Ceo Of Your Life Quotes

For your life to be great,your faith must be bigger than your fear.

Be the CEO of your life

Success is nothing more than living your life according to your own truth and your own terms.

When did they stop putting toys in cereal boxes? When I was little, I remember wandering the cereal aisle (which surely is as American a phenomenon as fireworks on the Fourth of July) and picking my breakfast food based on what the reward was: a Frisbee with the Trix rabbit's face emblazoned on the front. Holographic stickers with the Lucky Charms leprechaun. A mystery decoder wheel. I could suffer through raisin bran for a month if it meant I got a magic ring at the end. I cannot admit this out loud. In the first place, we are expected to be supermoms these days, instead of admitting that we have flaws. It is tempting to believe that all mothers wake up feeling fresh every morning, never raise their voices, only cook with organic food, and are equally at ease with the CEO and the PTA. Here's a secret: those mothers don't exist. Most of us-even if we'd never confess-are suffering through the raisin bran in the hopes of a glimpse of that magic ring. I look very good on paper. I have a family, and I write a newspaper column. In real life, I have to pick superglue out of the carpet, rarely remember to defrost for dinner, and plan to have BECAUSE I SAID SO engraved on my tombstone. Real mothers wonder why experts who write for Parents and Good Housekeeping-and, dare I say it, the Burlington Free Press-seem to have their acts together all the time when they themselves can barely keep their heads above the stormy seas of parenthood. Real mothers don't just listen with humble embarrassment to the elderly lady who offers unsolicited advice in the checkout line when a child is throwing a tantrum. We take the child, dump him in the lady's car, and say, "Great. Maybe YOU can do a better job." Real mothers know that it's okay to eat cold pizza for breakfast. Real mothers admit it is easier to fail at this job than to succeed. If parenting is the box of raisin bran, then real mothers know the ratio of flakes to fun is severely imbalanced. For every moment that your child confides in you, or tells you he loves you, or does something unprompted to protect his brother that you happen to witness, there are many more moments of chaos, error, and self-doubt. Real mothers may not speak the heresy, but they sometimes secretly wish they'd chosen something for breakfast other than this endless cereal. Real mothers worry that other mothers will find that magic ring, whereas they'll be looking and looking for ages. Rest easy, real mothers. The very fact that you worry about being a good mom means that you already are one.

A person without self-expression is a person without personal freedom.

Death is not the greatest loss in life. The greatest loss is what dies inside us while we live.” —Norman Cousins

Accept people as they are, but place them where they belong. You are the CEO of your life. Hire, fire & promote accordingly.

Life really is nothing more than a journey back home.

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

When you face tough times but keep on going; when you're discouraged and doubtful, but still show up; when you are not sure of what to do, but you give it you best anyway--you will, in the end, succeed. Just be willing to do whatever it takes.

Every year that I live I am more convinced that the waste of life lies in the love we have not given, the powers we have not used, the selfish prudence which will risk nothing, and which, shirking pain, misses happiness as well.” —Mary Cholmondeley

The more love and support your child receives, the richer his or her life becomes, and nurses can certainly add to the circle of love surrounding your child.

If you're picturing Farmer Juan and his family gratefully wiping sweat from their brows when you buy that Ecuadorian banana, picture this instead: the CEO of Dole Inc. in his air-conditioned office in Westlake Village, California. He's worth $1.4 billion; Juan gets about $6 a day. Much money is made in the global reshuffling of food, but the main beneficiaries are processors, brokers, shippers, supermakets, and oil companies.

Protect and preserve your core customers," he [Jim Sinegal, cofounder and CEO of Costco] told our marketing team when I invited him to speak to us. "The cost of losing your core customers and trying to get them back during a down economy will be much greater than the cost of investing in them and trying to keep them.

Trust me.” That’s what a CEO says every day to her employees. Trust me: This will be a good company. Trust me: This will be good for your career. Trust me: This will be good for your life. A layoff breaks that trust. In order to rebuild trust, you have to come clean.

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...

It's the business of your life...and you're the CEO!

All that's real is the moment right in front of you. Don't miss that moment, because that's where your life is.

as Google CEO Larry Page put it in his 2014 TED talk: “The main thing that has caused companies to fail, in my view, is that they missed the future.

if you want to keep someone’s brain lit up and receptive to your point of view, you must not start your response with a statement of disagreement.

THE FIVE BUCKETS 1. What you know (your knowledge) 2. What you can do (your skills) 3. Who you know (your network) 4. What you have (your resources) 5. What the world thinks of you (your reputation)

Putting work in for your business is good. Your business needs you to put that work in. But don't exhaust yourself because if you drain yourself to the point of exhaustion then you become a liability to your business.

It is a terrible moment when you realise you’ll never do all the best things this world can offer; that you’ll never have a superlative experience. You’ll go to a Gala Bingo rather than Vegas; get your own office, but not be a CEO; and get a gravestone, but not in Poet’s Corner. You’ll never sleep with the girls on the TV. And all of this mediocrity was made worse by the fact of its inescapable prevalence.

Look for the job that you would want to hold if you didn’t need a job. You’re probably only going to live once. You don’t want to go sleepwalking through life… Look for the job that turns you on. Find a passion.” Warren Buffett is widely if not universally recognized as the world’s greatest

You change your life when you start showing up exactly as you are. You change your life when you become comfortable with being happy here, even if you want to go forward. You change your life when you can love yourself even though you don’t look exactly the way you want to. You change your life when you are principled about money and love and relationships, when you treat strangers as well as you do your CEO, and when you manage $1,000 the same way you would $10,000. You change your life when you start doing the truly scary thing, which is showing up exactly as you are. Most of the problems that exist in our lives are distractions from the real problem, which is that we are not comfortable in the present moment, as we are, here and now. So we must heal that first.

Your personal life is now known as Facebook’s data. Its CEO’s personal life is now known as mind your own business.

YOU ARE THE CEO OF YOU

That it will never come again is what makes life so sweet.

When you can make a decision with analysis, you should do so. But it turns out in life that your most important decisions are always made with instinct, intuition, taste, heart.

Stop telling yourself you’re not qualified, good enough or worthy. Growth happens when you start doing the things you’re not qualified to do.

Yesterday you told me that life is a growth school, Father Mike. Every person and every experience comes to us to teach us the lesson we most need to learn at that particular point of our journey. We can either awaken to this act of nature, or we can turn a blind eye to it and, in doing so, keep repeating the mistakes of the past until the pain becomes so great that we have no choice but to change.

your success will be defined by your attitude towards the small stuff – the things most people overlook, ignore or don’t care about. The easiest way to do big things is by focusing on the small things.

Many people who are now CEOs and millionaires have worked very hard, no question, but so have millions of people now living below the poverty line. Hard work is admirable, but statistics show it is not a magic potion that will transform your life.

For your life to be great, your faith must be bigger than your fears. It’s only when you have faith in the fact that, as you say, the universe is a friendly place and it’s bigger than the fears that have limited you—only then will your brightest life come calling.

All that crap about love and fairness and doing something with your life, Bruno ... Those are luxury problems. The CEO’s wife can go around worrying about that stuff. People like us from the projects have to play by a different set of rules.” George Hanson In The Shadow of Sadd

Whether you’re a CEO, a team leader, or a person from any walk of life trying to make a difference, you’re going to be judged for the little moments, so please make the most of them. In every interaction, you have a choice. Do you want to lift people up or hold them down? Who do you want to be?

When you find yourself disagreeing with someone, avoid the emotional temptation, at all costs, to start your response with ‘I disagree’ or ‘You’re wrong’, and instead introduce your rebuttal with what you have in common, what you agree on, and the parts of their argument that you can understand.

NeXT and making Jobs its CEO. In the spoof Mike Markkula asked Jobs, “Do you want to spend the rest of your life selling UNIX with a sugarcoating, or change the world?” Jobs responded, “Because I’m now a father, I needed a steadier source of income.” The release noted that “because of his experience at Next, he is expected to bring

One can have no smaller or greater mastery than mastery of oneself; you will never have a greater or lesser dominion than that over yourself; the height of your success is gauged by your self-mastery, the depth of your failure by your self-abandonment. Those who cannot establish dominion over themselves will have no dominion over others.

What started with Adam and Eve never stopped. The same ancient conspiracy repeats itself in the Tower of Babel, in King Saul, in the Pharisaic priesthood, in the CEO of your company, and in me. We’re all prone to drown out our view of God, to keep moving, to go about our lives as though we are the center. Stillness is the quiet space where God migrates from the periphery back to the center, and prayer pours forth from the life that has God at the center.

Keeping my goals in plain sight. It’s easy to focus on your goals when you’re fired up or excited about a new project, but focusing becomes harder when life interferes with your direct access to keep working on it. So pin up your dream somewhere you can see it. I’m a big fan of displaying visuals inside my closet door to remind me every single day of what my aim is. Currently taped to my door: the cover of Forbes featuring self-made female CEOs, a vacation house in Hawaii . . . and a picture of Beyoncé, obvi.

The illusion of pattern affects our lives in many ways off the basketball court. How many good years should you wait before concluding that an investment adviser is unusually skilled? How many successful acquisitions should be needed for a board of directors to believe that the CEO has extraordinary flair for such deals? The simple answer to these questions is that if you follow your intuition, you will more often than not err by misclassifying a random event as systematic. We are far too willing to reject the belief that much of what we see in life is random.

What you are asking God to do will induce a major impact on your life. That major impact cannot happen with minor faith. He will carry out His divine plan by providing you with opportunities to advance yourself in Him. Jesus said, in Luke, 10:19, “Behold, I give unto you power to tread on serpents and scorpions, and over all the power of the enemy: and nothing shall by any means hurt you.” He will teach you the skills you need to be a force in your industry, but He will not force you into success. You must reach out and walk through those doors, which are open just for you.

Step 1: Learn First you must identify the topic you want to understand, research it thoroughly and grasp it from every direction. Step 2: Teach it to a child Secondly, you should write the idea down as if you were teaching it to a child; use simple words, fewer words and simple concepts. Step 3: Share it Convey your idea to others; post it online, post it on your blog, share it on stage or even at the dinner table. Choose any medium where you’ll get clear feedback. Step 4: Review Review the feedback; did people understand the concept from your explanation? Can they explain it to you after you’ve explained it to them? If not, go back to step 1; if they did, move on.

I vowed to myself that day that I would be wealthy when I grew up. It was my birthday-candle wish. I stood in that tiny dining room on stained carpet, in front of the yard-sale table, and I promised myself something better. I will never live like this when I have the ability to prevent it. I was vehement in this: someday I would be rich. I’m not supposed to say that, I know. Social media is filled with hundreds of male CEOs and self-made entrepreneurs who tout the power of wealth and the justification for achieving it. But, if you’re a woman, it’s frowned upon. It’s impolite. It’s not something good girls do. Good girls don’t talk about money, and they certainly don’t claim it as a life goal, regardless of their reasons why.

But there’s mounting evidence that many successful CEOs and politicians are actually psychopaths, too; or at least, fall somewhere on the psychopathic spectrum—that is, they score low on tests for remorse, conscience, and moral judgment, and high for fearlessness, quick thinking, and cold-bloodedness. And there are certain psychopathic traits that we know Miles has. Something called shallow affect, for example—having a very limited range of emotions. Getting bored easily. Impulsiveness. Charm. Not really caring about other people’s feelings, except as a tool to manipulate them by. Having very few long-term friends. Seeing life as a contest where, for you to win, others have to lose. And treating your children as trophies, flattering extensions of yourself.

Reading this book, you will probably get motivated to take a major faith step, but life can stare you back in the face and tell you that you are stupid to believe that God will answer your prayer. The bottom line is, GOD CAN DO IT, and He will do it if you let Him. Numbers, 23:19 states, “God is not a man, that he should lie, nor a son of man, that he should change his mind. Does he speak and then not act? Does he promise and not fulfill?” Your entrepreneurial dream may seem impossible, but God can do it. Your finances might be in the worst shape that you have ever experienced in your life, but God can fix it. You might not have the education or the skill that you know is required to follow through on your dream, but God can supplement it. Will you trust Him to do it?

The starting point of enlightenment, a goal that every person should strive for, is inner leadership. Leadership is far more than something businesspeople do at work. Leadership is all about personal responsibility, self-discovery, and creating value in the world by the people we become. Too many people spend their time blaming others for all that isn’t working in their lives. We blame our spouses for our unhappy home lives; we blame our bosses for our distress at work; we blame strangers on the freeway for making us angry; we blame our parents for keeping us small. Blame, blame, blame, blame. But blaming others is nothing more than excusing yourself. Blaming others for the current quality of your life is a sad way to live. In doing so, all you’re doing is playing the victim.

There was, of course, one other option. Two years earlier Macworld magazine columnist (and former Apple software evangelist) Guy Kawasaki had published a parody press release joking that Apple was buying NeXT and making Jobs its CEO. In the spoof Mike Markkula asked Jobs, “Do you want to spend the rest of your life selling UNIX with a sugarcoating, or change the world?” Jobs responded, “Because I’m now a father, I needed a steadier source of income.” The release noted that “because of his experience at Next, he is expected to bring a newfound sense of humility back to Apple.” It also quoted Bill Gates as saying there would now be more innovations from Jobs that Microsoft could copy. Everything in the press release was meant as a joke, of course. But reality has an odd habit of catching up with satire.

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.

Yes, that. Would you care to explain where the money is going, Madam President?” Letty laughed up at him with warm, loving eyes. “Certainly, Mr. Blackstone. Do you want to hear the explanation before or after I tell you that I have every reason to believe I'm pregnant?” That very morning Joel had decided that it was probably not possible for him to be any happier than he was already. Now he realized he was wrong. He forgot about the little matter of a fifty thousand dollar cost overrun and started to grin like an idiot. “You're pregnant?” Joel ignored the embarrassed expression on the face of the blond Adonis. “You're going to have our baby?” “It would appear so.” Letty pushed her glasses up onto her nose and smiled demurely. “What do you say to that, Mr. Blackstone?” Joel tossed the file over his left shoulder. The data on the ad budget was sent flying into the air. Eyes gleaming, he walked over to Letty and lifted her carefully into his arms. “I say the hell with the fifty thousand dollars. What's a few bucks between a president and her CEO?” “I knew you'd be reasonable about it, Joel.” Joel carried her out the door and down the hall. “Let's go back to my office, Mrs. Blackstone, and discuss something far more important than ad budget overruns.” “Yes, of course, Mr. Blackstone.” Letty glowed up at him. “And this time we must remember to lock the door before we start our discussions.” Joel's laughter echoed down the halls of Thornquist Gear. Life was very good.

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!

The CEO answered by saying the bill was too high, that he’d pay half of it and that they would talk about the rest. After that, he stopped answering her calls. The underlying dynamic was that this guy didn’t like being questioned by anyone, especially a woman. So she and I developed a strategy that showed him she understood where she went wrong and acknowledged his power, while at the same time directing his energy toward solving her problem. The script we came up with hit all the best practices of negotiation we’ve talked about so far. Here it is by steps: A “No”-oriented email question to reinitiate contact: “Have you given up on settling this amicably?” A statement that leaves only the answer of “That’s right” to form a dynamic of agreement: “It seems that you feel my bill is not justified.” Calibrated questions about the problem to get him to reveal his thinking: “How does this bill violate our agreement?” More “No”-oriented questions to remove unspoken barriers: “Are you saying I misled you?” “Are you saying I didn’t do as you asked?” “Are you saying I reneged on our agreement?” or “Are you saying I failed you?” Labeling and mirroring the essence of his answers if they are not acceptable so he has to consider them again: “It seems like you feel my work was subpar.” Or “… my work was subpar?” A calibrated question in reply to any offer other than full payment, in order to get him to offer a solution: “How am I supposed to accept that?” If none of this gets an offer of full payment, a label that flatters his sense of control and power: “It seems like you are the type of person who prides himself on the way he does business—rightfully so—and has a knack for not only expanding the pie but making the ship run more efficiently.” A long pause and then one more “No”-oriented question: “Do you want to be known as someone who doesn’t fulfill agreements?” From my long experience in negotiation, scripts like this have a 90 percent success rate. That is, if the negotiator stays calm

We may not recognize how situations within our own lives are similar to what happens within an airplane cockpit. But think, for a moment, about the pressures you face each day. If you are in a meeting and the CEO suddenly asks you for an opinion, your mind is likely to snap from passive listening to active involvement—and if you’re not careful, a cognitive tunnel might prompt you to say something you regret. If you are juggling multiple conversations and tasks at once and an important email arrives, reactive thinking can cause you to type a reply before you’ve really thought out what you want to say. So what’s the solution? If you want to do a better job of paying attention to what really matters, of not getting overwhelmed and distracted by the constant flow of emails and conversations and interruptions that are part of every day, of knowing where to focus and what to ignore, get into the habit of telling yourself stories. Narrate your life as it’s occurring, and then when your boss suddenly asks a question or an urgent note arrives and you have only minutes to reply, the spotlight inside your head will be ready to shine the right way. To become genuinely productive, we must take control of our attention; we must build mental models that put us firmly in charge. When you’re driving to work, force yourself to envision your day. While you’re sitting in a meeting or at lunch, describe to yourself what you’re seeing and what it means. Find other people to hear your theories and challenge them. Get in a pattern of forcing yourself to anticipate what’s next. If you are a parent, anticipate what your children will say at the dinner table. Then you’ll notice what goes unmentioned or if there’s a stray comment that you should see as a warning sign. “You can’t delegate thinking,” de Crespigny told me. “Computers fail, checklists fail, everything can fail. But people can’t. We have to make decisions, and that includes deciding what deserves our attention. The key is forcing yourself to think. As long as you’re thinking, you’re halfway home.

I believe that social media, and the internet as a whole, have negatively impacted our ability to both think long-term and to focus deeply on the task in front of us. It is no surprise, therefore, that Apple CEO, Steve Jobs, prohibited his children from using phones or tablets—even though his business was to sell millions of them to his customers! The billionaire investor and former senior executive at Facebook, Chamath Palihapitiya, argues that we must rewire our brain to focus on the long term, which starts by removing social media apps from our phones. In his words, such apps, “wire your brain for super-fast feedback.” By receiving constant feedback, whether through likes, comments, or immediate replies to our messages, we condition ourselves to expect fast results with everything we do. And this feeling is certainly reinforced through ads for schemes to help us “get rich quick”, and through cognitive biases (i.e., we only hear about the richest and most successful YouTubers, not about the ones who fail). As we demand more and more stimulation, our focus is increasingly geared toward the short term and our vision of reality becomes distorted. This leads us to adopt inaccurate mental models such as: Success should come quickly and easily, or I don’t need to work hard to lose weight or make money. Ultimately, this erroneous concept distorts our vision of reality and our perception of time. We can feel jealous of people who seem to have achieved overnight success. We can even resent popular YouTubers. Even worse, we feel inadequate. It can lead us to think we are just not good enough, smart enough, or disciplined enough. Therefore, we feel the need to compensate by hustling harder. We have to hurry before we miss the opportunity. We have to find the secret that will help us become successful. And, in this frenetic race, we forget one of the most important values of all: patience. No, watching motivational videos all day long won’t help you reach your goals. But, performing daily consistent actions, sustained over a long period of time will. Staying calm and focusing on the one task in front of you every day will. The point is, to achieve long-term goals in your personal or professional life, you must regain control of your attention and rewire your brain to focus on the long term. To do so, you should start by staying away from highly stimulating activities.

In a Harvard Business Review article titled “Do Women Lack Ambition?” Anna Fels, a psychiatrist at Cornell University, observes that when the dozens of successful women she interviewed told their own stories, “they refused to claim a central, purposeful place.” Were Dr. Fels to interview you, how would you tell your story? Are you using language that suggests you’re the supporting actress in your own life? For instance, when someone offers words of appreciation about a dinner you’ve prepared, a class you’ve taught, or an event you organized and brilliantly executed, do you gracefully reply “Thank you” or do you say, “It was nothing”? As Fels tried to understand why women refuse to be the heroes of their own stories, she encountered the Bem Sex-Role Inventory, which confirms that society considers a woman to be feminine only within the context of a relationship and when she is giving something to someone. It’s no wonder that a “feminine” woman finds it difficult to get in the game and demand support to pursue her goals. It also explains why she feels selfish when she doesn’t subordinate her needs to others. A successful female CEO recently needed my help. It was mostly business-related but also partly for her. As she started to ask for my assistance, I sensed how difficult it was for her. Advocate on her organization’s behalf? Piece of cake. That’s one of the reasons her business has been successful. But advocate on her own behalf? I’ll confess that even among my closest friends I find it painful to say, “Look what I did,” and so I don’t do it very often. If you want to see just how masterful most women have become at deflecting, the next time you’re with a group of girlfriends, ask them about something they (not their husband or children) have done well in the past year. Chances are good that each woman will quickly and deftly redirect the conversation far, far away from herself. “A key type of discrimination that women face is the expectation that feminine women will forfeit opportunities for recognition,” says Fels. “When women do speak as much as men in a work situation or compete for high-visibility positions, their femininity is assailed.” My point here isn’t to say that relatedness and nurturing and picking up our pom-poms to cheer others on is unimportant. Those qualities are often innate to women. If we set these “feminine” qualities aside or neglect them, we will have lost an irreplaceable piece of ourselves. But to truly grow up, we must learn to throw down our pom-poms, believing we can act and that what we have to offer is a valuable part of who we are. When we recognize this, we give ourselves permission to dream and to encourage the girls and women

During his time working for the head of strategy at the bank in the early 1990s, Musk had been asked to take a look at the company’s third-world debt portfolio. This pool of money went by the depressing name of “less-developed country debt,” and Bank of Nova Scotia had billions of dollars of it. Countries throughout South America and elsewhere had defaulted in the years prior, forcing the bank to write down some of its debt value. Musk’s boss wanted him to dig into the bank’s holdings as a learning experiment and try to determine how much the debt was actually worth. While pursuing this project, Musk stumbled upon what seemed like an obvious business opportunity. The United States had tried to help reduce the debt burden of a number of developing countries through so-called Brady bonds, in which the U.S. government basically backstopped the debt of countries like Brazil and Argentina. Musk noticed an arbitrage play. “I calculated the backstop value, and it was something like fifty cents on the dollar, while the actual debt was trading at twenty-five cents,” Musk said. “This was like the biggest opportunity ever, and nobody seemed to realize it.” Musk tried to remain cool and calm as he rang Goldman Sachs, one of the main traders in this market, and probed around about what he had seen. He inquired as to how much Brazilian debt might be available at the 25-cents price. “The guy said, ‘How much do you want?’ and I came up with some ridiculous number like ten billion dollars,” Musk said. When the trader confirmed that was doable, Musk hung up the phone. “I was thinking that they had to be fucking crazy because you could double your money. Everything was backed by Uncle Sam. It was a no-brainer.” Musk had spent the summer earning about fourteen dollars an hour and getting chewed out for using the executive coffee machine, among other status infractions, and figured his moment to shine and make a big bonus had arrived. He sprinted up to his boss’s office and pitched the opportunity of a lifetime. “You can make billions of dollars for free,” he said. His boss told Musk to write up a report, which soon got passed up to the bank’s CEO, who promptly rejected the proposal, saying the bank had been burned on Brazilian and Argentinian debt before and didn’t want to mess with it again. “I tried to tell them that’s not the point,” Musk said. “The point is that it’s fucking backed by Uncle Sam. It doesn’t matter what the South Americans do. You cannot lose unless you think the U.S. Treasury is going to default. But they still didn’t do it, and I was stunned. Later in life, as I competed against the banks, I would think back to this moment, and it gave me confidence. All the bankers did was copy what everyone else did. If everyone else ran off a bloody cliff, they’d run right off a cliff with them. If there was a giant pile of gold sitting in the middle of the room and nobody was picking it up, they wouldn’t pick it up, either.” In

Similarly, those Internet tycoons who are apparently so willing to devalue our privacy are vehemently protective of their own. Google insisted on a policy of not talking to reporters from CNET, the technology news site, after CNET published Eric Schmidt’s personal details—including his salary, campaign donations, and address, all public information obtained via Google—in order to highlight the invasive dangers of his company. Meanwhile, Mark Zuckerberg purchased the four homes adjacent to his own in Palo Alto, at a cost of $30 million, to ensure his privacy. As CNET put it, “Your personal life is now known as Facebook’s data. Its CEO’s personal life is now known as mind your own business.” The same contradiction is expressed by the many ordinary citizens who dismiss the value of privacy yet nonetheless have passwords on their email and social media accounts. They put locks on their bathroom doors; they seal the envelopes containing their letters. They engage in conduct when nobody is watching that they would never consider when acting in full view. They say things to friends, psychologists, and lawyers that they do not want anyone else to know. They give voice to thoughts online that they do not want associated with their names. The many pro-surveillance advocates I have debated since Snowden blew the whistle have been quick to echo Eric Schmidt’s view that privacy is for people who have something to hide. But none of them would willingly give me the passwords to their email accounts, or allow video cameras in their homes.

CEOs will gladly overpay for a company if the acquisition enables them to keep their jobs.

Why do I act? Because if you’re interested in money, don’t become an actor. If you’re interested in power, don’t become an actor. Get a seat on the Stock Exchange, become a CEO. Become respectable! If you want power, you become respectable. You’ll have lots of money. But if you’re not interested in that, then you can become an actor.

We tend to get distracted and disturbed over little things. They don’t feel little, of course—they feel like matters of life and death. Like when you are having trouble with your boss, who is a shady, under-the-table sort of guy. And all of a sudden, the meaning of life is about being right. It’s about you being promoted over your boss. You deserve the corner office, not him. And you get agitated and frustrated, and before you know it, you’ve lost the point of life. You think the point is proving your boss wrong and getting the corner office and doubling your income. So, finally, you prove your boss wrong. He gets demoted, and you get promoted. You get the corner office. You are earning twice what you used to. But you will still sit in that corner office and find something to be upset about. Now, instead of the boss, it’s the CEO you don’t like. And the cycle continues. If we really want to find what matters in this life, we will consider eternity. What matters most is what matters in eternity. And what matters in eternity is not income, or friendship, or fame, or pleasure. Those things are fine in themselves. God created them, and he loves to bless you with them. But they will not outlast death.

In the words of Apple co-founder and CEO Steve Jobs: Your time is limited, so don’t waste it living someone else’s life. Don’t be trapped by dogma—which is living with the results of other people’s thinking. Don’t let the noise of others’ opinions drown out your own inner voice. And most important, have the courage to follow your heart and intuition. They somehow already know what you truly want to become. Everything else is secondary … You’ve got to find what you love …The only way to be truly satisfied is to do what you believe is great work. And the only way to do great work is to love what you do. If you haven’t found it yet, keep looking. Don’t settle. As with all matters of the heart, you’ll know when you find it. And, like any great relationship, it just gets better and better as the years roll on. So keep looking until you find it.

Become the CEO of Your Life

Be the CEO of your life” ― Robin S. Sharma

Be the CEO of your life

His favorite request dates back to 2004. SpaceX needed an actuator that would trigger the gimbal action used to steer the upper stage of Falcon 1. Davis had never built a piece of hardware before in his life and naturally went out to find some suppliers who could make an electro-mechanical actuator for him. He got a quote back for $120,000. “Elon laughed,” Davis said. “He said, ‘That part is no more complicated than a garage door opener. Your budget is five thousand dollars. Go make it work.’” Davis spent nine months building the actuator. At the end of the process, he toiled for three hours writing an e-mail to Musk covering the pros and cons of the device. The e-mail went into gory detail about how Davis had designed the part, why he had made various choices, and what its cost would be. As he pressed send, Davis felt anxiety surge through his body knowing that he’d given his all for almost a year to do something an engineer at another aerospace company would not even attempt. Musk rewarded all of this toil and angst with one of his standard responses. He wrote back, “Ok.” The actuator Davis designed ended up costing $3,900 and flew with Falcon 1 into space. “I put every ounce of intellectual capital I had into that e-mail and one minute later got that simple response,” Davis said. “Everyone in the company was having that same experience. One of my favorite things about Elon is his ability to make enormous decisions very quickly. That is still how it works today.” Kevin

What’s more important? Your company or your life?” It was a rhetorical question. I was warning him that, stripped of his identity at the top of a sixty-thousand-employee organization, he was vulnerable to boredom, dislocation, depression. I’d seen it before in ex-CEOs who didn’t prepare well for their corporate exit. It would be “irresponsible” if he didn’t create a new identity for himself.

Obama’s only connection with phones was to label them Obamaphones and hand them out for free through his community organizer network. Now millions of Americans and illegal immigrants have cell phones paid for by the U.S. government and funded through one of those obscure charges that appear on your phone bill, the “lifeline” tax. Obama undoubtedly hopes you never notice the charge, or ask about it. It’s so much better to rip people off when they don’t even know they are being ripped off. Obama has no experience in starting a business or running a business; the only business he has ever run—the U.S. government—is $18 trillion in debt, a full one-half of that accumulated during Obama’s two terms. Any CEO with that record would certainly be fired; any private enterprise losing money at that pace would long have gone out of business. Obama didn’t discover his lack of entrepreneurial talent at the White House; he’s known it for most of his life. That’s why he decided, at a young age, to go a completely different route. Envious of the entrepreneur, he would become the anti-entrepreneur. He would put his talents to use in taking from the entrepreneurs and getting away with it. So Obama’s lack of entrepreneurial talent doesn’t mean that he is untalented. He is talented, but his talent lies in other areas. Driven by envy and resentment toward entrepreneurs, Obama specializes in fostering and mobilizing the resentment of others. He’s not a community organizer; he’s a resentment organizer.

Whether you want to be a better mother or a better CEO, to find the love of your life or make a million dollars, to finish a marathon or lose twenty pounds or get your degree or finally find your true passion in life, it doesn’t matter. You can turn any piece of clay into a masterpiece, and you are the piece of clay. If your path is to get healthy or be a better citizen or love your family more or just gain a certain degree of self-awareness, come from a place of yes and you can do it.

A wasted day is one spent without doing anything to inch you to your goal. And all said and done; a wasted life is one spent without fulfilling purpose.

This is one of the few incidents that happen in my past life. One day I went to the mall with my older daughter, we went to American Eagle, we picked what we need it and walked toward the register, we were waiting in line, other cashier said "Mam, I can take you here" by the time I walked around to other site, two young girls cut in front of us, I did not say anything, I told my daughter in Albanian that was rude of them, like the girls understood what I said and they turned their head around talking to each other saying "She don't even speak English" they turned their heads back and giggled. My daughter who is born here, she witnessed the disrespect and the racism, she got real ma and want to fight the girls, I told her "Don't" she said "why?" I said "Because I feel bad for them" My daughter said "mom," what they did to you was rude, "not just they cut in front of you, but they mocked you for being foreign" I said to her, "honey not all parents teach their children the way I taught you, and that's why you don't fight with those kind of people, they are the one with problems not us." Sure they are not our problem now, but they become our problem in society, because this this young girls, one day they grow up to be a CEO or a manage, they can't make an ethical decisions, when it come to hire or fire people from work. Racism have to stop, unless you're native American,you are no diferent from me. I have the same right as everybody else. Don't forget we all are immigrants, some come to America 100 years ago, some 50 and some 25 years ago. I'm Proud to be Albanian / American

Planning Your Courses at the Schools of Experience If you think about McCall’s theory, going through the right courses in the schools of experience can help people in all kinds of situations increase the likelihood of success. One of the CEOs I have most admired, Nolan Archibald, has spoken to my students on this theory. Archibald has had a stellar career, including having been the youngest-ever CEO of a Fortune 500 company—Black & Decker. After he retired, he discussed with my students how he’d managed his career. What he described was not all of the steps on his résumé, but rather why he took them. Though he didn’t use this language, he built his career by registering for specific courses in the schools of experience. Archibald had a clear goal in mind when he graduated from college—he wanted to become CEO of a successful company. But instead of setting out on what most people thought would be the “right,” prestigious stepping-stone jobs to get there, he asked himself: “What are all the experiences and problems that I have to learn about and master so that what comes out at the other end is somebody who is ready and capable of becoming a successful CEO?” That meant Archibald was prepared to make some unconventional moves in the early years of his career—moves his peers at business school might not have understood on the surface. Instead of taking jobs or assignments because they looked like a fast-track to the C-suite, he chose his options very deliberately for the experience they would provide. “I wouldn’t ever make the decision based upon how much it paid or the prestige,” he told my students “Instead, it was always: is it going to give me the experiences I need to wrestle with?” His first job after business school was not a glamorous consulting position. Instead, he worked in Northern Quebec, operating an asbestos mine. He thought that particular experience, of managing and leading people in difficult conditions, would be important to have mastered on his route to the C-suite. It was the first of many such decisions he made. The strategy worked. It wasn’t long before he became CEO of Beatrice Foods. And then, at age forty-two, he achieved an even loftier goal: he was appointed CEO of Black & Decker. He stayed in that position for twenty-four years.

CEO of a large national company agrees to incognito join the ranks of his lowest level employees. In

You are the CEO of your own life. It;s you making the decisions

By the time this book reaches your hands, it’s quite possible that Musk and SpaceX will have managed to land a rocket on a barge at sea or back on a launchpad in Florida. Tesla Motors may have unveiled some of the special features of the Model X. Musk could have formally declared war on the artificial intelligence machines coming to life inside of Google’s data centers. Who knows?

This is the beginning of a new day. You have been given this day to use as you will. You can waste it or use it for good. What you do today is important because you are exchanging a day of your life for it. When tomorrow comes, this day will be gone forever. In its place is something you have left behind … let it be something good.

Everything happens for a reason, and there are no accidents in life—

Everyone who enters your life comes to you at precisely the time that you most need to learn the lesson they’ve come to teach.” “I believe that.

Life’s an adventure,” she said. “If you don’t choose the adventurous path, then you’re not really living.

In my early days, I thought there was only one lesson in this story, the obvious one about the importance of taking responsibility when you screw up. That’s true, and it’s significant. In your work, in your life, you’ll be more respected and trusted by the people around you if you honestly own up to your mistakes. It’s impossible not to make them; but it is possible to acknowledge them, learn from them, and set an example that it’s okay to get things wrong sometimes. What’s not okay is to undermine others by lying about something or covering your own ass first.

The family has long been a haven in a heartless world, the one place immune to market forces and economic calculations, where the personal, the private, and the emotional hold sway. Yet, that is no longer the case: everything that was once part of private life--love, friendship, child rearing--is being transformed into packaged expertise to be sold back to confused, harried Americans... From dating services that train you to be the CEO of your love life to wedding planners who create a couple's "personal narrative"; from nameologists (who help you name your child) to wantologists (who help you name your goals); from commercial surrogate farms in India to hired mourners who will scatter your loved one's ashes in the ocean of your choice.

If you're a CEO of Big Pharma who raises the price of a life-saving drug 600%, it's not competition you lack, it's a conscience. It's not poorly lit alleyways that are responsible for rape -- it's rapists. Let's address the real problem: CORPORATE GREED.

That’s true, and it’s significant. In your work, in your life, you’ll be more respected and trusted by the people around you if you honestly own up to your mistakes. It’s impossible not to make them; but it is possible to acknowledge them, learn from them, and set an example that it’s okay to get things wrong sometimes. What’s not okay is to undermine others by lying about something or covering your own ass first.

You are the CEO of your life, Hire, Fire and Promote accordingly.

Don't be cruel to someone unless you are left with no choice. Your actions might become the final strikes on that person's soul who is already on the verge of breaking.

In your work, in your life, you’ll be more respected and trusted by the people around you if you honestly own up to your mistakes. It’s impossible not to make them; but it is possible to acknowledge them, learn from them, and set an example that it’s okay to get things wrong sometimes.

Life's an adventure & If you don't chose adventure path, then you're not living

Take responsibility when you screw up. In work, in life, you’ll be more respected and trusted by the people around you if you own up to your mistakes. It’s impossible to avoid them; but it is possible to acknowledge them, learn from them, and set an example that it’s okay to get things wrong sometimes.

I knew that Bill Campbell would be the critical person I’d need to persuade one way or another. Bill was the only one of our board members who had been a public company CEO. He knew the pros and cons better than anyone else. More important, everybody always seemed to defer to Bill in these kinds of sticky situations, because Bill had a special quality about him. At the time, Bill was in his sixties, with gray hair and a gruff voice, yet he had the energy of a twenty-year-old. He began his career as a college football coach and did not enter the business world until he was forty. Despite the late start, Bill eventually became the chairman and CEO of Intuit. Following that, he became a legend in high tech, mentoring great CEOs such as Steve Jobs of Apple, Jeff Bezos of Amazon, and Eric Schmidt of Google. Bill is extremely smart, super-charismatic, and elite operationally, but the key to his success goes beyond those attributes. In any situation—whether it’s the board of Apple, where he’s served for over a decade; the Columbia University Board of Trustees, where he is chairman; or the girls’ football team that he coaches—Bill is inevitably everybody’s favorite person. People offer many complex reasons for why Bill rates so highly. In my experience it’s pretty simple. No matter who you are, you need two kinds of friends in your life. The first kind is one you can call when something good happens, and you need someone who will be excited for you. Not a fake excitement veiling envy, but a real excitement. You need someone who will actually be more excited for you than he would be if it had happened to him. The second kind of friend is somebody you can call when things go horribly wrong—when your life is on the line and you only have one phone call. Who is it going to be? Bill Campbell is both of those friends.

When you're holding yourself back, you're constantly censoring the way you come across to others.

Ignoring something doesn’t mean that it stopped existing. Eventually, you'll have to face it. The only question is how much time will pass in the meanwhile.

If you don't walk till the end, you can't judge the result.

You have to convey your priorities clearly and repeatedly. If you don't articulate your priorities clearly, then the people around you don't know what their own should be. Time and energy and capital get wasted. You can do a lot for the morale of the people around you (and therefore the people around them) just by taking the guess work out of their day-to-day life. A lot of work is complex and requires intense amounts of focus and energy, but this kind of messaging is fairly simple This is where we want to be. This is how we're going to get there.

Juliet Funt is the CEO of the consulting firm WhiteSpace at Work. She describes whitespace as “the thinking time, the strategic pause that’s in between the busyness.”6 When she was on my podcast, Juliet called whitespace “the oxygen that allows everything else to catch fire.

I'll give you an actual example. Pamela Yellen, the CEO of the Prospecting & Marketing Institute, based in Santa Fe, New Mexico, and I were conducting a multiday seminar for her clients — corporate executives and general agents from life insurance companies — about new methods of recruiting agents. Even though the attendees had paid a very high per-person fee to be there, most had traveled great distances, and the subject was of critical importance to them, we both noticed that on breaks, what most of them were talking about was where they were going to go play golf that evening when the seminar let out, the next morning before it started, or the day afterward. Both Pamela and I made note of how important it was to these clients of hers to get out on the golf course. This led to one of the most unusual ads Pamela has ever written and run in her own industry's trade journals, with the headline: “Puts Recruiting on Autopilot So You Can Go Play Golf!” The entire ad is reproduced on the following page, Exhibit #3. As you'll see, it sold the system we devised for insurance agent recruiting, but it did so circuitously, by emphasizing the hidden benefit: you'll get the job done with less time invested, so you can spend more time on the golf course.

Here’s a big lesson: The secret of passion is purpose. Once you find your calling—that compelling cause that you can give your life over to—your heart will begin to sing, and you’ll have more passion, power, and inner peace than you ever could have imagined. Discovering

The minute I dropped out I could stop taking the required classes that didn’t interest me, and begin dropping in on the ones that looked interesting. It wasn’t all romantic. I didn’t have a dorm room, so I slept on the floor in friends’ rooms, I returned coke bottles for the 5¢ deposits to buy food with, and I would walk the seven miles across town every Sunday night to get one good meal a week at the Hare Krishna temple. I loved it. And much of what I stumbled into by following my curiosity and intuition turned out to be priceless later on. Let me give you one example: Reed College at that time offered perhaps the best calligraphy instruction in the country. Throughout the campus every poster, every label on every drawer, was beautifully hand calligraphed. Because I had dropped out and didn’t have to take the normal classes, I decided to take a calligraphy class to learn how to do this. I learned about serif and san serif typefaces, about varying the amount of space between different letter combinations, about what makes great typography great. It was beautiful, historical, artistically subtle in a way that science can’t capture, and I found it fascinating. None of this had even a hope of any practical application in my life. But ten years later, when we were designing the first Macintosh computer, it all came back to me. And we designed it all into the Mac. It was the first computer with beautiful typography. If I had never dropped in on that single course in college, the Mac would have never had multiple typefaces or proportionally spaced fonts. And since Windows just copied the Mac, it’s likely that no personal computer would have them. If I had never dropped out, I would have never dropped in on this calligraphy class, and personal computers might not have the wonderful typography that they do. Of course it was impossible to connect the dots looking forward when I was in college. But it was very, very clear looking backwards ten years later. Again, you can’t connect the dots looking forward; you can only connect them looking backwards. So you have to trust that the dots will somehow connect in your future. You have to trust in something—your gut, destiny, life, karma, whatever. This approach has never let me down, and it has made all the difference in my life. The narrator of this story is Steve Jobs, the legendary CEO of Apple. The story was part of his famous Stanford commencement speech in 2005.[23] It’s a perfect illustration of how passion and purpose drive success, not the crossing of an imaginary finish line in the future. Forget the finish line. It doesn’t exist. Instead, look for passion and purpose directly in front of you. The dots will connect later, I promise—and so does Steve.

Andy Dunn, the founder and CEO of Bonobos, wrote an amazing article about the risk of not taking risks. He argues that the biggest risk is the risk not taken. If you haven’t read the article, you should,[78] but here’s my favorite part, where Andy brilliantly explains why the secret to living without regrets is to take every risk you ever consider: Very little is obvious in the research on human decision-making and happiness. Very few things are proven. One thing that is proven is this: the only regrets octogenarians have are for the risks not taken. Here’s why: If the risk taken does pan out, it is good. But if it doesn’t—and here’s the key thing—we find a way to justify the risk taken as learning. Learning is not an empty justification. This is a cliché—but learning is what life is all about. If we look at this backwards, we see that personal growth comes from learning, and learning comes from risk-taking, which is exactly why risk-taking is core to the Connection Algorithm.

In a Harvard Business Review article titled “Do Women Lack Ambition?” Anna Fels, a psychiatrist at Cornell University, observes that when the dozens of successful women she interviewed told their own stories, “they refused to claim a central, purposeful place.” Were Dr. Fels to interview you, how would you tell your story? Are you using language that suggests you’re the supporting actress in your own life? For instance, when someone offers words of appreciation about a dinner you’ve prepared, a class you’ve taught, or an event you organized and brilliantly executed, do you gracefully reply “Thank you” or do you say, “It was nothing”? As Fels tried to understand why women refuse to be the heroes of their own stories, she encountered the Bem Sex-Role Inventory, which confirms that society considers a woman to be feminine only within the context of a relationship and when she is giving something to someone. It’s no wonder that a “feminine” woman finds it difficult to get in the game and demand support to pursue her goals. It also explains why she feels selfish when she doesn’t subordinate her needs to others. A successful female CEO recently needed my help. It was mostly business-related but also partly for her. As she started to ask for my assistance, I sensed how difficult it was for her. Advocate on her organization’s behalf? Piece of cake. That’s one of the reasons her business has been successful. But advocate on her own behalf? I’ll confess that even among my closest friends I find it painful to say, “Look what I did,” and so I don’t do it very often. If you want to see just how masterful most women have become at deflecting, the next time you’re with a group of girlfriends, ask them about something they (not their husband or children) have done well in the past year. Chances are good that each woman will quickly and deftly redirect the conversation far, far away from herself. “A key type of discrimination that women face is the expectation that feminine women will forfeit opportunities for recognition,” says Fels. “When women do speak as much as men in a work situation or compete for high-visibility positions, their femininity is assailed.” My point here isn’t to say that relatedness and nurturing and picking up our pom-poms to cheer others on is unimportant. Those qualities are often innate to women. If we set these “feminine” qualities aside or neglect them, we will have lost an irreplaceable piece of ourselves. But to truly grow up, we must learn to throw down our pom-poms, believing we can act and that what we have to offer is a valuable part of who we are. When we recognize this, we give ourselves permission to dream and to encourage the girls and women around us to do the same.

Sure, but having jobs doesn't require destroying the environment which makes life possible. I mean, if you have participatory social planning, and people are trying to work things out in terms of their own interests, they are going to want to balance opportunities to work with quality of work, with type of energy available, with conditions of personal interaction, with the need to make sure your children survive, and so on and so forth. But those are all considerations that simply don't arise for corporate executives, they just are not a part of the agenda. In fact, if the C.E.O. of General Electric started making decisions on that basis, he'd be thrown out of his job in three seconds, or maybe there'd be a corporate takeover or something because those things are not a part of his job. His job is to raise profit and market share, not to make sure that the environment survives, or that his workers lead decent lives. And those goals are simply in conflict.