Ceo In The Making Quotes

How people themselves perceive what they are doing is not a question that interests me. I mean, there are very few people who are going to look into the mirror and say, 'That person I see is a savage monster'; instead, they make up some construction that justifies what they do. If you ask the CEO of some major corporation what he does he will say, in all honesty, that he is slaving 20 hours a day to provide his customers with the best goods or services he can and creating the best possible working conditions for his employees. But then you take a look at what the corporation does, the effect of its legal structure, the vast inequalities in pay and conditions, and you see the reality is something far different.

In business, it's important to be able to make informed decisions.

He points out that one of the really tough things is figuring out what questions to ask,” Musk said. “Once you figure out the question, then the answer is relatively easy. I came to the conclusion that really we should aspire to increase the scope and scale of human consciousness in order to better understand what questions to ask.” The teenage Musk then arrived at his ultralogical mission statement. “The only thing that makes sense to do is strive for greater collective enlightenment,

People always ask me, “What’s the secret to being a successful CEO?” Sadly, there is no secret, but if there is one skill that stands out, it’s the ability to focus and make the best move when there are no good moves.

Business failures are valuable. When you experience failure as an entrepreneur, make a conscious effort to try to understand everything about how you failed and how the business failed. It'll help you succeed.

There's a lot to consider at the intersection of business and social work. It's about earning a lot of money while adding a lot of value to peoples lives and making the world a better place.

The biologist and intellectual E. O. Wilson was once asked what represented the most hindrance to the development of children; his answer was the soccer mom. He did not use the notion of the Procrustean bed, but he outlined it perfectly. His argument is that they repress children's natural biophilia, their love of living things. But the problem is more general; soccer moms try to eliminate the trial and error, the antifragility, from children's lives, move them away from the ecological and transform them into nerds working on preexisting (soccer-mom-compatible) maps of reality. Good students, but nerds--that is, they are like computers except slower. Further, they are now totally untrained to handle ambiguity. As a child of civil war, I disbelieve in structured learning . . . . Provided we have the right type of rigor, we need randomness, mess, adventures, uncertainty, self-discovery, near-traumatic episodes, all those things that make life worth living, compared to the structured, fake, and ineffective life of an empty-suit CEO with a preset schedule and an alarm clock.

Authenticity is important in business, and in every part of life. Be true to yourself, and make sure the business is being true to itself.

As a business owner, you should be looking at data as a key resource to help you make more informed decisions that ultimately allow you to grow revenues and maximize profits.

I say, 'Get me some poets as managers.' Poets are our original systems thinkers. They contemplate the world in which we live and feel obligated to interpret, and give expression to it in a way that makes the reader understand how that world runs. Poets, those unheralded systems thinkers, are our true digital thinkers. It is from their midst that I believe we will draw tomorrow's new business leaders." --Sidney Harman, CEO Multimillionaire of a stereo components company

At its essence, good leadership isn’t about being indispensable; it’s about helping others be prepared to possibly step into your shoes—giving them access to your own decision making, identifying the skills they need to develop and helping them improve, and, as I’ve had to do, sometimes being honest with them about why they’re not ready for the next step up.

If something doesn't feel right to you, then it's probably not right for you

The decisions we make in the boardroom eventually show themselves in the company's performance.

At Mayflower-Plymouth, we're into making good businesses better.

Talk about her like that again and I swear I’ll make your last twelve months as CEO absolutely miserable.

The role of the CEO is to enable people to excel, help them discover their own wisdom, engage themselves entirely in their work, and accept responsibility for making change. (164)

Authenticity is important is business, and in every part of life. Be true to yourself, and make sure the business is being true to itself.

Blockchain technology is critical to making supply chains more efficient.

When permaculture design principles are applied to business, business becomes a powerful platform for making the world a better place.

If you wanna make money in business - great! The way to do that is to add value to other peoples lives. Solve their problems, meet their needs or fulfill their desires.

Popularity is not profit. Ultimately, what makes a business is it's profitability. Popularity can convert to profit but it does not equal profit. Likes and follows are nice, but business is all about sales.

Don't be that employee that complains all the time! Instead, be that employee that sees opportunities within the business and weeks to collaborate with colleagues and management to make the business better.

Well, the results are in, and once again Microsoft CEO Bill Gates is the richest man in America. Gates says he is grateful for his huge financial success, but it still makes him sad when he looks around and sees other people with any money whatsoever.

Recent brain scans have shed light on how the brain simulates the future. These simulation are done mainly in the dorsolateral prefrontal cortex, the CEO of the brain, using memories of the past. On one hand, simulations of the future may produce outcomes that are desirable and pleasurable, in which case the pleasure centers of the brain light up (in the nucleus accumbens and the hypothalamus). On the other hand, these outcomes may also have a downside to them, so the orbitofrontal cortex kicks in to warn us of possible dancers. There is a struggle, then, between different parts of the brain concerning the future, which may have desirable and undesirable outcomes. Ultimately it is the dorsolateral prefrontal cortex that mediates between these and makes the final decisions. (Some neurologists have pointed out that this struggle resembles, in a crude way, the dynamics between Freud's ego, id, and superego.)

If you wanna make money in business, you gotta train yourself to see the world from a business perspective.

Capital allocation is what makes all business processes possible.

Companies with high talent density have a permeable competitive advantage that makes them very difficult to beat.

To make progress on climate, we need systemic change, not incremental change. Every business and every person has a role to play in that.

If you're in the business of making something, be in the business of making something great

Being a polymath makes me a better investor and a better CEO. Because I have multiple interests and multiple skill sets that span across various industries and topic areas, I’m often able to approach investments from a place knowing, from a place of experience and with a sense of authority. Whether it’s IP, Patents, Transportation, Music, Education or Wellness…. I’ve got some background in it so I’m able lead Mayflower-Plymouth with investing in any or all of these effectively.

One of the best things you can do for your employees is to make sure that they have the resources they need to be successful in their jobs.

Deal making is a critical component of business.

Congratulations, now you know the single reason why the world is the way it is. You see the problem right away—everything we do requires cooperation in groups larger than a hundred and fifty. Governments. Corporations. Society as a whole. And we are physically incapable of handling it. So every moment of the day we urgently try to separate everyone on earth into two groups—those inside the sphere of sympathy and those outside. Black versus white, liberal versus conservative, Muslim versus Christian, Lakers fan versus Celtics fan. With us, or against us. Infected versus clean. “We simplify tens of millions of individuals down into simplistic stereotypes, so that they hold the space of only one individual in our limited available memory slots. And here is the key—those who lie outside the circle are not human. We lack the capacity to recognize them as such. This is why you feel worse about your girlfriend cutting her finger than you do about an earthquake in Afghanistan that kills a hundred thousand people. This is what makes genocide possible. This is what makes it possible for a CEO to sign off on a policy that will poison a river in Malaysia and create ten thousand deformed infants. Because of this limitation in the mental hardware, those Malaysians may as well be ants.

Fatherhood is important to me. I've taught my daughter to cherish nature, to nurture her spirituality, to love herself, to love others, to exploration science, and to seek wisdom and understanding. I make it a point to cultivate those things in her, in the way that only a father can.

When society as a whole begins to efficiently utilize all capital everywhere on a global scale and and make all capital everywhere maximally productive on a global scale — most if not all of our global scale social problems will be solved.

Don't show weakness any empathy. Don't show doubt any empathy. Make a decision, and act on that decision. As an entrepreneur, you have to be resilient, you have to be faithful and you have to be decisive.

Biopolymers have huge business implications. They add cyclicality to the economic ecosystem, therefore making possible new business opportunities that didn't exist before, and allowing those businesses to have a healthy relationship with the natural environment at the same time.

When the business environment is competitive, it's often strategy and execution that makes the difference between winners and losers.

Trusting your team means letting go and having faith in their abilities and their capacity for making good decisions.

Having routine internal audits helps to make sure that the company passes it's external audits.

When you're a startup entrepreneur, every decision you make is critical to the survival of the business. There's no unimportant decision. Every decision matters.

The only thing that makes sense to do is strive for greater collective enlightenment,

It’s the moments where you feel most like hiding or dying that you can make the biggest difference as a CEO.

Applying renewable energy sources in full at scale will make possible a multitude of new business opportunities.

If you can enable the customers and potential customers to make informed purchasing decisions, you increase the likelihood each person will purchase your products or services.

You wanna make your marketing as dynamic as your customers.

Dont alienate your existing customers in search of new customers. A good approach is to continue to do what makes your existing customers happy, while doing additional things that attract new customers without alienating your existing customers. And in some cases, it's more advantageous to do better by your existing customers instead of looking for new customers.

Good management has a lot to do with incentives and decentives. It's about making sure the company has systems in place that incentivize desired behaviors and decentivize undesirable behavior.

Unfortunately, the term “identity politics” has been weaponized. It is most often used by speakers to describe politics as practiced by members of historically marginalized groups. If you’re black and you're worried about police brutality, that’s identity politics. If you’re a woman and you’re worried about the male-female pay gap, that’s identity politics. But if you’re a rural gun owner decrying universal background checks as tyranny, or a billionaire CEO complaining that high tax rates demonize success, or a Christian insisting on Nativity scenes in public squares — well, that just good, old fashioned politics. With a quick sleight of hand, identity becomes something that only marginalized groups have. The term “identity politics,” in this usage, obscures rather than illuminates; it’s used to diminish and discredit the concerns of the weaker groups by making them look self-interested, special pleading in order to clear the agenda for the concerns of stronger groups, which are framed as more rational, proper topics for political debate. But in wielding identity as a blade, we have lost it as a lens, blinding ourselves in a bid for political advantage. WE are left searching in vaid for what we refuse to allow ourselves to see.

We are suspicious of those CEOs who regularly claim they do know the future—and we become downright incredulous if they consistently reach their declared targets. Managers that always promise to “make the numbers” will at some point be tempted to make up the numbers.

It makes no sense to compare yourself with others because there will always be better & worse people than you out there. Each person has his own path to make. You are where you are now. Could you reach for the stars & have everything you want? realistically no. You may not win Olympic Gold in London 2012 , or be the CEO of a Fortune 500 company etc but you most definitely have the capacity to make YOUR life as the Masterpiece it could really be. The choice is yours...

You have to include inflation in your annual revenue and expense forecasts. You have to treat inflation as an annual fee your business pays into the economy. If inflation is 2% for example, that means the economy is charging your business a 2% annual fee and so you gotta make sure your income and total assets grow at minimum 2% annually just to keep up.

There is no truer statement: men are simple. Get this into your head first, and everything you learn about us in this book will begin to fall into place. Once you get that down, you’ll have to understand a few essential truths: men are driven by who they are, what they do, and how much they make. No matter if a man is a CEO, a CON, or both, everything he does is filtered through his title (who he is), how he gets that title (what he does), and the reward he gets for the effort (how much he makes). These three things make up the basic DNA of manhood—the three accomplishments every man must achieve before he feels like he’s truly fulfilled his destiny as a man. And until he’s achieved his goal in those three areas, the man you’re dating, committed to, or married to will be too busy to focus on you.

The more frustrated someone is, the more important it becomes to listen to them. Unless you make a point of this, anything you try to say goes in one ear and out the other. If you interrupt them midsentence and say, “It’s more like this,” it’s only natural for them to think, “This person has absolutely no clue what I’m saying.

Technology is important. We should utilize technology as a tool to help cultivate a permaculture economy. As we ensure that various technologies converge within the context of permaculture design and permaculture ethics, we make the world a better place.

You get the best people, you build them into the best managers in the industry, and you accept the fact that some of them will be recruited to become CEOs of other companies.

If your business is making you go broke, it's doing the opposite of what it should be doing. You need to run some numbers and reassess what needs to happen to get to profitability.

Every good-to-great company had Level 5 leadership during the pivotal transition years. • “Level 5” refers to a five-level hierarchy of executive capabilities, with Level 5 at the top. Level 5 leaders embody a paradoxical mix of personal humility and professional will. They are ambitious, to be sure, but ambitious first and foremost for the company, not themselves. • Level 5 leaders set up their successors for even greater success in the next generation, whereas egocentric Level 4 leaders often set up their successors for failure. • Level 5 leaders display a compelling modesty, are self-effacing and understated. In contrast, two thirds of the comparison companies had leaders with gargantuan personal egos that contributed to the demise or continued mediocrity of the company. • Level 5 leaders are fanatically driven, infected with an incurable need to produce sustained results. They are resolved to do whatever it takes to make the company great, no matter how big or hard the decisions. • Level 5 leaders display a workmanlike diligence—more plow horse than show horse. • Level 5 leaders look out the window to attribute success to factors other than themselves. When things go poorly, however, they look in the mirror and blame themselves, taking full responsibility. The comparison CEOs often did just the opposite—they looked in the mirror to take credit for success, but out the window to assign blame for disappointing results.

A company is a culture. A group of people brought together around a common set of values and beliefs. It’s not products or services that bind a company together. It’s not size and might that make a company strong, it’s the culture—the strong sense of beliefs and values that everyone, from the CEO to the receptionist, all share. So the logic follows, the goal is not to hire people who simply have a skill set you need, the goal is to hire people who believe what you believe.

Apart from “What made you join the company,” there’s another question I like to ask: “Out of all the work you’ve done so far, what was the most interesting thing? And what was the most painful?” This is all about them, too—making it easy to respond, and above all giving you a sense of who they are.

It's unwise to make plans based on hope. In business, prudence is greater than hope and strategy is greater than wishing. Be ambitious, make your affirmations, and have faith - but also be prudent and practical.

Many of the members of the new upper class are balkanized. Furthermore, their ignorance about other Americans is more problematic than the ignorance of other Americans about them. It is not a problem if truck drivers cannot empathize with the priorities of Yale professors. It is a problem if Yale professors, or producers of network news programs, or CEOs of great corporations, or presidential advisers cannot empathize with the priorities of truck drivers. It is inevitable that people have large areas of ignorance about how others live, but that makes it all the more important that the members of the new upper class be aware of the breadth and depth of their ignorance.

Jeff Bezos, founder and CEO of Amazon, made this exact argument in his 2015 letter to shareholders,33 where he introduced the idea of Level 1 and Level 2 decisions. He describes a Level 1 decision as one that is hard to reverse, whereas a Level 2 decision is one that is easy to reverse. Bezos argues that we should be slow and cautious when making Level 1 decisions, but that we should move fast and not wait for perfect data when making Level 2 decisions.

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

The trick never ages; the illusion never wears off. Vote to stop abortion; receive a rollback in capital gains taxes. Vote to make our country strong again; receive deindustrialization. Vote to screw those politically correct college professors; receive electricity deregulation. Vote to get government off our backs; receive conglomeration and monopoly everywhere from media to meatpacking. Vote to stand tall against terrorists; receive Social Security privatization. Vote to strike a blow against elitism; receive a social order in which wealth is more concentrated than ever before in our lifetimes, in which workers have been stripped of power and CEOs are rewarded in a manner beyond imagining.

Ed Woolard, his mentor on the Apple board, pressed Jobs for more than two years to drop the interim in front of his CEO title. Not only was Jobs refusing to commit himself, but he was baffling everyone by taking only $1 a year in pay and no stock options. “I make 50 cents for showing up,” he liked to joke, “and the other 50 cents is based on performance.

In my experience, when we surrender all to the greatest Artist, that Artist fills us with the Spirit and makes us even more. creative and aware of the greater reality all about us. By "giving up" our "art," we are, paradoxically, made into true artists of the Kingdom. This is the paradox Blake was addressing. Unless we become makers in the image of the Maker, we labor in vain. Whether we are plumbers, garbage collectors, taxi drivers, or CEOs, we are called by the Great Artist to co-create. The Artist calls us little-'a' artists to co-create, to share in the "heavenly breaking in" to the broken earth.

We like a workplace where employees feel a sense of autonomy to make their own choices and achieve results their way. When people have that freedom and autonomy, guided by shared values, it results in having a culture of innovation and joyfulness.

The single greatest challenge to leaders today (and that includes thinkers, teachers, managers, presidents, parents, CEOs, designers, salespeople, students—all of us) is this: We have to make more increasingly complex ideas more clear, more quickly and more persuasively than ever, to more audiences who are more informed and have more access to more information than ever.

Make a movie out of this, Hallmark.  Being carried away to drown by a warrior on horseback for not embracing the holiday spirit is certainly more motivating than watching a jaded CEO move to a small town where she falls in love with Christmas and her hunky neighbor.

Civil and voting rights for blacks didn’t come from the White House or from masses demonstrating in front of the White House. They came after the Montgomery Bus Boycott of 1955–56, the Freedom Rides in 1961, the Children’s Crusade in Birmingham in 1963, the Mississippi Freedom Summer and Freedom Schools in 1964, and the Selma-to-Montgomery march in 1965. In other words, they came only after hundreds of thousands of black Americans and their white supporters had accepted the challenge and risks of ourselves making or becoming the changes we want to see in the world. Women’s leadership in the public sphere didn’t come from the White House or from CEOs. It came only after millions of women came together in small consciousness-raising groups to share stories of our “second sex” lives. Today’s good news is that Americans in all walks of life have begun to create another America from the ground up in many unforeseen ways. In our bones we sense that this is no ordinary time. It is a time of deep change, not just of social structure and economy but also of ourselves.

correlation between the growing lack of respect for ideas and the imagination and the increasing gap between rich and poor in America, reflected not just in the gulf between the salaries of CEOs and their employees but also in the high cost of education, the incredible divide between private and public schools that makes all of the fine speeches by our policy makers— most of whom send their children to private schools anyway, just as they enjoy the benefits and perks of their jobs as servants of the people— all the more insidious and insincere.

The virus is causing something akin to panic throughout corporate America, which has become used to the typos, misspellings, missing words and mangled syntax so acceptable in cyberspace. The CEO of LoseItAll.com, an Internet startup, said the virus had rendered him helpless. “Each time I tried to send one particular e-mail this morning, I got back this error message: ‘Your dependent clause preceding your independent clause must be set off by commas, but one must not precede the conjunction.’ I threw my laptop across the room.”  . . . If Strunkenwhite makes e-mailing impossible, it could mean the end to a communication revolution once hailed as a significant timesaver. A study of 1,254 office workers in Leonia, N.J., found that e-mail increased employees’ productivity by 1.8 hours a day because they took less time to formulate their thoughts. (The same study also found that they lost 2.2 hours of productivity because they were e-mailing so many jokes to their spouses, parents and stockbrokers.)  . . . “This is one of the most complex and invasive examples of computer code we have ever encountered. We just can’t imagine what kind of devious mind would want to tamper with e-mails to create this burden on communications,” said an FBI agent who insisted on speaking via the telephone out of concern that trying to e-mail his comments could leave him tied up for hours.

It's really important to be holistic in all measurement initiatives. Incomplete measurements result in an incomplete understanding. And holistic measurements result in a holistic understanding. And when we have a holistic understanding of something, we can make better choices.

When you hire someone, you should trust them to do the work they were hired to do. They don't need to be controlled or dominated or chaperoned. Just make sure they have the resources they need, make sure that good systems are in place, and give them the autonomy to get the job done.

Individual data points are of miniscule value. In the first twenty years of this century, data has become a common commodity. But the next level is amalgamation - bringing hundreds or thousands or millions of data points together and then making of them something greater than the sum of the parts.

All good decisions are Data dependent. To make good decisions, you need good data. And you need that good data to be organized according to it's applicable use value. So every business should be mining data and organizing data to enable business leaders to make good decisions on behalf of the business.

Is there not genius in the villain? In the criminal? A magic born in the beginnings of the tiniest of rebellions? When I think of someone who has to create a masterplan to rob a store, the valor of a pirate, or a malicious CEO trying to tear down competition, at least they have a point of view. They are uninhibited by the parameters of previous motion. They are electric imaginers. And they make their money by thinking. The originality of a criminal’s thoughts requires a freedom so rare to attain—and from there, brilliant masterplans, blueprints, trajectories, and other devices are employed. No one owns them and they defy odds with every offense. To have the mind of a criminal, but the heart of an angel would be ideal, but who promised ideal? It’s too bad the cleverest of things were corrupt and have made us call geniuses stupid. Maybe it’s circumstance, maybe it’s hereditary, but the greatest criminals have the creativity and courage like no other.

A CEO shouldn't get several hundred times the salary that the janitor is paid. An athlete shouldn't get several hundred times the salary that the waterboy is paid. A filmstar shouldn't get several hundred times the salary that the crew at the bottom are paid. I understand if you are not yet civilized enough to flatten the field completely – for you are an infantile species after all. But at the very least, do your best to reduce the gap - that is, if you intend to be human someday.

Right now, your company gets the results—good or bad—that it was designed to get. If your vision of the future differs from your current situation, if you want to get better results, then you must change the way you do things. If you don’t, how can you expect results that are any different from what you’ve already achieved?

Having a good company culture is even more important than policies and procedures. When there's good company culture, employees will make good choices even in the absence of policies and procedures. But if there's a toxic company culture, employees will tend to make bad choices even policies and procedures are well established.

Having a good company culture is even more important than policies and procedures. When there's a good company culture, employees will make good choices even in the absence of policies and procedures. But if there's a toxic company culture, employees will tend to make bad choices even if policies and procedures are well established.

In business, it's very important to protect your businesses income! Because a business with no income is not really a business at all. As long as the business has income - even if margins are slim, you can find a way to cut expenses, improve cash flow and improve it's profitability. Tight cash flow can be better leveraged than no cash flow. But if you make choices that jeopardize or forefeit the income, because you're frustrated with slim margins, then you forfeit that opportunity. Work with those slim margins while you work on widening them.

At a small dinner with other business executives, the guest of honor spoke the entire time without taking a breath. This meant that the only way to ask a question or make an observation was to interrupt. Three or four men jumped in, and the guest politely answered their questions before resuming his lecture. At one point, I tried to add something to the conversation and he barked, "Let me finish! You people are not good at listening!" Eventually, a few more men interjected and he allowed it. Then the only other female executive at the dinner decided to speak up--and he did it again! He chastised her for interrupting. After the meal, one of the male CEOs pulled me aside to say that he had noticed that only the women had been silenced. He told me he empathized, because as a Hispanic, he has been treated like this many times.

A wealthy CEO could justify his or her advantages to a lower paid worker on a factory floor as: "I am not worthier then you nor morally deserving of the privileged position I hold. My generous compensation package is simply an incentive necessary to induce me and others like me, to develop our talents for the benefit of all. It is not your fault that you lack the talent society needs, nor is it my doing that I have such talents in abundance. This is why some of my income is taxed away to help people like you. I do not morally deserve my superior pay and position, but I am entitled to them under fair rules of social cooperation, and remember, you and I would have agreed to these rules had we thought about the matter before we knew who would land on top and whom at the bottom. So please do not resent me, my privileges make you better off than you would otherwise be, the inequality you find galling is for your own good.

Oh God, my chin. I have a cluster of five hairs on the left side of my chin. They’re coarse and wiry, like boar hair, and for the past couple of years, they’ve been my hideous secret and my sworn enemies. They sprout up every couple of days, and so I have to be vigilant. I keep my weapons—Revlon tweezers and a 10X magnifying mirror—at home, in my Sherpa bag, and in my desk drawer at work, so in theory, I can be anywhere, and if one of those evil little weeds pokes through the surface, I can yank it. I’ve been in meetings with CEOs, some of the most powerful men in the world, and could barely stay focused on what they were saying because I’d inadvertently touched my chin and become obsessed with the idea of destroying five microscopic hairs. I hate them, and I’m terrified of someone else noticing them before I do, but I have to admit, there is almost nothing more satisfying than pulling them out.I stroke my chin, expecting to feel my Little Pig beard, but touch only smooth skin. My leg feels like a farm animal, which suggests I haven’t shaved in at least a week, but my chin is bare, which would put me in this bed for less than two days. My body hair isn’t making any sense.

The pharmaceutical companies that fund med schools don’t want this fact realized, and therefore the information is suppressed. Many pharmaceutical companies and doctors make money by treating symptoms rather than causations. When causations are understood, cures are oftentimes a given. Cures don’t make money. Why was Aspartame released into the population despite evidence of the damage it causes while Donald Rumsfeld was CEO of Searle? Why do you think George Bush was on the board of directors for Eli Lilly9 drug manufacturing? To counteract the mass genocide he perpetuates? Why do you think politicians are so healthy and live so long? What do they know that they aren’t telling us? I’m not saying this is all a conspiracy to thin the population, but pertinent health information should be public knowledge rather than deliberately suppressed. If this information were taught in schools, unethical drug companies would loose their control on the world.

The pull of fascist politics is powerful. It simplifies human existence, gives us an object, a “them” whose supposed laziness highlights our own virtue and discipline, encourages us to identify with a forceful leader who helps us make sense of the world, whose bluntness regarding the “undeserving” people in the world is refreshing. If democracy looks like a successful business, if the CEO is tough-talking and cares little for democratic institutions, even denigrates them, so much the better. Fascist politics preys on the human frailty that makes our own suffering seem bearable if we know that those we look down upon are being made to suffer more. Navigating the tensions created by living in a state with a democratic sphere of governance, a nondemocratic hierarchical economic sphere, and a rich, complex civil society replete with organizations, associations, and community groups adhering to multiple visions of a good life can be frustrating. Democratic citizenship requires a degree of empathy, insight, and kindness that demands a great deal of all of us. There are easier ways to live.

[Trump] is also the personification of the merger of humans and corporations—a one man megabrand, whose wife and children are spin-off brands, with all the pathologies and conflicts of interest inherent in that. He is the embodiment of the belief that money and power provide license to impose one's will on others, whether that entitlement is expressed by grabbing women or grabbing the finite resources from a planet on the cusp of catastrophic warming. He is the product of a business culture that fetishizes "disruptors" who make their fortunes by flagrantly ignoring both laws and regularity standards. Most of all, he is the incarnation of a still-powerful free-market ideological project—one embraced by centrist parties as well as conservative ones—that wages war on everything public and commonly held, and imagines corporate CEOs and superheroes who will save humanity.

Unfortunately, the metaphor that dominates most of American Christianity doesn’t help us much; we usually envision the church as a corporation. The pastor is the CEO, there are committees and boards. Evangelism is the manufacturing process by which we make our product, and sales can be charted, compared, and forecast. Of course, this manufacturing process goes on in a growth economy so that any corporation-church whose annual sales figures aren’t up from last year’s is in trouble. Americans are quite single-minded in their captivity to the corporation metaphor. And it isn’t even biblical. —Hal Miller

New Rule: Americans must realize what makes NFL football so great: socialism. That's right, the NFL takes money from the rich teams and gives it to the poorer one...just like President Obama wants to do with his secret army of ACORN volunteers. Green Bay, Wisconsin, has a population of one hundred thousand. Yet this sleepy little town on the banks of the Fuck-if-I-know River has just as much of a chance of making it to the Super Bowl as the New York Jets--who next year need to just shut the hell up and play. Now, me personally, I haven't watched a Super Bowl since 2004, when Janet Jackson's nipple popped out during halftime. and that split-second glimpse of an unrestrained black titty burned by eyes and offended me as a Christian. But I get it--who doesn't love the spectacle of juiced-up millionaires giving one another brain damage on a giant flatscreen TV with a picture so real it feels like Ben Roethlisberger is in your living room, grabbing your sister? It's no surprise that some one hundred million Americans will watch the Super Bowl--that's forty million more than go to church on Christmas--suck on that, Jesus! It's also eighty-five million more than watched the last game of the World Series, and in that is an economic lesson for America. Because football is built on an economic model of fairness and opportunity, and baseball is built on a model where the rich almost always win and the poor usually have no chance. The World Series is like The Real Housewives of Beverly Hills. You have to be a rich bitch just to play. The Super Bowl is like Tila Tequila. Anyone can get in. Or to put it another way, football is more like the Democratic philosophy. Democrats don't want to eliminate capitalism or competition, but they'd like it if some kids didn't have to go to a crummy school in a rotten neighborhood while others get to go to a great school and their dad gets them into Harvard. Because when that happens, "achieving the American dream" is easy for some and just a fantasy for others. That's why the NFL literally shares the wealth--TV is their biggest source of revenue, and they put all of it in a big commie pot and split it thirty-two ways. Because they don't want anyone to fall too far behind. That's why the team that wins the Super Bowl picks last in the next draft. Or what the Republicans would call "punishing success." Baseball, on the other hand, is exactly like the Republicans, and I don't just mean it's incredibly boring. I mean their economic theory is every man for himself. The small-market Pittsburgh Steelers go to the Super Bowl more than anybody--but the Pittsburgh Pirates? Levi Johnston has sperm that will not grow and live long enough to see the Pirates in a World Series. Their payroll is $40 million; the Yankees' is $206 million. The Pirates have about as much chance as getting in the playoffs as a poor black teenager from Newark has of becoming the CEO of Halliburton. So you kind of have to laugh--the same angry white males who hate Obama because he's "redistributing wealth" just love football, a sport that succeeds economically because it does just that. To them, the NFL is as American as hot dogs, Chevrolet, apple pie, and a second, giant helping of apple pie.

NO PERFORMANCE MANAGEMENT OR EMPLOYEE FEEDBACK PROCESS Your company now employs twenty-five people and you know that you should formalize the performance management process, but you don’t want to pay the price. You worry that doing so will make it feel like a “big company.” Moreover, you do not want your employees to be offended by the feedback, because you can’t afford to lose anyone right now. And people are happy, so why rock the boat? Why not take on a little management debt? The first noticeable payments will be due when somebody performs below expectations: CEO: “He was good when we hired him; what happened?” Manager: “He’s not doing the things that we need him to do.” CEO: “Did we clearly tell him that?” Manager: “Maybe not clearly . . .” However, the larger payment will be a silent tax. Companies execute well when everybody is on the same page and everybody is constantly improving. In a vacuum of feedback, there is almost no chance that your company will perform optimally across either dimension. Directions with no corrections will seem fuzzy and obtuse. People rarely improve weakness they are unaware of. The ultimate price you will pay for not giving feedback: systematically crappy company performance.

PEACETIME CEO/WARTIME CEO Peacetime CEO knows that proper protocol leads to winning. Wartime CEO violates protocol in order to win. Peacetime CEO focuses on the big picture and empowers her people to make detailed decisions. Wartime CEO cares about a speck of dust on a gnat’s ass if it interferes with the prime directive. Peacetime CEO builds scalable, high-volume recruiting machines. Wartime CEO does that, but also builds HR organizations that can execute layoffs. Peacetime CEO spends time defining the culture. Wartime CEO lets the war define the culture. Peacetime CEO always has a contingency plan. Wartime CEO knows that sometimes you gotta roll a hard six. Peacetime CEO knows what to do with a big advantage. Wartime CEO is paranoid. Peacetime CEO strives not to use profanity. Wartime CEO sometimes uses profanity purposefully. Peacetime CEO thinks of the competition as other ships in a big ocean that may never engage. Wartime CEO thinks the competition is sneaking into her house and trying to kidnap her children. Peacetime CEO aims to expand the market. Wartime CEO aims to win the market. Peacetime CEO strives to tolerate deviations from the plan when coupled with effort and creativity. Wartime CEO is completely intolerant. Peacetime CEO does not raise her voice. Wartime CEO rarely speaks in a normal tone. Peacetime CEO works to minimize conflict. Wartime CEO heightens the contradictions. Peacetime CEO strives for broad-based buy-in. Wartime CEO neither indulges consensus building nor tolerates disagreements. Peacetime CEO sets big, hairy, audacious goals. Wartime CEO is too busy fighting the enemy to read management books written by consultants who have never managed a fruit stand. Peacetime CEO trains her employees to ensure satisfaction and career development. Wartime CEO trains her employees so they don’t get their asses shot off in the battle. Peacetime CEO has rules like “We’re going to exit all businesses where we’re not number one or two.” Wartime CEO often has no businesses that are number one or two and therefore does not have the luxury of following that rule.

I would never sabotage you, Mya.” He wiped away one of my stray tears with his fingertips. “Of course, deep down I did want you to stay, but I had nothing but nice things to say about you. I even said they’d be foolish not to hire you, but—” “But?” I glared at him. “But what?” “But if they thought the low-ass salaries they were offering were good enough for you, they needed to increase them exponentially or move along to someone else. I thought you deserved more.” “Is that all?” “No,” he said, looking into my eyes. “I also needed to personally interview each of the CEOs myself. Needed to make sure each one was a good fit for you, and that whoever you worked for next was already married.” I opened my mouth to ask him if he was being serious, but he beat me to it. “Yes,” he said, smirking. “Yes, I ‘seriously’ did need to do that.” “What does the CEO being married have to do with anything, Michael? What if I have no interest in seeing you after I quit?” “You do, so we’re not even going to entertain that line of conversation.” He rolled his eyes. “If the CEO is already married, I won’t have to worry about ‘this’ happening at your next place of employment, and I can be somewhat less jealous.” “How selfish of you.” I couldn’t believe him, but for some reason I couldn’t help the smile that was forming on my face.

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

In the elaborate con that is American electoral politics, the Republican voter has long been the easiest mark in the game, the biggest dope in the room. Everyone inside the Beltway knows this. The Republican voters themselves are the only ones who never saw it. Elections are about a lot of things, but at the highest level, they’re about money. The people who sponsor election campaigns, who pay the hundreds of millions of dollars to fund the candidates’ charter jets and TV ads and 25-piece marching bands, those people have concrete needs. They want tax breaks, federal contracts, regulatory relief, cheap financing, free security for shipping lanes, antitrust waivers and dozens of other things. They mostly don’t care about abortion or gay marriage or school vouchers or any of the social issues the rest of us spend our time arguing about. It’s about money for them, and as far as that goes, the CEO class has had a brilliantly winning electoral strategy for a generation. They donate heavily to both parties, essentially hiring two different sets of politicians to market their needs to the population. The Republicans give them everything that they want, while the Democrats only give them mostly everything. They get everything from the Republicans because you don’t have to make a single concession to a Republican voter. All you have to do to secure a Republican vote is show lots of pictures of gay people kissing or black kids with their pants pulled down or Mexican babies at an emergency room. Then you push forward some dingbat like Michele Bachmann or Sarah Palin to reassure everyone that the Republican Party knows who the real Americans are. Call it the “Rove 1-2.” That’s literally all it’s taken to secure decades of Republican votes, a few patriotic words and a little over-the-pants rubbing. Policywise, a typical Republican voter never even asks a politician to go to second base. While we always got free trade agreements and wars and bailouts and mass deregulation of industry and lots of other stuff the donors definitely wanted, we didn’t get Roe v. Wade overturned or prayer in schools or balanced budgets or censorship of movies and video games or any of a dozen other things Republican voters said they wanted.

REQUIREMENTS TO BE GREAT AT RUNNING HR What kind of person should you look for to comprehensively and continuously understand the quality of your management team? Here are some key requirements:   World-class process design skills Much like the head of quality assurance, the head of HR must be a masterful process designer. One key to accurately measuring critical management processes is excellent process design and control.   A true diplomat Nobody likes a tattletale and there is no way for an HR organization to be effective if the management team doesn’t implicitly trust it. Managers must believe that HR is there to help them improve rather than police them. Great HR leaders genuinely want to help the managers and couldn’t care less about getting credit for identifying problems. They will work directly with the managers to get quality up and only escalate to the CEO when necessary. If an HR leader hoards knowledge, makes power plays, or plays politics, he will be useless.   Industry knowledge Compensation, benefits, best recruiting practices, etc. are all fast-moving targets. The head of HR must be deeply networked in the industry and stay abreast of all the latest developments.   Intellectual heft to be the CEO’s trusted adviser None of the other skills matter if the CEO does not fully back the head of HR in holding the managers to a high quality standard. In order for this to happen, the CEO must trust the HR leader’s thinking and judgment.   Understanding things unspoken When management quality starts to break down in a company, nobody says anything about it, but super-perceptive people can tell that the company is slipping. You need one of those.

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

After a series of promotions—store manager at twenty-two, regional manager at twenty-four, director at twenty-seven—I was a fast-track career man, a personage of sorts. If I worked really hard, and if everything happened exactly like it was supposed to, then I could be a vice president by thirty-two, a senior vice president by thirty-five or forty, and a C-level executive—CFO, COO, CEO—by forty-five or fifty, followed of course by the golden parachute. I’d have it made then! I’d just have to be miserable for a few more years, to drudge through the corporate politics and bureaucracy I knew so well. Just keep climbing and don't look down. Misery, of course, encourages others to pull up a chair and stay a while. And so, five years ago, I convinced my best friend Ryan to join me on the ladder, even showed him the first rung. The ascent is exhilarating to rookies. They see limitless potential and endless possibilities, allured by the promise of bigger paychecks and sophisticated titles. What’s not to like? He too climbed the ladder, maneuvering each step with lapidary precision, becoming one of the top salespeople—and later, top sales managers—in the entire company.10 And now here we are, submerged in fluorescent light, young and ostensibly successful. A few years ago, a mentor of mine, a successful businessman named Karl, said to me, “You shouldn’t ask a man who earns twenty thousand dollars a year how to make a hundred thousand.” Perhaps this apothegm holds true for discontented men and happiness, as well. All these guys I emulate—the men I most want to be like, the VPs and executives—aren’t happy. In fact, they’re miserable.  Don’t get me wrong, they aren’t bad people, but their careers have changed them, altered them physically and emotionally: they explode with anger over insignificant inconveniences; they are overweight and out of shape; they scowl with furrowed brows and complain constantly as if the world is conspiring against them, or they feign sham optimism which fools no one; they are on their second or third or fourth(!) marriages; and they almost all seem lonely. Utterly alone in a sea of yes-men and women. Don’t even get me started on their health issues.  I’m talking serious health issues: obesity, gout, cancer, heart attacks, high blood pressure, you name it. These guys are plagued with every ailment associated with stress and anxiety. Some even wear it as a morbid badge of honor, as if it’s noble or courageous or something. A coworker, a good friend of mine on a similar trajectory, recently had his first heart attack—at age thirty.  But I’m the exception, right?

You may not recognize the name Steven Schussler, CEO of Schussler Creative Inc., but you are probably familiar with his very popular theme restaurant Rainforest Café. Steve is one of the scrappiest people I know, with countless scrappy stories. He is open and honest about his wins and losses. This story about how he launched Rainforest Café is one of my favorites: Steve first envisioned a tropical-themed family restaurant back in the 1980s, but unfortunately, he couldn’t persuade anyone else to buy into the idea at the time. Not willing to give up easily, he decided to get scrappy and be “all in.” To sell his vision, he transformed his own split-level suburban home into a living, mist-enshrouded rain forest to convince potential investors that the concept was viable. Yes, you read that correctly—he converted his own house into a jungle dwelling complete with rock outcroppings, waterfalls, rivers, and layers of fog and mist that rose from the ground. The jungle included a life-size replica of an elephant near the front door, forty tropical birds in cages, and a live baby baboon named Charlie. Steve shared the following details: Every room, every closet, every hallway of my house was set up as a three-dimensional vignette: an attempt to present my idea of what a rain forest restaurant would look like in actual operation. . . . [I]t took me three years and almost $400,000 to get the house developed to the point where I felt comfortable showing it to potential investors. . . . [S]everal of my neighbors weren’t exactly thrilled to be living near a jungle habitat. . . . On one occasion, Steve received a visit from the Drug Enforcement Administration. They wanted to search the premises for drugs, presuming he may have had an illegal drug lab in his home because of his huge residential electric bill. I imagine they were astonished when they discovered the tropical rain forest filled with jungle creatures. Steve’s plan was beautiful, creative, fun, and scrappy, but the results weren’t coming as quickly as he would have liked. It took all of his resources, and he was running out of time and money to make something happen. (It’s important to note that your scrappy efforts may not generate results immediately.) I asked Steve if he ever thought about quitting, how tight was the money really, and if there was a time factor, and he said, “Yes to all three! Of course I thought about quitting. I was running out of money and time.” Ultimately, Steve’s plan succeeded. After many visits and more than two years later, gaming executive and venture capitalist Lyle Berman bought into the concept and raised the funds necessary to get the Rainforest Café up and running. The Rainforest Café chain became one of the most successful themed restaurants ever created, and continues that way under Landry’s Restaurants and Tilman Fertitta’s leadership. Today, Steve creates restaurant concepts in fantastic warehouses far from his residential neighborhood!