, and hedge funds start out with a great disadvantage in every major category: taxes, fees, risk management, transparency and liquidity.

The obvious response to this is that the history of investing is littered with episodes of capital flowing too readily to areas that ultimately prove poorly considered. It's not that every successful investment idea eventually blows itself up, but every one that does blow up was preceded by a thoughtless scamper to join the crowd. Early, smart money is followed by the less astute. So we'll put financial success for hedge fund promoters in the category of dubious support for the notion that a bigger hedge fund industry is better.

When he died, much was made of how singular Steve Jobs had been. For comparisons, observers needed to reach back to the mythic inventors and showmen of earlier eras, particularly Thomas Edison and Walt Disney. Jobs was singular, to be sure. But he also was of a type. He was what psychotherapist and business coach Michael Maccoby called a “productive narcissist.” In 2000, Maccoby published an insightful article in the Harvard Business Review that applies Freudian terminology to three categories of executives Maccoby had observed in corporate life. “Erotics” feel a need to be loved, value consensus, and as a result are not natural leaders. These are the people to whom a manager should assign tasks—and then heap praise for a job well done. “Obsessives” are by-the-books tacticians with a knack for making the trains run on time. An efficient head of logistics or bottom-line-oriented spreadsheet jockey is the classic obsessive. The greats of business history, however, are “productive narcissists,” visionary risk takers with a burning desire to “change the world.” Corporate narcissists are charismatic leaders willing to do whatever it takes to win and who couldn’t give a fig about being liked. Steve Jobs was the textbook example of a productive narcissist. An unimpressed Jobs was famous for calling other companies “bozos.” His own executives endured their rides on what one called the “bozo/hero rollercoaster,” often within the same marathon meeting.

Behavioral questions tend to fall into one of five areas, so you’ll want to make sure that you have good coverage of these topics across your five key stories. These common topics are: Leadership & Influence Challenges Mistakes / failures Successes Teamwork You should have at least one story per topic. Ideally, several of your stories will fall under two or more categories.

With a StoryBrand-inspired narrative, ordinary jobs become extraordinary adventures. With a unifying BrandScript, the above story would have gone more like this: Before even applying for a job, the prospective employee has already heard the buzz on the street about this cool company. It’s somehow more alive. The people who work there love it and so do their customers. They exude a sense of competence within their industry as well as across the community in general. Their leaders are respected. Even their former employees talk about it with a hint of sentimental longing. On the list of ideal places to work, there are few that compare. During the first interview, the candidate starts to understand where the buzz has been coming from. The hiring manager describes the company the way you might describe Lewis and Clarke preparing to tame the western frontier. There are interesting characters whose lives have led them to this place. Business goals sound like plot twists. There are mountains to climb and rivers to cross. There are storms to weather, bears to hunt, and treasure to find. The hiring manager is visibly excited as she walks effortlessly through the seven categories of the company’s narrative. But not just anyone gets selected for this expedition. The employees of this company aren’t trying to be snobs; they’re just staying true to the story they’re following and they don’t want to compromise the plot. If you happen to be selected, it’s because destiny basically demands it. Instantly the candidate’s concept of work shifts up a level. It’s no longer just about what he can get out of it. It’s also about who he will become if he’s allowed to enter the story. He senses that working for this company will transform him. By the second and third interviews, the candidate has met most of the team and even been interviewed by them. Everyone he meets tells the exact same story he heard on the street and in the first interview. The story is growing on him. He realizes he needs to be part of a story like this to be fully satisfied in life. We all do. Finally, his first day on the job arrives, and the onboarding experience is more like being adopted than getting hired. He spends quality time with a facilitator who takes a small, new team through a curriculum explaining the story of their customer and how the company positions themselves as the guide in their customers’ story. Amazingly, the onboarding is more about the company’s customers than it is about the company itself. This organization loves their customers and is obsessed with seeing them win the day. Finally, the new employee discovers the secret. These people are here to serve a customer they love.

What else should you watch for? Most fund buyers look at past performance first, then at the manager’s reputation, then at the riskiness of the fund, and finally (if ever) at the fund’s expenses.8 The intelligent investor looks at those same things—but in the opposite order. Since a fund’s expenses are far more predictable than its future risk or return, you should make them your first filter. There’s no good reason ever to pay more than these levels of annual operating expenses, by fund category: Taxable and municipal bonds: 0.75% U.S. equities (large and mid-sized stocks): 1.0% High-yield (junk) bonds: 1.0% U.S. equities (small stocks): 1.25% Foreign stocks: 1.50%9 Next, evaluate risk. In its prospectus (or buyer’s guide), every fund must show a bar graph displaying its worst loss over a calendar quarter. If you can’t stand losing at least that much money in three months, go elsewhere. It’s also worth checking a fund’s Morningstar rating. A leading investment research firm, Morningstar awards “star ratings” to funds, based on how much risk they took to earn their returns (one star is the worst, five is the best). But, just like past performance itself, these ratings look back in time; they tell you which funds were the best, not which are going to be. Five-star funds, in fact, have a disconcerting habit of going on to underperform one-star funds. So first find a low-cost fund whose managers are major shareholders, dare to be different, don’t hype their returns, and have shown a willingness to shut down before they get too big for their britches. Then, and only then, consult their Morningstar rating.10 Finally, look at past performance, remembering that it is only a pale predictor of future returns. As we’ve already seen, yesterday’s winners often become tomorrow’s losers. But researchers have shown that one thing is almost certain: Yesterday’s losers almost never become tomorrow’s winners. So avoid funds with consistently poor past returns—especially if they have above-average annual expenses.

They have four categories: happy, satisfied, dissatisfied, disgusted. If they hit happy, they've screwed up; They never want you to be happy. On the other hand, they don't want you so disgusted you quit. The sweet spot is somewhere between dissatisfied and disgusted.

Asians are still a small minority—14.5 million (including about one million identified as part Asian) or 4.7 percent of the population—but their impact is vastly disproportionate to their numbers. Forty-four percent of Asian-American adults have a college degree or higher, as opposed to 24 percent of the general population. Asian men have median earnings 10 percent higher than non Asian men, and that of Asian women is 15 percent higher than non-Asian women. Forty-five percent of Asians are employed in professional or management jobs as opposed to 34 percent for the country as a whole, and the figure is no less than 60 percent for Asian Indians. The Information Technology Association of America estimates that in the high-tech workforce Asians are represented at three times their proportion of the population. Asians are more likely than the American average to own homes rather than be renters. These successes are especially remarkable because no fewer than 69 percent of Asians are foreign-born, and immigrant groups have traditionally taken several generations to reach their full economic potential. Asians are vastly overrepresented at the best American universities. Although less than 5 percent of the population they account for the following percentages of the students at these universities: Harvard: 17 percent, Yale: 13 percent, Princeton: 12 percent, Columbia: 14 percent, Stanford: 25 percent. In California, the state with the largest number of Asians, they made up 14 percent of the 2005 high school graduating class but 42 percent of the freshmen on the campuses of the University of California system. At Berkeley, the most selective of all the campuses, the 2005 freshman class was an astonishing 48 percent Asian. Asians are also the least likely of any racial or ethnic group to commit crimes. In every category, whether violent crime, white-collar crime, alcohol, or sex offenses, they are arrested at about one-quarter to one-third the rate of whites, who are the next most law-abiding group. It would be a mistake, however, to paint all Asians with the same brush, as different nationalities can have distinctive profiles. For example, 40 percent of the manicurists in the United States are of Vietnamese origin and half the motel rooms in the country are owned by Asian Indians. Chinese (24 percent of all Asians) and Indians (16 percent), are extremely successful, as are Japanese and Koreans. Filipinos (18 percent) are somewhat less so, while the Hmong face considerable difficulties. Hmong earn 30 percent less than the national average, and 60 percent drop out of high school. In the Seattle public schools, 80 percent of Japanese-American students passed Washington state’s standardized math test for 10th-graders—the highest pass rate for any ethnic group. The group with the lowest pass rate—14 percent—was another “Asian/Pacific Islanders” category: Samoans. On the whole, Asians have a well-deserved reputation for high achievement.

It takes a bit of work to identify the key performance drivers, but doing so brings profound benefits. If you’re able to identify three or four effective categories, you will simultaneously help your managers zero in with a bit more thought on areas that need work, and provide employees with a clearer sense of why they have or haven’t received the compensation or promotion they deserved.

A lightweight review tool would look much like the 360 tool I described above. It would ask managers to rate their employees for each category, and ask them to input text when the employee is in the bottom or top two ratings. The overall rating would be automatically calculated, and the manager’s rating distribution would be compared to the expected distribution. If the manager’s distribution falls outside of what’s expected, the manager must explain.

Labor’s dominance applies more broadly still among the million jobs listed by name in the earlier discussion of elite hours—finance-sector professionals, vice presidents at S&P 1500 firms, elite management consultants, partners at highly profitable law firms, and specialist medical doctors. These specifically identified workers collectively constitute a substantial share—fully half—of the 1 percent. The terms of trade under which they work—the economic arrangements that underwrite their incomes—are well known. All these workers contribute effectively no capital to their businesses and therefore again owe their income ultimately to their own industrious work, which is to say to labor. Comprehensive data based on tax returns corroborate that the new economic elite owes its income predominantly not to capital but rather, at root, to selling its own labor. The data themselves can be technical and even abstruse, but a clear message emerges from them nevertheless. The data confirm that the meritocratic rich (unlike their aristocratic predecessors) get their money by working. Even guarded estimates, which defer to tax categories that treat some labor income as capital gains, show a stark increase in the labor component of top incomes. According to this method of calculating, the richest 1 percent received as much as three-quarters of their income from capital at midcentury, and the richest 0.1 percent received up to nine-tenths of their income from capital. These shares then declined steadily over four decades beginning in the early 1960s, reaching bottom in 2000. In that year, both the top 1 percent and the top 0.1 percent received only about half of their incomes from capital (roughly 49 percent and 53 percent, respectively). The capital shares of top incomes then rose again, by about 10 percent, over the first decade of the new millennium, before beginning to fall again at the start of the second decade (when the data series runs out).

These are not marginal or idiosyncratic categories of income (although the need to translate from tax categories to moral ones inevitably introduces judgment and imprecision into any accounting). Founder’s shares, carried interest, and executive stock compensation give nominally capital gains a substantial component of labor income, especially among the very rich. To begin with, roughly half of the twenty-five largest American fortunes, according to Forbes, arise from founder’s stock still held by the founders who built the firms. Moreover, the share of total capital gains income reported to the Treasury that is attributable to carried interest alone—to the labor of hedge fund managers—has grown by a factor of perhaps ten in the past two decades and now comprises a material share of all the capital gains reported by one-percenters. And over the past twenty years, roughly half of all CEO compensation across the S&P 1500 has taken the form of stock or stock options. Pensions and housing also contribute substantially to top incomes today, roughly doubling the shares that they contributed in the 1960s. Once again, the data cannot sustain precise measurements, but these forms of labor income, taken together, plausibly comprise roughly another third of top incomes, sitting atop the roughly half of top incomes attributable to labor on even the most conservative accounting. The data therefore confirm—top-down—the narrative of labor income that bubbles up from a survey of elite jobs. Both the top 1 percent and even the top 0.1 percent today receive between two-thirds and three-quarters of their income in exchange not for land, machines, or financing but rather for deploying their own effort and skill. The richest person out of every hundred in the United States today, and indeed the richest person out of every thousand, now literally works for a living.

when someone is constantly late, they fall into three categories. The first, he called idiot savant. The type of person who is so smart in his or her field of expertise that their mind is literally elsewhere. In layman’s terms he explained that these people were smart in school and dumb on the bus. The second category was made up of perfectionists, people who were incapable of letting go of one task and moving on to another. These people were always playing catch-up, rarely rose to any real position of power, and needed to be managed properly. The third category, and the one to be most wary of, were the egomaniacs. These were the people who not only felt that their time was more important than anyone else’s, but who needed to prove it by constantly making others wait for them.

The payoffs for maintaining your unwanted condition can be put in three categories. While all three apply, one of them will be the senior payoff—the most influential—for the particular unwanted condition that is persisting. 1. You get to be right. For human beings, being right is a very big payoff, particularly when you are right about the way things “should” be. This validates your tacit ties to the Universal Human Paradigm. You also get to make somebody else wrong. The unwanted condition of never finding a relationship that works is an example of a racket. If this was your unwanted condition, you would probably swear up and down that you really want a working relationship. But you would never pick an appropriate partner—there’s too much payoff in being right about how relationships can’t work. Each failure would provide you more evidence that something is wrong with you, with your partner of the moment, and with marriage, relationships, and love in general. You would go from one relationship to another—frequently, from one marriage to another—involving yourself with the wrong person, over and over, to prove how hard you are trying to “make it work,” but in reality, you would be thoroughly invested in being right about how relationships can’t work. In short, you would be conning yourself, running a racket on anyone you were in a relationship with. In business, the middle manager who doesn’t say what he is thinking, because his ideas are never taken seriously, is running a racket. His payoff: He gets to be right about how difficult it is to advance in the company.

Collins’s understanding of the Fox-Hedgehog parable is questionable from the start. He suggests that people who have had the greatest impact on humanity—including Darwin, Marx, and Einstein—were Hedgehogs, consumed with a single and simple idea, then pursuing it with dogged focus. But Isaiah Berlin made no such claim, observing only that Foxes and Hedgehogs were two different ways of looking at human experience. There have been great people in both categories. According to Berlin, Plato was a Hedgehog but Aristotle a Fox; Dante a Hedgehog but Shakespeare a Fox; Dostoyevsky and Nietzsche were Hedgehogs while Goethe and Joyce were Foxes. Collins’s assertion about Darwin is also doubtful: After all, Charles Darwin was raised as a conventional Christian and arrived at his revolutionary ideas about natural selection after decades of careful observation and reflection—challenging conventional dogma is not the sort of thing a Hedgehog normally does. It’s not even clear that Marx was a Hedgehog, as his favorite epigram—De omnibus disputandum (Everything must be doubted)—has a distinctly Foxlike ring. Many so-called Marxists may be Hedgehogs, but of course that’s a different matter.

Successful brand management depends on a continually updated understanding of consumers’ needs and wants in a product category. This

gaining shelfspace has become a more strategic challenge for manufacturers. Shelfspace has to be won by planning product offerings to satisfy not just consumers’ needs but also the retailers’ objectives. Because the retailer is overwhelmed with offerings that claim to have consumer appeal – that is now a given – it is in being seen to best meet the retailers’ needs that has become the battleground. Store management wants to increase category sales, improve average margins, provide a good range to shoppers and perhaps offer exclusive products, all the while looking to increase operational efficiency and reduce inventory costs by minimising the number of lines stocked and the workload involved in getting products on the shelf. Manufacturers now have to win shelfspace by working through these complex and sometimes conflicting needs.

Tom’s team distilled the thousand ideas down to 293 discussion topics. That was still way too many for a single day’s agenda, so a group of senior managers then met and whittled those down to 120 topics, organized into several broad categories such as Training, Environment and Culture; Cross-Show Resource Pooling (we often call our movies “shows”); Tools and Technology; and Workflow.

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9. Reach you can buy, but stopping power and closing power are inherent to the product, primarily through the package. Both stopping power and closing power can be measured for individual products, as well as categories. The significance is that some products are good at attracting attention, but poor at closing the sale, whereas others are good at closing, but can’t seem to stop the traffic. Besides remedial package design, appropriate shelf management and promotional strategies can increase the stopping and closing power of existing products.

The Americans gave it a name, PTSD — Post Traumatic Stress Disorder. I had heard about it before: it was something that had to do with army men coming back from the frontline, veterans who had been under a lot of stress. Or survivors of terrorist attacks, bombings, massacres, or big accidents. What I didn’t know was that journalists were also considered a category ‘at risk,’ particularly the ones who had covered conflict or reported in war zones crisis zones. All those who had witnessed episodes of violence, killings, traumatic events, and who had learnt to work and live coping with the anxiety from nearby fighting and constant danger. I saw many of my colleagues devastated — broken — by what they had seen, which often I had seen too. Some never managed to really go back to their normal lives and once, after a crisis that had hit them harder than the many others, decided they had had enough. Among many terrible news came those of the suicide of Stephanie Vaessen’s husband and cameraman — him and Stephanie were two of the people I had shared the tragic days in East Timor with. No worries though. I was doing just fine, as I’d tell myself. At the end of the day, I genuinely believed it: I never really took as many risks as many of the colleagues I had met or shared the most traumatic experiences in the field with, hence I had probably been exposed to a lot less stress. (...)

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According to Duhigg, cues that trigger habits fall into one of five categories: a specific time of day, a place, a feeling, the presence of certain people, or a preceding behavior that you have ritualized.

Undoing their objectivization as goods to be bought and sold, therefore, required not only that captives escape the physical hold exerted on them by the forts, factories, and other coastal facilities used to incarcerate them but, more difficult still, that they reverse their own transformation into commodities, by returning to a web of social bonds that would tether them safely to the African landscape, within the fold of kinship and community. For most, as we have seen, distance made return to their home communities impossible. The market, they learned, made return to any form of social belonging impossible as well. If they managed to escape from the waterside forts and factories, their value resided not in their potential to join communities as slave laborers, wives, soldiers, or in some other capacity, but rather in their market price. For most, the power of the market made it impossible to return to their previous state, that of belonging to (being ‘owned’ by) a community—to being possessed, that is, of an identity as a subject. Rather, the strangers the runaways encountered shared the vision of the officials at Cape Coast Castle: the laws of the market made fellow human beings see it as their primary interest to own as commodities these escaped captives, rather than to connection them as social subjects. More often than not, then, captives escaped only to be sold again. As Snelgrave’s language articulates so clearly, the logic of the market meant that enslavement was a misfortune for which no buyer needed to feel the burden of accountability. Indeed, according to the mercantile logic in force, buyers (of whatever nationality) could not bear the weight of political accountability. Buying people who had no evidence social value was not a violation or an act of questionable morality but rather a keen and appropriate response to opportunity; for this was precisely what one was supposed to do in the market: create value by exchange, recycle someone else’s castoffs into objects of worth. Thus, then, did the market exert its power—through its language, its categories, its logic. The alchemy of the market derived from its effectiveness in producing a counterfeit representation; it had become plausible that human beings could be so completely drained of social value, so severed from the community, that their lives were no longer beyond price: they could be made freely available in exchange for currency. The market painted in colors sufficiently believable as to seem true the appalling notion that ‘a human being could fail to be a person.

Most decisions, and nearly all human interaction, can be incorporated into a contingencies model. For example, a President may start a war, a man may sell his business, or divorce his wife. Such an action will produce a reaction; the number of reactions is infinite but the number of probable reactions is manageably small. Before making a decision, an individual can predict various reactions, and he can assess his original, or primary-mode, decision more effectively. But there is also a category which cannot be analyzed by contingencies. This category involves events and situations which are absolutely unpredictable, not merely disasters of all sorts, but those also including rare moments of discovery and insight, such as those which produced the laser, or penicillin. Because these moments are unpredictable, they cannot be planned for in any logical manner. The mathematics are wholly unsatisfactory. We may only take comfort in the fact that such situations, for ill or for good, are exceedingly rare.

as numerous individual colored folders, one for each of the following categories: • Insurance info • Mortgage info • Purchase docs • Monthly income statements • Bank statements • Tenant interactions • Rehab and maintenance • Tenant files • Receipts • Miscellaneous paperwork This way, each property will have one overarching folder file, as well as several color-coded folders for easy retrieval of information. Need insurance docs for 123 Main Street? Oh, that’s in the 123 Main Street file, red folder.

Let’s look at how the questions above fit into the four categories.

This falls under the same category as requiring good references from past landlords. Obviously, an eviction equals a bad reference. A very bad reference. An eviction on a tenant’s record is the equivalent to committing murder in a landlord’s eyes.

There are essentially three ways for a product manager to work, and I argue only one of them leads to success: The product manager can escalate every issue and decision up to the CEO. In this model, the product manager is really a backlog administrator. Lots of CEOs tell me this is the model they find themselves in, and it's not scaling. If you think the product manager job is what's described in a Certified Scrum Product Owner class, you almost certainly fall into this category. The product manager can call a meeting with all the stakeholders in the room and then let them fight it out. This is design by committee, and it rarely yields anything beyond mediocrity. In this model, very common in large companies, the product manager is really a roadmap administrator. The product manager can do his or her job. The honest truth is that the product manager needs to be among the strongest talent in the company. My intention in this book is to convince you of this third way of working. It will take me the entire book to describe how the strong product manager does his or her job, but let me just say for now that this is a very demanding job and requires a strong set of skills and strengths.

Retailers actually want a manufacturer to help them sell more, to more shoppers, more often. That's pretty simple isn't it? Yes they do want it to happen from an optimised stock base, efficient logistics operation, with higher cash margins and more favourable payment terms but more, to more people more often is the deal. More = larger shopping baskets and or higher ticket prices that typically carry better cash margins. More shoppers = new customers from the available opportunity pool capable of shopping at that location or in that chain More often = increasing not only the frequency of visit to store by shoppers but increasing in store conversion which drives higher frequency of purchase. Later

Partial solution: structured writing (aka Information Mapping®) Structured writing is an integrated synthesis of tools and techniques for the analysis of complex subject matters (primarily explanation and reporting) and a group of standards and techniques for the management of large amounts of rapidly changing information. It includes procedures for planning organizing sequencing and presenting communications. For stable subject matters, you can divide all the relevant sentences into 40 categories. Examples are: Analogy, Definition, Description, Diagram, Example, Non-example, Fact, Comment, Notation, Objectives, Principle, Purpose, Rule, etc. Some of the sentences stand by themselves in these categories (e.g. Definitions, Examples). Others make sense as part of larger structures (e.g. Parts-Function Table).

According to Colin Gray, director of the Centre for Strategic Studies at the University of Reading in the UK, ‘Making strategy is by far the most difficult and risky than making policy and war plans. By its very nature strategy is more demanding of the intellect and perhaps the imagination. Excellence in strategy requires the strategist to transcend simple categories of thought. Success

every lesson I learned fell into better management of one of three categories: my time, my attention, and my energy.

First, choose a category of your life. Second, choose a specific time frame, preferably no longer than one season of about three months. I’ve even chosen much shorter time frames, like a month or a few weeks. This helps keep things manageable.

The four common archetypes of Staff-plus roles I encountered are: The Tech Lead guides the approach and execution of a particular team. They partner closely with a single manager, but sometimes they partner with two or three managers within a focused area. Some companies also have a Tech Lead Manager role, which is similar to the Tech Lead archetype but exists on the engineering manager ladder and includes people management responsibilities. The Architect is responsible for the direction, quality, and approach within a critical area. They combine in-depth knowledge of technical constraints, user needs, and organization level leadership. The Solver digs deep into arbitrarily complex problems and finds an appropriate path forward. Some focus on a given area for long periods. Others bounce from hotspot to hotspot as guided by organizational leadership. The Right Hand extends an executive’s attention, borrowing their scope and authority to operate particularly complex organizations. They provide additional leadership bandwidth to leaders of large-scale organizations. This taxonomy is more focused on being useful than complete, but so far, I’ve been able to fit every Staff-plus engineer I’ve spoken to into one of these categories. Admittedly, some folks are easier to classify than others.

Here is the key point: Once you have determined how many projects you can support, and what mix of projects you need to support your strategy, similar projects must compete against other similar projects for budget and staff for the resources dedicated to that category of project. Let’s say that you have decided to allocate 20 percent of your available resources to positioning options. Any new candidate for getting resources that is a positioning option should compete for that 20 percent against all the other positioning projects. They shouldn’t compete against other kinds of options or against platform or enhancement launches. This ensures that you will pick only the very best positioning options for your portfolio. What’s more important, it gets you out of the constant tug-of-war between short-term and long-term projects. The strategic choice is how many of your resources you will put into each category. Then within each category, the very best projects should compete against one another for consideration.

As I arrived to work one day early that summer, I received a frantic call from a Palestinian friend in the United States. At that point, the kidnapped Israeli boys had not yet been killed, and my friend had discovered a Facebook page threatening the murder, every hour, of a “terrorist” until the boys were found. The page, in Hebrew, was quite clearly using “terrorist” as a stand-in for “Palestinian” and included comments such as “Kill them while they are still in their mother’s [womb],” but when my friend reported it, she received a message that the page was not in violation of the community standards—despite existing prohibitions on both hate speech and credible threats.25 I emailed a contact on Facebook’s policy team, who responded: “Seems like a violation of our terms. I’ll run it by people here.” As I awaited my contact’s reply, the page began calling for the deaths of specific individuals. I wrote back to share that new information, and my contact replied to say that although they were still chasing down an answer, “if it’s threatening people’s lives, it seems to qualify, right?” But later that day, my contact informed me over the phone that the page was not, in fact, in violation of the rules. The threat wasn’t deemed to be credible, and on top of that, “terrorist” wasn’t a protected category under the prohibition on hate speech. In a statement, Face-book’s head of global policy management, Monika Bickert, explained: “We clearly list the characteristics that we consider to be hate speech, and if it doesn’t come under one of those categories, we don’t consider it hate speech under our policies.”26 The page remained up.

At a high level, company goals fall into three categories: growth, revenue, and customer satisfaction.

GE’s system of differentiation, which separates employees into three performance categories and manages them up or out accordingly.

The cleverness of this hack cannot be understated. Because Craigslist did not offer any sanctioned way for Airbnb (or anyone) to post new listings, the team had to reverse engineer how Craigslist managed new listings, and then re-create those steps with their own program. This meant understanding how the Craigslist posting system worked, which categories vacation rentals were posted in in different cities, figuring out the limitations of what could be posted on Craigslist, such as rules around images and formatting the listings, and much more.

Robert says real assets fall into the following categories: 1.​Businesses that do not require his presence: He owns them, but they are managed or run by other people. If he has to work there, it’s not a business. It becomes his job. 2.​Stocks 3.​Bonds 4.​Income-generating real estate 5.​Notes (IOUs) 6.​Royalties from intellectual property such as music, scripts, and patents 7.​Anything else that has value, produces income or appreciates, and has a ready market

As they say in the Sikh religion—Once you realize God knows everything, you're free. I had been through many years of psychoanalysis and still I had managed to keep private places in my head—I wouldn't say they were big, labeled categories, but they were certain attitudes or feelings that were still very private. And suddenly I realized that he knew everything that was going on in my head, all the time, and that he still loved me. Because who we are is behind all that.

Mary Mallon was born in 1869 in Cookstown, County Tyrone, then part of British-ruled Ireland. Like many of her countrymen, she immigrated to the United States at a young age, where she eventually found employment as a cook. During her lifetime, it was suspected that she has unintentionally (albeit perhaps negligently) infected over fifty people with typhoid. Typhoid fever is a bacterial disease caused by gastrointestinal infection by Salmonella enterica serovar Typhi. In most patients, it causes an unpleasant but manageable disease that resolves fully. However, as many as one in twenty patients become chronic carriers, who continue to be infectious for their lifetimes. Mary Mallon was one of the unfortunate few who fell into that category. It is hypothesised today that she contracted typhoid at birth. Her case, which involved prolonged quarantine on North Brother Island for almost half her life, raises complex moral and ethical questions about reconciling the interests of public health with the moral imperative to respect individual liberties and treat the sick (even if asymptomatic) with compassion.

Often a category emerges when an enabling technology, a shift in customer preferences and a supporting ecosystem manage to come together at once.

I also like to call this category "hypersuck," because women tend to get "sucked" into believing that our bodies are wild, scary, shameful places that need to be managed by an outside source, medicated, controlled, and sterilized. (We have the media and other social influences to thank for that.) We are rewarded for acting/speaking/looking like young girls versus confident women. We have too few powerful, healthy role models, but plenty of exhausted moms and emaciated models front and center on our cultural stage. We have a hard time appreciating our grown-up female bodies. We're made to feel that feminine intuition is fickle. We suspect that our energy is unstable. We're conditioned to think that our periods are shameful and disgusting. We look for ways to fix what's broken. We discipline the highs and lows of our female essence. We disconnect from our own bodies and, often, our deepest sense of knowing. Ultimately, our mind-body conversation tips the scales in a negative direction, and this too affects hormone balance. And since hypersuck (that old cultural conditioning) tricks us into thinking our bodies are supposed to be acting this way, we allow serious hormonal issues - and all the symptoms that tag along - to linger for years before seeking out any kind of sustainable action to help heal ourselves. Sadly, many women lose faith long before reaching the point of action.

He laid out the defining characteristics, workflow, and management as follows. A two-pizza team will: Be small. No more than ten people. Be autonomous. They should have no need to coordinate with other teams to get their work done. With the new service-based software architecture in place, any team could simply refer to the published application programming interfaces (APIs) for other teams. (More on this new software architecture to follow.) Be evaluated by a well-defined “fitness function.” This is the sum of a weighted series of metrics. Example: a team that is in charge of adding selection in a product category might be evaluated on: a)  how many new distinct items were added for the period (50 percent weighting) b)  how many units of those new distinct items were sold (30 percent weighting) c)  how many page views those distinct items received (20 percent weighting) Be monitored in real time. A team’s real-time score on its fitness function would be displayed on a dashboard next to all the other two-pizza teams’ scores. Be the business owner. The team will own and be responsible for all aspects of its area of focus, including design, technology, and business results. This paradigm shift eliminates the all-too-often heard excuses such as, “We built what the business folks asked us to, they just asked for the wrong product,” or “If the tech team had actually delivered what we asked for and did it on time, we would have hit our numbers.” Be led by a multidisciplined top-flight leader. The leader must have deep technical expertise, know how to hire world-class software engineers and product managers, and possess excellent business judgment. Be self-funding. The team’s work will pay for itself. Be approved in advance by the S-Team. The S-Team must approve the formation of every two-pizza team.

I’d spent my life dealing with courtiers, scores of them, but now I dealt mostly with just three, all middle-aged white men who’d managed to consolidate power through a series of bold Machiavellian manoeuvres. They had normal names, exceedingly British names, but they sort more easily into zoological categories. The Bee. The Fly. And the Wasp.